Rad Admin Manual

Organization name
Administrative Manual
Addis Ababa
august, 2023
Table of Contents
No. Title Page
I Foreword 1
II Effectiveness of the Manual 1
III Glossary 2
1 Introduction 3
2 Objectives of the manual 3
3 Policies and Procedures 3
3.1 Recruitment and Hiring 3
3.1.1 Advertisement 3
3.1.2 Personal History 3
3.1.3 Minimum and Maximum Age 4
3.1.4 Employment of immediate Relatives 4
3.1.5 Interview/Written Examination 4
3.1.6 Appointment Authority 4
3.1.7 Date of Hire 5
3.1.8 Contract of Employment 5
3.1.9 Personal Records 5
4 REMUNERATION AND BENEFITS 6
4.1 Salary 6
4.1.1 Classification 6
4.1.2 Date of Payment 6
4.1.3 Annual Step increments 6
4.1.4 Occasional Salary changes 7
4.1.5 Deductions 7
4.1.6 Salary Advance 8
4.2 Overtime Work 8
4.2.1 Overtime rates 9
4.2.2 Work on Official Holidays 9
4.3 Perdium and Actual Travel Expenses 9
4.3.1 Definition 9
4.3.2 Entitlement 9
4.3.3 Predium Rate 10
4.3.4 Actual Travel Expenses 10
4.4. Benefits 11
4.4.l Health/Accident Insurance 11
4.4.2 Medical Benefits 11
4.4.3 Death Benefits 11
4.4.4 Accident related benefits 11
4.4.5 Accrued Benefits/Compensation for 11
4.4.6 Severance pay 12
4.4.7 Annual leave payment 12
4.4.8 Transportation and Fuel allowance. 12
4.4.9 Cash indemnity allowance 12
4.4.10 Equipment/Uniform 13
4.5. Provident / Pension Fund 13
4.5.1 Purpose 13
4.5.2 Eligibility 13
4.5.3 Contributions 13
4.5.4 Withdrawals 13
5 Leave 14
5.1. General Principles 14
5.1.1 Entitlement 14
5.1.2 Leave request 14
5.1.3 Leave record 14
5.1.4 Holidays 14
5.2 Annual Leave 14
5.2.2 Leave request 14
5.2.3 Approval 15
5.2.4 Leave planning and tracking 15
5.2.5 Reimbursement for unused annual leave 15
5.3 Seek Leave 15
5.3.2 Request 15
5.4 Maternity Leave 16
5.4.2 Request 16
5.4.3 Accruals 16
5.5 Emergency Leave 16
5.5.2 Request 16
5.5.3 Accrual 16
5.6 Leave without pay 17
5.6.2 Request 17
6 Duties of Employee 17
6.1 Job Descriptions 17
6.1.1 Fulfilment 17
6.2 Official Working Hours 17
6.2.1 Definition 17
6.2.2 Senior staff Office 17
6.2.3 Office staff fixed hours 18
6.2.4 Field staff flexible working hours 18
6.2.5 Official working Hours 18
6.3 Daily attendance 18
6.3.1 Duty 18
6.3.2 Absence from duty 18
6.3.3 Attendance Record 18
6.4 Conduct 19
6.4.1 Public Image 19
6.4.2 Professional Conduct 19
6.5 Vehicles and Other Assets Regulation 19
6.5.1 Authorized use 19
6.5.2 Authorized Driver 19
6.5.3 Driving carefully 19
6.5.4 Seat Belts/Helmet 20
6.5.5 Vehicle protection 20
6.5.6 Report 20
6.5.7 Routine Checks 20
6.5.8 Authorized passengers 20
6.5.9 Vehicle Requests 20
6.5.10 Personal Use of Telephone 21
7 Personal Action 21
7.1 Performance Evaluation 21
7.1.1 Purpose 21
7.1.2 Policy 21
7.1.3 Procedure 21
7.2 Promotion and Policy Procedure 22
7.3 Transfer Policy and Procedure 23
7.3.1 Transfer policy and procedures 24
7.3.2 Conditions for transfer 24
7.3.3 Nature of transfer 24
7.3.4. Cost of transfer 24
7.4 Discipline 25
7.4.1 Statement of Policy 25
7.4.2 Offences and corresponding penalties 25
7.4.3 Warning letter 28
7.4.4 Dismissal and legal actions 29
7.5 Grievance procedures 29
7.6 Redundancy Policies and procedures 30
7.6.1 Policy 30
7.6.2 Objectives 30
7.6.3 Principles 30
7.6.4 Procedures 30
7.7 Separation from organization 31
7.7.1 Resignation 31
7.7.2 Regular employee termination 32
7.7.3 Termination of employee under probation period 32
7.7.4 Dismissal 32
7.7.5 Retirement 32
7.7.6 Death 32
7.7.7 Service payment on termination 32
8 Staff Training and Development 33
8.1 General Principles 33
8.2 Aims 33
8.3 Policies to achieve the aims 33
8.4 Procedures 34
8.4.1 Orientation/Induction 34
8.4.2 In house training 34
8.4.3 Second Training 35
8.4.4 External Training 36
8.4.5 Scholarship 37
8.4.6 Personal Studies 38
9 Amendments to the manual 39
I. Effective date of the Manual
The Administrative manual is effective as of ___________, 2023 and will remain
in effect as written, until amended or changed by the General manager of the firm
and approved by the management of the firm.
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1. Introduction
Introduction about the company
2. OBJECTIVES OF THE MANUAL

This administrative manual has the following objectives:
1. The main objective of the manual is to facilitate the effective and smooth
implementation of the policies and activities of the company, so that the
company will achieve its vision, mission and objectives.
2. Create a harmonious working relationship between company, and its employees

and thus, facilitates for a conducive working atmosphere and maintain a
satisfied, self-controlled and motivated work force.
3. Sustain mutual understanding and peaceful working conditions by clearly

identifying the rights and obligation of employees
4. Create a situation in which employees’ economic, social and psychological

welfare is protected, physical and mental capacities are developed, fair pay is
guaranteed, basic rights are protected.
5. Create a sense of collective and individual responsibility in the operations of the

company and protecting its interest.
6. Promote an organizational culture in which reward will have a positive

correlation with performance.
7. Determine organizational discipline and grievance handling mechanisms.
POLICIES AND PROCRDURE:

Company name reaffirms its long-standing policy to provide equal employment
opportunity for all applicants and equal promotion consideration to all its employees,
based on performance merits. Company name subscribes fully to the doctrine of non-
discrimination in employment regarding race, colour, nationality, religion, gender, or
age except for the age limits set in the labour laws of the country.
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3.1 RECRUITMENT AND HIRING
3.1.1. Advertising
Job vacancies will be advertised by the following means: Internal notices to all
offices of Company name and in newspapers and other means, as deemed
appropriate.
In-order to expedite the recruitment process and to ensure the best candidate is
selected; vacancies will be advertised internally and externally simultaneously for
senior positions. The recruitment process can also be short circuited at the
discretion of the company’s higher officials for “valid business reasons” All
advertisements should be based on the position job description. The minimum
expected education level, work experience, and special requirements, if any, should
be stated in all advertisements.
3.1.2. Personal History Form

Applicants who are selected as candidates for exams or interview of employment
with the Organization will submit a Personal History Form to Company name. All
employees other than non-clericals will also require submission of a resume. The
personal history form and other documents will be used for initial selection of
candidates and for reference purposes
3.1.3. Minimum and Maximum Age

- The minimum age for employment with the Organization is eighteen (18) years,
effective on the date of hire. In exceptional cases, if the employment of a person
between 14 and 18 is desired, the approval of the legal adviser is required for
confirmation. Employment of any age bellow 14 years is not allowed in
whatsoever cases.
- The mandatory retirement age in Company name is 60 years. The company

higher officials must approve all exceptions.
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3.1.4. Employment of Immediate Relatives
As a general policy, employment of relatives of employees is not allowed by the
Organization. However, with the company's higher officials written approval, the
relative of an employee may be hired by the Organization, provided that:
- The relative is the most qualified candidate for the position vacant.
- In the case of immediate family neither of the related persons will directly
supervise each other.
It is incumbent upon the employee and the applicant to report to the General
Manager any knowledge regarding the employment of relatives. Deliberate failure to
do so will result in immediate dismissal to the staffs that deliberately conceal such
information.
3.1.5. Interview and/or Written Examination

On the basis of resume and other information submitted by applicants, appropriate
candidates may be called for interview, or written exam or both. Applicants that are
screened and called for exams or interview or both will be required to fill out
Personal History Form (Appendix I). All travel expenses, or loss of income due to
interview(s) or written exam or both with the Organization, are the responsibility of
the applicant. The General Manager, at his/her discretion, may make exceptions to
this rule for the case of extended interviews or long-distance travel by candidates. All
interviews should be attended by the following persons or their designates
Head office level

* Immediate supervisor of the vacant post;
* Department head, particularly for supervisory level positions;
* Human Resource (HR) manager or Personnel Officer
Sub Office level

1. Immediate supervisor of the vacant post;
2. Branch Office Head
3. Personnel Officer at sub office level
Interviews for vice branch office head/ supervisor, Accounting, Personnel and
Training Positions should also be interviewed by the branch office head and Finance
and HR department head in the head office. The company higher officials may attend
any of the interviews at his/her discretion.
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3.1.6. Appointment Authority
Appointment Authority as described in the levels of authority is the right and the
responsibility to make decisions with respect to the hiring, evaluation, transfer,
discipline and firing of staff, according to the guidelines in this Manual. While firing
is within the responsibilities of the Appointment Authority, caution must be exercised
to ensure that all legal steps are followed. It is advisable for the Appointment
Authority to consult the head of Finance and Human Resource Development (FHRD)
and legal adviser at the head office before taking action to terminate an employee.
Appointment Authority includes the responsibility to issue and sign all relevant
correspondence with employees according to these guidelines.
At head office, Appointment Authority is vested in the General Manager, FHRD or

Department Managers. In sub offices, branch/sub-office heads are responsible for the
appointment of staff. The General Manager reserves the right to override decisions
of staff with Appointment Authority, where necessary, for the good of the
Organization. Furthermore, the General Manager reserves the right to designate -or
remove- Appointment Authority, as deemed appropriate by him/her.
* All appointments should be carried out in accordance with employment policies
and procedures stipulated in this Manual.
* Senior positions of Finance, Procurement, Audit, Personnel and Training, and
communications should be filled only in consultation with the concerned
departments at head Office. Similarly, Assistant polity office head should be
hired only in consultation with the main polity head and the president in Addis.
* Staff should be hired only within the technical requirements and approved
budgets of their respective Office or Department.
* Staff should only be transferred in full consultation with all concerned individuals
with appointment Authority.
3.1.7. Date of Hire

All new appointments will be effective from the date specified in the contract of hire.
The salary for the first month of employment shall be pro-rated to reflect the actual
number of days worked. When an ex-employee is re-hired, his date of hire shall be
his date of re-hire.
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Probation period
The first 60 days from date of hire are considered as probation period under which
both company name and the employee have the right to terminate the contract
without any prior notice. Nevertheless, the employee shall not be entitled to any
benefits whatsoever. If both parties agree to continue with their contract the effective
date will be the initial date on which the contract has been signed.
3.1.8 Contract of Employment

a) Company name has two types of contract of employment as per article 9
and 10 of the labor law proclamation No. 1156/2019. These are
i. Contract for indefinite period
ii. Contract for definite period or piece of work.
The letter of appointment shall specify the type of contract.
b) Every new employee will be issued a Contract of Employment specifying the

duration, usually for an initial one-year period, the position, the specific job
to be undertaken, place of work, date of hire, salary and other remunerations
to be paid, if any. Attached to each Contract will be a Job Description
(Appendix II). The Contract will become valid only after signature by the
employee and the concerned Appointment Authority.
3.1.9. Personnel Records

The FHRD department will maintain a numbered file for each employee at the head
office. Each company name sub office will also maintain a copy of the file for each
employee assigned to that office. Copies of the complete employment formalities
must be sent to company name head office, for checking and record purposes. Each
numbered employee file will contain at least the following documents:
a) Personal History Form.
b) Letter of application for employment.
c) Contract of Employment.
d) Job Description.
e) Copies of certificates and licenses.
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f) Copies of all correspondence whose subject is the employee, including
warning letters.
g) Copies of all performance evaluations.
h) Copies of all salary/benefits adjustment notice.
i) Copies of all appropriate medical records.
j) Release paper from his/her previous employer, if any.
k) Clearance certificate from criminal investigation department, as deemed
necessary.
l) 2 passport size photos.
m) Employment test results/ interview notes, if any.
n) Pre-employment medical certificate.
It will be the employee's responsibility to inform the Organization in writing of any

change in personal status such as marital status, number of dependants, home of
record, beneficiary nominee, level of education etc. The Finance Department of the
Organization will maintain copies of standard documents pertaining to salaries and
benefits only.
Access to personal records

Access to an employee's file will be restricted to the supervisor with Appointment
Authority, the FHRD Head, Executive committee and the employee. It will be the
duty of all staff who have access to personnel records for work purposes to adhere
strictly to the confidentiality of that information. Deliberate failure to adhere to this
policy will result in disciplinary action.
4. REMUNERATION AND BENEFITS
4.1 SALARY
4.1.1. Classification & Conditions
Salaries shall be paid on monthly bases in Ethiopian Birr to employees according to
the employment classification structure and the current salary grade, step and scale.
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4.1.2. Date of payment
Salary payments to employees shall be made once per month, on the 25th of every
month, unless otherwise authorized by the General Manager If the payday falls on
weekends or holiday, salary will be paid on the last working date before 25 th of the
month.
4.1.3. Annual Step Increments
Changes in salary as a result of annual step increments or promotions shall be
made 15% to 30% increment every year based on performance above average.
Company name shall keep a fair and equitable salary structure. There shall be a
series of salary Scales, but the current salary ranges for each identified grades, job
classifications and job titles are summarized below:
Grade Job Job Titles Salary Range Maximum
Classification Annual
Increment
VIII Directing General Manager 35000-55000 15
Manager
VII Managers Department, Heads, Polity 20000-35000 20
office head and Operation
Mangers
VI Officers Polity office officer, Finance 15000-25000 22
Officers, Personnel Officers and
Executive secretary.
V Assistants accountants, Community 12000-17000 25
Mobilizer,
Office assistants and secretary.
IV Logistic staff Mechanic drivers, Drivers, 8000-14000 28
liaison Officers, Procurement
officers and Store keepers
III Supporting Staff Secretary typist, Cashier, junior 6000-12000 30
(3) driver, Motorist/messenger,
liaison facilitator and other
similar positions
II Supporting Staff Receptionists, Operators and 6000-10000 30
(2) junior electricians.
I Supporting staff Guards, Office attendants/ 3000-6000 30
(1) messengers and cleaners
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Apart from the annual salary increments, the company higher officials may decide
salary increase for Cost of Leaving Adjustment if justified inflation occurs
throughout the country provided that sufficient budget is available for such increase.
4.1.4. Occasional Salary Changes

Apart from the reasons stated above salaries shall not normally be changed.
Occasionally, however, the company higher officials may authorize salary changes
for other reasons such as salary restructuring, position re-classification and
promotion.
4.1.5. Deductions
Deductions from employees' salaries shall be made automatically for the following
reasons:
a) Employees' income tax and other legally mandated salary deductions shall be
made from gross salary each month. These deductions shall be made according
to tax regulation of the country.
b) Deductions shall be made from employees' salaries to reimburse the organization

for any outstanding advances made to the employee by the Organization.
Deductions of this type shall be made according to the terms and schedule of the
particular advance.
c) Deductions may also be made based on court order.
d) For Days Not Worked due to unauthorized leave, or leave without pay. The
deduction shall be computed according to the formula below:
Monthly salary X 12
Deduction
months X Number of non-work days
=
260 working days
e.) Deductions shall not be made for absenteeism of less than half a day in a month.
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4.1.6. Salary Advance
The company Name does not encourage salary advances as its employees are more
encouraged to live on their real earnings. Nevertheless, up on the financial stresses
that the employees may encounter, salary advances may be allowed. The maximum
salary advance does not exceed three months’ basic salary of the staff. Salary
advance repayment must be made within one-year period and deductions shall not
exceed one third of the staff’s basic salary when prorated over 12 months of
repayment periods.
4.2. OVERTIME WORK

Policy:
Employees are expected to finish their job within the usual work hours. The
official working hours of The Company Name is eight hour per day for five
working days in a week. Employees are not compelled to work overtime but may
do so whenever the Company Name requests the employee due to force major,
meet deadlines, accomplish urgent works or the need to suddenly substitute for an
absent employee(s) or any other situation that necessitates staff to work overtime.
In case of such situations, Supervisors may request an employee to work for
longer hours than daily hours of work specified above. Working on Saturday,
Sunday, and public holidays are considered as overtime works.
Limits to overtime work

Overtime work shall not be done after 10 o’clock in the evening. The company
Name shall provide transportation service or the employee can claim for the cost of
transportation for overtime works.
Procedure:
Overtime work must be requested and authorized in writing by the immediate
supervisor in advance; and approved by the General Manager. Overtime must be
registered and approved regularly on the time keeping sheet maintained by the
respective departments/sections. Claims for overtime payment shall be made using
the standard format and must be authorized in writing by a supervisor with
appointment authority. Such authorized claims should then be submitted to the
FHRD, either is Compensatory Time off (CTO), or for payment in cash that
approved by the General Manager/FHRD.
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Remuneration for overtime work shall be effected within the same calendar month
that the overtime work is done as follows:
An employee cannot claim payment of overtime work contrary to Article 162 of
the labour law. It is contrary to the law & the manual to claim overtime, Per Diem,
holiday & rest day payment only during termination of employment contract. It
shall be claimed only:
 At the end of the month in which the additional time has been worked for CTO,
or
 On the official pay days of the next month for all overtime payments in cash.
Supervisory level employees and above are entitled only to CTOs and cannot
request for overtime payments. Employees receiving per-diem are not eligible to
claim remuneration for overtime work, work on rest days & holidays.
Claims should be submitted within a maximum period of one month after the work
is done. Any claim submitted beyond this period shall not be honoured by the
organization. Based on the nature of the work of drivers, guards, field workers, etc,
Per Diem is paid to compensate overtime work. This category of employees & all
others cannot claim overtime or holiday & rest day pay by them unless they are
duly assigned in writing to work overtime or on holidays & rest days.
4.2.1. Overtime Rates
Overtime rates are calculated as follows
Work from till 10 p.m. 1.25 X hourly rate

Work on rest day 2.00 X hourly rate
Work on Official 2.50 X hourly rate
Holiday:
The hourly rates are calculated as follows
(Monthly basic salary x 12

months) /8 = one hour’s salary
260
4.2.2. Work on Official Holidays
If an employee who works at supervisory position is assigned in writing to work on a
"rest day" or a "holiday" he/she should apply for Compensatory Time off (CTO) on
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the Overtime Request Approval Form (Appendix III). If a The company Name
worker is assigned in writing to work on a "holiday or rest day" with explicit
authorization for payment, he/she may apply for Overtime payment using the
Overtime Request Form. The procedure for payment of holiday & rest day work shall
be exactly like the procedure of overtime pays mentioned in Article 3.2.1 above.
4.3. PER DIEM AND ACTUAL TRAVEL EXPENSE

4.3.1. Definition
Employees who are required for work purposes to make overnight trips to areas
outside their place of assignment shall normally be entitled to claim Per Diem. In the
event that per diem is not appropriate, the employee may receive an advance for
actual travel expenses, which will need to be adjusted through a Travel Expense
Report (see Section 3.6, below).
Per Diem entitlement shall be understood to be on an occasional basis and it should

not be expected by employees on a regular basis. Where employees claim per diem
for work purposes on a regular basis, then Location Allowances or other changes in
the employee's classification should be considered. An employee who is entitled to
Per Diem should get a prior approval of the Travel on the Travel Request and
Approval Form (Appendix IV).
Per Diem shall be given to the employee only where he/she has properly justified the
entitlement on a Travel Expense Report. Each written claim shall be authorized in
writing by the supervisor.
Per Diem shall be given to the employee to compensate for extra expenses incurred
due to boarding and lodging on occasional trips outside the place of assignment over
and above those expenses normally incurred in the place of assignment. It should not
be regarded as an incentive for the hardship of occasional travel.
When an employee settles the travel and Per diem advances that he/she has taken, the
required receipts of the relevant travel expense and the Per Diem should be filled out
on The Travel Expense Report (Appendix V). The per diem is different from that
of travel expenses, yet the TER will show separately the relevant travel expenses and
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the Per Diem expenses on which the advance taken shall be liquidated. (See Section
3.3.3 for per diem rates).
4.3.2. Entitlement
All employees shall be entitled to claim per diem where they make day-long or
overnight trips for work purposes outside of their place of assignment. Per Diem
payment is subject to the following guidelines:
a) Staff leaving his/her duty base for a field trip before seven A.M and back to her/his
duty base after 8:00 P.M is entitled to claim full days per diem.
2. When an employee spends a minimum of 6 working hours out of his base/duty

station he/she is entitled to claim half the rate of Per Diem.
3. Accommodation: FEP will pay a maximum of ETB 500 for accommodation to

FEP staffs and external consultant. The amount will be paid against receipts.
4. Legitimate travel. It is the responsibility of the employee to be clear in advance as

to what comprises a legitimate work purpose for per diem claims and the
employee is also responsible for submitting the TER promptly. Old TERs will not
be approved.
5. No per diems shall be given to employees who receive overtime for any travel in
their work area or place of assignment.
6. In the event of group travel perdiem advance shall be taken by the lead passenger
to facilitate the required service on behalf of the logistics department; as deemed
as necessary. Or
7. If trip in advance planned, the logistics personnel may arrange the travel and
hotel booking in advance and every member of the travelling group shall be
provided with pocket money and emergency travel expanses against the receipt
produced.
4.3.3. Per Diem Rates:

Per Diem covers lunch and dinner expenses. FEP’s per-diem rate for its entire staff,
except Executive committee and consultants, is uniform and amounted to ETB -
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400/day. The full day per-diem of an employee is prorated across major daily
expenses as follows.
 Breakfast (10%)---------------------ETB xxx
 Lunch (20%)--------------------------ETB xxx
 Dinner (20%)-------------------------ETB xxx
 Bed room (50%)-------------------- ETB xxx
Total Daily Per-diem---------------ETB xxx
Per Diem claims for all levels of staff shall be paid, after authorization, on an
individual basis. The Executive committee shall revise or change rates of the per
diem. Per Diem will be reviewed on a regular basis, and if felt necessary, suitable
adjustments will be made.
The per diem rate for Executive committee and consultants, excluding
accommodations, is ETB 700.
4.3.4 ACTUAL TRAVEL EXPENSES

Definition
In certain cases, employees shall be entitled to claim reimbursement for actual
travel related expenses that are incurred for official work purposes. Claims for
actual expenses shall only be considered on presentation of documentation, such as
receipts, to back up the claims. In these cases, FEP shall reimburse the employee
only the exact amount of authorized expense as incurred, up to a pre-determined
limit. All actual expense claims shall be considered only where the employee has
properly justified the claim on a Travel Expense Report and where each claim has
been authorized by the supervisor.
Coverage
The following items shall normally be considered for coverage by actual expense
reimbursement:
a) Any transport expense incurred by the employee for work purposes.
b) Any communication expense (telephone, fax, telex, radio, postal service, etc.)
incurred by the employee for work purposes while on any official travel.
c) Incidental Expense for project related items, and other authorized expenses.
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International travel rates
Per- Diem rates set above are for travels inside Ethiopia. For international travels
FEP Executive committee will establish per-diem rates based on the type of the
country where the travel is to be made. All expenses related to such travels must be
documented properly against the receipts and internal payment formats.
4.4. BENEFITS
4.4.1. Health/Accident Benefits
All Regular employees shall be entitled to FEP Health benefit schemes as stated
below.
4.4.2. Medical Benefits

All employees will be entitled to reimbursement of up to 75% of medical expenses
for self and immediate dependants (Spouse and children), to the extent of Twenty
Thousand ETB (ETB 20,000.00), per "Calendar year", per employee subject to
production of bonafide receipts/vouchers, duly authenticated by the physician in
attendance. For employees joining FEP mid-way during the calendar year, this
benefit will be prorated proportionately. There will be no carryover of this benefit
from year to year. The employee is not entitled to collect this amount in cash during
her/his departure from FEP.
This benefit will not include expenses not prescribed by Doctors and Expenses
related to baby food and cosmetics. This medical benefit could include for 1st degree
relatives of the employee. Proper justification will be requested for repeated
eyeglass reimbursement. 1st class relatives of employee include and only includes;
Spouse and children of bellow 18 years
4.4.3. Death Benefits

Up on death of an employee due to natural causes a 3-months basic salary will be
paid to the legal heirs. The scheme does not include suicide
4.4.4. Accident Related Benefits

There are two categories of job related accidental disablements.
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i) Temporary disablement: Where the organization is liable to cover only
medical expenses for recovery from such disablement.
ii) Permanent total disablement: Where employee sustains injury which

prevents him/her from engaging in any kind of remunerated work. For
compensation purposes, this is treated as an equivalent of death and therefore
benefit is paid what is listed under death benefits above.
4.4.5. Compensation for service

FEP accumulates one month of salary for each of its Regular staff for each year of
their service and contract staff for more than one-year contract period, which the
Organization will pay the employee upon departure from the Organization. The
payment is subject to the following conditions:
a) Income taxes due are deducted in accordance with tax laws and regulations.
b) All financial liability to the Organization has been adjusted through the
termination of Service Payment Form.
c) The annual Accrued Benefit is prorated per actual time served with the
Organization as per the labour law.
4.4.6. Severance Pay

A worker whose contract of employment is cancelled due to the following reasons
shall be entitled to Severance Pay:
a) When FEP or that particular campaign where the employee is working at ceases
to function because of non-availability of funds or other reasons.
b) Where the worker becomes redundant as a result of the reduction in the volume of
work and it is not possible to transfer the worker to another undertaking.
The severance pay due to a worker shall be three month's salary and is subject to tax.
4.4.7. Annual Leave Payment

All employees should plan ahead and utilize all of their annual leave within the
Calendar year. The annual leave can only be transferred for three consecutive years.
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4.4.8. Transportation and Fuel Allowance
FEP does not generally provide transportation. But it pays 10% of basic salary of the
staff, as a non-taxable transportation allowance per month per person for all
employees payable along with the monthly salary. Transport allowances up to ETB
2200 will not be subjected to tax according to the tax rules and regulations.
FEP may provide transport service to Executive committee members. staff

depending on its capacity to do so. Whenever FEP staffs is provided with a
transport service, no transportation allowance will be paid. Instead a fuel
allowance will be paid. The amount of the fuel allowance will be decided and
regularly revised by the FEP Executive committee.
4.4.9. Cash Indemnity Allowance
ETB 250 per month indemnity allowance will be paid to FEP cashier/s/. The
motive behind providing such allowance is to protect the cashier form possible
losses during transacting cash receipts and payments. The allowance is subject to
tax. Payment of such allowance shall be made at the end of every year. However,
if shortage occurs during that current period the allowance shall be used for
covering the shortage.
4.4.10. Equipment/Uniform
Depending on the nature and need of the job, FEP will provide the following
facilities to its staff.
Position Equipment/Clothing Period
Guard Uniform (shirt, trousers and Once in a year
shoes)
if serving in office.
Raincoat or overcoat if serving Once in 3 years
outdoors.
Cleaner/Tea girl/Clerical Cleaning jacket Ones in a year
Aide
Mechanics / Drivers & Overalls Once in a year
Assist.
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Gardener Overalls/a pair working boots once in a year
Storekeeper Working Jacket once a year
Supervisors are responsible for budgeting for and ordering these essential items on
time.
4.5. Pension/ Provident Fund

4.5.1. Purpose
The purpose of this Fund is to provide security to the FEP staff in the event of
retirement, total or permanent disability, death and termination of service with
the organization.
4.5.2. Eligibility
Every regular or Contract employee who successfully accomplishes a probation
period shall eligible to participate in the Pension Fund. A temporary employee hired
for a period of three months or less and for definite work shall not be included in PF
package of the organization.
Annual leave payment will also have requested for number of unused annual leaves
not exceeding the number annual leave days in three years.
4.5.3 Contributions
An employee shall make a minimum of 7% contribution towards the Fund.
Employee will give confirmation in employment contract or as per proclamation
number 715/2007 to contribute this minimum amount. FEP shall contribute a fixed
11% of each participating employee's basic salary effective after 60 days’ probation
period of employment. The sum of such contributions by both parties shall be
deposited in the government trust fund account specifically maintained for this
purpose.
5. Leave
5.1. General Principles
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5.1.1. Entitlement
Contract and Regular status employees shall be entitled to all the leave provisions of
the Organization. At the successful completion of the Probation period, leave
entitlement shall be back-dated to the date of hire.
5.1.2. Leave Request

All employees wishing to take leave shall submit a written request to their supervisor
using the Leave Request Letter format. The notice required for each type of leave is
given under the appropriate sections below. The minimum leave period is one half
day. Time off required by employees of less than one half day shall be considered by
the supervisor at his/her discretion.
5.1.3. Leave Record

All employees shall have a leave record that notes and monitors all types of leave
taken and due. Polity Office heads are responsible for ensuring that leave records are
prepared and updated on a monthly basis and those copies are submitted to FEP head
office on a quarterly basis.
5.1.4. Holidays
Official holidays declared by GOE and Saturdays and Sundays are rest days to
employees in addition to their entitled leave days. In cases where the eve of the
public holidays is falling on a working day, the afternoon of eve days will be off
the work. In addition, employees will be off work for a day after official religious
holidays.
5.2. ANNUAL LEAVE

5.2.1. Entitlement
All employees are entitled to sixteen (16) working days of leave in the first calendar
year of service prorated to their date of hire. They are entitled to one additional leave
day for two calendar year worked thereafter. Saturdays and Sundays falling within a
leave period will not be considered as leave days. However; in cases, where a FEP
staff operates seven days a week, Sundays are considered as rest days, for leave
computation purposes, and are not deducted from leave.
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5.2.2. Leave request
Requests for Annual Leave must be submitted by the employee to his/her supervisor
a minimum of fifteen colander days before commencement of the leave. Leave
requests in excess of the number of accrued leave days available for each employee
shall not normally be approved. In addition, each staff member should indicate
his/her tentative leave schedule in January of each year. Initial leave approvals will
be given based on this tentative leave schedule. polity Office heads and Finance and
Human Resource heads are responsible to ensure that leave is planned, scheduled
and taken in non-disruptive manner as possible and according to the regulations. It is
expected that employees will make reasonable advance arrangements, through their
supervisors, to have their essential work responsibilities covered by colleagues or
temporary replacement personnel during their absence for leave.
5.2.3. Approval
Supervisors shall normally approve or reject Leave Request and Approval Forms
(Appendix VI) within two working days of receipt of the request. Supervisors
should check with personnel administration to be sure leave is available, before
approving the leave. Any leave in excess of 20 consecutive work days must be
approved by the Supervisor’s supervisor to be valid. Occasionally, the supervisor
may ask an employee to adjust the timing of his/her annual leave in order to
minimize the work disruption in their section. FHRD department at head office and
personnel administrators at projects will regularly follow-up and notify the
concerned sections to ensure the annual leave is taken as planned.
5.2.4. Leave Planning & Tracking

Employees may carry over a maximum of ten (10) accrued annual leave days at the
end of a calendar year to the following calendar year, only if such accrual has been
agreed to in advance by the employee and FEP. Any attempt to carry-over more than
ten (10) days shall result in the forfeit of the days in excess of ten days. The purpose
of limiting leave accrual is to encourage staff to plan and take their vacations within
the particular year. In order for employees to continue to perform efficiently, it is
essential that an employee should take an occasional rest from work.
5.2.5. Reimbursement for Unused Annual Leave
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Employees -or their designated beneficiaries in case of the employee's death- will
receive financial compensation for any accrued annual leave due to the employee at
the time of separation from the organization. Reimbursement of accrued annual
leave shall only be considered on separation from the Organization and shall not be
considered during the service of employees, except when specially authorized by
the President.
REIMBURSEMENT SHALL BE CALCULATED IN THE FOLLOWING

MANNER:
Monthly salary X 12
Reimbursement = ------------------------------------- X No. of accrued
leave days 260 working days
5.3. SICK LEAVE

5.3.1. Entitlement
All Contract and Regular employees shall be entitled to sick leave as per Ethiopian
labor law 1156/19.
The provisions of the labor law will govern all staff members who have not
accumulated sufficient sick leave during prolonged sickness.
Sick Leave Payment

1st and 2nd month Full salary
3rd and 4th month 1/2 “
5th and 6th month leave without pay
The organization will terminate the employment contract of an employee after the
6th month. However, employees who have accumulated more sick leaves will be
paid their salary during the period until the sick leave is totally consumed.
5.3.2. Sick leave Request

If an employee is sick and unable to attend work, he/she shall inform his/her
supervisor as soon as possible on the first day of absence. Employees who are sick
for three consecutive days or more shall submit to their supervisors a letter or
Admin manual 21
certificate from a licensed medical practitioner. This letter/certificate should indicate
the diagnosis and the estimated days before the employee can return to work. If an
employee is sick while on annual leave, the annual leave days will be extended
taking into account the number of working days while on sick leave subject to
documentation.
It shall be the responsibility of the employee to ensure that the Organization receives
such letters on the third day of absence due to illness. Any sick leave days taken in
excess of two days that are not accounted for with certificate from licensed medical
practitioners shall be charged to Annual Leave.
5.4. MATERNITY LEAVE
5.4.1. Entitlement
A female employee, who has completed her probation period, shall be entitled to a
Maternity Leave for up to a maximum of ninety calendar days as follows.
a/ Pre - natal rest .......... 30 days

b/ Post - natal rest .......... 90 days
FEP shall pay the employee's salary and benefits during the period of Maternity
Leave. The employee is prohibited from working for another organization during the
period of maternity leave.
Should an employee wish to take more than ninety days of Maternity Leave after
delivery, she will be required to submit a leave request for the consideration of her
supervisor with Appointment Authority. If approved, the excess leave shall be
charged to annual Leave, and finally to leave without Pay.
5.4.2. Request
Maternity leave shall be granted on the submission of a medical certificate of
pregnancy which also indicates the expected delivery date.
5.4.3. Accrual
Maternity leave shall not be accrued nor shall any financial compensation in lieu of
leave be considered.
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5.5. EMERGENCY LEAVE
5.5.1. Entitlement
Employees shall be entitled to five working days of emergency leave per calendar
year for one of the following reasons:
a) Marriage of the employee;
b) Death of a spouse, child, or relative of the employee or the spouse up to the 2nd
degree (Father, mother, brother, sister).
c) Employee shall also be entitled to only two working day emergency leave for the
serious illness of a parent, child or spouse.
5.5.2. Request
Verbal requests to the supervisor for emergency leave shall be accepted in advance of
leave, but employees should submit a leave application form on the first day they
return to work.
5.5.3. Accrual
Emergency leave shall not be accrued from year to year, nor shall any financial
compensation in lieu of leave be considered.
5.6. LEAVE WITHOUT PAY
5.6.1. Entitlement
All Regular and Contract employees are required to apply to their supervisor with
Appointment Authority for permission to take leave without pay. A maximum
entitlement of one month may be considered for any reason, while an entitlement of
more than one month may be considered for employees who intend to engage in
further education, at the discretion of the President.
Authorized Leave without Pay shall entitle employees to a continuation of any

accrued benefits due to them, although the employee shall not accrue increments of
benefits during the leave without pay period. Employees who take leave without pay
in excess of authorized duration shall be considered to have terminated their
Admin manual 23
employment with the Organization and shall therefore forfeit any guarantee of future
employment with the Organization.
5.6.2. Request
Employees wishing to take a maximum of one month leave without pay shall submit
a written request at least one month in advance. Employees wishing to take longer
leave without pay, for further education purposes only, shall submit a written request
at least three months in advance. All requests for leave without pay of one month and
above shall require the approval of the President.
6. Duties and Responsibilities of Employee
6.1. JOB DESCRIPTIONS

6.1.1. Fulfilment
It is the primary duty of employees of the Organization to fulfil the tasks assigned to
them under their job descriptions and as per the goals they set with their supervisors.
Level of fulfilment of job descriptions and goals shall be the major basis on which
performance evaluations are made.
6.2. OFFICIAL WORKING HOURS
6.2.1. Definition
Official Working Hours are defined according to work hours prescribed for each
office or field. If a work period falls within defined official working hours, then no
extra compensation shall be considered above and beyond salary for that period,
regardless of which days it falls within.
As a general rule, FEP bases its work and employee remuneration on forty (40)
hours minimum working week. (Exceptions are noted in Section 6.2.5). It shall be
regarded a minimum requirement for all staff to work a 40 hour week. In addition,
FEP expects its employees to fulfil the duties assigned to them in their job
descriptions, even if this requires more working time in excess of the minimum
forty hours.
Admin manual 24
6.2.2. Senior Staff Hours
All senior staff should base their working hours on the principle of fulfilling their
duties as prescribed in their job descriptions and not on any fixed working period.
Senior staff should attend work for at least the official working hours prescribed in
their assignment, in order to fulfil the duties of supervision and in order to set a
good example. FEP offices are to be staffed continuously during normal working
hours. Employee lunch hours may need to be staggered, for example, to ensure that
an authoritative representative of FEP is present to answer telephones, receive
visitors, etc.
6.2.3. Office Staff Fixed Hours

Employees non-supervisory level who are assigned to an office of the Organization,
are defined as Office Staff. All office staff shall attend the office for the official
working hours as prescribed in that office, except for lunch breaks.
6.2.4. Field Staff Flexible Working Hours

Employees, who are assigned to work in field sites, shall be defined as Field Staff.
Field staff shall attend according to the local field conditions. The basic principle
applying to field work is the completion of tasks, therefore overtime compensation
shall not normally be considered for field staff. The only exceptions are for work
done on official rest days or holidays.
6.2.5. Official Working Hours

The following represent FEP’s office hours. Some office and staff schedules may
vary for the following. Some staff members, due to the nature of their positions,
routinely work in excess of the 40-hour minimum per week. Examples include
Drivers, Guards, and designated support service personnel. When hired, the contract
must clearly state the terms and conditions of employment; especially for those
employees who will have special work schedules. Employees must sign their
contracts indicating that they understand and agree to the terms and conditions.
I. Head office: Monday - Friday 8:30 am-5:30 pm with an hour lunch break from
12:30 -1:30 pm & limited (half day) Saturday duty (8:30 am – 12:30 pm).
II. Field/Branch Offices: As determined by respective polity head not less than 40
hours a week.
Admin manual 25
6.3. DAILY ATTENDANCE
6.3.1. Duty
It is the duty of all employees to report for work on time every official working day.
6.3.2. Absence from Duty

If employees are unable to report to work on time due to unavoidable circumstances
they should inform their supervisors as quickly as possible the same day. Absence
from duty of more than one half day shall require the submission of a Leave
Request/Report form (Appendix VI,) on the first day after returning to duty. Any
absence from duty shall require reasonable explanation and approval from the
supervisor with Appointment Authority. Attending funerals, weddings, etc. during
office hours is considered absence from duty.
6.3.3. Attendance Records

Each polity office, including the head office, shall maintain a Weekly Attendance
Record (Appendix VII). This record shall be used to monitor punctuality, absence,
etc. Therefore, except for PCs, APCs and PRS staffs directly reporting to the
President, all other employees are expected to sign twice a day. Failure to sign on the
attendance sheet without justification shall result in automatic deduction of annual
leave or salary. It is, therefore the responsibility of the employee to submit to the
personnel section an approval from his/her immediate supervisor justifying his/her
case within 2 weeks of not signing on the attendance.
6.4. CONDUCT
6.4.1. Public Image

It is the duty of all employees to conduct themselves in a manner appropriate to the
best interests of the Organization and to further the good reputation that the
Organization enjoys in Ethiopia. The Organization's public image is dependent upon
the conduct of its employees while associating with government officials,
representatives of private agencies, and with the general public.
6.4.2. Professional Conduct

The Organization expects its employees to devote their full time and attention to the
work assigned to them. Personal visits and calls should be limited. Employees shall
Admin manual 26
at all times abide by the lawful directions and orders of their supervisors and shall
work diligently, faithfully, and professionally.
Employees shall treat the organization's equipment and property with sense of
responsibility. They shall not put to unauthorized use or take personal advantage of
any of the organization's resources or property. Employees shall not utilize or
divulge to any person or persons any of the organization's internal policies or
activities without proper authorization. Any action or practice against the above
procedures will be resulted in disciplinary actions by the management of FEP.
6.5. VEHICLE & OTHER RESOURCE REGULATIONS
6.5.1. Authorized Use

FEP vehicles shall be used for official FEP purposes only, unless otherwise
authorized by the appropriate authority.
6.5.2. Authorized Drivers

Only those employees that have authorization and who have valid driving licenses
shall be allowed to drive FEP vehicles.
On no account should Non-FEP or unauthorized personals drive FEP

vehicles. If it happens, it will cause serious disciplinary action against the
FEP personnel who allows unauthorized person to drive FEP vehicle.
6.5.3. Driving carefully

All persons authorized to drive FEP vehicles shall drive in a responsible, carful
manner and at reasonable and safe speeds. Drivers shall obey all traffic laws. Any
violation of traffic laws by an authorized driver is the responsibility of the driver
and not FEP. Driving under the influence of alcohol or any other drug is considered
a major violation and any employee who drives under the influence of alcohol, chat
or any other drug which may affect driving performance, will be subject to
disciplinary action accordingly.
Admin manual 27
Any accident is deemed unacceptable unless FEP head office, in collaboration with
the Project Coordinator and/or the Regional Manager, determines that there was no
negligence on the part of the driver. All other reports and opinions will be
considered, but the final decision is entirely up to the FEP Executive committee.
1. Any driver who overturns or badly damages a vehicle due to negligent driving is
automatically terminated. This includes serious damage inflicted upon another
vehicle for which FEP and/or the driver is held liable by the court.
2. Any driver involved in an accident of any sort may be suspended without pay until
FEP completes an inquiry to determine whether or not the driver was negligent or
a contributing factor in the accident. If the driver is deemed to be at fault,
disciplinary action will be taken. Disciplinary action could be termination, but
could also be limited to fines, payment for damages, temporary suspension
without pay, demotion, assignment, etc. If, after investigation, the driver is
proved innocent/not guilty, he/she will be reinstated with full salary and status.
3. At project/branch level, Project Coordinators should consult with FEP head office
Addis before taking final disciplinary action with regard to vehicle accidents. The
Project Coordinator may apply to the FEP head office if they feel the facts
warrant reconsideration by the head office. It is the responsibility of Project
Coordinators to ensure that all staff authorized to drive FEP vehicles are familiar
with and accept the above policy.
6.5.4. Seat Belts/Helmets

All drivers and all passengers are required to use seat belts at all times, including
short trips near residences/office and on back country roads. Motorcycle riders
(driver and passenger) are required to wear safety helmets at all times when riding
motorcycles. Failure to use seat belts/helmets will result in disciplinary action. It is
the responsibility of the driver to enforce this regulation with respect to front seat
passengers. Drivers will be subject to disciplinary action for failure to enforce the
seat belt regulation for front seat passengers.
Admin manual 28
6.5.5. Vehicle Protection
Drivers are responsible for safeguarding the vehicle and its contents, to the best of
their ability, against the possibility of theft or damage. Drivers are responsible for
keeping vehicles clean, timely maintenance and repair of FEP vehicles. Failure to do
so will result in disciplinary action.
6.5.6. Reports
Drivers shall report immediately to their supervisors any accident or traffic violation
in which they were involved. Furthermore, the driver shall immediately report any
accident to a nearby police officer or police post and submits a vehicle accident
report on the incident. This report should be submitted to FEP head office in not
more than one day after accident. Prior to the submission of the vehicle Accident
Report, Police Report, etc. the incident should be reported to head office by telex or
telephone. Drivers shall report to the general service any vehicle malfunction or
damage as soon as possible after the problem is noticed.
6.5.7. Routine Checks

Each driver shall check the vehicle assigned to him/her before using it on a daily
basis. This check shall include basic functions (brakes, lights, engine, clutch, etc.)
and all fluid levels (tires, oil, petrol, water, battery, brake fluid, etc.). It is the driver's
responsibility to ensure that fluid levels are maintained and that any malfunctions or
defects are reported and repaired.
6.5.8. Authorized Passengers

FEP vehicles shall carry only persons and goods for official work reasons. On no
account shall FEP vehicles carry non FEP persons or goods and/or persons and
goods that have not been specifically authorized by FEP.
6.5.9. Vehicle requests

Persons within the Organization requiring the use of vehicles for official purposes
shall submit Vehicle Gate Pass or Request (Appendix VIII) to the vehicle
controller giving reasonable advance notice.
Request for the use of a FEP vehicle for emergent private purposes may be approved
by the Finance Manager in the head office or the branch office head in Sub-offices,
Admin manual 29
as per FEP Transport policy pertaining to the private use of vehicles. However, this
shall be decided on a case by case basis depending on the situation.
6.5.10. Personal Use of Telephone

Employees are responsible for safeguarding the resources of the organization to the
best of their ability, against the possibility of misuse and damage. Failure to do so
will result in disciplinary action. Before any employee use the organizations
telephone to make out of town and/or international calls, he/she must get an approval
from FHRD department after filling out a Telephone/Fax Request Form
(Appendix IX). The employee will be charged the amount of the call when the bill
is obtained to the extent of the amount of the call including any related tax paid.
8. PERSONNEL ACTIONS
7.1. PERFORMANCE EVALUATION

The Annual performance appraisal is based on the performance guideline of FEP.
7.1.1. Purpose
The purpose of FEP’s performance evaluation is to:
 Give the employee feedback on his/her effectiveness in reaching objectives on a

qualitative and quantitative basis which was agreed to in advance between the
employee and his/her supervisor.
 Enable the Organization to document an employee's performance for current and
future reference.
 Enable the organization to possess a consistent basis for considering annual
increments, transfer or disciplinary actions.
 Enable the employee to understand how the Organization perceives his/her
performance and therefore enable the employee to take steps needed for
improvement.
7.1.2. Policy
Performance Evaluation of all staff will be completed and forward to FHRD by 15th
December each year. All staff hired before 1 st January will be evaluated by their
Admin manual 30
immediate supervisors a week before completion of their probationary period. Those
evaluated for average performance and receive 80% and above will receive one step
annual salary increment during May. Those who score less than 80%, their salary
increment will be prorated according to their average performance.
Employees who are promoted/reclassified to a new position before January 1st will
also be evaluated a week before completion of their probationary period & receive
annual increment during January provided their performance is more than 80%.
Employees who are promoted/reclassified to a new position after January 1 st will be
evaluated a week before completion of their probationary period and no annual
increment is given during January. Other occasions for performance evaluation will
include:
a) One week before the end of the probation period;
b) Before considering any promotion or re-classification;
c) At any time deemed necessary to give guidance to the employee.
d) Before?? the end of each physical year
7.1.3 Procedure
It is mandatory that the workload to be assigned shall be set and agreed with the
staff in question. The following shall be considered in evaluating performance of a
staff.
A. Performance Qualities:
i. Volume and quality of work performed by the staff at different times.
ii. Readiness to listen to advice and correct mistakes.
iii. Knowledge about assigned duties and competence to discharge
responsibilities
iv. Respect for hours of work.
v. Ability to understand instructions
vi. Capacity to go along and cooperate with colleagues.
B. Leadership qualities:
Admin manual 31
i. Proper and optimal utilization of resources (money, human, time etc.)
ii. Effective communication capability

iii. Ability to make fast and well thought out decisions, ability to match the
work with the worker and ability to coordinate the efforts of the whole
staff.
C. Concern for the Organization
i. Commitment for the proper handling and use of the property of the
organization.
ii. One’s feelings of concern for the organization and faithfulness and
readiness to keep the secrets of the organization.
iii. Observance of rules and regulations of the organization
Note: for more information, See Performance Evaluation Form Appendix
X.
7.2. PROMOTION POLICY & PROCEDURE

 Promotions are the movement from lower grade to a higher one and are only on
the basis of an increase of responsibility. A valid recommendation is that an
employee has demonstrated potential for increased responsibility and should be
considered when the opportunity arises.
 A position could be reclassified or upgraded if it is felt that it is not adequately
positioned to reflect the responsibility for the position. This would normally be
as a result of restructuring or job classification to be decided by the Executive
committee. .
I. Underlying Principles of Promotion

a) Existence of an approved vacancy and the need to fill it with a candidate
who is sufficiently competent to handle the duties and responsibilities and
meet the requirements.
b) Preferential treatment for competent candidates from within is given because
of the following reasons:
Admin manual 32
1. They are already tested with regard to loyalty; devotion and are well
oriented with the organization;
2. Such employees deserve advancement and better opportunity for their
good services and high morale;
3. Such Incentive will develop, among other employees, to improve and
thereby foster high morale;
4. It will enhance possibilities for keeping good, experienced and ambitious
employees within the organization;
II. The Basis for Promotion:

a) Only employees with the basic qualifications required for the vacant
position shall be considered to be candidates for promotion.
b) Among the candidates who have met the requirements, competence and
seniority shall be the screening factors. By competence is meant the
potential manifested by an employee's performance and his/her
qualification. Seniority should normally mean years of experience with
demonstrated performance in a similar line of work as that of the
vacancy.
c) In cases where it is found essential, interview or written or other tests could
be given to candidates.
III. Promotion to a higher and new position:

1. Employees promoted to a higher position will have a probationary period as
follows: -
Workers = 2 months
Supervisory levels = 4 months
Top management levels = 6 months
During the probationary period the employee promoted will receive the salary
as well as the benefits for the new position.
2. The employee’s performance will be evaluated one week before the end of his/her
probationary period. If he/she is successful during the probation period, the
employee will be confirmed in his/her new position.
3. If the performance during the probationary period is below minimum
requirements, the employee will be reinstated to the position held prior to the
Admin manual 33
selection for the new position. This could be within the same or other project
offices, depending on the availability of a vacancy.
IV. Temporary placement in higher position

An employee to be placed temporarily in a higher managerial position with
additional responsibility until the vacant position is filled will receive an official
letter from the ED which indicates temporary appointment. If the position is not
filled in six months’ period and performance of temporary appointee is above
minimum requirement during the six months of his/her temporary appointment,
he/she will permanently have promoted to the position without probation period
with all benefits that the position deserves.
Individuals in positions as acting managers or department heads for more than a

period of three months will be eligible for position allowance of 10 % of that
particular position in which the staff is acting for.
7.3 TRANSFER POLICY AND PROCEDURES
7.3.1. GENERAL PRINCIPLES

The nature of work may require staff be posted to offices distant from their home
or preferred residences. Although FEP does not want to force its employees to
endure undue hardship, it is, however, critical that it does meet project objectives.
Thus, employees are obliged to accept permanent or temporary assignments at any

place within FEP in the country. They are also expected to accept transfer from one
assignment to another within the same sub office. Transfer shall be made after
careful consideration as to the need for FEP’s activities and the effect on the
interest of employees and that at no time shall resulted in surplus of employees.
7.3.2. CONDITIONS FOR TRANSFER

An employee is expected to work for a minimum of one years in a given polity
office or department or position based on the duration of the project. However, the
President or his/her designate may consider transfer or promotion on exceptional
cases when necessary before he/she is eligible for transfer or promotion. Transfer
may be originated by FEP for the following reasons:
Admin manual 34
I. More efficient use of employees;
II. To avoid new recruitment;
III. Occupational rotation;
IV. Other administrative reasons.
Transfer may be requested by employees for the following reasons:
I. Health difficulties substantiated by medical certificate from recognized

health institutions and approved by a FEP management;
II. Other substantiated personal reasons of great importance to the employee
provided that it is acceptable to FEP
In both cases, employees are expected to request in writing the transfer and submit
it to FEP FHRD department. This information will in turn be entered into a
database and will be used as a basis for processing transfer requests. For FEP staff
at project/branch levels, transfer request must be sent to FEP FHRD department
after having been approved by their respective Project/branch Coordinators
7.3.3. NATURE OF TRANSFER
a) Temporary:
A transfer is temporary when the assignment of duty of specific post within the
same or another office does last for a maximum of two months, unless an approval
is obtained from the president or his/her designate for extension prior to the expiry
of the two month's period.
b) Permanent:
A transfer is permanent when the assignment of duty on a specific post within the
same or another office is for more than two months without interruption, subject to
exception in 3 (a) above.
Admin manual 35
7.3.4. COST OF TRANSFER
A. The cost to be borne by FEP for a temporary transfer may as a maximum
consists of the following items, which shall be borne by the sub office receiving
him/her.
i. Cost of transport by commercial vehicle, airplane, train etc for the employee
himself/herself only.
ii. Cost of transporting essential personal effects only.
iii. Per-diem for the time the travel takes and for the period the employee stays
at the new place of assignment on a specific post.
B. For a permanent transfer involving change of duty station from one to another
sub-office, the cost to be borne by FEP may as a maximum consists of the
following items, which shall be borne by the sub office receiving him/her.
i. Cost of transport by commercial vehicles, airplane, train etc for the

employee himself/herself and his/her dependents. Dependents include the
employee's wife and children below the age of 18.
ii. Cost of transporting personal effects of up to 400kgs.
iii. Per-diem for the time on travel to the new place of work takes.
C. The choice of route and means of transport shall be decided by FEP depending
on the urgency of the transfer and other administrative factors.
D. FEP’s vehicles may be used when circumstances permit the use of them in
connection with transfer to another place of assignment. In such cases, there
shall not be any claim by the employee for cost of transport to the extent FEP
vehicle has been used.
E. The employee may transport himself/herself his/her dependents and belongings
by his/her own personal vehicle provided consent of FEP is obtained prior to
the use of such vehicle. In such cases, FEP's vehicle Regulation shall be taken
as a basis for determination of the cost of transport to be reimbursed to the
employee.
F. If the transfer is initiated by the employee, the cost of the transfer shall be borne
completely by the employee requesting the transfer.
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7.4. DISCIPLINE
7.4.1. Statement of Policy
By accepting an appointment with FEP, an employee shall agree thereby to work in a
responsible, harmonious and productive manner, to be loyal to the Organization, and
to act in a manner conducive to the accomplishment of the Organization's objectives.
By accepting an appointment, the employee agrees to abide by the rules and
regulations of the Organization as stated in this Administrative Manual and in any
other lawful, reasonable instructions, written or verbal, given by the authorized
officers of FEP. Any infraction by an employee will be dealt with according to the
disciplinary guidelines stated below.
The following definitions of violations are intended to provide examples of

behaviours inconsistent with the FEP's principles and they should not be understood
to constitute an exhaustive list. Offences committed outside those listed below will
be carefully examined by a committee appointed by the ED or by the Executive
committee. committee depending on the seriousness of the offence. The committee
will recommend the appropriate action to be taken against the employee for such
offences not listed below. The President will make the final determination of an
infraction.
7.4.2. Classification of Offences and Corresponding Penalties

The first offence for items 1-25 below can be cause for an immediate dismissal. In
cases where there is high suspicion, but inadequate documentation, of an employee's
involvement in any of the offences, the employee may be suspended for up to 30
days until an investigation is completed. If an investigation result reveals that the
employee does not involve in the suspected infliction, he/she will be paid full salary
for the suspended time and reinstated to his/her position. An employee who
dismissed because of committing the following offences will not eligible to any
benefits or compensatory payments except the provident fund after deduction of any
claims by the organization.
1. Physically attacking of a FEP-employee during or after office hours either within

or outside FEP’s premises.
2. Violence, threats or abuse against any FEP Personnel.
3. Theft of FEP property or FEP managed commodities.
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4. Malversation of FEP’s funds [Mal.ver.sa.tion: n. Law. Corrupt conduct or
fraudulent practices, as in public office.]
5. Falsification of FEP records or documents.
6. Bribery or other offence involving graft and corruption.
7. Engaging in outside employment without prior knowledge and permission of the
President.
8. Intentionally giving false testimonies or refusing without justifiable reason to
cooperate during an official investigation authorized by FEP.
9. Unauthorized absence or, failure to report for work after the expiration of any
leave for a period of five consecutive working days, or ten working days in any
period of one month or thirty working days in one calendar year.
10.Divulgence of confidential matters.
11.Overturning or seriously damaging a FEP vehicle due to negligent driving
practices.
12.Taking liquor or drugs inside FEP premises or vehicles.
13.Failure to notify FEP of the employment of a relative.
14.Causing damage to FEP’s reputation.
15.Insubordination: disrespect, disobedience, refusal to follow the lawful orders of
supervisors or refusal to follow the policies of the organization or refusal to accept
official letter addressed to him/her.
16.Intentionally causing damage to FEP’s property.
17.Participating in an unlawful stoppage of work, or inciting other FEP employees to
participate in such work stoppage.
18.Allowing a non- FEP employee to drive a FEP vehicle.
19.Transport of unauthorized passengers or goods using FEP Vehicle.
20.Discrimination against a subordinate based on the solicitation of sexual favours in
exchange or expectation of favourable evaluation, promotion, hiring, etc.
21.Submission of False documents: educational, work experience, medical bills,
Certificates, Recommendations, reports etc...)
22.Being convicted of a Criminal offence. Note that being suspicion will result in
Suspension without pay until proven guilty or innocent. If guilty, employee
is subject to immediate dismissal. If proved innocent, employee will be
reinstated to his/her former position.
23.Carrying firearms (with the exception of guards on duty and authorized to carry
them on FEP premises.
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24.Discrimination of any kind against any employee on grounds of : race or ethnic
origin, sex, religion, colour, etc.
25.Other offences of a similar nature and/or weight as those listed above.
The following 26-33 offences will envisage disciplinary actions as stated under each
item as follows and finally resulted in dismissal of an employee.
26.Unauthorized absence of up to four consecutive working days.

1st offence - Warning letter
2nd offence - 2nd Warning, 7 days salary deduction
3rd offence - final warning, 15 days salary deduction
4th offence - Dismissal
27.Unauthorized use of FEP’s materials and equipment:

1st offence - Written warning
2nd offence - 2nd warning, 7 days salary deduction
3rd offence - Final warning, 15 days salary deduction
28.Neglect of duty: the employee's omission to carry out or perform his/her assigned
duties, functions or assignments:
2nd offence - 2nd warning, 7 days salary deduction
29.Failure to immediately report a personal injury in writing, which occurs during

working hours, or an accident involving FEP property:
3rd offence - 3rd & Final warning, 15 days salary deduction
30.Driving a FEP vehicle without authorization, or allowing an unauthorized FEP

employee to drive a FEP vehicle.
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1st offence - Warning, 7 days salary deduction
2nd offence - Final Warning, 15 days salary deduction
3rd offence - Dismissal
31.Not wearing a seat-belt in a FEP vehicle when seat-belts are available.

1st offence - Verbal Warning
2nd offence - First Warning,
3rd offence - Second warning,
4th offence - Third warning, 7 days salary deduction
5th offence - Final warning, 15 days salary deduction
32.Loss of property under an employee's responsibility: - In addition to replacing the

lost item in cash or in kind the following disciplinary actions will be taken
33.Failure to settle advances taken for travel, procurement, medical treatment, etc.
within the time prescribed by FEP’s Financial Policies. In addition to deducting
the advance from his/her salary:
The above lists of infractions are not exhaustive. As additional offences occur,
appropriate corrective action must be determined. It is important that the penalty fit
the offence after assuring that there was in fact an offence.
NB: In addition to Penalties listed in the schedule of offences, a final warning is

always accompanied by loss of annual increment for the period the final
warning is issued.
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7.4.3. Warning Letters
Format: Warning letters should be numbered, confidential Personnel Memos. They
should describe the offence in sufficient detail and cite the appropriate sections of the
Administrative manual and/or Ethiopian Labour Code. Whenever possible they
should document witnesses and other relevant evidence. They should be issued and
signed by the supervisor and signed by the employee. If the employee refuses to sign
the letter, then the supervisor and two other witnesses should sign confirming that the
letter was presented to employee and that he/she refused to sign. This refusal can be
deemed grounds for terminating the employee under 7.4.2/15 above.
All warning letters should be submitted to the FHRD department, together with the
employee's written reply or explanation, if there is any. All warning letters at the
project level must be drafted in consultation with the concerned sub-office
Administrator.
Duration: As the intention of disciplinary action for minor and intermediate

infractions is to motivate and encourage the employee, 1st and 2nd warning letters
shall be valid for 12 months only. If an employee does not commit another offence
within this period, his/her written warning shall be cancelled. If he/she commits an
offence after 12 months of the 1st warning, he/she will be issued with another 1st
written warning. 2nd written warnings can be cancelled only once during an
employee's career with the organization.
7.4.4. Dismissal, Legal Action

In the case of gross infractions including Nos. 1-25 above in 7.4.2, an employee may
be issued a notice of dismissal from the Organization. In addition, Suspension and
Legal Action may be used as appropriate:
Suspension:- In some cases, an employee may be suspended from work for up to 30

days while an investigation into a serious offence is conducted. If, after investigation,
the employee is determined to be innocent, the employee will be reinstated with full
pay for the period under which he/she was suspended. If he/she found guilty, his/her
termination will be effective as of the date of suspension.
Admin manual 41
If the Executive committee. presumes that the suspension stated above harms both
the worker and the work, it may order an investigation of the offence while the
worker is on his/her job or transferring him/her to another job title. The investigation
shall not exceed 2 months without good reason.
For offences enumerated Nos. 26 - 34, under Article 7.4.2., the Executive committee.
, taking the seriousness of the offence into consideration may, short of dismissal, take
an appropriate penalty measure, directly, without strictly following the steps listed.
Legal Action: The Organization may, at the discretion of the President, institute legal
Proceedings against the employee when the offence made by the employee deemed
requesting legal actions. The employee will have the right of reply or give
explanation on receipt of any of the above actions. This written reply will be
submitted within two working days of receipt of the action notice as per the
grievance procedure. Only the Appointment Authority, after discussion and
clearance from the FHRD may issue a notice of dismissal.
7.5. GRIEVANCE PROCEDURES

It is the responsibility of supervisors to assure that:
 Employees understand the FEP Grievance Procedure;
 Employees are aware that no reprisals will be taken against them for using the
Procedure;
 Grievances are responded within the prescribed time frame.
THE STEPS:
1. Employees are encouraged to first bring any grievance(s) to the attention of their
immediate supervisor in writing within two days of receipt of a Warning Letter or
occurrence of any other incident which gives rise to the grievance. Hopefully this
will bring about a fair and reasonable solution.
2. Upon receipt of an employee's grievance letter, the supervisor should reply in
writing within two working days.
3. Should the immediate supervisor be unable to resolve the grievance to the
satisfaction of the employee, then the employee should bring the grievance in
writing to the attention of the Department Manager within five working days.
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4. The Department Manager should respond to the employee's appeal within five
working days.
5. If there is no resolution of a grievance through the above procedures, the employee
should appeal his case in writing to the President (or a person designated by the
President), within five days of receiving the decision of the Department Manager.
6. The President will make a final decision within ten working days. This decision
shall be final on the part of FEP.
7.6 REDANDANCY: POLICIES AND PROCEDURES
7.6.1. POLICY
FEP will use its best endeavours to avoid involuntary redundancy through human
resource planning, redeployment and retraining. However, if redundancy is
absolutely unavoidable, the organization will, as much as possible, give sufficient
notice and will provide help in obtaining suitable alternative work.
7.6.2. OBJECTIVES
The objectives of the policy are to ensure that:
1. Employees who may be affected by the discontinuance of their work are given
fair and equitable treatment;
2. The minimum disruption is caused to employees and FEP;
3. As far as possible, measures are taken with complete understanding of the
employees concerned.
7.6.3. PRINCIPLES
The principles governing the policy are as follows:
1. Employees of the project will be informed as soon as the possibility of
redundancy
2. If alternative employment within FEP is not available and more than one
individual is affected, the factors to be taken into consideration in deciding who
should have priority of being retained in their posts will, in accordance with
article 29/3 of The Ethiopian Labor Proclamation (1156/19), be those employees
having better skills and higher rate of productivity.
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In the case of equal skills and rate of productivity, the workers to be affected first
by the redundancy must be;
i. Those having the shortest length of service and
ii. Those who have fewer dependants;
7.6.4. PROCEDURE
A) Communication to Employees
If all measures to avoid redundancy fail, The President/ the FHRD Department or
the Project Coordinator, depending on the situation, will communicate to the
general staff the reasons for the redundancy, and the numbers affected but not the
names of individuals. The discussion with the staff should be aimed at getting the
employees to understand why retrenchment is necessary and unavoidable.
B) Selection of Redundant Employees

In the event of impending redundancy, the individuals who might be redundant
should be selected by FHRD department on the principles that should be adopted.
The FHR Department should explore the possibilities of transferring affected staff to
alternative work and advise the Executive committee. of proposed action (either
redundancy or transfer) to obtain approval.
The FHRD department will interview the employees directly affected either to offer
a transfer or, if a suitable alternative is not available, to inform them that they will
be redundant. At this interview, full information should be given to the employee
on, as appropriate:
o The reasons for being redundant;

o The alternative jobs that are available, if there are any;
o The date when the employee will become redundant (that is, the period of
notice);
o The entitlements to redundancy pay;
o The employees right to appeal to FEP President;
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C) Period of Notice
An employee whose contract of employment is terminated due to redundancy
shall, depending on the nature of his/her job, either be given an advance notice or
payment of his/her salary in lieu of the notice period as per the labor law.
D) Redundancy Pay
In addition to accrued benefits, provident fund and leave pay, an employee is also
entitled to the following payments on account of his/her redundancy.
(i) One month salary in lieu of notice, if FEP fails to comply with the notice
requirement.
(ii) Subject to conditions under (i) above, an employee will also be paid a
severance pay equal to his/her two months’ salary subjected to tax.
E) Alternative Work within the Organization

If an employee is offered and accepts suitable alternative work within FEP, it will
take effect without a break from the previous employment and will be confirmed
in writing. If the offer is refused, the employee may forfeit his/her redundancy
payment.
7.7. SEPARATION FROM THE ORGANIZATION

7.7.1. Resignation
Regular or Contract employees may resign after giving at least thirty (30) days'
notice to let FEP have time to recruit a replacement. The time requirement may be
shortened with the approval of the President or his designate. Any employee wishing
to resign will submit his/her resignation in writing to the FHRD Department, with
copies to his/her supervisor stating the reasons for resignation and the effective date
of resignation.
The employee's decision to resign will be considered final by the Organization.

Probation status employees may resign at any time without giving reason or notice.
However, advance written resignations are more proper.
FHRD department and project coordinators will conduct an exit interview with the
resigning employee and document the suggestions for the necessary action by the
Admin manual 45
organization. Any employee should fill out Clearance Form (Appendix XI) after
the effective date of the termination before claiming any benefits.
7.7.2. Employment Termination

The services of a Regular or Contract employee may be terminated by the
Organization for the following reasons:
a) Employee medical reasons.
b) Cessations or reduction in activities.
c) Retrenchment.
d) Commission of a serious offence as enumerated under section 3.3.2
above.
e) Any condition noted under Article 27 & 28 of the Ethiopian Labour law
no. 1156/19.
f) Attainment of 60 years of age by the employee.
g) Upon Expiration of one-year contract.
h) As a result of poor performance.
All terminated employees, except those who terminated due to serious disciplinary
problems, will be entitled to all accrued benefits they have earned, less any
obligations, which they owe to FEP. The FHRD department, before effecting any
payment to an employee terminated on any of the above cases, should obtain the
employee’s declaration of “no further claims” signed on the NO FURTHER
CLAIM FORM (Appendix X1I).
7.7.3. Termination of employee under probation period

The organization can terminate the contract of employee under probation period at
any time within that period without any notice or reasons
7.7.4. Dismissal
The services of Regular, Contract, or Probation status employees may be terminated
by FEP for major infractions subject to the procedures stipulated in Section 3.3.
Employees dismissed according to the disciplinary procedure will be informed in
writing of the cause of dismissal.
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7.7.5. Retirement
Retirement from service is automatic and mandatory upon an employee attaining
his/her sixtieth (60th) birthday, unless the President postpones the retirement of the
employee for special cases. Employees who retire shall be entitled to all accrued
benefits due to them.
7.7.6. Death
Upon the death of an employee, the date of death will be deemed the date on which
the employee's services with the Organization will cease. Legal heirs, as confirmed
by court, will be entitled to all accrued benefits due to the employee.
7.7.7. Termination of service payment

An employee, whose service is terminated, or a legal heir in the case of death, will be
obligated to sign a Quit Claim Form (Appendix I, F10). Wilful failure to sign may
cause the employee or legal heirs to forfeit salary and accrued benefits due to the
employee.
8. STAFF TRAINING AND DEVELOPMENT

8.1. GENERAL PRINCIPLES
FEP recognizes that its prime resource is its human resources. It is upon their
commitment and effort in general and their skills, knowledge, expertise and
motivation in particular that it largely depends for the effective accomplishment
of its missions. Therefore, to effectively carry out its programs, FEP will ensure
that its human resources have access to appropriate training and development
programs. This is based on the fact that the improvement of skills, knowledge
and attitudes enhances FEP's capability in effectively implementing its
development programs.
8.2. AIMS
The aims of the staff training and development programs are to provide FEP with
the quality of human resources it needs by:
 Training employees to achieve maximum effectiveness in their performance;
 Developing their skills and capacities for the benefit of FEP and their future
career;
Admin manual 47
 Sharpening the capabilities required to perform various functions associated
with employees' present or expected future roles;
 Enhancing the commitment of employees to their duties
8.3. POLICIES TO ACHIEVE THE AIMS

FEP will develop strategies for providing opportunities for staff training and
development through programs designed to ensure personal and career growth. It
will also make efforts to design career opportunities that will maximize the
contribution of its human resources at all levels for the attainment of its goals.
All training events will be based on the identification of relevant training needs.
The relevance of training is directly proportional to the extent to which it
contributes in achieving the long range strategic objectives and goals of the
organization.
Based on the strong belief that the best training takes place in the normal course
of work through on-job-training, coaching and counselling, managers at all levels
will have the main responsibility for training their staff. Project training officers,
in consultation with PCs and the HR manager, will, from time to time, organize
in-house training programs for staff in order to develop the technical efficiency of
project personnel.
To ensure that training and development programs make a proper contribution for
the improvement of FEP’s performance, a regular process of evaluation shall take
place on the basis of which changes are made to increase relevance and
effectiveness. In order to create an environment where teamwork is enhanced for
application of skills and attitudes, FEP will promote an open and democratic
management style.
8.4. PROCEDURES
8.4.1. Orientation/Induction
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a) Policy
All new hires, newly transferred and those employees promoted to a new position
will go through a process of general and job specific orientations (Inductions)
consisting of the following program elements:
General Orientations:
An induction for newly employed staff focusing on;
 FEP's profile;
 Program goals;
 Present and proposed projects;
 Policies and procedures (Personnel, Finance, Procurement, Transport,
Stores, etc.), structures (overview of departments, channels of communication,
responsibility levels, etc.) The levels of such an orientation will differ between
grades and part of the orientation process may not be appropriate for some of the
grades. Immediate Supervisors are responsible for organizing and coordinating
such orientation as it may involve more than one department/section. The
duration of the orientation shall be approximately one to two days.
Job Specific orientation:
Specific to the jobs that newly hired or promoted or transferred staff is expected to
accomplish which include the following areas of induction.
 Discussions of new job responsibilities in relation to job description;
 Introduction to executive and senior staff;
 Introduction to departmental staff and their inter-relations to the new
employee;
 Review of job specific issues;
 Review of job specific personnel policies;
 Introduction to the working modalities of FEP including lines of
communications, departmental interrelations available supports in
accomplishing the job.
Immediate supervisors are primarily responsible for organizing such job-specific

orientation. The duration of such orientation will be approximately one to five days,
depending on the nature of job and the size of the organization.
Admin manual 49
b). Procedure
In consultation with their respective Department Managers, immediate
supervisors of a newly recruited/transferred or promoted employee organize and
coordinate general and job specific orientations. The orientation process is
documented using the standard format and a copy of which is sent to the FHRD
Department after the completion of the process.
8.4.2. In house training

a). Policy
Number of in house trainings will be organized for FEP staff at different levels.
The purpose of such in house training is mainly to refresh the staff at different
positions on the duties and responsibilities delegated to him/her at that specific
position. In most cases, such in-house trainings will be offered by FEP senior
staff, by well experienced staff from member organizations and/or by senior staff
from similar consortiums, partners etc. In house trainings needed for each project
or department's staff will be coordinated by Department heads in collaboration
with the FHRD department. Identification of such training needs should take into
account:
 The time required,
 Clear capacity gaps of the staff with respect to the areas under consideration;
 Availability of fund and,
 Availability of training resources.
b) Procedure
i. The head of departments prepare and submit details of in house training needs
including areas, resources and time requirements to the FHRD at the beginning
of the year.
ii. The FHRD reviews those training requirements in line with FEP priorities and
competences, availability of resources and time and gives recommendations
weather to organize such trainings.
iii. If FHRD is convinced on importance of the training and insure the availability of
fund and time, it will recommend for the ED for approval. After getting the ED’s
approval the FHRD department will let the department heads to organize the
training.
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iv. Employees nominated for such training shall receive per-diem for the duration
of the training
v. Projects/Departments ensure that the intended training event fall within their
budget and program.
8.4.3. SECOND TRAINING
i. Policy
When resources for specific training do not exist, FEP arranges on-the-job
training with other organizations and will try to send its employee to participate
on such trainings/workshops organized by other organizations. The objectives of
sending employees to participate in such trainings and workshops are;
 Upgrade and enhance the skill of FEP staff, thereby enhancing efficiency and
effectiveness of the organization.
 Help the staff keep abreast of current thinking and dynamics of development.
ii. Procedure
a) Invitations to participate in trainings/workshops/seminars etc organized by
other organizations shall be initiated by FHRD & approved by the President
b) The FHRD, in consultation with Department heads and program coordinators
nominates candidates and forwards its recommendations to the President or
his/her designate for decision.
c) Based on “b” above, the President or his/her designate makes the final selection.
d) The participant shall be informed of his/her selection officially.
8.4.4. Education and Training
a) Policy
FEP may consider providing trainings of different time span for its staff outside the
country. Such education and trainings may be initiated either by the organization or
by an employee who successfully completes two years of service with the
organization. FEP management may consider any service periods less than this on
special cases. In any case, foreign education and trainings opportunities will be
acceptable by FEP only when it fulfils the following criteria.
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1. Training abroad can be provided more economically and more effective than local
training on the same topic or training on the topic may not available locally;
2. Funding is available for this purpose;
3. The topic is in priority areas for FEP to effectively deliver its missions and;
4. An employee agrees to transfer the knowledge/skills that he/she acquires from
the training to other colleagues in FEP.
An employee nominated for such training abroad shall receive the following for
the duration of the training:
 Payment of full salary;
 Continuation of other rights and privileges of being employee for the period
that spent on training.
Participants who are sponsored for long term training will provide letter of
commitment to FEP witnessing that he/she will continue to serve the organization
for a period not less than that spent on the training. If the employee chooses to
leave the organization within this period, the employee will reimburse to the
organization the entire cost or part of the cost of the training provided to that
employee, subject to the discretion of the President. An employee who receives
training on FEP working time will in turn orient colleagues upon his/her return, as
appropriate.
b) Procedure
For trainings Initiated by the Organization
a. Except for project specific invitations, all other invitations for short/long-term
training opportunities shall be announced to all interested employees. The
announcement includes:
 Type of training;
 Duration and place of training;
 Minimum requirements.
b. Project specific invitations will be announced to all interested within the
specific project.
c. Interested employee shall apply to his/her Project or Department/ Manager
using the standard application form prepared for this purpose.
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d. The project/department manager forwards the applications with
recommendation to FHRD for processing.
e. A committee organized from Departments or Project/Department Managers in
consultation with the FHRD reviews applications and nominates the required
number of candidates to the President or his designate for decision.
f. The President or his/her designates makes the final selection.
The FHR Division officially informs the employee concerned and prepares a
"Training Bond" for him/her to sign.
For trainings initiated by the Employee: -

An employee wishing financial assistance for training abroad should first discuss
the content, duration, cost and relevance of the intended training with his
immediate supervisor; i.e. PC/Department Manager. He/ She then apply to the
Project/Department Manager using a letter that states the content, duration, cost
and relevance of the intended training. The Project/Department Manager reviews
the request and forwards his/her recommendations to the FHRD Department for
processing. The FHRD Department checks whether or not the criterion for such
training is fulfilled and, in turn, passes its recommendation to the President for
decision. If the request is approved, the FHRD Department officially informs the
employee concerned and prepares a "Training Bond" for him/her to sign.
8.4.5. SCHOLARSHIP
a.) Policy
FEP will offer a scholarship program for those employees who wish to pursue
further studies. Such scholarship program can be given either in locally or abroad
and will be approved on the following preconditions.
 the employee has been served in FEP for the period of not less than two years
 the courses (Areas of specializations) are in those streams preferred by FEP;
 An employee fulfills the criteria set in the scholarship guideline of FEP.
 the employee produces letter of acceptance from well recognized institutions;
 FEP secures sufficient budget for this purpose.
 In case of local scholarship, the beneficiary employee agrees to contribute 10%
of tuition fee;
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 the employee gives his/her written consent to serve FEP at least for the
equivalent periods that he/she spent on the scholarship.
iii. Procedure
a) An employee who is willing to apply for FEP scholarship program should
apply to the FHRD department using the standard application form.
b) After reviewing the application with respect to the relevance of the courses
(areas of studies) to the employee's job, duration, cost and availability of fund
for the scholarship, FHRD Department forwards the application with its
recommendation to the ED for decision.
c) President will give decision on the recommendation. The ED may revise the
decision for the good of the organization and with reasonable justifications.
d) The employee shall be informed in written on the outcome of his/her
application and the reason thereof.
e) If accepted, the Personnel Section / FHRD Department will process the
scholarship and maintain a record to keep track of employee's progress.
8.4.6. PERSONAL STUDIES

i) Policy
a. FEP will support and, encourage those employees who wish to pursue further
studies on their own ways. However; The support for such studies is limited to
the following only:
 The provision of leave without pay up to a maximum of one year;
 The continuation of employment status;
 Cost of Living Adjustment if any, during the study period;
 The continuation of accrued benefits excluding other benefits like annual
leaves, provident fund, and performance related salary increments and
allowances.
b. Subject to the approval of "a" above, the employee will undertake to work for
FEP upon completion of his/her studies, for a period not less than half of the
study period.
c. The employee is also required to produce evidence for completion of the study.
Failure to reporting about the study progress results in automatic forfeiture of
continuation of employment, cost leaving adjustment and accrued benefits.
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b.) Procedure
a. An employee requiring Leave without Pay (LWOP) for the purpose of
personal study applies, in writing, to his / her respective immediate supervisor
for consideration.
b. The immediate supervisor reviews the application and forwards his/her
recommendations to the President or his designate via the FHRD Department.
c. The President or his designate may approve or disapprove the request, for
good reasons.
d. If approved, the FHRD communicates the details of the decision to all
concerned and prepares a Training Bond for the employee to sign.
9. AMENDMENTS TO THE MANUAL
PROCEDURES
The FEP Administrative Manual may be updated at any time through written
amendments issued by the president and approved by Executive committee. Any
staff, department or work unit can propose changes and/or amendments to this
Manual. All proposed changes will normally be considered during periodic updating
of the Manual. However critical changes, if required, will be made at any time, with
the involvement of FEP executive committee.
Generally, the FHRD will coordinate proposed Manual revisions in close

consultation with the FEP Executive committee. The management may consult with
supervisors who, if necessary, will consult with their staff, prior to the introduction of
the proposed amendment to this Manual. This process is required in order to avoid
frequent changes and Changes which will not stand the test of time. Each amendment
will require the re-printing of the page or pages affected. The amended page or pages
will be attached to a numbered letter and distributed to all departments and work
units which will:
a) Explain all/any changes or additions in the Manual.

b) Give reasons for the changes.
c) Give reference to the specific section numbers.
d) State the effective date(s) of the changes.
Admin manual 55
e) Instruct Manual holders to replace the section(s) with the updated section(s).
Departments and immediate Supervisors are responsible for orienting their staffs to
all amendments to this Manual within a reasonable period of time following receipt
of each amendment notice.
Admin manual 56

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Organization name

2. OBJECTIVES OF THE MANUAL

2. Create a harmonious working relationship between company, and its employees

3. Sustain mutual understanding and peaceful working conditions by clearly

4. Create a situation in which employees’ economic, social and psychological

5. Create a sense of collective and individual responsibility in the operations of the

6. Promote an organizational culture in which reward will have a positive

7. Determine organizational discipline and grievance handling mechanisms.

POLICIES AND PROCRDURE:

3.1.2. Personal History Form

3.1.3. Minimum and Maximum Age

- The mandatory retirement age in Company name is 60 years. The company

3.1.5. Interview and/or Written Examination

Head office level

Sub Office level

At head office, Appointment Authority is vested in the General Manager, FHRD or

3.1.7. Date of Hire

3.1.8 Contract of Employment

The letter of appointment shall specify the type of contract.

b) Every new employee will be issued a Contract of Employment specifying the

3.1.9. Personnel Records

It will be the employee's responsibility to inform the Organization in writing of any

Access to personal records

4. REMUNERATION AND BENEFITS

4.1.4. Occasional Salary Changes

b) Deductions shall be made from employees' salaries to reimburse the organization

c) Deductions may also be made based on court order.

4.2. OVERTIME WORK

Limits to overtime work

Work from till 10 p.m. 1.25 X hourly rate

The hourly rates are calculated as follows

(Monthly basic salary x 12

4.3. PER DIEM AND ACTUAL TRAVEL EXPENSE

Per Diem entitlement shall be understood to be on an occasional basis and it should

2. When an employee spends a minimum of 6 working hours out of his base/duty

3. Accommodation: FEP will pay a maximum of ETB 500 for accommodation to

4. Legitimate travel. It is the responsibility of the employee to be clear in advance as

4.3.3. Per Diem Rates:

4.3.4 ACTUAL TRAVEL EXPENSES

4.4.2. Medical Benefits

4.4.3. Death Benefits

4.4.4. Accident Related Benefits

ii) Permanent total disablement: Where employee sustains injury which

4.4.5. Compensation for service

4.4.6. Severance Pay

4.4.7. Annual Leave Payment

FEP may provide transport service to Executive committee members. staff

4.4.9. Cash Indemnity Allowance

4.5. Pension/ Provident Fund

5.1.2. Leave Request

5.1.3. Leave Record

5.2. ANNUAL LEAVE

5.2.4. Leave Planning & Tracking

5.2.5. Reimbursement for Unused Annual Leave

REIMBURSEMENT SHALL BE CALCULATED IN THE FOLLOWING

5.3. SICK LEAVE

Sick Leave Payment

5.3.2. Sick leave Request

5.4. MATERNITY LEAVE

a/ Pre - natal rest .......... 30 days