HC Policy - 2023

STRATA HUMAN CAPITAL POLICY
SBD-EN-62-0001 Rev No: E Issue Date: 28 September 2023 Page 2 of 58
TABLE OF CONTENTS
TABLE OF Contents........................................................................................................................................................... 2
General Introduction .......................................................................................................................................................... 8
Disclaimer ........................................................................................................................................................................... 8
List of Changes .................................................................................................................................................................. 8
Foreword ............................................................................................................................................................................. 9
Register of Amendments .................................................................................................................................................. 9
Glossary of Terms.............................................................................................................................................................. 9
Abbreviations ................................................................................................................................................................... 12
Section 1 - About the Company “STRATA Manufacturing PJSC” .............................................................................. 13
1.1 Vision Statement ........................................................................................................................................................ 13
1.2 Mission Statement ..................................................................................................................................................... 13
1.3 Core Values ................................................................................................................................................................ 13
1.4 Competencies............................................................................................................................................................. 13
1.5 Culture ......................................................................................................................................................................... 14
1.6 Health, Safety and ENVIRONMENT: ......................................................................................................................... 14
Section 2 - HUMAN CAPITAL POLICIES ........................................................................................................................ 15
2.1 Scope and overview of the Policies ......................................................................................................................... 15
2.2 Human Capital Policy Principles .............................................................................................................................. 15
2.2.1 Applicable law ......................................................................................................................................................... 15
2.2.2 Purpose and Guiding Principles ........................................................................................................................... 15
2.2.3 Approval of Exceptions to Established Rules ..................................................................................................... 15
2.2.4 Queries and Policy Violation ................................................................................................................................. 16
2.3 HC Manual Administration ........................................................................................................................................ 16
2.3.1 Policy Manual Amendments .................................................................................................................................. 16
Section 3 - HUMAN CAPITAL MANAGEMENT .............................................................................................................. 17
STRATA MANUFACTURING PJSC – PO BOX 86519, AL AIN – UNITED ARAB EMIRATES

Classified as STRATA General-Internal
3.1 Human Capital Employment Policy.......................................................................................................................... 17
3.1.1 Objectives ................................................................................................................................................................ 17
3.1.2 Overview .................................................................................................................................................................. 17
3.2 Organization Structure .............................................................................................................................................. 18
3.3 Classification of Jobs (Job Descriptions and Grading) ......................................................................................... 18
3.3.1 Objective and Overview ......................................................................................................................................... 18
3.3.2 Job Descriptions ..................................................................................................................................................... 18
3.3.3 Job Description Preparation .................................................................................................................................. 18
3.3.4 Job Titles ................................................................................................................................................................. 18
3.3.5 Job/Person Specifications ..................................................................................................................................... 18
3.3.6 Grading structure .................................................................................................................................................... 19
3.4 Manpower Planning ................................................................................................................................................... 19
3.4.2 Financial Budgeting ................................................................................................................................................ 19
3.5 Recruitment and Selection ........................................................................................................................................ 20
3.5.2 Human Capital Requisitions .................................................................................................................................. 20
3.5.3 Sources of Recruitment ......................................................................................................................................... 20
3.5.4 Preliminary Screening of Applications ................................................................................................................. 20
3.5.5 Selection of Candidates ......................................................................................................................................... 20
3.6 Induction ..................................................................................................................................................................... 21
3.7 Employment Visa ....................................................................................................................................................... 21
3.8 Arrival and Setting in Expenses ............................................................................................................................... 21
3.8.1 Airfare Ticket ........................................................................................................................................................... 21
3.8.2 Temporary Accommodation .................................................................................................................................. 22
3.8.3 Shipment Expenses ................................................................................................................................................ 22
3.8.4 Residence Visa Cost ............................................................................................................................................... 22

3.9 Probation .................................................................................................................................................................... 22
3.9.2 Guidelines ................................................................................................................................................................ 22
3.10 Employee Categories and Contracts ..................................................................................................................... 23
3.10.1 Direct Hire .............................................................................................................................................................. 23
3.10.2 Seconded Individuals ........................................................................................................................................... 23
3.10.3 Temporary employees .......................................................................................................................................... 24
3.10.4 Re-hire .................................................................................................................................................................... 24
3.10.5 Employment of Relatives ..................................................................................................................................... 24
3.11 Business Cards ........................................................................................................................................................ 24
3.11.1 Objective and Overview ....................................................................................................................................... 24
3.12 Work Schedule ......................................................................................................................................................... 25
3.12.1. Working hours ...................................................................................................................................................... 25
3.12.2 Timekeeping .......................................................................................................................................................... 25
3.12.3 Access Cards ........................................................................................................................................................ 25
3.12.4 Public Holidays ..................................................................................................................................................... 25
3.12.5 mandatory leave .................................................................................................................................................... 25
3.12.6 Timesheet .............................................................................................................................................................. 25
3.12.7 Overtime and Compensatory off ......................................................................................................................... 26
3.13 Leaves ....................................................................................................................................................................... 26
3.13.1 Annual Leave ......................................................................................................................................................... 26
3.13.2 Unpaid Authorized Leave ..................................................................................................................................... 27
3.13.3 Sick Leave.............................................................................................................................................................. 28
3.13.4 Maternity Leave ..................................................................................................................................................... 28
3.13.5 Paternity Leave ..................................................................................................................................................... 28
3.13.6 Compassionate Leave .......................................................................................................................................... 28
3.13.7 Medical Escort Leave Abroad .............................................................................................................................. 29
3.13.8 Medical Escort Leave within the UAE ................................................................................................................. 29

3.13.9 Al-Uddah Leave ..................................................................................................................................................... 29
3.13.10 Haj Leave ............................................................................................................................................................. 29
3.13.11 Study and Examination Leave (UAE Nationals) .............................................................................................. 30
3.13.12 Official Duty ......................................................................................................................................................... 30
3.13.13 Military Services .................................................................................................................................................. 30
3.14 Compensation, Allowances and Benefits ............................................................................................................. 30
3.14.2 Compensation ....................................................................................................................................................... 30
3.14.3 Allowances ............................................................................................................................................................ 31
3.14.4 Employee Benefits ................................................................................................................................................ 33
3.15 Learning and Development ..................................................................................................................................... 36
3.15.2 Roles and Responsibilities .................................................................................................................................. 36
3.15.3 Eligibility ................................................................................................................................................................ 36
3.15.4 Training Needs Analysis ...................................................................................................................................... 37
3.15.5 Annual Training Plan ............................................................................................................................................ 37
3.15.6 Approval of Training ............................................................................................................................................. 37
3.15.7 Learning Programs ............................................................................................................................................... 37
3.15.8 Learning Program Attendance ............................................................................................................................ 38
3.15.9 Knowledge Transfer ............................................................................................................................................. 38
3.16 Business and Training TRIPS ................................................................................................................................. 38
3.16.1 General Rules ........................................................................................................................................................ 38
3.16.2 Business Trips ...................................................................................................................................................... 39
3.16.3 Training Trips ........................................................................................................................................................ 39
3.16.4 Per Diem Allowances ............................................................................................................................................ 40
3.17 Career Development and Succession Planning ................................................................................................... 41
3.17.1 Career Development ............................................................................................................................................. 41
3.17.2 Succession Planning ............................................................................................................................................ 42

Section 4 - Performance Management System ............................................................................................................. 43
4.1 Performance Management ........................................................................................................................................ 43
4.1.1 Objectives & Overview ........................................................................................................................................... 43
4.1.2 Eligibility .................................................................................................................................................................. 43
4.1.3 Key Roles and Responsibilities............................................................................................................................. 43
4.1.4 Employee Performance Management Cycle ........................................................................................................ 44
4.1.5 Rating Scale............................................................................................................................................................. 45
4.1.6 Merit Increase and Promotions ............................................................................................................................. 45
4.1.7 Performance-based Rewards/ Performance Bonus Policy ................................................................................ 46
Section 5 - Employee Relations and Personnel Administration ................................................................................. 47
5.1 Employee Information and Records ........................................................................................................................ 47
5.1.1 Employee Information and Personal Records ..................................................................................................... 47
5.1.2 Record Management ............................................................................................................................................... 48
Section 6 - Separation ..................................................................................................................................................... 48
6.1 Separation ................................................................................................................................................................... 48
6.1.1 Resignation.............................................................................................................................................................. 48
6.1.2 Retirement ............................................................................................................................................................... 49
6.1.3 Absconding ............................................................................................................................................................. 50
6.1.4 Termination.............................................................................................................................................................. 50
6.1.5 Redundancy............................................................................................................................................................. 51
6.1.6 Cessation of Employment by Death while in Service ......................................................................................... 51
6.2 Repatriation ................................................................................................................................................................ 51
Section 7 - Business Ethics and Code of Conduct ...................................................................................................... 52
Business Ethics and Code of Conduct .......................................................................................................................... 52
7.1 Dress Code ................................................................................................................................................................. 52
7.2 Clear Desk and Information Security ....................................................................................................................... 53
7.2.1 Clear Desk................................................................................................................................................................ 53
7.2.2 Information Security ............................................................................................................................................... 53

7.2.3 Computer Virus ....................................................................................................................................................... 53
7.2.4 Divulging Secrets of the Company ....................................................................................................................... 53
7.2.5 Patent and Copyright .............................................................................................................................................. 53
7.2.6 Use of Company e-mail and address .................................................................................................................... 54
7.3 Code of Discipline ...................................................................................................................................................... 54
7.3.1 Telephone and Office Equipment .......................................................................................................................... 54
7.3.2 Health and Safety .................................................................................................................................................... 55
7.3.3 Smoking ................................................................................................................................................................... 55
7.3.4 Business Conduct .................................................................................................................................................. 55
7.3.5 Press and Media ...................................................................................................................................................... 55
7.3.6 USE OF DRUGS AND ALCOHOL ........................................................................................................................... 55
7.3.7 Personal Gifts and Bribery ..................................................................................................................................... 55
7.3.8 Safekeeping of Company Property ....................................................................................................................... 56
7.3.9 Breach of Rules ....................................................................................................................................................... 56
7.3.10 Handing over the Responsibilities ...................................................................................................................... 56
7.3.11 Conflict of Interest ................................................................................................................................................ 56
7.3.12 Conflict of Commitment ....................................................................................................................................... 56
7.3.13 Violation of Rules .................................................................................................................................................. 56
7.4 Disciplinary Action .................................................................................................................................................... 57
7.4.1 Disciplinary Action ................................................................................................................................................. 57
7.4.2 Disciplinary Code .................................................................................................................................................... 57
7.5 Grievance Handling ................................................................................................................................................... 57
7.5.2 General Rules .......................................................................................................................................................... 58
Strata Documents: ........................................................................................................................................................... 58

GENERAL INTRODUCTION
This Manual outlines the HC policies for STRATA MANUFACTURING PJSC (Strata) which has been started as an
aerostructure manufacturing company a decade ago, today Strata is leveraging its proven track record in manufacturing
to diversify further into new advanced manufacturing verticals with solid manufacturing foundations, Strata is well-
positioned to create the most advanced manufacturing hub in the region.
DISCLAIMER
The mentioned policies are subject to periodic revision with appropriate consultation in accordance with the Strata
Delegation of Authority.
LIST OF CHANGES
Rev. Page Description Issue Date Remarks
A All First STRATA HC Manual 01-Jun- 2010 First Issue
B All List of Appendices added 09-Jun- 2010 Second Issue
C All List of amended policies 28-Jul-2010 Third Issue
D All Major revision 01-Sep-2015 Fourth Issue
E All Major revision 28-Sep-2023 Fifth Issue
Note: With regards to political correctness, male and female are equally addressed within all STRATA internal
documents, irrespective of the gender used.
Any unauthorized disclosure, duplication, distribution, or breach of this document may result in disciplinary
action.

FOREWORD
STRATA strive to be a world-class organization that prides itself on the quality of its products and the well-being of its
employees. It embodies honesty and integrity, continuous improvement, meritocracy, equity and patriotism.
The HC (Human Capital) policies and procedures manual aims to communicate and support the company’s HC
management vision and mission statements as set out in this document.
The HC policies and procedures of the Company are based on the belief that success of the group is primarily dependent
on its people and that motivation and development of employees is mutually beneficial, for the employee and the
company.
The policies and procedures outlined in this manual are subject to change. HC will ensure that continuous feedback is
received on these policies from all employees and stakeholders with respect to the manual.
REGISTER OF AMENDMENTS
All amendments to this policy will require approvals as per the Delegation of Authority (DOA) of the Corporate HC and
the CEO. The review structure is outlined below:
Responsibility for Responsibility for

Review Frequency Exceptional Reviews
Review Approval
Annual or when Change of fundamentals or other major
HC Team The CEO
necessary internal or external changes
GLOSSARY OF TERMS
Term Definition
Employees who are involves clerical, administrative or managerial duties

White Collar Employees
Additional cash paid or reimbursed at the end of each month, incorporated with the
Allowances monthly payroll, based on the month that has passed
A periodic pay adjustment based on a review of employee performance

Annual Increment
Annual paid leave days that employees may use at a time mutually agreed upon in
Annual leave advance with their Direct Manager
The person who signs the employment contract on behalf of the Company
Appointing Authority
Fixed amount paid every month for work performed by an employee

Basic salary
Plans and programs to provide security and income protection for employees and
Benefits their families

Variable cash reward over and above an employee’s guaranteed cash. It is a

privilege not guaranteed cash based on the employee’s, unit’s and company’s
Bonus
performance
Employees travelling outside Al Ain city (inside & outside UAE) to fulfil a specific
Business Trips business and/ or operational requirement and as approved by their Direct Manager
Refers to all days within a week including weekends/ weekly rest days
Calendar Days
An individual who is applying for a position at Strata
Candidate
The total reward package consisting of monthly basic salary and monthly job
allowances as well as employee benefits, received by the employee for the work
Compensation
performed
Referred to STRATA Manufacturing

Company/Organization
It is a designed Strata program which intent to illustrate potential employees for
advancement to positions in different business units to enable the employees to
Career Development Plans
grow the necessary knowledge, skills and experience in a higher position
The country of citizenship is determined based on the employee’s nationality as

defined by the passport they hold and use to support their visa application at the
Country of Citizenship
time of signing the employment contract (home base area)
An employee who has direct responsibility to run the activities of a specific

Division/Department and manage a number of subordinates. The CEO delegates
Division/Department Head
authority and responsibility to Divisions or Department Managers.
Dependent of any employee of Strata, defined as spouse and 3 children up to 18

Dependents years of age.
The date considered as the last day of service for the purposes of calculating
Effective date of
applicable benefits due to employee, at the time of separation
Separation
Means all Employees whose names appear in the master roll of Strata, employees
Employee seconded out and contractors.
Any document, electronic or hard copy, that is related to the employment including
but not limited to the application, selection, hiring, status, salary/ allowances/
benefits, training, discipline or career movement, as well as personal details of the
Employee Record
employee and his/her dependents (passport copies/ family book/ marriage
certificates etc.)
All non-Emirati employees

Expatriates/Expats
First Degree Relatives are defined as Immediate family members directly linked to
First Degree Relatives the employee including spouse, children, parents, siblings and parents in law

Indicates the classification of a job based on the job evaluation process; this is
Grade/ level mapped to a salary range
Smart targets and objectives that are agreed between the employee and their Direct
Goals Manager at the beginning of the performance year
The city or town of permanent residence in the country of citizenship of an

expatriate employee based on the employee’s passport and agreed at the time of
Home base Country
engagement
An Internal Strata Committee that comprises of representation of the Human

Capital, Legal and the CEO representative for taking critical decisions pertaining to
Human Capital Committee
Grievance, Disciplinary Action and Investigation
Patents, copyrights, trademarks and service marks, other kinds of confidential

business information like sales, marketing or other corporate databases, marketing
strategies and plans, research and technical data, business ideas, processes,
Intellectual Property
proposals and strategies, new product development, software bought or developed
by the Company.
Identified as the CEO and leadership team who are responsible for decision making
Management
Refers to the Strata Human Capital Manual (this document)
Manual
An interim review meeting to be conducted once per year between each Direct
Manager and their employees with the purpose of reviewing progress against set
Mid-Year Review
goals
Is the amount of time specified in the terms and conditions of employment contract
Notice Period that an employee must work between formally resigning and leaving the Company.
Performance Management The overall performance review period from January to December of each year.
Cycle
Range of salaries of a specific job grade within the salary structure; the range
Salary Range depicts the minimum and maximum range for a job grade
Salary structures are sets of salary ranges that define the minimum and maximum
Salary Structure salary for all job grades within the Company
Second Degree relatives are defined as grandfather, grandmother, brother, sister,

grandson, granddaughter, brothers and sisters of husband or wife, grandfather and
Second Degree Relatives
grandmother of husband or wife, first uncle and first aunt.
Employees who are performing manual, technical or manufacturing duties.

Blue Collar Employees
Total Salary /Total Basic monthly salary including different types of allowances
Earnings
Employees who are nationals of the United Arab Emirates, holding a valid Emirati
United Arab Emirates
passport and family book.
Nationals

When an employee is away from work without prior approval from his/her direct
Unauthorized absence manger
Year of the Gregorian calendar commencing on the 1st of January and ending on
Year 31st of December of each calendar year.
ABBREVIATIONS
Abbreviation Full Form

Board of Directors
BoD
Chief Executive Officer
CEO
Career Development Plan
CDP
Delegation of Authority
DoA
Employee Relations team
ER
Performance Management System
PMS
EoSB End of Service Benefits
Full and Final Settlement

FFS
Health Authority of Abu Dhabi
HAAD
HC Human Capital
HC Committee Human Capital Committee
HSE Health, Safety and Environment
Integrated Career Advancement and Role Enrichment Program

I-Care
Training Needs Analysis
TNA
MOHRE Ministry of Human Resource & Emiratization
Organization Development
OD
Purchase Request
PR
Performance Review Committee
PRC
SSR Special Salary Review

SECTION 1
ABOUT THE COMPANY “STRATA MANUFACTURING PJSC”
Strata Manufacturing Company is an integral part of the envisioned aerospace cluster developed by Mubadala
Investment Company in the Emirate of Abu Dhabi. The Company aims to be a world-class quality-focused composite
aero structure supplier and partner to the OEMs (original equipment manufacturers) and to contribute in the economy
diversification of Abu Dhabi.
1.1 VISION STATEMENT
To become a leading creator of disruptive advanced manufacturing champions for Abu Dhabi delivering sustainable
financial, social and economic benefits.
1.2 MISSION STATEMENT
To pioneer the development of advanced manufacturing verticals for Abu Dhabi leveraging global partnerships,
disruptive technologies, and operational excellence
1.3 CORE VALUES
The following are the core values of the company:
• Passionate
• Result-driven
• Inclusive
• Dependable
• Empowered
1.4 COMPETENCIES
The following are the competencies of the company:
• Business Insight
• Financial Acumen
• Balances Stakeholders
• Directs Work
• Drives Results
• Builds Effective Teams
• Drives Vision and Purpose
• Communicates Effectively
• Being Resilient
• Nimble Learning

The technical and behavioral competency framework need to be reviewed annually or when required for any updates
based on the business objectives and strategic milestones.
1.5 CULTURE
The company shall strive to develop a culture that is transparent, participative and informal. It shall empower people to
harness team spirit, initiative, drive, tenacity and motivate its people to deliver quality work. It shall provide a challenging
atmosphere and offer training and development for career growth. In essence, it embodies continuous learning that
provides opportunities for self-development, high performance and reward and recognition.
The culture shall be developed through:
• Meritocracy and openness.
• Transparent organizational structure.
• Clear channels of communication.
• Mutual respect for different cultures, nationalities, religions and beliefs.
1.6 HEALTH, SAFETY AND ENVIRONMENT:
Company Responsibilities
• Strata shall provide appropriate resources for achieving HSE objectives and employ or engage persons who are
competent in relation to management of HSE to provide advice.
• Strata shall ensure adequate controls measures and safe systems of work are implemented.
• Strata shall ensure so far as reasonably practicable, the safe use, handling, storage and disposal of materials,
substance, and waste.
• Strata shall provide and maintain plant, equipment and / or systems of work that are so far as reasonably practicable,
safe and without risk to HSE.
• Strata shall provide appropriate facilities for welfare of employees.
• Strata shall provide information, instruction, training, supervision and monitor the safety and health of employees
as is appropriate to ensure that the employee performs his / her work in a way that is safe and without risk to health.
• Strata shall provide appropriate Personal Protective Equipment (PPE) and clothing which are necessary. Strata
shall also empower employees to remove themselves and /or others from work situations with of immediate or
imminent danger.
• Strata Shall ensure monitoring and control of conditions, discharge, and emissions at work.
• Strata shall consult and communicate with employees and relevant stakeholders on HSE matters, so far as
reasonably practicable
• Strata shall ensure, so far as reasonably practicable, the general public are not at risk by the conduct of Strata.
Employees Responsibilities
• It is the responsibility of the employee to take care of their own Safety and Health and the safety and health of
others who may be affected by their acts.
• All HSE incidents, injuries and any situation which may present a hazard to themselves, or others shall be reported
by the employee to their supervisor, Human Capital and HSE department.
• Employees shall co-operate with STRATA and respect all instructions and actions taken by strata to protect the
employee and to comply with HSE requirements. In addition, the employee shall not intentionally or recklessly
interfere or misuse anything provided at the workplace in the interest of Health, Safety and Environment.

All Managers
• It is the responsibility of the line manager to ensure that his/ her team understand and follow STRATA HSE Policy,
Plan and Procedures.
SECTION 2
HUMAN CAPITAL POLICIES
The policies outlined in this manual are applicable to all Strata Employees located anywhere inside or outside UAE. In
any matter where there is a difference of opinion on implementation and interpretation of the policies, the Company’s
decision will be final.
2.1 SCOPE AND OVERVIEW OF THE POLICIES
The policies in this manual have been designed as a guide for employees to carry out their day-to-day functions and as
a reference to firms HC policy. It is aimed at bringing transparency to the functioning of the HC department and
preventing ad-hoc decision-making. It also seeks to spread awareness and clarity among the employees regarding
policies and procedures governing them. A copy of the HC Manual is available to all staff members.
2.2 HUMAN CAPITAL POLICY PRINCIPLES
2.2.1 APPLICABLE LAW

• The HC policy is formulated according to the UAE labor law issued by the Federal Government of UAE.
• The company follows Abu Dhabi pension scheme under Abu Dhabi Pension Fund for UAE national employees.
• The policies included in this manual are applicable except in cases where the Federal Decree Law No. 33 of 2021
regulating Labor Regulations, or its amendments are more favorable to employees.
• In the event of any conflict between the content of this document and the interpretation of law, the latter will prevail.
2.2.2 PURPOSE AND GUIDING PRINCIPLES

The purpose of this manual is to cover all the rules and regulations that govern the management of human resources
at Strata and explain the rights and obligations of both parties, it aims to:
• Create a comprehensive and clear understanding of the company’s intent regarding employment and working
conditions’ policies.
• Allow the employees to know their rights and obligations.
• The company expects that employees apply these policies in a consistent manner and fully comply with its
provisions.
• The management is responsible for ensuring that the policies stated in the manual are communicated to and
followed by all employees.
• When a situation arises that is not covered in the manual, HC judgement and CEO decision will prevail.
2.2.3 APPROVAL OF EXCEPTIONS TO ESTABLISHED RULES

Any exceptions made to policies in this manual may be reviewed by HC department and approved according to the
authorized DOA.

2.2.4 QUERIES AND POLICY VIOLATION

All queries and/or violations in respect of policies mentioned in this manual shall be addressed to the HC Department.
HC will be the focal point to answer employees’ queries related to the HC policy. In addition, any violation of any policy
in this manual shall be reported immediately to HC who shall investigate all such material violations and take appropriate
action in accordance with the company’s policy.
2.3 HC MANUAL ADMINISTRATION
2.3.1 POLICY MANUAL AMENDMENTS

This manual shall be updated annually or when deemed necessary to reflect changes in applicable laws and company
policy. Amendments to policies and any other amendments to the manual shall be agreed and approved in accordance
with Strata’s Delegation of Authority.
All amendments and new items (e.g., new policies) must be adequately documented and recorded. Furthermore, a
physical “hard” copy should be maintained with the CEO and Corporate. Amendments will be evidenced by:
• Additional policy area(s);

• Additional parts to existing policy area(s); and
• Amendments to existing policy area(s) or part(s) thereof.
In the case of a new additional policy area (or new parts of existing policy area), such items will simply be added to the
manual. However, in the case of amendments, the existing policy areas should be replaced. The replaced pages should
be kept in a separate file, in original content order sequence, for audit trail purposes. In all cases, the Table of Contents
of the Manual will need to be updated as appropriate, to facilitate correct cross-referencing.

SECTION 3
HUMAN CAPITAL MANAGEMENT
The Company will hire the right employees to meet the Company’s business objectives and will train them and
contribute to their future growth and development.
3.1 HUMAN CAPITAL EMPLOYMENT POLICY
3.1.1 OBJECTIVES
• The Company will hire the right employees in terms of knowledge, qualification, experience, skills, and
competencies for vacant positions in order to meet the Company’s business objectives.
• The company will train, improve and enhance the capabilities of employees and motivate them to perform various
functions efficiently and effectively, enhance productivity, and to improve the quality of products and services
offered.
• The company will develop a participative style of management that will foster a harmonious relationship between
management and employees.
• The company will manage and monitor the performance of the workforce while creating a performance-driven
culture, which recognizes achievement of targets and embodiment of attitudes and behavior valued by The
Company.
• The company will create a sense of belonging amongst the employees.
• The company will identify and satisfy individual, and group needs by providing adequate and equitable salaries,
incentives, employee benefits together with prestige, recognition, and security.
• The company will provide appropriate facilities for its employees that leads to high employee morale and
performance.
3.1.2 OVERVIEW
The following are cornerstones to the company’s human capital management policy:
• Equal opportunity employer.
• Adopt training and educational programs to encourage Emiratization in the long run.
• Train its employees so that they develop the required skills and acquire the necessary certification to contribute to
business success as well as employee development
• Strive to create a working environment where mutual respect, co-operation and teamwork will foster productivity.
• Ensure that Strata facility and offices are compliant with world-class health and safety standards.
• Create opportunities for promoting existing employees within the organization.
• Create an internal learning culture to support employee growth and creativity through continuous education, training
and participatory decision making.
• Create a sense of belonging amongst the employees and develop a culture that promotes innovation.
• Implement relevant HC practices in its effort to build a strong reputation.

3.2 ORGANIZATION STRUCTURE
The Management will undertake the necessary initiatives as may be required from time to time, to incorporate any
necessary changes in the overall organization structure of Strata based on business requirements. HC therefore will
keep the Organization Structure updated based on the management discretion.
3.3 CLASSIFICATION OF JOBS (JOB DESCRIPT IONS AND GRADING)
3.3.1 OBJECTIVE AND OVERVIEW

All positions in the company are classified into top management, Senior management, middle management, and Juniors
(technical and operational). Jobs allocated to juniors’ level will have no or limited managerial accountability. Senior and
Middle Management position holders require higher levels of specialized education, experience and skills and therefore
will have higher competency and accountability levels. (Classification of grades into Management level is given in
Section 3.3.6 of this policy)
3.3.2 JOB DESCRIPTIONS

All approved positions in the organization structure have a job description. The job description provides the primary
purpose of the job including the duties and responsibilities, the minimum education level, skills and experience, key
performance indicators for the position, functional and behavioural competencies.
In instances where a major element of the job changes (including but not exclusively duties and reporting relationship)
the job may be modified, and consideration given to amending the grade and subsequently the title.
Job Descriptions need to be reviewed and updated annually or on need basis to ensure that they are aligned with the
business requirements and roles.
3.3.3 JOB DESCRIPTION PREPARATION

Job descriptions are prepared by HC in conjunction with line managers and department heads. HC perform a job
analysis with the employee occupying the position to review the list of tasks and duties. In the event where there is no
incumbent in the position, the job description will be prepared by the immediate supervisor of the position. The final
job description will require the approval of the line manager or department head.
3.3.4 JOB TITLES

The title of a position may be modified after grading to ensure that it both indicates the nature of the position and meets
the job titling criteria.
3.3.5 JOB/PERSON SPECIFICATIONS

The job/person specification (competency educational and experience requirements) contained in the job description
represents the minimum requirement considered necessary for an individual to perform the duties of the job
satisfactorily. At the time of recruitment, this requirement should be considered as a guideline. There may, however, be
instances in which an exceptionally experienced candidate may not possess the minimum educational requirement. In
a situation of this nature competency will be considered as the over-riding factor in making the selection decision.

3.3.6 GRADING STRUCTURE

Each job title will be linked to a grade by HC as per the approved grading structure. There are 15 grades as follows:
Top Management Grades 14 and 15

Senior Management Grades 10 to 13
Middle Management Grades 6 to 9
Juniors (operational & technical) Grades 1 to 5
Note: Special Grades and Advisors assigned by Strata falls outside the grading structure. Their grades will be decided
by the management based on their knowledge and experience.
3.4 MANPOWER PLANNING

To plan for the current and anticipated requirements of Human Capital and associated costs:
• The HC department shall undertake manpower planning on a medium-term (3-5 years) basis, forecasting the
company’s future business activities and requirements with the help of experts, department heads and the CEO.
Based on the planning outcomes, all departments will have an approved annual manpower budget.
• Creation of a new position will be undertaken with utmost caution and normally only to cater for the new projects
and upon the business needs.
• During the manpower planning process, the possibility of resource sharing, inter-departmental transfers, system
development, work re-organization and automation will be explored prior to recommending additional manpower.
Existing manpower planning will be reviewed by each department head on an annual basis. Revised Manpower
requirements will be submitted to HC Department. HC will review the budget of each department with the finance
and forward it to the CEO/Board for the approval.
• For new projects, the relevant Head of Department should forecast the manpower requirements and submit them
to HC in advance to obtain the management discretion.
• A copy of the approved manpower budget will be sent back to the department heads for required control and record
purposes.
• Periodic manpower planning assessment productivity studies shall be carried out for every department by HC, if
necessary, with the assistance of subject matter experts.
3.4.2 FINANCIAL BUDGETING

Corporate Finance shall prepare the Annual Manpower Budget with input from the respective Business Unit/Function,
Finance and HC team. This would include a cost estimate for the entire manpower plan, including cost of salary and
benefits, overhead costs and recruitment costs. The final budget will be reviewed and confirmed by HC, Finance and
the CEO and then will be sent to each Department Head for their respective Departments. This will be finalized after
approval.

3.5 RECRUITMENT AND SELECTION

To ensure the timely provision of qualified and experienced candidates for vacant positions to meet the company’s
business objectives. Strata’s guiding principles for Recruitment and Selection are:
• All recruitment will be within the provisions of the annual manpower planning process.
• To ensure fairness throughout the Recruitment and Selection process with consideration of time frames and in
compliance with applicable employment legislation and at optimum cost.
• Job applicants will be shortlisted and selected according to their qualifications, skills and experience as required for
the job.
• To promote internal hires, when possible, to encourage and enable internal movements of employees to meet their
career aspirations and growth within the company.
• To maintain integrity and confidentiality throughout the process.
3.5.2 HUMAN CAPITAL REQUISITIONS

The hiring manager will complete a Manpower Requisition Form (MRF) through Human Capital System providing the
required justifications for the hire. Recruitment team will start working on the requirement once the MRF get approved.
3.5.3 SOURCES OF RECRUITMENT

HC might use any of the below sources to find the best match candidate to fill a certain vacancy:
o Internal Job Posting

o Existing candidate’s database (referrals, recruitment email, Strata career page)
o Campus/ Campaigns interviews
o Advertisements in newspapers
o Recruitment agencies
o Employment of former employees
o Social Media Accounts
o Career Fairs
3.5.4 PRELIMINARY SCREENING OF APPLICATIONS

• HC will carry out preliminary screening of the resumes and evaluation reports for all positions.
• Screening of resumes for highly technical positions will be undertaken by HC in conjunction with the concerned
department heads.
3.5.5 SELECTION OF CANDIDATES

All candidates will be assessed fairly and objectively through a well-defined evaluation process. In addition, HC will
adhere to the following principles while evaluating candidates:
• The same questions will be asked to all applicants.
• Assessment questions should be related to the requirements of the job as per the job description.
• If it is necessary to assess whether personal circumstances will affect job performance, the interviewer may discuss
this objectively without any prejudice
• A combination of one or more of the below assessment methods may be used based on the nature of the vacancy:
o Interviews
o Technical tests

o Functional specific tests such as case studies, analysis, or presentations

• The final selection of a candidate will be based on the assessments/interviews feedback where the best-fit candidate
for the vacancy will be selected.
3.6 INDUCTION

Induction is essential to facilitate the introduction of newly hired employees into the organization which will include brief
and important information for new joiners to know.
A. On boarding
• HC will complete all joining formalities such as visa (for expats), health insurance, life insurance, pension (for UAEN)
as well as the signature of the employment contract.
• The new employee will undergo a formal induction program that will include a brief about the company or tour,
culture awareness, HSE guidelines, important HC details and others.
• New employee will be provided with all required assets.
• New employees will meet their department representatives to explain their job responsibilities, the reporting system,
and expectations from the new joiners to deliver.
3.7 EMPLOYMENT VISA
Once the candidate accepts the offer letter, HC team will proceed with the Employment Visa of the candidate and
dependents depending on whether the candidate is from UAE or outside UAE (Candidates shall follow Immigration
rules and regulations).
3.8 ARRIVAL AND SETTING IN EXPENSES
Newly appointed employees who have been hired from abroad are eligible to receive at the time of initial posting:
3.8.1 AIRFARE TICKET

One-way tickets for self and eligible dependents from their home country (or if specified otherwise in the employment
contract) to the UAE based on the class of travel associated with their grade as specified in the table below will be
provided by Strata through their corporate travel agent. Tickets are provided as per the below table by the company and
cannot be en-cashed.
Expatriate Entitlement
Grade** Class of Travel Employee / Family
1–5 Economy Class Self
6–9 Economy Class Employee + Family (Spouse and 3
children)
10 – 15 Business Class Employee + Family (Spouse and 3
children)
*The same eligibility guideline is applicable for on-boarding and off-boarding of an employee as the Airfare Allowance
as given in Section 3.14.3.C)

3.8.2 TEMPORARY ACCOMMODATION

• Employees who hire from overseas and their eligible dependents will be provided with appropriate temporary
accommodation designated by the company from the date of arrival into Al Ain for a period up to 1 month (30
calendar days)
• If accommodated in a hotel, the company will only cover the room rate and any taxes associated with the room
rates. Other hotel expenses such as meals, use of mini bar, laundry, telephone expenses, etc. the employee will
be responsible to pay the extra expenses directly to the hotel before the checkout.
• Periods of stay at hotel or furnished accommodation in excess of the above period will be entirely at employee’s
expense.
3.8.3 SHIPMENT EXPENSES

Employees in Grades 6 and above will be eligible for on-boarding shipment expenses of personal effects (including
insurance) from the employee current location to Al Ain, UAE as follows:
• Domestic Relocation:
Up to AED 2,000 upon submission of original receipts.
• Overseas Relocation:
The employee will be eligible for reimbursement of expenses related to the shipment of the employee’s personal
effects and household goods (including insurance) to Al Ain. Upon submission of appropriate relocation documents
and original receipts, Strata will reimburse the employee for the actual costs incurred up to a maximum limit
equivalent to 1-month basic salary. Customs and other duties that are assessed on the value of the goods are on
the employee account and will not be reimbursed by the Company; Strata will only ship household goods for the
employee.
3.8.4 RESIDENCE VISA COST

• The employees will be sponsored by the company, unless otherwise requested by the employees to remain on their
spouse sponsorship.
• Eligible dependents are sponsored by the employee (spouse and up to 3 children up to the age of 18)
• The company will pay for the residence visa cost and all related costs including renewals (excluding the cost of
Emirates ID) for the employees and their eligible dependents.
• Any other related expenses such as certificate translation, authentication costs (e.g., marriage certificate and birth
certificate) or express service fees and Emirates ID are not covered.
3.9 PROBATION

To provide a period within which to assess the long-term suitability of a new hire in their hired role.
3.9.2 GUIDELINES
A. Probation
• All Employees recruited will be on a probationary period maximum of 6 months.

• The performance of the Employee whilst on probation will be observed every month by the immediate supervisor
and, before the expiry of probationary period, by the Department Head.

• In the event that an Employee’s performance is not up to the required level, he/she will be informed of that in writing
by the Company.
• During the probation period, if the Employee’s performance is not meeting the Company’s expectations, then based
on management decision, the Employee’s employment may be terminated by the Company.
• An Employee falling sick within the probationary period will be entitled to paid sick leave not exceeding 3 working
days throughout the probationary period on the condition that the employee provides a medical certificate.
• Any further leave during the probation period will be unpaid.
B. Confirmation
• HC will initiate the confirmation process at the end of the probation period, with the concerned Department Head
as the case may be. Based on the immediate manager’s recommendation, A confirmation letter will be issued on
the day the employee completed the probation period (the process is through HC Information System)
3.10 EMPLOYEE CATEGORIES AND CONTRACTS
All employees are required to enter into fixed term employment contracts for a maximum period of three years. On
expiry of the term, the employment contract can be renewed or extended for similar or shorter periods. If the contract is
neither renewed nor extended, but the parties continue to operate as though the contract is still in effect, the contract is
deemed as renewed on the same terms and conditions as were set out in the most recent version.
The legal employment contract shall be prepared in accordance with the UAE Labour Law. Two originals will be provided
one to the employee and one to be retained by the company. Should a dispute arise, a legally translated Arabic version
of the Contract of Employment would prevail in the judicial system of the UAE.
3.10.1 DIRECT HIRE

Direct hire employees are those who are recruited by the company through limited employment contracts, which may
be either Full Time Employees, Part Time or special contracts.
A. Full Time Employees Contracts
Full Time Employees contracts are those that follow the company standard salary and benefits structure.
B. Part time
Subject to work requirements and management discretion, HC may permit the hiring of employees on a part-time basis.
C. Special Contracts
Special contracts are those that are not subject to standard company salary and benefit conditions. Retired UAE
nationals or expatriates whose areas of specialisation are uncommon may be engaged by the company under a special
contract.
3.10.2 SECONDED INDIVIDUALS

• Seconded to the company from another organizations: the company supported by appropriate agreements
from their parent company issues such individuals appointment letters.
• Seconded by the company to other organizations: the policies and procedures relating to secondment of
employees out of the company are contained in the company’s external assignment procedure align with Strata
Legal.

3.10.3 TEMPORARY EMPLOYEES
A. Contractors
The company may engage third party contractors from time to time to address operational and business needs. Such
contractors shall not be entitled to any of the company benefits stated in the HC Policy.
B. Interns
The company may engage interns or work placement students from time to time.
C. Partial Employment
Subject to work requirements and management discretion, Employees can work on a contractual basis upon the
business need.
3.10.4 RE-HIRE
Former employees of the company may be re-hired provided that they have a satisfactory record, consistent
performance and a vacancy is available in the organization. Re-hire is at the discretion of management.
3.10.5 EMPLOYMENT OF RELATIVES

The company does not, as a matter of policy, allow employment of immediate relatives in the same area/ department
of the organization; relatives identify as: father, mother, spouse, son, daughter, brother and sister. Such practice may
cause serious conflicts and damage employee morale.
However, as Strata strives to develop talented high potential UAE nationals; and having the current situation of the small
population of UAE nationals in the region, relatives of UAE national employees may be hired only if they will not be
working directly for or supervising a relative. The policy also applies to any relative in the organization who has authority
to review employment decisions. If the relationship is established after employment, one of the two concerned
employees will be requested to transfer to another department subject to business needs and availability. In other cases,
where a conflict or the potential for conflict arises, even if there is no supervisory relationship involved, the parties may
be separated by reassignment or termination of employment.
3.11 BUSINESS CARDS

• Business cards will be provided to Managers, Department Heads and selected Employees representing the
company at such events as trade shows and other outside locations.
• The HC department will ensure that the form reflects the appropriate job title within the existing grading structure.
• Business card design and layout will be as per an approved design.
• The Supply Chain department will be authorized to sanction the printing of cards as well as the number of cards to
be printed.
• The Supply Chain team arranges the printing of business cards centrally.

3.12 WORK SCHEDULE
3.12.1. WORKING HOURS

The Company’s working hours for UAEN blue collar employees are required to work (40 hours per week) excluding 1
hour break and for expat (48 hours per week) excluding 1 hour break. Saturday and Sunday are considered the weekend
for all office based staff and are days off.
Working hours for Technical employees will be in line with business/production requirements and will be
communicated to employees by Direct Line Managers. Weekly day off will be scheduled on rotation basis for business/
production requirements.
The working hours may be changed from time to time by the CEO to meet the business requirements.
During the month of Ramadan, the working hours will be announced by the company in advance of the Holy month.
3.12.2 TIMEKEEPING
Employees are expected to adhere to the official work schedule and are required to notify their immediate supervisors
in the event that they are absent from work for whatever reason. Failure to inform their immediate supervisor may result
in disciplinary action and subsequent loss of pay.
Repeated and/or frequent absence and/or tardiness will result in an employee being subjected to disciplinary action.
Refer to the “Code of Ethics” in section 7.
Line Managers are responsible to ensure the punctuality of their subordinates and to keep track of their attendance.
3.12.3 ACCESS CARDS

Each employee will be given an access card upon joining the company. Access card is a company property and
employees should ensure that the access cards are with them at all times and not shared with any other employee or
an external person. In case of loss of the access card, employee is expected to report the loss/damage within 24 hours
of the such loss/damage.
3.12.4 PUBLIC HOLIDAYS

Strata generally follow the public holidays as announced by the Government sector. However, Strata will consider the
business requirements, so HC in consultation with the CEO, at times, may use their discretion in the observance of the
announced holiday.
3.12.5 MANDATORY LEAVE

Strata management team upon their discretion will provide the employees with 7 days leave mandatory leave (5 days
will be deducted from the employee annual leave balance and 2 days will be granted from the management) on a
yearly basis for facility maintenance. The leave will be granted and planned without any disruption to operations.
3.12.6 TIMESHEET
Employee’s attendance is tracking by the Human Capital system in efficiency way to help the management to manage
the employees' schedule in which to be followed by all employees without failure.

3.12.7 OVERTIME AND COMPENSATORY OFF
A. Overtime
Technical employees: (Grades 1 to 5 excluding Team Leaders) are eligible to receive cash payments in compensation
for overtime worked including weekdays, weekends, and public holidays.
The basic hourly rate is calculated as follow:
Basic monthly salary * 12 months

No of contracted hrs. /week* 52 weeks
The amount of compensatory overtime cash payment is a function of the multiplier of the relevant category, as follows:
• Compensation for every overtime hour worked on normal weekdays is equivalent to 125% of basic hourly rate.
• Compensation for every overtime hour worked on weekends (Fridays) and public holidays is equivalent to 150%
of basic hourly rate.
B. Compensatory off
Administrative employees (including Team Leaders) are not eligible for overtime payments. If they work during
weekends and public holidays their leave entitlement will be credited with a compensatory day.
Based on management discretion, Technical employees in grades 1 to 5 are eligible for Overtime or Compensatory
day off. If they work during weekends and public holidays, the compensatory days should be consumed within the
same year.
For the compensatory off, employee will follow the leave process, so employees who work in weekends and public
holidays then can apply for a day off within 1 month (30 calendar days).
Employees travel during weekends and public holidays are not entitled for compensatory off since they are receiving
per diem.
3.13 LEAVES
3.13.1 ANNUAL LEAVE

The company grants annual leave with full pay to all employees. The duration of annual leave entitlement, for each
calendar year, depends on the employee’s grade as below.
Grades Annual Leave (Calendar Days)

1-5 30
6-9 35
10 - 15 40
• Annual leave will be given as lump-sum based on the grade.

• Employees under probation will not be allowed to proceed on leave during their probationary period. However, in
certain circumstances at the discretion of the Direct Line Manager and Human Capital Manager, they may be
permitted to take paid annual leave up to their accrued leave balances during this period. Any additional days will
be considered on an unpaid basis.
• When an employee’s status changes to confirmed employee, his/her leave entitlement will be granted every month
on a pro-rated basis, no advance leave will be granted.

• As a leave planning process and in order to ensure a smooth workflow during the year, employees are required to
share their tentative leave plans at the beginning of each calendar year to their Direct Line Managers.
A. Annual Leave Approval

To be granted annual leave, all employees must submit their leave on the company HC Information System. The
Employee is responsible for ensuring that the request is within his/her outstanding leave balance. The leave request
must be approved by the employee’s line manager.
B. Leave Carry Forward and Leave Encashment

Employees are encouraged to take their annual leaves and are allowed to carry forward only 10 days of their annual
leave entitlement from year to year – if any is available-. Only a maximum of 50% of the remaining annual leave
entitlement will be en-cashed once a year. The remaining days should be used before 31 st March of the next year. Any
further unutilized days (not taken or en-cashed) will be forfeit. This is to allow the employees to use the annual leave till
first quarter of the next year.
C. Split Leave
Taking into consideration work requirements and the employees’ wishes and preferences, employees may split their
leave during course of the year. Employees will however not be permitted to proceed on leave exceeding the eligible
annual leaves at any one time.
D. Late Return from Leave
An employee who fails to report to duty upon the end of his/her approved leave shall be considered absent. If the delayed
return is due to circumstances beyond the employee’s control, he/she must inform his/her line manager, in advance, of
the reasons for the delay together with the expected date of return (with supporting documents when applicable).
If the employee’s absence is authorized, it will be deducted from his/her annual leave balance or, if the employee’s leave
balance is insufficient, will be treated as unpaid leave. In the event that the absence is not authorized or if the employee
fails to provide supporting documents to justify late return, the employee will be liable to disciplinary action.
E Illness during Annual Leave

In case of a health problem during annual leave, the employee is not entitled to claim back leave days.
F. Recall from Vacation

If due to unavoidable business circumstances, an employee is recalled from vacation, or his/her confirmed and authorized
vacation has to be cancelled or changed, he/she will be credited with the number of days equivalent to that he/she did
not use. Any reasonable non-refundable costs (such as prepayments or cancellation charges incurred by the employee
with respect to vacation arrangements prior to such change, cancellation or recall will be reimbursed by the company
against production of supporting documentation.
3.13.2 UNPAID AUTHORIZED LEAVE

• In exceptional circumstances, the Direct Line Manager and the HC Department may approve leave without pay for
a maximum of 30 calendar days if submitted in advance by the employee. Unpaid leave periods are not taken into
consideration when computing the End of Service Benefits (EOSB), bonus payments or annual leave accruals.
• During periods of Unpaid Leave, the employee will not be eligible for any benefits provided by the company, with the
exception of entitled life and medical insurance. It remains the responsibility of the employee to continue repayment
of any annual benefits and/or advances which have been paid (such as housing allowance, loans).
• UAEN employees will be responsible to cover employee and company share of AD pension retroactively upon
resuming to work.

• In case of exceptional circumstances, an extension might be granted as per the management discretion.
3.13.3 SICK LEAVE

All employees are required to report incidents of illness to their office on the first day of absence. In the event of illness
and inability to continue work, an employee may be granted sick leave as follows, upon production of appropriate
attested medical reports:
No. of days Pay Rate

1 – 15 (15 calendar days) Full pay
16 – 45 (30 calendar days) Half pay
46 – 90 (45 calendar days) No pay
Should an employee’s condition not permit him/her to resume work after the above-mentioned period of absence, the
case is referred to a medical board for review. A decision to continue treatment or terminate his/her services on medical
grounds is then considered by HC Head and the CEO.
An employee falling sick within the Probationary Period will be entitled to paid sick leave not exceeding 3 working days
throughout the probationary period on the condition that the employee provides a medical certificate from an approved
medical authority. Exceeding the entitled 3 days sick leave will be treated as unpaid leave. However, serious illnesses
shall be dealt on a case-by-case basis at Management’s discretion. Sick leave will not be given during probation
extension.
Official holidays and weekly rest days falling within the employee’s sick leave shall be considered as part of the sick
leave.
3.13.4 MATERNITY LEAVE

A female employee, who has served the company for at least twelve (12) months, shall be eligible for sixty (60) calendar
days, maternity leave with full pay to include both the pre-natal and post-natal periods. Public holidays occurring during
maternity leave are considered part of the leave.
• In the event of a short period of service (less than 1 year), the employee shall be entitled to forty five (45) calendar
days at half pay.
• A female employee nursing her child is entitled to time off not exceeding one hour per day during the eighteen (18)
months following her delivery. Employee will not be eligible for the nursing hour during Ramadan.
• Maternity leave does not prevent the right of an employee to annual leave.
• Maternity leave may be extended up to an additional one hundred days (100) consecutive or interrupted days
without pay if an employee suffers from illness associated with childbirth which doesn’t enable her to resume work.
Such illness must be certified by an approved medical authority.
3.13.5 PATERNITY LEAVE

An employee, who has completed the probationary period, shall be eligible for 5 working day’s paternity leave with full
pay. Paternity leave to be taken within six months from the date of the childbirth.
3.13.6 COMPASSIONATE LEAVE

Compassionate leave granted to employees in case of death of a family member and must be supported by an attested
death certificate.

A. Immediate Family Member/ First Degree relatives

Defined as Employee's father, mother, spouse, son, daughter, brother, sister, father and mother-in-law.
Compassionate leave of first-degree relatives is granted to all employees for a maximum period of 5 calendar days
with full pay.
B. Extended Family Member/ Second Degree relatives
Defined as Employee's grandfather, grandmother, grandson, granddaughter, brothers and sisters in law, grandfather
and grandmother of husband or wife.
Compassionate leave of second-degree relatives is granted to all employees for a maximum period of 3 calendar days
with full pay.
C. Extended Family Member/ Third Degree relatives
Defined as Employee's first Uncles & Aunts.
Compassionate leave of third-degree relatives is granted to all employees for a period of 1 calendar day with full pay.
Compassionate leave is not granted to employees during annual leave or any other approved leaves of absences
whether with or without pay.
3.13.7 MEDICAL ESCORT LEAVE ABROAD

Upon production of relevant documentation and based on obtaining management discretion, employees after
completion of probation period are entitled to up to fifteen (15) calendar days paid leave annually to escort an immediate
family member who is in need of serious medical treatment abroad other than the employee’s home country (which will
be considered as annual leave)
For purposes of this benefit, immediate family members are defined as father, mother, spouse, son, daughter, brother
and sister. Under extreme circumstances, management may approve extension of this period up to a maximum of a
further fifteen (15) calendar days, which are deducted from the annual entitlement or treated as unpaid leave if the leave
balance is insufficient.
The employee must submit attested medical report from UAE Embassy or any other documented evidence along with
the Leave Request in order to be eligible to apply for the Medical Escort Leave. The discretion for approval of Escort
leave lies with the HC and Management and the decision for granting the leave will be made on case-by-case basis.
3.13.8 MEDICAL ESCORT LEAVE WITHIN THE UAE

Upon production of relevant documentation, parent employees after completion of probation period are entitled to up to
three (3) calendar days paid leave annually to escort a child being admitted into any hospital in the UAE.
3.13.9 AL-UDDAH LEAVE

Al-Uddah is a mourning period of four (4) months and ten (10) days as prescribed by the Islamic Sharia that a widowed
Muslim female employee is required to observe immediately following the death of her husband. The company grants
leave of absence at full pay for the four (4) months and ten (10) days to those widowed Muslim female employees who
wish to request and observe Al Uddah leave.
The Employee must submit a death certificate to her Direct Line Manager or HC during the first month of the leave.
3.13.10 HAJ LEAVE

Muslim employees who have completed two (2) years of continuous employment with the company are eligible for paid
Haj Leave for a period of up to 14 calendar days once throughout the employee’s service.

3.13.11 STUDY AND EXAMINATION LEAV E (UAE NATIONALS)

UAE nationals who are enrolled in authorized educational institutions, in each case approved in advance by HC
department, in the UAE, abroad or long-distance students are entitled to:
• Employees who are studying will be given permission of one hour early leave from their scheduled finishing shift
to attend their classes based on the provided approved schedule.
• Employee is permitted to take up to fifteen (15) calendar days paid leave annually to prepare for and take mid-term
and final exams. Up to 2 days per exam will be considered as Examination Leaves, the date of the exam and one
day earlier.
• During Ramadan, the employees will be not be given the permission of early leave.
• The discretion for approval of study leave lies with the HC and Management and the decision for granting the leave
will be made on case-by-case basis.
• The employee must submit a leave request along with proof of the examination date to his/her Direct Line Manager
at least 5 calendar days in advance of the examination date. This must be supported by a letter from the respective
educational institution.
• Employee who has nursing hour will not grant additional hour for the study.
3.13.12 OFFICIAL DUTY

Employees can apply for the official duty leave for attending meetings outside Strata within Al Ain city.
3.13.13 MILITARY SERVICES

The national worker shall be entitled to a sabbatical paid leave to perform the national service, in accordance with the
legislation in force in the Emirate.
In order to obtain the leaves referred to, a proof of the same shall be provided from the concerned authorities.
3.14 COMPENSATION, ALLOWANCES AND BENEFITS

Strata strives to manage a compensation philosophy that is aligned to the market or various compensation elements
based on market benchmarking and provide a compensation mix (Fixed vs. Variable component) which is driven by
STRATA’s business objectives and strategic plans.
Strata intends to use compensation and benefits effectively to attract, manage and retain talents by benchmarking
compensation and benefits periodically as deemed necessary by the HC and Management team.
3.14.2 COMPENSATION
Compensation is the total remuneration consisting of both salary and benefits, which employees receive for their work.
A. Employee Salary
All employees are entitled to receive only one salary. Employees who are assigned to work for other organizations are
not entitled to receive any other salaries.
The monthly salary comprises two components:
• Basic salary; and

• Other allowances

Detailed descriptions of these two components follow hereafter.
B. Basic Salary
Basic salary is defined as payment excluding all other allowances and other elements. It is the basic salary upon which
the End of Service Benefit (EOSB) is calculated.
An individual’s basic salary may change as a result of promotion, annual performance merit award or when general
increases are made to salary scales.
C. Payment of Salaries
Salaries are paid in AED by bank transfer into the accounts of the employees one month in arrears and at the end of
every month. Occasionally and for public holidays, it may be paid in advance. A calendar year will be considered to be
360 days and a month will be considered to be 30 days.
D. Employee Bank Account

Each employee must have a bank account in UAE into which their salary will be transferred. The bank account details
must be provided to HC team upon joining details including bank’s name, bank’s address and account details.
E. Salary Advance
The employee (after completion of probation period) may apply for a salary advance payment of up to one month’s
salary only (not more than his/her monthly salary), this will be limited to 4 times annually & the employee can not apply
for a salary advance more than 1 time in one month which will be transferred to the employee’s bank account. The
application will be processed by the finance team once the request is approved as per the approval cycle. Such
advances are recoverable in full from the following month’s salary.
3.14.3 ALLOWANCES
A. Housing Allowance
Subject to meeting the Emirate of Abu Dhabi residency requirements, all employees are eligible to receive a housing
allowance each month within salary as per their entitlement, providing they reside in the geographical boundaries of the
Emirate of Abu Dhabi including Abu Dhabi, Al Ain and Al Dhafra.
The below housing arrangements are acceptable if the proper documents are provided, and the undertaking letter is
signed:
o Submit an attested tenancy contract (Tawtheeq) by Abu Dhabi/Al Ain Municipality capturing list of all tenants.
o Utility bills issued on behalf of the employee’s non-relative for the same property and the undertaking signed by
employee and non-relative.
Employees have to submit the necessary documents through the system based on the housing case and are
responsible to update their residency/housing information every 12 months or in case of address change or on expiry
of lease.
B. Transportation Allowance
Employees are entitled to transportation allowance as per their grades and employment contracts.
C. Airfare Allowance
All Employees are deemed eligible for airfare allowance as follows:

1. UAE National Employees are entitled to receive an annual airfare allowance for employee only equivalent to one
(1) month’s salary (basic salary and other allowances except housing allowance & children allowance). The airfare
allowance is payable on a monthly basis and is calculated at 1/12 of the annual limit.
2. Expatriate Employees in all grades, and where applicable their eligible family members (spouse and up to three (3)
children resident in the UAE and under the age of 18), are eligible for a cash compensation towards a round trip ticket
between Abu Dhabi and their country of citizenship. The country of citizenship is determined based on nationality of the
passport held by the Employee at the time of signing the contract and the same country of citizenship is used in
calculating the airfare for the spouse and dependent children.
The airfare for expatriates is payable on a monthly basis and is calculated at 1/12 of the entitled annual amount. The
total annual entitlement is based on the Employee’s grade, the corresponding eligibility for class of travel, eligibility for
self or family, the limits set per region and the age of the dependent children as determined by HC based on average
prevailing fares, which will be reviewed periodically.
1-5 Economy Class Self
6-9 Economy Class Employee + Family (Spouse and 3 children)
10 - 15 Business Class Employee + Family (Spouse and 3 children)
*The same eligibility guideline is applicable for on-boarding and off-boarding of an employee.
D. Special Allowance
Special allowance is an entitlement given to Expats and UAE Nationals in lieu of any other allowance that is forfeited
and as per the discretion of the management.
E. Statutory Allowances for UAE Nationals

1. Social Allowance
Grades 1 - 5: AED 900/ month
Grades 6 - 15: AED 700/ month
2. Child Allowance
A child allowance of AED 600 per month per child is payable as follows to UAE National employees in all grades:
• Male employees with dependent children.
• Widowed/divorced female employees with dependent children in their custody.
• Married female employees with unemployed or disabled husbands and dependent children and/or if their husbands
are working in a sector which not providing child allowance to its employees. Attested documents shall be provided.
For purpose of this policy and in line with the Civil Law for Emirate of Abu Dhabi, dependent children are defined as:
• Dependent male children up to the age of 24 if enrolled in full time education.
• Dependent female children who are unmarried, divorced or widowed, with no age limit.
• Disabled children of either gender and of any age subject to proper supporting documents.
Cessation of this allowance is applicable:

• When a male child reaches the age of 24.
• When a female child gets married. The allowance will resume if this female child divorces or becomes widowed.
• When a child becomes employed and supports himself/herself even if he/she is less than 24 years of age.

3.14.4 EMPLOYEE BENEFITS
A. Health Insurance
• The company provides a comprehensive health insurance scheme for all employees as per their grades and their
eligible dependents (spouse and up to 3 children for expat employees and up to 5 children for UAE National
Employees). As per the government regulation, the scheme might be changed from time to time.
• Coverage for eligible dependents is up to the age of 18 years old or when the child finishes high school (up to a
maximum of 21 years of age), whichever is earlier.
• The scheme provides financial protection against unpredictable medical, hospital and surgical expenses in addition
to regular medical and dental care (as per the employee’s grade and health plan mentioned in HC Procedures)
• Medical insurance for eligible dependents of employees in grades 1 to 15 will be provided only if they hold UAE
residence permits.
B. Life, Personal Accident and Sickness Cover

All employees are insured under a Group Life and Personal Accident Policy.
C. Death in Service
• In addition to the above and in the event of an employee death whilst in service, the company will pay the
employee’s beneficiaries all outstanding benefits including final salary, End of Service Benefits up to the day of
demise upon submission of a court order.
• In addition, for expatriate employees the company will bear cost for:
o Repatriating the deceased to his/her home country and repatriation of all immediate family members residing
with the deceased employee.
o Repatriating all personal effects of the deceased.
o Ticket for one family member, relative or friend to accompany the body. In the event that no family members
are available, the company might request an employee to accompany the body of the deceased to his/her
home country. If a relative or friend is an Employee of the Company, he/she will be granted a ticket and 5
calendar days paid compassionate leave for this purpose.
• In the event of the death of an expat employee’s dependent family member (spouse or children) residing in the
UAE, the company will bear the cost of repatriating the body of the deceased.
D. Housing loan
• Strata provides housing loan to employees (after completion of probation period) to help settle with the rent to be
paid.
• Employees may apply for housing loan; a cheque will be made payable to the employee as per the tenancy contract,
with the submission of appropriate supporting documentation and a personal updated cheque to Strata for the
equivalent amount of the loan, to act as collateral security.
• Housing loan will be capped at the maximum of the employee’s annual housing allowance and will be given as per
their tenancy contract.
• Salary Limit: All employees earning above the minimum of 25,000 AED per month, given that this limit is the sum
of basic salary and allowances that the employee receives monthly. Should an employee’s monthly income change
to exceed 25,000 AED per month, the policy will apply from the end date of their existing lease.
• Strata employees can apply for a housing loan if employee resides in the Emirate of Abu Dhabi as per the conditions
listed under Housing Allowance Policy (Section 3.14.3 A)
• Repayment Terms:
o Housing loan must be paid over a maximum period of twelve (12) months in equal monthly instalments.

o The instalments are automatically deducted from the monthly salary until the full amount of loan has been
paid.
o Repayment of the housing loan should commence in the payroll cycle immediately following the loan
disbursement.
• Upon separation from the company, employee must immediately repay any outstanding amount of loan. During
the notice period, Strata will proactively deduct any outstanding loan amount from employee’s EoSB in accordance
to the relevant laws.
• Employee living in a hotel or service apartments will not be eligible for housing loan.
• Updating information: employees will be required to confirm/update their residency information every 12 months
or in case of changing address or on expiry of lease.
• Non-compliance: employees who do not comply with accommodation rules will not be eligible for the housing
allowance.
• Employees on probation: employees recruited from overseas and accommodated in temporary accommodation
for the first month as a part of their on-boarding process will be required to provide valid residential documentation
after the stipulated period of probation, in order to continue to receive housing allowance going forward.
Employees on probation period will not be eligible for the housing loan.
E. Educational Assistance
1. Expatriates Employees in grades 9 and above are eligible for payment of education assistance as the following:
• Up to two dependent children studying and residing in the emirate of Abu Dhabi.
• Age from 3 to 21 years or until completion of High School, whichever comes first.
• Capped to AED 35,000/child upon sharing proof of payment of fees in the academic year.
• Employees under probation are not entitled to education assistance.
• The school fees will be paid directly to the relevant school upon submission of a valid invoice. Any payment by the
employee against the school fees will require presenting a proof of payment.
2. UAE Nationals in all grades are eligible for payment of education assistance as the following:
• Up to three dependent children studying and residing in the emirate of Abu Dhabi.
• Age from 3 to 21 years or until completion of High School, whichever comes first.
• Capped to AED 35,000/child upon sharing a valid invoice fees for the academic year.
• Employees under probation are not entitled to education assistance.
• The school fees will be paid directly to the relevant school upon submission of a valid invoice. Any payment by the
employee against the school fees will require presenting a proof of payment.
Strata will cover the payable expenses listed in the below table:
Payable Expenses (Employees to provide sufficient documents)
Registration & Tuition fees for compulsory school curriculum
Required school textbooks and diaries on actual basis
Transportation: school transportation or non-school transportation (companies - not a private driver) up to AED
4000 per child per year providing sufficient documents.
School uniform: school “uniform” is the dress/attire that is made compulsory by the school for all children and it may
include shoes depending on the school policy. Up to 4 sets per child per year including Physical Training Uniform.
(The employee will decide on the number of school uniform & Physical Training Uniform)
Non-Payable Expenses

Private tuition or fees for extra classes

Food
Additional Fees for any extra-curricular/social activities
Shoes and socks (Regular and Physical Training) unless if sold by the school as compulsory part of the school
uniform set
Bags
Stationery
Laptops/I-Pads and other accessories requested by school
Fees for other external examinations such as TOEFL, SAT, etc.
All other expenses not included in the Payable list are considered non-reimbursable
Hair accessories
Sport accessories; including bags, goggles, swimming caps, water bottles, etc...
F. End of Service Benefits

1. End of Service Benefits (for Expat Employees)
Under the UAE Labour Law, End of Service Benefits payment is due to employees who have served the company for
periods in excess of one year.
The Company’s EOSB entitlement for its employees is based on the last basic salary earned and is calculated at the
following rates:
• 21 days basic salary for each of the first 5 years of service.
• 30 days basic salary for each year of the period from 5 to 10 years of services.
• 37.5 days basic salary for the period thereafter.
GCC national employees will follow their country’s Retirement Pension rules & procedure.
2. Statutory Retirement and Pension Scheme
(for UAE Nationals)

All UAE National Employees with a valid passport and family book are automatically enrolled in the Statutory Pension
Scheme of the Emirate of Abu Dhabi, which is administered through the Abu Dhabi Retirement Pensions and Benefits
Fund. Details of this scheme are available with HC and Pension website.
Contributions: UAE National Employees contribute 5% of their monthly pensionable salary (Basic + Housing + Social +
Child) and the company contributes a further 15%. This contribution might be changed from time to time as per
Government Pension regulations.
The end-of-service benefits of UAE National Employees, who have completed one year of service, and who wish to en-
cash their end of service benefits through the Abu Dhabi Retirement Pensions and Benefits Fund shall be calculated
based on the provisions of Abu Dhabi Retirement Pension and Benefits Fund.
For the purpose of calculation of the period of service, part of the month shall be deemed full month.
3. UAE National Retired Employees/ Retirees

The end-of-service benefits of UAE National Employees, who meet the retirement criteria (as per Abu Dhabi Retirement
Pensions and Benefits) and completed one year of service in the company, shall be entitled for retirement and it will
calculate in accordance with the provisions of the Abu Dhabi Retirement Pensions and Benefits Fund.

For UAE National Employees who have retired prior to joining the company will not contribute in Pension, and they
might be eligible for EOSB in accordance to Abu Dhabi Retirement Pensions and Benefits Fund (Including Military and
Police retiree)
4. Gulf Cooperation Council (GCC) Employees

GCC employees will be registered in UAE General Pension and Social Security Authority (GPSSA) and will follow their
respective country pension scheme. The contribution will be based on their respective country pension scheme.
G. Duty Mobile Allowance

The company shall provide mobiles/SIM cards (with appropriate plans and thresholds) to employees that require them
based on the nature of their work after receiving the approval of Line Manager and HC Head. The duty mobile
allowance will be provided as per the thresholds mentioned in HC Procedures.
Any amount over and above the threshold will be deducted from employees’ salary.
In case the excess amount is due to official business calls, employees can claim the excess through expense
reimbursement on the system after approval from the Direct Line Manager. The invoices can be obtained from Finance
department and should be attached with the expense claim.
H. Salary Review
Strata might conduct a periodically compensation and benefits benchmarking exercise to review and revise the salaries
of the employees to attract and retain talent. One-time salary correction will be made based on outcome of such study
conducted and the management decision.
3.15 LEARNING AND DEVELOPMENT

Strata strives to develop a culture of progressive learning by continuously assessing the Learning and Development
needs of all employees and providing development opportunities to enhance their skills, knowledge and competencies
in line with the current and future business needs.
The goals of Strata’s Learning and Development (L&D) policy are therefore to:
• Develop and retain talent with the relevant knowledge, skills and competencies to deliver exceptional results in the
current role and develop the same for the future potential career moves within Strata.
• Maintain skilled and future ready workforce by keeping employees abreast of the latest changes and developments
in the industry across the globe in the varieties of disciplines required for delivering Strata’s strategic goals.
3.15.2 ROLES AND RESPONSIBILITIES

The cultivation of a learning culture at Strata is a shared responsibility of employees, department heads and L&D team
where they have to conduct Training Need Analysis to identify skill gaps or any further development opportunities and
ensure training needs are met through structured training program.
3.15.3 ELIGIBILITY
• All Strata employees are eligible for Learning and Development initiatives to improve skills and knowledge required
to deliver in line with their performance objectives, and to maintain a level of competence in their roles.

• Training for the seconded employees, contracted employees or third-party service provider will be supported and
paid by Strata if it is job related and upon Strata’s Management discretion.
3.15.4 TRAINING NEEDS ANALYSIS

• The L&D team in coordination with the department heads shall be responsible to perform Training Need Analysis
(TNA) to identify the training needs for the employees on an annual basis.
• This TNA shall be done in conformity to the below mentioned guidelines, and is the basis to approve, source and
deliver the required Learning and Development initiative. All the requests shall typically be evaluated with due
consideration for the following:
o Alignment with business and organizational strategy, mission and vision.
o Alignment with current and upcoming business requirements.
o Alignment with position’s roles, responsibilities and requirements.
o Acquiring or developing certain Competencies (technical or behavioural) as part of Career Development and/or
Succession Planning.
o Addressing of performance gaps – in delivering Objectives or Competencies - as identified in Performance
Development reviews and/or discussions.
o Availability of Learning & Development Budget.
• Training needs may initially be identified during the Performance Cycle i.e. Objective or Goal Setting and
Assessment of Objectives/ Competencies.
3.15.5 ANNUAL TRAINING PLAN

• It is the responsibility of the L&D team to prepare, implement and deliver Strata’s Annual Training Plan. The Annual
Training Plan shall capture and plan for the requested learning initiatives, which have been “analysed” to be the
right learning solution.
• The Annual Training Plan shall also plan the cost involved to deliver the various learning initiatives, where this cost
planning shall be the basis for the L&D Annual Budget.
• The Annual Training Plan shall be prepared by the L&D team annually to allow the budgeting team to include such
budget cost within Strata’s overall budgeting exercise.
3.15.6 APPROVAL OF TRAINING
Annual Training Plan - Planned Training:

• The Annual Training Plan shall be prepared by the L&D team and shall be approved as per the Delegation of
Authority (DoA) mentioned in the L&D Procedure.
Unplanned or Ad-hoc Training:

• In cases where the need for a Learning and Development intervention is required after the approval of the Annual
Training Plan, an ad-hoc training request may be raised by a function for a new, unplanned training requirement
(i.e. not included in the approved Annual Training Plan).
• The L&D team in coordination with the concerned department shall be responsible to perform a Training Need
Analysis (TNA) to evaluate the request as per the guidelines mentioned in the L&D Procedure.
• The approval of the HC Head shall be required before considering the delivery of any unplanned or ad-hoc learning
/ training, that are not originally included in the approved plan and budget.
3.15.7 LEARNING PROGRAMS

The Learning and Development programs at Strata includes the following:

• Internal Training Programs that include Coaching , On-the-job trainings and Self-Study.
• External Training Programs.
• Composite Aircraft Technician Apprenticeship Program.
3.15.8 LEARNING PROGRAM ATTENDANCE

• The L&D team shall confirm the training commencement date with the Direct Line Manager of the employee
nominated for training.
• Direct Line Managers shall, in return, ensure that the employees nominated for learning event actually attend the
training to ensure optimal utilization of the resources.
• The nominated employee needs to mark the attendance by completing training attendance form.
Cancellation Policy
• In order to maximize the effectiveness of the training sessions, a cancellation charge of full course fee will be
applicable for all the external courses, where insufficient/ no notice of cancellation is provided.
• Notice of cancellation/rescheduling of external training shall be sent to the L&D team prior to at least 30 working
days for overseas training and prior to at least 10 working days for local training.
• L&D team reserves the right to reschedule or cancel any scheduled training course with 10 days’ notice to the
confirmed registrants. In the event of cancellation by L&D Team, candidates will not be charged.
• L&D team shall not, in any way, be held responsible for any costs, including loss of airfare or other transportation
cost, hotel expenses or other damages, which the candidate may suffer in the event that L&D cancels or reschedules
a course as above mentioned.
External Training Travel

• Employees attending external training outside UAE shall be entitled to receive per diem allowance in line with HC
policy on Training Related Travel in (Section 3.16.4)
• Should an employee wish that any of his/her family members accompanies him/her to an external training outside
UAE; the employee shall bear all their travel expenses and all other expenses abroad during the training period.
(Refer to L&D Procedure)
3.15.9 KNOWLEDGE TRANSFER

• Strata invests considerable funds and efforts to develop employees so that they enhance their competencies and
skill level in order to contribute to the overall improvement of Strata’s productivity levels.
• In return, employees are expected to participate in Knowledge Transfer Programs to share knowledge, skills,
competencies acquired from learning initiates, for the benefit of the employee’s team, department or Strata as a
whole.
3.16 BUSINESS AND TRAINING TRIPS
As part of meeting Strata’s business objectives, employees will be required to proceed on business trips and/or training
trips depending on the work requirements and individual training and development needs.
3.16.1 GENERAL RULES

• Business trips are defined as trips carried out by employees to conduct business outside the company facilities.
• Training trips are defined as trips carried out by employees (outside the company facilities) for the sake of improving
their competencies/performance. Training includes courses, conferences, seminars, workshops, forums or any
other session/class for which registration and/or attendance fees are paid.

• Business and training trips within Al Ain City will not entitle employees to per diem or other reimbursement.
3.16.2 BUSINESS TRIPS
A. Authorization
Prior to proceeding on a business trip outside Al Ain City, the employee is required to submit a business trip request
through Human Capital system indicating the purpose and nature of work, destination, length of stay, date of departure
and seek/obtain approval from the line manager.
B. Travel outside UAE

Travel must be planned in advance and a request must be approved and forwarded to HC for the arrangement of travel
and accommodation.
C. Day Travel within the UAE

In the case of employees travelling from Al Ain City to proceed on a business trip within the UAE. For non-overnight
stays, the disbursement will be based on the fuel receipts up to AED 100 and parking expenses up to AED 150 only.
Hotel accommodation during day travel is not subject to reimbursement.
D. Overnight Travel within the UAE

Employees required attending company business at a location more than 100 km away from Al Ain City (and not in their
place of residence) will be eligible for the per diem allowance.
3.16.3 TRAINING TRIPS

In its continued quest for improvement, Strata encourages employees to improve their skills and the service they can
offer to the company. To this effect, a beneficial training procedure has been developed. In return, the company requires
employees who attend training to do so with complete commitment, dedication and diligence.
A. Authorization
Prior to proceeding on a training trip inside or outside Al Ain City, an employee is required to submit the training trip
request through Human Capital system indicating the purpose and nature of training trip, destination, length of stay,
date of departure and seek/obtain approval from HC department and Finance for the processing of registration fee and
the per diem allowance.
For long-term training programs, per diem allowance will be determined by HC based on the location and duration of
the training period; however, the amount should not exceed the allotted allowance as stated in Table 1 (below).
B. Travel outside UAE

Travel must be planned in advance and a request must be forwarded to HC for the arrangement of travel and
accommodation.
C. Day Travel within the UAE

In the case of employees travelling from Al Ain City to proceed on a training trip within the UAE for non-overnight stay,
the reimbursement will be based on the actual invoice capped up to AED 200. Invoice must be issued at the same day
of the trip or the day before. Parking expenses up to AED 150 only. Hotel accommodation during day travel is not
subject to reimbursement.

D. Overnight Travel within the UAE

Employees required attending company-approved training at a location more than 100 km away from Al Ain City (and
not in their place of residence) will be eligible for the per diem allowance.
E. Budgeted Training Authorization

In the case of budgeted training (set during the annual business planning process), the Training Trip Request must be
submitted by the employee to his/her line manager, and then submitted to the HC department for approval.
F. Non-Budgeted Training Authorization

In case of non-budgeted training, a Training Trip Request must be submitted to HC and Finance departments for
approval. The request must be justified and endorsed by the employee’s Direct Line Manager and L&D before submitting
for final approval to the CEO.
3.16.4 PER DIEM ALLOWANCES

Per diem allowances shall be paid as prescribed in this part for official travel or training away from the company.
There are two types of per diems: outside the country and inside the country. This per diem to cover all the expenses
related to the business travel like accommodation, tolls, food, business calls and transportation includes car rental
cost, GPS, Fuel, parking, Taxi, Bus and Rail. Visa (no transportation fees) and air tickets will be paid separately.
Refer to the below table for the per diems’ categories for outside and inside the country:
Table 1 – Per Diem Allowance for employees who travelled outside the country (International)
Outside the country
Daily Rates (7 8-30 days 31-60 days +61 days Class of travel
Grades
days or less) (75%) (50%) (25%)
10-15 2200 1650 1100 550 Business
9 1800 1350 900 450
6-8 1500 1125 750 375 Economy
1-5 250 + Accommodation + Transportation
Table 2 – Per Diem Allowance for employees who travelled inside the country (Domestic)
Inside the country
Daily Rates (7
Grades 8-30 days (75%) 31-60 days (50%) +61 days (25%)
days or less)
10-15 850 640 425 215
9 750 565 375 190
6-8 600 450 300 150
1-5 250 + Accommodation + Transportation
• All expense receipts in original should be submitted to claim the per diem allowance and exceptions will be dealt
with on case by case basis.
• Other business-related expenses such as business meals (excluding alcoholic drinks), booking of conference rooms
are not included in the above per diem allowances and should be claimed by submitting an Expense Claim and
attaching the original receipts for reimbursement.

• For long-term business trips, if a break period is taken within the duration of thirty (30) consecutive nights or more
and are spent at the employee's base location, upon the return to the place of temporary assignment, a new cycle
of travel allowance payments shall commence. Two business trips cannot be combined.
• Employees in grades 10 - 15 will remain entitled to travel business class. However, they travel Economy for flights
(layovers) within 3 hours range.
• Employees are not permitted to use classes of travel lower than their eligibility for any personal benefits. However,
if employee requests to travel higher than their eligibility, he/she will cover the differences.
• Per diem allowances are calculated on the basis of actual number of travel days (including day of departure and
day of boarding plane for return flight) except for trips within the UAE where it is calculated on the basis of the
number of nights.
• In case of travelling outside the UAE, the employee is required to submit the boarding pass through the Human
Capital system to facilitate payment.
• At its sole discretion, the company will reserve the right to revise the per diem allowance.
3.17 CAREER DEVELOPMENT AND SUCCESSION PLANNING
3.17.1 CAREER DEVELOPMENT
Objective and Overview

This section covers the policy and procedure related to the career movements within Strata. I-care captures the details
related to following movements:
• Vertical career movement to the next grade within the department (Promotion)
• Horizontal career movement in the same grade across different department (Progression)
Vertical Career Movements (Promotion)

Objective
To manage organizational requirements and employees’ career aspirations, an employee may be considered for the
vertical career movements within the Company.
Eligibility & Guidelines

The Department Head will have the option to recommend an employee for promotion to the next grade given the
following guidelines and conditions are met:
• Provided a vacancy is available in the Organization Structure or in the approved budget.
• A minimum tenure of 3 years in the current grade and minimum of 2 years in the current role. (In special cases, if
the performance of an employee is extra-ordinary then the cooling period may be reduced by the CEO)
• A performance rating of at least 3 ‘Meets Expectations’ for the last 2 years.
• The required qualification, experience, skills and competencies to carry out the new job.
• Employees entitled for promotion cannot be promoted more than one grade at a time.
• Employee will be compensated as per the guidelines mentioned in the compensation and benefits section.
• Promoted employees will receive a Promotion/ Salary increase letter.

• Promotions for all grades must be approved by the HC & Remuneration Committee.
Horizontal Career Movements (Progression/Internal Transfer)

Objective
To manage organizational requirements and employees’ career aspirations, an Employee may be considered for the
horizontal career movements (progression) across different departments within the Company.
Eligibility & Guidelines

In consideration of career development plans, the HC team along with the department heads will recommend an
employee for horizontal movement to the same grade given the below mentioned guidelines and conditions are met:
• Provided a vacancy is available at the same level in the Organization Structure covered under the approved budget.
• A minimum tenure of two years in the current role before being considered for the new role.
• A performance rating of at least 3 ‘Meets Expectations’ for the last 2 years.
• The required qualification, experience, skills and competencies to carry out the new role.
• In case of horizontal movement in different departments with the same grade, the employee will be screened by
cross function panel before moving into the new role and would be trained for 6-12 months to acquire the skills
and competencies of the new role through identified training and developmental activities. The employee will
receive a notification email through the Human Capital system with the new details of the job title, department and
Line manager.
• The screened employee may be assessed after a transition period of 6-12 months to ensure readiness in the new
role.
• The employee may be compensated as per the guidelines mentioned in the HC Procedures and the decision of
the management.
Exclusions Criteria for Vertical and Horizontal Career Movements

Employees will not be considered for a promotion if they fall into the following categories:
• Employees who joined during the year and are still in their probation period.
• Employees with an active written warning letter might be considered for horizontal movement at management’s
discretion.
• Employees who have availed of long unpaid leaves during the year in consideration (except employees in National
Service)
3.17.2 SUCCESSION PLANNING
Objective and Overview

• In order to ensure its business continuity, Strata strives to identify and develop high performers to fill the identified
critical positions in Strata.
• The maintenance of robust pipeline for the critical business leadership at Strata is a shared responsibility of the
CEO, Department Heads and L&D team. Along with the department heads, the L&D team needs to identify and
develop successors for all the identified critical positions.
• The identified potential successor needs to be actively involved in identifying his/her Learning and Development
needs and actively participate in all Learning and Development initiatives assigned/approved for him/her.

Program Eligibility & Guidelines

• Employees rated at least 3 or above in last 3 consecutive years may be eligible for consideration as potential
successors for the identified critical roles
• For the identified potential successors, the company assesses the succession planning pool against the succession
profiles and update the career development plans for the selected candidates against the succession profiles for
the critical roles. The succession profiles would contain education, experience, behavioral and technical
competencies required for the critical position.
• The company will identify and develop potential candidates to assume key positions of responsibility within the
Company in order to fulfill the critical positions.
SECTION 4
Performance Management System
Strata is following a structured approach for consistently and objectively measuring employee performance
for a more empowered and productive workforce.
4.1 PERFORMANCE MANAGEMENT
4.1.1 OBJECTIVES & OVERVIEW

Through the Performance Management System (PMS), Strata seeks to:
• Engage the employees in planning and setting the objectives to increase their job satisfaction, productivity, and
commitment, as well as to promote the feeling that their work is recognized and valued.
• HC in co-ordination with department heads will assess existing employee against the set objectives and required
competencies.
• Encourage fair and proactive feedback from line managers in order to develop and enhance the performance of the
employees and encourage a culture of continuous learning and professional development.
• Establish a clear connection between on-the-job performance and incentives such as merit increase, promotions,
training, and development opportunities.
4.1.2 ELIGIBILITY
All Strata employees joined before 1st of October will be included in the annual performance review cycle.
4.1.3 KEY ROLES AND RESPONSIBILITIES

Given the comprehensive characteristics of the PMS in terms of its application, which requires setting the responsibilities
for a proper and effective implementation by the entire company, it is deemed necessary to distribute the tasks and
responsibilities among key stakeholders as follows:
Department Heads
• Discuss and agree on the objectives and competency requirements with the direct reports.
• Provide on-going feedback on the performance and take all the necessary measures to enhance the performance.
• Comply with the timeframe set for the PMS cycle.

Human Capital Department

• In coordination with the management team, HC will define the fixed objectives for all employees and will launch and
manage the annual performance appraisal cycle stages.
• Facilitate and/or conduct training and awareness workshops and sessions about the PMS to Department Managers
and employees.
• Provide advice and guidance to Line Managers during the implements of the PMS and ensure that timeframe set
for PMS Cycle is met.
Line Managers/ Appraisers

• Drive effective and timely implementation of PMS within their respective department.
• Discuss and agree on positional objectives/KPIs, behavioural competency profiles and training needs.
• Oversee and manage the performance development of the direct reports throughout the year and to document the
feedback in the mid and end year stages.
Employees/Appraisee
• Propose and agree on the objectives/KPIs, as well as their weightage and targets with the line manager.
• Request feedback from line manager, initiate dialogue, agree and implement action plans.
• Implement the performance plans in accordance with the annual Performance Appraisal.
4.1.4 EMPLOYEE PERFORMANCE MANAGEMENT CYCLE

STRATA’s Performance Appraisal Process consists of 3 main phases: Employee Objectives Setting, Mid-year review
and End-Year review & Performance Appraisal.
Employee Objectives Setting

The Employee Objectives Setting of the PMS framework is determined based on two main inputs:
• Positional SMART KPIs, with cascaded KPIs for each employee.
• Strata’s Behavioural Competency Framework.
The Employee Objectives Setting phase starts with the employee in conjunction with his/her line manager on a set of
KPIs, targets and weights along with the desired proficiency level of behavioural competency required for the role.
Mid-Year Review
The Mid-Year Review phase is conducted between the Line Manager and his/her employee in order to:
• Review the progress towards meeting the objectives set in the annual performance form, support and enhance the
performance strengths and identify its weaknesses/ developmental areas and provide corrective measures when
needed.
• Revise and clarify the set of desired behavioural competencies.
• Modify any KPI, targets or weightage that seems irrational or irrelevant, given that this would not be used to cover
any underperformance.
• Identify with employee any obstacles or barriers and agree on immediate actions to resolve them.
End-Year Review
Annual appraisal phase is at the year-end for all employees, in which the employee’s performance undergoes the final
review and appraisal in accordance with the standards clearly established in this PMS and the employee’s job level.
Employees who are under probation (Includes probation extension) will not be appraised.
By the end of the appraisal process, both the Line Manager and the employee should utilize the appraisal results and
feedback to address any poor performance and highlight the opportunities of development.

and highlight the opportunities of development and establishing improvement plans.

On-going Coaching and Feedback is necessary for guiding, directing, and controlling the accomplishment of the goals
in accordance with the Annual Performance Appraisal Form. The constant feedback aims at correcting any weak aspect
in performance, reinforcing the performance strengths, and motivating the employee towards achieving the expected
objectives.
4.1.5 RATING SCALE

At the end of the PMS cycle, the employee's individual objectives/KPIs will be assessed on a 5-point scale as illustrated
below:
5 = Significantly above expectations

4 = Above expectations
3 = Always meets expectations
2 = Does not always meet expectations
1 = Falls significantly below expectations
4.1.6 MERIT INCREASE AND PROMOTIONS

A. Merit Increase
• The decision of giving annual merit increase is based on:
o Company annual performance
o Employee performance
o Available budget
o Cost of Living
o Management discretion
• The merit increase process will start after the completion of the annual Performance Management System cycle
where employee performance will be captured, and a rating will be awarded.
Merit Rating:
5 = Significantly above expectations
4 = Above expectations
3 = Always meets expectations
2 = Does not always meet expectations
1 = Falls significantly below expectations
• The merit increase is based on the individual’s current salary and his/her performance appraisal. All eligible
employees for annual appraisal who have been rated 3 and above will be eligible for merit increase. Employees will
be issued with a salary review letter indicating their merit increase for the year.
• Employees with unsatisfactory performance rating (1 and 2) and employees on active written warning are not
entitled to the merit increase for that particular year.
• HC may conduct a compensation and benefits survey periodically in similar or competing industries and provide a
survey report to senior management with recommendations.
• The salaries of all employees might be reviewed for overall equity periodically upon management request.
B. Salary Adjustments for Promotions and Progression
• As a general policy where possible, new job vacancies will be filled by internal hire; however, candidates should
have the required qualification, sufficient experience, skills and competency to carry out the new job.
• Promotion refers to a change of grade, whereas progression is change of role within a job grade.

• HC may conduct the skills and competency assessment test of the proposed candidate in addition to the
performance appraisal before taking promotion decision, if required.
• Salary adjustment for promotion and progression shall be aligned to the guidelines mentioned in HC Procedures
and the decision taken by the management in consultation with HC team.
• All promoted Employees will receive a Promotion/ Salary review letter.
4.1.7 PERFORMANCE-BASED REWARDS/ PERFORMANCE BONUS POLICY

Bonus helps to add flexibility to the overall remuneration strategy by rewarding employees as and when the business
is performing well, without permanently increasing the payroll cost. The bonus scheme should be flexible and can be
modified or adjusted based on the overall performance of the company and the performance of the employee.
Bonus is a privilege from the company, which can be given from time to time as per the management discretion.
A. Guidelines
• Based on corporate performance and employee performance (Rating 3 and above) the performance bonus pool
will be distributed among employees.
• Performance bonus pay-outs will be decided by the management based on the performance bonus budget.
• Performance Bonus shall be given on pro-rata basis for the actual days worked. For employees who have taken
unpaid leave they will not be eligible for the period of their unpaid leave.
Special Bonus:
Special Bonus is a privilege from the company for all UAE National technicians who have completed at least 5 years of
service in the company with good performance, which can be given from time to time as per the management discretion.

SECTION 5
Employee Relations and Personnel Administration
The company must maintain an official file for each employee in order to have a complete, accurate and current
record of each employee’s personal details, record of employment, salary and other such information as may be
required for business and legal purposes. The personal file is the most exhaustive record of information of each
employee's accomplishments and contributions to the company.
5.1 EMPLOYEE INFORMATION AND RECORDS
5.1.1 EMPLOYEE INFORMATION AND PERSONAL RECORDS
A. Contents of Personal Files

Personal files contain important job-related information and documents of each employee from the date of hire, which
includes but not limited to:
• Employment application, resume and copies of educational certificates.
• Interview assessment form.
• Job offer.
• Employment contract.
• Any special agreements related to terms and conditions of employment (if any).
• Disciplinary documents (if any).
• Transfer request, promotion, bonus, and merit increase letters (if any).
• Personal documents and details (Copies of visa, passport, family book, Emirates ID, Residential address and
emergency contact details).
• Copy of medical check-up certificate.
• Life Insurance Form.
• Police and security clearance.
• Non-Disclosure Agreement – NDA.
• Bank account details form.
• Resignation letter, termination letter and retirement (if any).
• Exit interview form.
C. Review of Personal Files

Any review of the employee’s personal file for job-related information should be conducted by designated HC
representative and/or in presence of HC Head.
D. Access to Personal Files

Personal files are retained manually and/or electronically by HC in the strictest confidentiality. Electronically retained
data is accessible by authorised persons only by means of passwords.
E. Issuing of Certificates to EmployeesEmployees are entitled to receive documentation from the company to
facilitate the opening of bank accounts, obtaining of driving licence etc. Employees are also entitled to an employment
certificate, authorised by the HC Head. Employee can request for letters and certificates to the HC team by submitting
the request through HC system.

5.1.2 RECORD MANAGEMENT
A. Objective
• Records management provides guidelines for establishing and maintaining files and records in the most efficient
and economical way. A secondary objective is to enable quick and easy access to appropriate information.
B. Filing System
• The current and former employee files are maintained in numerical order in a secured filing room.
• All files will be labelled and should contain an index page.
• All files will be in a structured form.
SECTION 6
SEPARATION
The company has an efficient off boarding process which assure that the employee who quits the company is exited
in a structured and orderly manner process to manage the full and final settlement of employees when they exit from
an organization.
6.1 SEPARATION
6.1.1 RESIGNATION
Resignations guidelines
• The Notice period for Strata Employees will be: 1 month to all employees in grades 1-9 and 3 months to employees
in grades 10-15.
• The notice period for grade 1-9 can be extended to a maximum of 3 months based on the management and
employee mutual agreement.
• Employees on limited-period contracts are governed by the conditions of their contract.
• If any employee leaves prior to the completion of his/her notice period, the salary in lieu of notice period will be
deducted from his/her full and final settlement.
• In case of resignation, HC team will discuss the resignation reasons with the resigned employee. Post discussion,
if employee decides to discontinue the service, he/she needs to submit the resignation request in HC system
attaching signed resignation letter.
• HC shall conduct an exit interview with the resigned employee followed by submitting an exit interview survey
through the Human Capital system.
• The exit interview will focus on the reasons for the employee’s resignation and his/her perception of company’s
systems, procedures and policies, management and any other issue related to the company.
• HC will maintain records of exit interviews to identify any recurring reasons for resignations. Any such instances will
be identified and a report highlighting recurring reasons will be present it to the CEO every 6 months/ upon request).
• After resigning, the employee must complete all pending work and manage the handover. The employee will work
during his/her entire notice period or for the approved period by his/her Direct Line Manager.
• HC in consultation with Direct Line Manager may ask the resigning employee not to serve the notice period. In
such instances, the employee will be paid a salary in lieu of notice or until the last working day.

Clearance and Final Settlement

• Full and Final settlement should consist of the following:
o Basic salary and applicable allowances up to the last day of service.
o Earned leave balance.
o End of service benefits (if applicable).
o Any other benefits the employee may be entitled to in terms of his/her contract with the company.
o No overtime payments for the employees who are serving the notice period.
• Exit clearance form will be completed through the Human Capital system according to the HC procedures.
• HC team will share the Resignation Form with the concerned section to calculate the Full and Final (F&F) Settlement
Dues and share it with employee before his/her last working day for his/her review.
• Finance Department will ensure that settlement of the employee’s dues is made after the final working day according
to HC Procedures.
• All annual entitlements and end of service benefits will be paid along with Full and Final Settlement and the following
documents will be issued (After returning back all company property and paying the outstanding dues to the
company):
o Experience certificate.
o Copy of the Full and Final Settlement (upon request).
• Final settlement will be paid by bank transfer to the employees’ bank account as follows:
o If the employee has to leave the country immediately after detachment, the final settlement amount can be
sent to an overseas bank account provided the employee gets a Clearance letter from current bank in UAE
after closing the bank account and also providing the bank address, swift code, sort code of the overseas
bank and currency of transfer.
o Notice pay will be deducted from employees’ Full and Final Settlement in instances where they have
requested immediate release without or with reduced notice. Where release without notice is at the
company’s request, (excluding instances of summary dismissal) the period of notice will be paid.
• Exiting employees of the Company who had received advance payment of employee benefits and/or allowances
including Educational assistance, Salary advance, Housing allowance, unpaid, etc...) for the year are required to
refund all advance payment received in the form of loans and advances back to the company.
6.1.2 RETIREMENT
Retirement for UAE National

• The retirement age is 60 and can be extended to 5 years based on Abu Dhabi Pension and Benefits Fund and
applicable to all employee categories.
Retirement for Expatriate

• The retirement age is 60 and can be extended to 5 years based on UAE Labour Law and applicable to all employee
categories.
• However (after age of 65), an extension of 1 year may be given to individuals holding key positions subject to a
maximum of 5 extensions with the CEO’s approval. The granting of an extension is at the sole discretion of
management.
• HC will inform the appropriate Department Head of the expected retirement 3 to 6 months in advance (based on
the position) to update succession plans, a written notification will be shared with the employee.
• HC will assist in whatever way to assist the retiring employee in making the transition. The Full and Final settlement
with end-of-service benefits will be handed over to the employee.

6.1.3 ABSCONDING
An employee will be treated as “absconded” if he/she is absent from work more than 7 consecutive days without
informing his/her Line manager/ Department Head.
Line Manager will initiate the employee’s absconding process and inform HC Team about any such employee on the
3rd day of his/her consecutive absence.
HC team will proceed with the termination formalities.
6.1.4 TERMINATION
It is the intent and policy of the company to retain and help develop its employees for more challenging and responsible
positions. However, termination of service may occur for a variety of reasons such as:
o Separation: termination caused due to physical incapacity (where an employee’s physical condition
prevents him/her from carrying out his/her work), death, or reductions in the work force. The employee will
be eligible for his/her final settlement.
o Dismissal: certain issues are regarded by the company as so serious as to warrant summary dismissal
(i.e. with or without notice and with or without payment of any applicable terminal benefits). These have
been explained in details in section 7 “Code of Ethics”.
o Performance: For performance issues, Employee shall follow the Performance Management System
Manual.
• The required notice period for termination of service as specified in the employment contract.
• The company may terminate the employment contract of any employee without notice in instances of serious
misconduct as per UAE Labour Law “article 44”, including in the event that a criminal court convicts any employee
of any offence.
• A confidential report relating to the reason for termination of an employee will be sent to HC by the appropriate
Department Head for review.
• In the event of serious misconduct or involvement in a criminal case, the Department Head shall report the matter
immediately to HC in writing. HC shall conduct an independent investigation regarding the charges against the
employee. Upon receiving the evidences, a consolidated report will be submitted to the CEO for the final decision,
then the termination procedure will be initiated upon approval.
• If the investigation finding is not justifiable or the employee is being victimised by senior employee/manager or the
employee should receive benefit of the doubt, a second chance will be given to the employee. The final decision
lies with the CEO.
• If reason for recommendation of termination is only non-compatibility with the Direct Line Manager or subordinates,
HC may transfer the employee to another project or department.
• Upon termination of the contract of an expatriate, the company will provide a one-way ticket to the employee’s
country of origin.
• On termination of the contract, the employee must hand over all the files, keys, records, company property in his/her
possession to HC or an authorized person.
• On termination of the service of an employee, the company shall return any original personal documents or
certificates deposited in the company (if applicable). The company will have the right to retain a copy of the
documents.
• The terminated employee is entitled to receive an experience certificate after returning back all company property
and paying the outstanding dues to the company)
• Termination on medical grounds of an employee’s service shall be decided by the company following receipt of a
medical incapacity certificate received from and as recommended by an approved medical authority in consultation
with the Direct Line Manager.

• Employee database will be updated with all separation cases.
Termination of Seconded Individuals

Termination of individuals seconded to the company is dealt with in accordance with the policies and procedure of their
respective parent companies to which all cases should be referred.
6.1.5 REDUNDANCY
The company shall be entitled to make an employee redundant in the following cases:
• The position occupied by the employee is no longer required due to Company restructuring.
• The department in which the employee works is deemed by the company to be over staffed relative to work
requirements.
• The position occupied by an expatriate is subject to career development and no suitable alternative employment
for the employee can be identified by the company (the company’s decision in this case shall be final).
6.1.6 CESSATION OF EMPLOYMENT BY DEATH WHILE IN SERVICE

• In the event of any employee’s death while in service, information of the death will be immediately conveyed to the
next-of-kin.
• For expatriate employees, the body will be sent to the employee’s point of origin or hometown along with his/her
family members and their personal belongings at the company’s expense.
• HC will handle all matters involving the embassy of the deceased.
• The legal dependents are entitled to benefits of the deceased as per UAE Labour Law and Shariaa court.
6.2 REPATRIATION
• All expat employees and their eligible dependents (where applicable) are entitled to the following repatriation
benefits as long as they do not request for transfer of sponsorship.
• One-way tickets from the UAE to their home base airport or country of citizenship based on their grade and as
specified in the table below:
• Note: Tickets will not be reimbursed by Strata in-case the employee proceeded with the booking by himself/herself.
1–5 Economy Class Self
6–9 Economy Class Employee + Family (Spouse and 3 children)
10 – 15 Business Class Employee + Family (Spouse and 3 children)
• *The same eligibility guideline is applicable for on-boarding and off-boarding of an employee as the Airfare
Allowance (Section 3.14.3.C)
• Employees in Grades 6 and above will be eligible for repatriation shipment expenses of personal effects (including
insurance) to their home base or country of citizenship (outside UAE). Upon providing the appropriate documents
and original receipts, the company will reimburse the employee for actual costs incurred up to one (1) month basic
salary. Customs and other duties that are assessed on the value of the goods are for the employee’s account and
will not be covered by the company. (Section 3.8.3)

SECTION 7
Business Ethics and Code of Conduct
All employees are required to maintain the highest ethical standards in the conduct of their affairs, both in a
professional and personal capacity. As such, all employees are expected to adhere to Mubadala’s Code of Conduct,
all applicable laws and regulations as well as the company’s rules, regulations, policies and procedures.
The aim of this section is to ensure that each employee conducts his/her affairs and the business of the company,
with the utmost integrity and complies with all applicable laws and regulations in a manner that excludes any
consideration of personal advantage or gain.
This section shall apply, in its entirety, to all employees (including direct hires, contractors, interns, trainees,
consultants and secondees).
In all circumstances, employees should avoid putting themselves into a situation which may lead to them breaching
their ethical obligations; in situations of doubt as to whether any action or proposed action constitutes a violation of
this section, the Direct Line Manager, HC , Legal and Compliance needs to be consulted.
7.1 DRESS CODE
Strata is committed to maintain the highest possible professional image and expects employees to dress in formal
manner and to maintain a neat and clean appearance at all times.
Observance of the following dress code is expected throughout the working weeks and during regular business hours.
A. Male Employees
• Acceptable attire includes UAE national dress or a formal business shirt, tie and smart trousers. For UAE national
dressing, Hamdaniya style head covers are not permitted and Kanduras are preferred to be of full length.
• Suits or a jacket are not always required, but are expected when meeting with outside parties. Casual jackets in
leather, denim or other non-corporate fabrics should not be worn. Sporty or casual footwear i.e. tennis shoes,
running shoes, etc. should not be worn.
B. Female Employees
• Appropriate professional attire may include UAE and other national dress, suits and business attire. The veil (Neqab)
should not be worn due to security reasons and to adhere to the safety standards and regulations.
• Minimizing the amount of bare skin on display should be given due consideration and tight fitting, transparent and
form-revealing clothing should be avoided.
• Dresses and skirt lengths should be below the knee and blouses should have a modest neck line with at least a
half-sleeve.
• To avoid any confusion ‘trainer’ style athletic or casual footwear such as tennis shoes, running shoes, flip flops, etc.
are also not appropriate in the office.

7.2 CLEAR DESK AND INFORMATION SECURITY
7.2.1 CLEAR DESK

The purpose of this clear desk policy is to help ensure that sensitive information is kept secure and must not be left
unattended. It mitigates the disruption and loss of documents that could result from disasters such as fires. In addition,
it ensures a tidier and more professional office environment.
The only documents which may be stored outside of desks or filing cabinets are easily reproducible non-sensitive
reference material. Such documents must be left on desks in a tidy fashion, and not on the floor or on top of filing
cabinets. Drawers and cabinets must be locked at the end of the day. Employee must not remove any documents or
data from the company’s premises without the consent of the superior.
7.2.2 INFORMATION SECURITY

All employees must take all precautions necessary to ensure that company’s data and the confidential information of
third parties is kept secure. In addition to the guidance set out in the Company’s Document Control Procedure, such
precautions include, but are not limited to:
• Keeping the password confidential;
• Changing the password at regular intervals;
• Not leaving a logged-on computer unattended and unprotected (Logging out and exiting systems correctly)
• Not reproducing any software or removing any software or data from company’s premises without the authorization
of the superior;
• Using extreme caution when receiving electronic information from an unknown source, including downloading
software and attachments within e-mail; and
• Not using company’s or personal computers to misrepresent the company in any way.
7.2.3 COMPUTER VIRUS

Creating a computer virus or allowing a virus onto the system, deliberately not taking sufficient care to prevent a virus
or sending one from any personal computer is prohibited. The installation of a virus or downloading any non-relevant
business matters from websites is strictly prohibited.
7.2.4 DIVULGING SECRETS OF THE COMPANY

Employees will not utilize or divulge to any person or persons any of the Company’s trade secrets or affairs to any
competitor or any third party acting for a competitor. No Employee will give to any third party by word of mouth or
otherwise any particulars or details of the Company’s business, projects, technical know-how, security arrangements,
administrative and other organizational matters whether confidential, secret or otherwise either during or after their
employment with the Company.
7.2.5 PATENT AND COPYRIGHT

Employees shall disclose to the Company any information that comes to their knowledge, discoveries, inventions,
processes or process improvements during the course of their employment. Such knowledge, discovery, invention,
process or process improvement shall be the sole property of the Company. If and when required to do so by the
Company, the Employee shall at the Company’s expenses, take out or apply for letters, patents, licenses, or other
rights, privileges or protection as may be directed by Company in respect of such knowledge, discovery, invention,
process or process improvement, so that the benefits thereof shall accrue to the Company and will execute and do all
instruments, acts, deeds and actions which may be required by the Company for assigning, transferring or otherwise

vesting the same and all benefits arising in respect thereof in Company favour or such other person or persons, firms
or companies, as the Company may direct as the sole beneficiary thereof.
7.2.6 USE OF COMPANY E-MAIL AND ADDRESS

Employees should use their judgment and common sense with regards to using Company’s address for personal mail.
Incoming mail may be opened unless marked private and confidential. Any sent or received e-mails using the company
email address may be read and reviewed by company when required”.
In order for the employee to perform the duties, the employee may be provided with a Company e-mail address and
access to the internet, whilst he/she may make some limited and occasional non-business use of these facilities, he/she
must not use them:
• To an extent which interferes with the performance of his/her duties;

• For illegal, fraudulent or malicious purposes;
• To view, transmit or download music or pornographic, violent, derogatory, obscene, harassing, racist or otherwise
offensive information or images;
• To pursue any business interest he/she may have outside the Company;
• To do anything which involves the copying or transmission of any material in violation of anyone’s legal rights;
• In a way which could affect the operation or functioning of Company’s computer or network system; or
• To send or forward chain mail or use chat or gambling internet sites.
• The e-mail address should contain (Employee Name, Job title, Department, contact details) only. No quotes or
slogan shall be used unless it is an official and company branded from the Management.
When using Company’s electronic communications system, an employee must always be courteous, professional and
business-like in all communications sent over the internet and he/she must ensure that any communications do not
contain language that disparages the Company, its Employees or any individuals or organizations or is otherwise
offensive.
Suspected inappropriate e-mail, internet or telephone use may be investigated at the discretion of the Company’s
management. The Company’s management reserves the right to monitor e-mails sent and received by an employee,
the internet sites accessed by him/her or the telephone calls made by him/her, in connection with such an investigation.
7.3 CODE OF DISCIPLINE
7.3.1 TELEPHONE AND OFFICE EQUIPMENT

• Office machinery/equipment such as telephone, fax, computer, photocopy machine, attendance-punching machine,
and air conditioners are Company’s property and should be handled professionally.
• Personal international telephone calls are not allowed from the office. Employees will restrict personal local calls to
a minimum and for emergency cases only. Employees should act professionally while using personal mobile
phones, assigning ring volume and ring tones.
• Employees must speak in a professional manner when using the telephone and should not disturb others while
talking on the telephone. Any misuse of the Company’s mobile phone will be investigated and subjected to the
Disciplinary Action.
• Employees must not engage in activities that may contribute to a safety risk violation or incident (Inappropriate use
of Mobile Phones).

7.3.2 HEALTH AND SAFETY

It is the duty of all Employees to take reasonable care of the health and safety of people, Company property and to
comply with the rules and regulations made from time to time in this regard.
7.3.3 SMOKING
All Employees must maintain the status of a non-smoking office. Smoking will be strictly restricted to designated areas.
7.3.4 BUSINESS CONDUCT

• All Employees must respect others and maintain a harmonious office atmosphere. There should be no shouting or
screaming in the office and music must not be played during office hours.
• No Employee shall carry out any business activity, trade or enter into any part/full time service of any other firm,
business or Company.
• All Employees will devote their full time to the benefit of Company progress. During the tenure of employment with
the Company, all Employees shall follow the rules, regulations and business requirements (Employee’s information
and submission of official documents, etc..) of the Company as prevailing from time to time and shall carry out
duties are entrusted to them from time to time to the satisfaction of their superiors and in accordance with
instructions issued.
7.3.5 PRESS AND MEDIA

No Employee shall hold a press conference or communicate anything to the press or media unless written permission
from the CEO is obtained.
1. Social media
When using social media, employee must not post any comments or opinions that disclose non-public information or
confidential information in respect of the work or Strata.
7.3.6 USE OF DRUGS AND ALCOHOL

The drinking of alcohol or consumption of any substance that would influence consciousness is strictly prohibited.
Employees under the influence of drugs or alcohol or any involved party are not allowed to assume duty, further a
disciplinary action will be taken against him/her.
7.3.7 PERSONAL GIFTS AND BRIBERY

• Bribery refers to incidents when someone seeks to influence a decision which is to be taken by an Employees of
the Company by secretly giving money, a gift or doing the decision maker a favor – directly or through a third party.
• Gifts and entertainment can be another form of bribery – Small tokens of appreciation (gifts of low value) are
accepted (e.g. a pen, key holder or memory stick with the Company logo).
• Problems may arise when these gifts or entertainment occasions are being used to influence decision-making in
the Company.
• Gifts or entertainment opportunities should not be given in return for promised actions or as part of tender
negotiations or contracts. Professionals linked with the Company as part of executing their business objectives,
may be invited for meals, but not at an extravagant or luxurious level and not without being accompanied by a
Company Employee. Any gifts which are given to an Employee of the Company which may cast doubt regarding

the expectations / intentions of the party giving the gift, should be declared in writing to the Employee’s direct line
manager.
7.3.8 SAFEKEEPING OF COMPANY PROPERTY

The Employee will be responsible for safekeeping and return in good condition and order of all Company property such
as car, phone, tools, equipment, instruments, books, uniforms which may be in the Employee’s possession or use, care
or charge. The Company shall have the right to deduct the value of all such items from the Employee’s legal dues and
take such other action as the Company may deem proper in the event of failure to account for such property to the
Company’s satisfaction.
7.3.9 BREACH OF RULES

If at any time during the employment any Employee is found guilty of any act of misconduct or any wilful breach or
continuous negligence in the terms of his/her appointment/contract/service rules, purposely causes a loss to the
Company, is found in negligence of duty or disobeys instructions given from time to time, the company may without any
notice or payment in lieu of notice terminate the Employee’s services and the Employee will be liable for all losses and
damages incurred by the Company.
7.3.10 HANDING OVER THE RESPONSIBILITIES

On leave, termination or resignation of employment, the employee shall hand over all related duties, responsibilities and
all company properties in possession and custody to the immediate superior or any other person authorized by the
company for this regard, obtains a clean discharge before claiming salary, applying for leave or whatever sufficiently in
advance.
7.3.11 CONFLICT OF INTEREST

All Employees acting on behalf of the Company with any suppliers, contractors, customers and any other third party
should disclose their personal interest, if any, to their immediate superior in writing before conducting any business
activity with the relevant third party. Personal interest includes the involvement of family members in suppliers, customer
or contractor organization by way of ownership, and representation of the Company or agent of the Company
7.3.12 CONFLICT OF COMMITMENT

All Employees will devote their professional loyalty, time and effort to serving the interests of the Company. At the time
of joining, the Employee shall disclose in writing if he/she is engaged in any professional work for, owns or has an active
interest in any other business.
7.3.13 VIOLATION OF RULES

Violation of any of the above rules in the code of conduct may be considered as misconduct on the part of the Employee.
The Company retains the right to take disciplinary action against any Employee who has violated these rules.

7.4 DISCIPLINARY ACTION
7.4.1 DISCIPLINARY ACTION

Any violation of the service rules by an Employee shall be considered as a breach of rules on his/her part and shall be
punishable by the appropriate disciplinary action as prescribed below:
o Coaching.
o Counselling.
o A warning (verbal written warning, first written warning, second written warning, final written warning).
o A fine / Salary deduction.
o Suspension from work without pay.
o Deferment of increment.
o Dismissal with severance pay.
o Dismissal without severance pay.
• Repeated and/or frequent absence and/or tardiness will result in an Employee being subjected to disciplinary action.
• In the event of violation of any service rule or the committing of any breach of rules, a written notice will be issued
by HC to the concerned Employee for acknowledgment of receiving the written notice. Employee should
acknowledge and sign the written warning, in case the employee refuses to sign, an HC representative will sign as
a note of refusing.
• If the misconduct is of a very serious nature, the Employee will be suspended pending enquiry.
• The management will appoint an Investigation Panel and the offending Employee will be given an opportunity to
defend himself/herself.
• The Investigation Panel will take evidence on record in the presence of the offending Employee.
• The Investigation Panel will record the employee’s findings and forward the report to the management within 30
calendar days from the start of the investigation.
• Based on the findings of the Investigation Panel, the management will take the appropriate action and decision.
• The offending Employee will have the right to appeal to the CEO against the final decision.
7.4.2 DISCIPLINARY CODE

Misconduct is handled on a case by case scenario and action from a verbal warning to dismissal can be taken in line
with the seriousness of the offence committed.
7.5 GRIEVANCE HANDLING

To frame a standard procedure for the immediate redress of an Employee’s grievance since the Company believes in
the equitable and impartial administration of policies.
Employee grievance refers to the dissatisfaction of an employee with what he/she expects from the company and the
management. Employee grievances may or may not be justified. However, they need to be tackled adequately because
they not only lower the motivation and performance of the employee but also affects the work environment.

7.5.2 GENERAL RULES

This policy applies to all Strata employees. If the issue cannot be resolved satisfactorily using an informal approach or
is of a more serious nature, a formal resolution process is necessary as detailed in this policy. Key considerations of
the Grievance Policy are:
• In case of grievances, the employees are strongly encouraged to submit the grievance in writing within 14 calendar
days of occurrence. However, the employees should always raise grievances with the line manager in the first
instance.
• In case if the grievance is against the employee’s line manager, he/she shall approach the next level of authority/
department head.
• Grievance can be raised by an individual or by a group of people having a similar concern.
• No decisions on the outcome of a formal grievance will be made before the case has been investigated.
• Employees raising a grievance may only do so on their own behalf; they cannot raise a grievance on behalf of a
colleague.
• During the formal Grievance Procedure, the complainant, and any person against whom a grievance has been
submitted, will have the opportunity to state their case before any decision is made.
• The final decision will be made after hearing the 2 parties and witnesses (if any) along with the written evidence.
• All cases shall be closed within 30 calendar days from the date of the grievance.
STRATA DOCUMENTS:
All Employees shall adhere to all Strata Policies and Procedures, which are announced/ released through Strata system.


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STRATA HUMAN CAPITAL POLICY

SBD-EN-62-0001 Rev No: E Issue Date: 28 September 2023 Page 2 of 58

General Introduction .......................................................................................................................................................... 8

List of Changes .................................................................................................................................................................. 8

Register of Amendments .................................................................................................................................................. 9

Section 1 - About the Company “STRATA Manufacturing PJSC” .............................................................................. 13

1.1 Vision Statement ........................................................................................................................................................ 13

1.2 Mission Statement ..................................................................................................................................................... 13

1.3 Core Values ................................................................................................................................................................ 13

1.5 Culture ......................................................................................................................................................................... 14

1.6 Health, Safety and ENVIRONMENT: ......................................................................................................................... 14

Section 2 - HUMAN CAPITAL POLICIES ........................................................................................................................ 15

2.1 Scope and overview of the Policies ......................................................................................................................... 15

2.2 Human Capital Policy Principles .............................................................................................................................. 15

2.2.1 Applicable law ......................................................................................................................................................... 15

2.2.2 Purpose and Guiding Principles ........................................................................................................................... 15

2.2.3 Approval of Exceptions to Established Rules ..................................................................................................... 15

2.2.4 Queries and Policy Violation ................................................................................................................................. 16

2.3 HC Manual Administration ........................................................................................................................................ 16

2.3.1 Policy Manual Amendments .................................................................................................................................. 16

Section 3 - HUMAN CAPITAL MANAGEMENT .............................................................................................................. 17

STRATA MANUFACTURING PJSC – PO BOX 86519, AL AIN – UNITED ARAB EMIRATES

SBD-EN-62-0001 Rev No: E Issue Date: 28 September 2023 Page 3 of 58

3.1 Human Capital Employment Policy.......................................................................................................................... 17

3.1.1 Objectives ................................................................................................................................................................ 17

3.1.2 Overview .................................................................................................................................................................. 17

3.2 Organization Structure .............................................................................................................................................. 18

3.3 Classification of Jobs (Job Descriptions and Grading) ......................................................................................... 18

3.3.1 Objective and Overview ......................................................................................................................................... 18

3.3.2 Job Descriptions ..................................................................................................................................................... 18

3.3.3 Job Description Preparation .................................................................................................................................. 18

3.3.4 Job Titles ................................................................................................................................................................. 18

3.3.5 Job/Person Specifications ..................................................................................................................................... 18

3.3.6 Grading structure .................................................................................................................................................... 19

3.4 Manpower Planning ................................................................................................................................................... 19

3.4.1 Objective and Overview ......................................................................................................................................... 19

3.4.2 Financial Budgeting ................................................................................................................................................ 19

3.5 Recruitment and Selection ........................................................................................................................................ 20

3.5.1 Objective and Overview ......................................................................................................................................... 20

3.5.2 Human Capital Requisitions .................................................................................................................................. 20

3.5.3 Sources of Recruitment ......................................................................................................................................... 20

3.5.4 Preliminary Screening of Applications ................................................................................................................. 20

3.5.5 Selection of Candidates ......................................................................................................................................... 20

3.6 Induction ..................................................................................................................................................................... 21

3.6.1 Objective and Overview ......................................................................................................................................... 21

3.7 Employment Visa ....................................................................................................................................................... 21

3.8 Arrival and Setting in Expenses ............................................................................................................................... 21

3.8.1 Airfare Ticket ........................................................................................................................................................... 21

3.8.2 Temporary Accommodation .................................................................................................................................. 22

3.8.3 Shipment Expenses ................................................................................................................................................ 22

3.8.4 Residence Visa Cost ............................................................................................................................................... 22

STRATA MANUFACTURING PJSC – PO BOX 86519, AL AIN – UNITED ARAB EMIRATES

SBD-EN-62-0001 Rev No: E Issue Date: 28 September 2023 Page 4 of 58

3.9 Probation .................................................................................................................................................................... 22

3.9.1 Objective and Overview ......................................................................................................................................... 22

3.9.2 Guidelines ................................................................................................................................................................ 22

3.10 Employee Categories and Contracts ..................................................................................................................... 23

3.10.1 Direct Hire .............................................................................................................................................................. 23

3.10.2 Seconded Individuals ........................................................................................................................................... 23