NCCC Employee Handbook PDF 2025

**National Cybersecurity Coordination Centre (NCCC)** **EMPLOYEE HANDBOOK** **Version 1 \| 2025** ***WELCOME TO NATIONAL CYBERSECURITY COORDINATION CENTER (NCCC)*** ***Dear Employee,*** ***Welcome to the National Cybersecurity Coordination Center (The Center). We are confident that you will fin...

**National Cybersecurity Coordination Centre (NCCC)** **EMPLOYEE HANDBOOK** **Version 1 \| 2025** ***WELCOME TO NATIONAL CYBERSECURITY COORDINATION CENTER (NCCC)*** ***Dear Employee,*** ***Welcome to the National Cybersecurity Coordination Center (The Center). We are confident that you will find the Center a dynamic and rewarding place to work in and we look forward to a productive and successful relationship.*** ***At the Center we consider our employees to be one of its most valuable resources. We sincerely hope that you will have a rewarding and fulfilling career with us.*** ***You can make a difference!*** ***This Employee Handbook written to help you get acquainted with the Center, provide a brief explanation of our philosophy, as well as outline some of our policies and procedures which guides your employment with us. The Handbook will not answer all of your questions, but it will serve as a guideline to your relationship with the Center.*** ***Our success is based on the personal attention and contributions of our employees.*** *Once again, welcome to the National Cybersecurity Coordination Center! We are excited to have you on board and look forward to achieving great things together.* ***............................................*** ***National Coordinator*** ***CHAPTER ONE (1)*** ***INTRODUCTION*** ***1.1 Purpose Employee Handbook*** ***This Handbook is intended to provide employees with a general understanding of some of the Centre's personnel policies, information about your relationship with the Center, other workers, and the outside world. Though not exhaustive, it sets the bounds for acceptable conduct and procedures. It documents the policies and procedures directing the implementation of the Human Capital (HC) practices in Center.*** ***1.2 The National Cybersecurity Coordination Center*** ***The National Cybersecurity Coordination Center (NCCC): NCCC also called the Center is the National Cybersecurity focal point of Nigeria that coordinate cyberspace activities of Nigeria. The Center is a pivotal force in safeguarding Nigeria\'s digital landscape. Established by the Office of the National Security Adviser, in line with the provisions of Section 41 of the Cybercrimes (Prohibition, Prevention, etc.) Act of 2015, we are driven by a clear mission and defined mandates that guide our efforts toward achieving a resilient and secure cyber environment for the nation.*** ***1.3 Our Vision*** ***To create a secure and resilient cyberspace that foster trust, innovation and sustainable development.*** ***1.4 Our Mission*** ***To lead the coordination of national efforts through strategic governance and effective protection of Nigeria's cyberspace, while fostering a secure foundation for a thriving digital economy.*** ***1.5 Our Guiding Principles*** - ***Meritocracy: All employment decisions, including hiring, promotion, and performance evaluation, are based on merit, qualifications, and demonstrated ability.*** - ***Integrity: Staff are expected to exhibit the highest levels of ethical behaviour in all professional dealings and maintain transparency in their actions.*** - ***Confidentiality: Safeguarding sensitive information and adhering to cybersecurity standards are critical to ensuring the integrity and security of the NCCC's operations.*** ***1.6 Our Core Values*** ***1. Integrity*** ***2. Collaboration*** ***3. Excellence*** ***4. Innovation*** ***5. Professionalism*** ***1.7 Change of Policy*** ***The Center reserves the right to modify, suspend, or terminate any of the policies, procedures, and/or benefits described in this handbook with or without prior notice to employees. The review(s) will be communicated to all employees for them to be aware of the new policies and/or procedures. Failure to receive such notifications shall not invalidate such amendments.*** ***1.8 Hours of Work and Related Conditions:*** ***1.8.1 Standard work hours*** ***This shall be 8.00am -- 5.00pm from Monday -- Friday. This is inclusive of one (1) hour lunch break which can be taken between 12.00 noon and 2.00pm. However, employees may be required to work on weekends.*** ***1.8.2 Hybrid work option*** ***In view of global new work order, The Center may at any time consider the review of its work process to include remote working. Appropriate conditions and guidelines shall be defined accordingly.*** ***1.8.3 Overtime*** ***Overtime applies to work performed outside standard working hours. Staff must receive prior approval from their supervisors to claim overtime. Compensation for overtime is in accordance with Public Service Rule (PSR) provisions, either through monetary payments or time-off in lieu.*** ***1.8.4 Attendance and Punctuality*** ***Every employee plays an important role in the successful operation of the Center. As such Attendance and Punctuality are key to our operation. Therefore, Attendance is monitored through biometric systems and daily registers. Persistent tardiness or absenteeism is subject to disciplinary actions.*** ***1.8.5 Shift Work*** ***For roles requiring 24/7 operations, staff are assigned shifts. Shift allowances are provided.*** ***1.9 Absence from duty*** ***It is the responsibility of the employee to notify the Center in advance of any absence. Failure to do so is consider as absence without notification and will be grounds for discipline. Five (5) days consecutive absence is considered an abandonment of duty. If absence is due to illness, a written notification from a physician describing the reason for the illness and absence may be required.*** ***1.10 Public Holidays*** ***Staff are entitled to observe all public holidays declared by the Federal Government. These holidays are in addition to annual leave entitlements. If it falls within the approved annual leave period will not be counted as part of the leave entitlement. Therefore, the leave period will be extended accordingly.*** ***CHAPTER TWO (2)*** ***ASSUMPTION: JOINING THE CENTER*** ***2.1 Assumption: Joining the Center*** ***Fairness, inclusion, and openness serve as the guiding principles for NCCC recruiting. Every eligible applicant is given an equal chance to apply, and judgments are made only on the basis of merit and competency, in accordance with the PSR and Federal Character. Special efforts are made to ensure diversity and gender balance in all hiring activities.*** ***2.2 Equal Employment Opportunity Policy*** ***It is NCCC policy to provide equal access to employment for all and to ensure that the best person, in terms of knowledge, skills, experience and aptitude is chosen to occupy a vacant position in the Center. It also shall ensure that its recruitment process is free from any form of unlawful discrimination on grounds of actual or perceived gender, marital status, political affiliation, physical disability, religion, or Ethnicity.*** ***Equal employment opportunities will be extended to all persons in all aspects of the employer-employee relationship, including upgrading, training, setting pay rates or other compensation, appraisal, promotion, transfer, discipline, layoff, and termination. These shall be set on the basis of merit and qualification.*** ***It is our policy in the Center to provide a suitable environment for differently abled people. All reasonable facilities will be provided for such staff to perform their roles without difficulties.*** ***2.3 Pre- employment Requirements*** ***2.3.1 Eligibility for Employment*** ***In accordance with the Public Service Rules, to be eligible for appointment into the Center, every applicant must:*** i. ***Not be less than 18 years and not more than 50 years of age at the time of application.*** ii. ***Complete the NCCC's application form.*** iii. ***Possess such minimum educational qualifications for a particular post or experience as prescribed and any additional requirement the Center may prescribe from time to time.*** iv. ***Be certified as physically and mentally fit by a Medical Practitioner approved by the Center.*** v. ***Produce, if required by the Center, written evidence of not being bonded by any employer or a release from such bond.*** vi. ***Produce Birth Certificate or Declaration of Age.*** vii. ***He/she has not been convicted of a criminal offence by any court of law.*** viii. ***Provide satisfactory references where specifically required.*** ***2.3.2 Medical Examination:*** ***Every appointment offer is contingent on the successful completion of pre-employment medical examinations administered by NCCC-nominated medical practitioners. The examinations are free of charge for the potential employee. Formal employment will not begin until a medical certificate of fitness is issued.*** ***2.3.3 Vetting*** ***Considering the sensitive nature of the Center, all candidates must pass comprehensive background checks. This includes criminal record screening, and cybersecurity assessments, ensuring that staff meet the highest standards of integrity.*** ***NCCC retains the right to conduct certificate checks and any verification of educational qualifications and previous employment verification on prospective / new employees.*** ***After employment, staff will still be subjected to re-vetting and subsequent detection of any false or undisclosed information, will result in termination of employment.*** ***2.4 Nature and Type of Employment*** ***2.4.1 Permanent Appointments*** ***Permanent staff are engaged indefinitely to support the long-term operational needs of the NCCC. They are entitled to all statutory benefits, including pension contributions, annual leave, and health insurance. Performance evaluations are conducted annually to ensure alignment with organisational objectives.*** ***2.4.2 Contract Appointments*** ***Contract staff are hired for a specific duration or project. Contracts clearly define the scope of work, duration, and remuneration. Renewal of contracts is subject to performance evaluations and organisational needs. Contract staff are expected to comply with all NCCC's policies, including confidentiality agreements.*** ***2.4.3 Compulsory National Service, Interns and Volunteers*** ***This category comprises individuals who temporarily join the NCCC to contribute to its objectives while gaining experience or supporting specific initiatives. These include: Compulsory National Service (NYSC Members): Participants fulfilling their one-year mandatory national service requirement as assigned by the National Youth Service Corps.*** - ***Interns: Students or recent graduates undergoing short-term placements for professional development and practical exposure in cybersecurity, administration, or related fields.*** - ***Volunteers: Individuals offering their time and expertise to support the NCCC's activities on a voluntary basis, without financial remuneration.*** ***2.4.4 Acting Appointments*** ***An Employee may be assigned to act on a duty post which is a higher to his/her substantive rank, but subject to National Coordinator's approval and typically last not more than six months. Acting staff receive allowances in accordance with the PSR.*** ***An officer under disciplinary investigation and action is not eligible for acting appointment. Officers may also be formally and appropriately appointed to act in a vacant duty post and assume either fully or in part the duties and responsibilities thereof when there is no substantive Officer.*** ***2.5 Probationary Period*** ***New staff are required to undergo a 12-month probation period, allowing supervisors to assess their performance, adaptability, and alignment with organisational goals which will determine their eligibility for confirmation. This period is crucial for identifying strengths and areas for development.*** ***2.6 Confirmation of Employment*** ***Upon successful completion of probation, staff receive written confirmation letter of their permanent appointment. This decision is based on documented performance reviews and supervisor recommendations. If a staff fails to meet performance or behavioural expectations, their employment may be terminated during the probation period. Such decisions are made following due process and with prior notice.*** ***2.7 New Employee Induction*** ***The induction program is designed to integrate new staff into the Center's culture and operational framework. It ensures that staff understand the organisation's goals, policies, and expectations, equipping them to contribute effectively from the outset.*** ***The induction program must be completed within the first three (3) months of employment. Staff are required to attend all sessions and ensure documented assessments where applicable.*** ***2.8 Employee Job Grades*** ***All jobs in the Center are evaluated and classified according to their relative worth to the Center. The evaluation and grading of jobs is the responsibility of the Center's Management.*** ***The general Grade Levels are defined as follows:*** ***Junior Staff GL01 -- GL06*** ***Senior Staff GL07 -- GL14*** ***Management Staff GL15 -- GL17*** ***2.9 Resumption for Duty*** ***Once you get the Offer of Employment letter, you are expected to acknowledge same and resume on date stated in the employment letter. On your first day, you must first report to the Human Capital (HC) Department to complete all documentations necessary for full onboarding.*** ***CHAPTER THREE (3)*** ***TRAINING AND PROFESSIONAL DEVELOPMENT*** ***3.1 Mandatory Training*** ***All staff must participate in mandatory annual training sessions on cybersecurity awareness, organisational ethics, and policy updates. These sessions ensure alignment with global standards and compliance with national regulations.*** ***3.2 Professional Development*** ***The Center supports continuous learning by:*** - ***Sponsoring staff for industry-relevant certifications and conferences.*** - ***Providing access to e-learning platforms and in-house workshops.*** ***3.3 Career Development Plans*** ***Supervisors, in collaboration with the HC Department, must develop career growth plans for their teams. This includes identifying skill gaps, recommending training programs, and setting long-term goals.*** ***3.4 Evaluation of Training Programs*** ***All training programs are evaluated for effectiveness through participant feedback, skill assessments, and organisational performance metrics Performance management and Appraisal*** ***3.5 The Performance Management and Appraisal*** ***The Performance Management and Appraisal is a mandatory exercise that ensures alignment between individual, Departmental, and organisational goals. It fosters accountability, recognizes outstanding contributions, and supports staff's professional growth through constructive feedback and reward mechanisms.*** ***The appraisal process evaluates employee's contribution and workplace behaviour. Appraisal will give an opportunity to identify major accomplishments and progress as well as performance concerns and areas for improvement. Employee's appraisal is reviewed by the employee's immediate supervisor. Appraisal establishes a relationship between pay and performance.*** ***CHAPTER FOUR (4)*** ***TRANSFER, SECONDMENT AND PROMOTION*** ***The Center facilitates secondment, transfer, and Promotion to enhance career development, meet organisational needs, and promote agencies collaboration.*** ***4.1 Secondments*** ***Staff may be seconded to other government agencies or international organisations for a fixed period and must be approved by the National Coordinator and align with the staff's career development goals.*** ***An employee seconded by the Center shall on return revert to their substantive grade and shall receive all benefit and entitlement notionally (that is whatever his/her colleagues on the same level are earning).*** ***4.2 Transfers*** ***Transfers between Departments or units within the Center are initiated to fill critical vacancies or enhance team performance. Staff has the right to request transfers, which are subject to HC review and management approval.*** ***4.3 Promotion*** ***A structured and transparent employee promotion builds employee and organisational growth. Promotions reward high performers, help improve job satisfaction, provide continued career growth, contribute towards employee retention, and align employee goals with an organisational mission.*** ***All promotions, transfers and secondments are at the sole discretion of management and will be based on the ability, qualifications, and potential of the candidates for the jobs and positions*** ***4.3.1Criteria for promotion*** - ***An employee must spent a minimum of two (2) years for GL 06 and below, three (3) years for GL 07-14 and four (4) years for GL 15-17 respectively on their current grade level.*** - ***Employee has capacity to take up higher responsibility.*** - ***Employee possesses required educational and professional qualification, experience, efficiency, productivity, and work ethics.*** - ***Availability of vacancy and budgetary provision for the higher post.*** - ***Employee does not have any pending disciplinary matters when considered for promotion.*** ***CHAPTER FIVE (5)*** ***COMPENSATION AND BENEFIT*** ***5.1 Salary Structure*** ***The Center adopts a competitive salary structure aligned with industry standards and reflective of the critical roles within the organisation. Salaries are graded based on job responsibilities, qualifications, and performance.*** - ***Annual Increment: Staff are eligible for annual salary increments based on satisfactory performance appraisals.*** - ***Review Process: Salaries are reviewed periodically to ensure competitiveness and alignment with government directives.*** ***5.2 Pay Day*** ***Currently, employees are paid on monthly basis and on a pay day not later than 25th of every month. If pay day falls on a public holiday or weekend it will be paid on the day before the holiday or weekend.*** ***5.3 Benefits and Eligibility*** ***Employees of the Center are entitled to the benefits stated in any of the internal policy including employee handbook provided they qualify for each individual benefit. Part-time employees are entitled to some benefits specifically designated.*** ***5.4 Leave and Time off*** ***Leave is an authorized absence of an officer from duty for a specific period.*** ***The Center recognizes leave as a fundamental right of every employee and a critical component of a healthy work-life balance. Therefore, it is mandatory for all employee to take their annual leave.*** ***Suitable arrangement must be made to cover the job role and business operation within the period before approval is granted.*** ***5.4.1 Annual Leave*** ***Annual leave is an entitlement granted to employees to allow them rest, recuperate, and spend time with family or engage in personal activities. It is a vital for maintaining the physical and mental well-being of employee and enhancing productivity. Annual leave is mandatory and must be taken within the leave year (1st February to 31st January of the following year).*** ***Grade Level 7 and above: 30 working days.*** ***Grade Level 4 - 6: 21 working days.*** ***Grade Level 3 and below: 14 working days.*** ***Annual leave roster must be developed and agreed at the beginning of every year. Leave must be taken as scheduled except where it is not possible due to operational demands. Staff on probation are not entitle to annual leave.*** ***Payment in lieu of Leave is not acceptable except in computation of terminal pay.*** ***5.4.2 Casual/Compassionate Leave*** ***Casual leave is a maximum of 7 working days leave provided for employee to address urgent personal needs or emergencies. Casual leave exceeding 7 days will be deducted from the employee's annual leave entitlement of the succeeding year. Staff on probation are only entitled to casual leave.*** ***Compassionate leave is a maximum of 10 working days approved for employee to address a critical emergency situations such as natural disasters, accidents, and death in the family. Compassionate leave shall not be deducted from annual leave day's entitlement. All employees are eligible for this type of leave.*** ***5.4.3 Maternity Leave*** ***Maternity leave is designed to support female employee during pregnancy, childbirth, and postpartum recovery, ensuring their health and wellbeing, as well as that of their newborn.*** ***A pregnant employee will be entitled to a maternity leave of 4 months (16 Weeks) with full pay and allowances. Starting not less than four weeks to the expected delivery date (based on medical advice).*** ***Upon resumption from maternity leave, a nursing mother shall be permitted two (2) hours off duty to nurse the child for six (6) months.*** ***If a female employee adopts a child below four (4) months old will be entitled to maternity leave of 3 months (12 weeks).*** ***5.4.4. Ante Natal Care*** ***Pregnant employees will be given time off to keep appointment for antenatal care. Medical report confirming appointment shall be presented to Human Capital Department at the first appointment.*** ***5.4.5 Paternity Leave*** ***Paternity leave is an authorize absence of male employee from duty shortly before or after delivery by his spouse for the period of 14 working days within four months of the birth of a biological/adopted child. It shall not be more than once in two years, and for a maximum number of four children.*** ***5.4.6 Study/Examination Leave*** ***Examination leave supports employee pursuing educational or professional development programs relevant to their roles.*** ***The Center's employees are eligible for examination leave provided they are enrolled in an approved course or certification program that aligns with their job responsibilities or career development plans. Examination leave is granted for the duration of the examination period, including one day of preparation for each examination day.*** ***Study leave is a leave granted to confirmed staff to undertake an approved course of study within or outside the country after spending a minimum of four (4) years of continuous service. Study leave can with or without pay defending on the course of study and duration.*** ***5.4.7 Leave of Absence*** ***Leave of absence is absence of an employee from duty on a specific purpose such as joining spouse, Personal or Special Assistant to political office holders, and spouse of President, Vice President, Governor or Deputy Governor, but subject to management approval.*** ***Leave of absence shall not cover any political appointment, an employee who is offered and accepted such appointment is deemed to have resigned from service from the date of his/her acceptance of the offer.*** ***5.4.8 Marriage Leave*** ***Employees are entitled to five (5) working days leave when they are getting married. Only confirmed employees who show proof of official marriage arrangement can be considered for leave.*** ***5.4.9 Proportionate (Pro-rata) Leave*** ***Proportionate leave, also known as pro-rata leave, is granted to employee joining or leaving the Center within a leave year. This type of leave ensures that staff are fairly compensated for the portion of the year they have worked.*** ***Calculation of Proportionate Leave*** +-----------------+-----------------+-----------------+-----------------+ | ***Months*** | ***Grade Level | ***Grade Level | ***Grade Level | | | 7 & above*** | 4 -- 6*** | 3*** | | ***Earned*** | | | | | | ***(30 working | ***(21 working | ***(14 working | | | days)*** | days)*** | days)*** | +=================+=================+=================+=================+ | ***12*** | ***30*** | ***21*** | ***14*** | +-----------------+-----------------+-----------------+-----------------+ | ***11*** | ***28*** | ***19*** | ***13*** | +-----------------+-----------------+-----------------+-----------------+ | ***10*** | ***25*** | ***18*** | ***12*** | +-----------------+-----------------+-----------------+-----------------+ | ***9*** | ***23*** | ***16*** | ***11*** | +-----------------+-----------------+-----------------+-----------------+ | ***8*** | ***20*** | ***14*** | ***9*** | +-----------------+-----------------+-----------------+-----------------+ | ***7*** | ***18*** | ***13*** | ***8*** | +-----------------+-----------------+-----------------+-----------------+ | ***6*** | ***15*** | ***11*** | ***7*** | +-----------------+-----------------+-----------------+-----------------+ | ***5*** | ***12*** | ***9*** | ***6*** | +-----------------+-----------------+-----------------+-----------------+ | ***4*** | ***10*** | ***8*** | ***5*** | +-----------------+-----------------+-----------------+-----------------+ | ***3*** | ***7*** | ***6*** | ***4*** | +-----------------+-----------------+-----------------+-----------------+ | ***2*** | ***5*** | ***4*** | ***3*** | +-----------------+-----------------+-----------------+-----------------+ | ***1*** | ***3*** | ***2*** | ***1*** | +-----------------+-----------------+-----------------+-----------------+ ***5.5 Handover Note*** ***An employee going on any type of leave is required to prepare a proper handover note of duties to the succeeding officer.*** ***5.6 Other Benefits*** ***5.6.1 Long Service Award*** ***The Center will provide employees who have worked for ten (10) years (and multiple of five (5) years thereafter) letter of appreciation and a suitable monetary, amount to be determined by management, as a token of gratitude for their loyalty and ongoing employment.*** ***5.6.2 Retirement Souvenir*** ***As part of the Center's efforts of showing appreciation for meritorious service, a Souvenir shall be given to deserving retiring employee which value will be determined by the management.*** ***5.6.3 Ex-Gratia*** ***Employees may be given ex-gratia award at the discretion of the management to assist in times of needs such as death of close relation etc.*** ***5.6.4 Creche Facility*** ***The Center will provide on-site creche facilities for female employees to utilize for their children aged four (4) months or upon resuming from maternity leave for up to two (2) years, subject to space availability.*** ***5.7 Official Travels*** ***5.7.1 Travel Policy Guidelines*** ***Employees on approved official travels involving day return trips or overnight travels shall be entitled to an out- of station allowance.*** ***5.7.2 Duty Tour Allowance (DTA) is granted to enable employee pay for accommodation, meals & incidental expenses during official tour. The rate shall be determine by the management and will be review from time-to-time to align with the country economic condition.*** ***5.7.3 Transport and Local Running Allowance*** ***All employee on official assignment are entitled to airfare, depending on the exigencies and with the approval of the National Coordinator. Employee that are travelling to the cities or towns where air transport service does not exist shall be paid kilometer allowance on the agreed rate by the management. And for the purpose of local running, employee shall be paid 30% of their DTA allowance in addition to airport taxi, at the prevailing rate.*** ***Newly recruited employee on assumption of duty at their station different from their city/town of domicile shall be eligible for the first 28 days allowance in lieu for hotel accommodation.*** ***CHAPTER SIX (6)*** ***EMPLOYEE RELATIONS AND COMMUNICATION*** ***Effective employee relations and communication are fundamental to fostering a productive and harmonious workplace, as it enhance collaboration, resolve conflicts, and build a strong organisational culture.*** ***6.1 Staff Engagement*** ***The Center prioritizes creating an inclusive and supportive work environment. Regular engagement activities include:*** - ***Weekly Departmental meetings for progress report on all activities in a Department.*** - ***Monthly top management meetings to discuss activities, employees' concerns and projects in the organization.*** - ***Quarterly town hall meetings to discuss organisational updates.*** - ***Anonymous surveys to gather feedback on workplace satisfaction*** ***6.2 Grievance Handling*** ***The Center shall establish a Human Capital (HC) Service Desk dedicated to handling complaints and grievances. All complaints must be submitted to the HC Service Desk, where it will be managed with utmost confidentiality, impartiality, and professionalism. The HC Department shall be responsible for addressing grievances and resolving issues within a clearly defined and communicated timeframe, ensuring fairness and adherence to organisational policies.*** ***6.3 Internal Communication*** ***The Center utilizes multiple channels for effective communication, including:*** - ***Email updates for organisational announcements.*** - ***Internal memos for non-digital updates.*** - ***Meetings and briefings.*** - ***Center's Internal Policies and Employee Handbook*** ***6.4 External Communication*** ***No employee shall speak, comment or post on behalf of the Center without the prior permission from the National Coordinator. Means of Center's external communication include Press release, letters, Center's website etc.*** ***6.5 Conflict Resolution*** ***Resolving conflicts in the workplace is very crucial for maintaining a healthy and productive environment. Consequently, in order to maintain a positive work environment, the Center\'s policy requires that HC representatives and the supervisors of disputing employees settle disputes fast. Resolution strategies include structured mediation sessions and follow-ups to prevent recurrence.*** ***CHAPTER SEVEN (7)*** ***HEALTH AND SAFETY*** ***The Center is committed to providing safe and healthy environment for its employee. This policy outline our commitment to workplace health and safety, and establishes the framework for preventing injuries and illnesses.*** ***7.1 Fire Safety or other Emergency Situations*** ***All employees must observe all precautions against out- break of fire. Effort should be made to put out any fire by following fire safety instructions. Fire extinguishers are located throughout the Center's facilities and in official vehicles.*** ***All employees must familiarize themselves with the fire safety instructions and use of fire extinguishers, as the Center will be providing regular safety drills for fire, cyberattacks, and natural disasters.*** ***7.2 Reporting Workplace Incidents*** ***All workplace incidents, including injuries, must be reported to the HC Department within 24 hours. HC will document the incident and facilitate medical care or compensation as needed.*** ***7.3 Counselling and Support Services*** ***The Center offers confidential counselling services to staff facing personal or professional challenges. These services are provided by trained counsellors and are available during office hours.*** ***7.4 Visitors in the workplace*** ***As an Employee, you must not bring unauthorized person on to the Center's premises without prior agreement with your supervisor unless you are authorized to do so as part of your job.*** ***No persons other than employees or authorized persons are allowed into offices other than areas designated as public access areas.*** ***Personal visitors are not encouraged in order to ensure security and reduce the potential liability for injury to outsiders. All personal visitors must register at the reception area and can only enter at Management's discretion.*** ***7.5 Alcohol, Smoking and Drug Free Workplace*** ***The Center has a vital interest in maintaining a safe, healthful and efficient workplace for the benefit of its employees, clients and the public. The Center is therefore committed to maintaining an alcohol, smoking and drug- free workplace.*** ***To ensure a safe and productive work environment, employees are prohibited from:*** - ***Unlawfully distributing, dispensing, possessing, or using alcohol or illegal drugs.*** - ***Misusing or abusing prescribed or over the counter drugs while on duty and on duty and on Center's premises.*** - ***Violating any Federal or State law relating to drugs or alcohol.*** ***Contravention of this Substance Abuse Policy shall be subject to discipline up to and including termination.*** ***CHAPTER EIGHT (8)*** ***SEPARATION FROM EMPLOYMENT*** ***Leaving employment of the Center is a significant decision that marks the end of a chapter filled with public service and dedication. Whether you are retiring, transitioning to the private sector, or pursuing new opportunities, the process involves several modes which include:*** ***8.1 Resignation*** ***This is cessation of employment as the instance of the employee giving required notice in writing.*** ***Confirmed employee are to give notice period of:*** - ***One (1) month for Junior and Senior Staff.*** - ***Three (3) months for Management Staff.*** ***Where Employee decides to leave immediately, payment in lieu of notice shall be made. i.e., one month and three months wages respectively. Outstanding leave days may be used to offset part of the notice period.*** 2. ***Retirement*** ***Retirement can be initiated by the Center or the employee by giving three (3) months notice in advance. It can be in two (2) major categories*** ***8.2.1 Compulsory Retirement*** ***An Employees mandatory retirement shall be upon attaining age of 60 years and or 35 years in public service whichever comes first. Notice period shall be 12 months. A Director shall compulsory retire upon serving 8 years on the post.*** ***8.2.2 Voluntary/Early Retirement*** ***An employees will have the option for retirement after completion of 10 years of continuous services or upon attaining age of 45 years on medical grounds or other personal reasons. Notice period shall be 3 months. In exceptional circumstances, payment in lieu of notice shall be accepted.*** ***8.3 Termination*** ***If a staff fails to meet performance or behavioural expectations, their employment may be terminated during the probation period. Such decisions are made following due process and with prior notice.*** ***8.4 Dismissal*** ***The disciplinary code specifies grounds for dismissal. Any employee found in violation of the Center\'s policies and regulations or guilty of gross misconduct will be dismissed without notice.*** ***8.5 Death*** ***When an employee dies, the job relationship ends abruptly. The family shall be assisted with burial expenses. Death certificate and statutory documentations are required to release terminal benefits to named*** ***beneficiaries on employee file.*** ***8.6 Exit interviews*** ***All voluntarily departing employees must go through a formal exit interview in order to ensure amicable separation, feedback for improved people and career management.*** ***8.7 Return of Center Properties*** ***Employees are required to return all Center's property in their custody or control immediately upon termination of employment for any reason. The Center reserves the right to take any extra actions required to safeguard or reclaim its property. Arrangements for clearing any outstanding debt with the Center and to receive final pay are also to be made at the time of termination.*** ***CHAPTER NINE (9)*** ***GENERAL RULES & CODE OF CONDUCT*** ***General Rules & Code of Conduct policy formulated to assist employee understand the professional standard and personal behaviour expected of each employee to maintain public confidence. Compliance with this will greatly enhance the image of the Center.*** ***9.1 Personal Appearance*** ***It is in everyone's best interest for all employees of the Center to present a professional image to client, and the Public. Cleanliness is an essential part of providing this image. A neat, clean, businesslike appearance is a requirement for all jobs.*** ***9.2 Dress Code*** ***The Center's dress code policy promotes professionalism, ensures cultural sensitivity, and aligns with the organisation's status as a cybersecurity-focused institution. Employee are expected to maintain a neat, professional appearance that reflects the organisation's values.*** ***9.3 Official Dress*** ***Employee must wear business attire during official hours.*** ***For Men: Formal suits, shirts, ties, or formal native attire.*** - ***Traditional outfits are permitted, caps or hats and corporate shoes that complete the traditional ensemble must be worn.*** - ***Sandals and slippers are not permitted, except on medical grounds.*** - ***Face caps are not allowed.*** - ***Unkempt hair for men not allowed.*** - ***Traditional attire such as skirts and blouses, wrappers, trousers, gowns, or boubou are permitted.*** - ***Headscarves or hijabs are allowed.*** - ***Skirts length must be below the knee.*** - ***Trousers should be well-tailored and appropriately fitting.*** ***Employee should always remember that their ID cards are official part of the dress code. Failure to always have it on, would lead to disciplinary action.*** ***9.4 Use of designated Car parks*** ***The Center will whenever possible provide car parks for employee, and employee are required for park at their designated areas and conditions for use will be communicated to all employees from time to time.*** ***9.5 Code of Ethics and Conduct*** ***9.5.1 Professional Integrity*** ***Employees must conduct themselves with integrity, ensuring honesty and accountability in all professional dealings. Misrepresentation of qualifications, fraud, or unethical behaviour is grounds for immediate disciplinary action.*** ***9.5.2 Confidentiality*** ***Considering the sensitive nature of Center's operations, employee are required to safeguard classified information. Sharing or mishandling such information, whether intentional or accidental, is a serious breach of organisational policy. Refer to Document Security and Classification Policy.*** ***9.5.3 Conflict of Interest*** ***Employee must disclose potential conflicts of interest, such as personal relationships or financial interests, which could influence their professional responsibilities. Failure to disclose conflicts may result in disciplinary measures.*** ***9.5.4 Relationships and Employment of Family Members*** i. ***Family members may be employed within the Center, provided that their roles do not create conflicts of interest or violate organisational ethics.*** ii. ***Supervisors and managers are prohibited from participating in hiring, evaluating, or promoting their relatives.*** iii. ***Employee must disclose relationships with current employee, including spouses, parents, children, or siblings, to the HC Department at the time of hiring or when such relationships arise.*** iv. ***Direct supervision or decision-making authority over a family member is prohibited to avoid conflicts of interest and ensure fairness.*** v. ***Any undisclosed familial relationships that influence workplace decisions may result in disciplinary action.*** vi. ***Workplace relationships that escalate into marriage must be disclosed to the HC Department to assess and address potential conflicts or reporting concerns.*** ***9.6 Cybersecurity Compliance*** ***All Employee must adhere to Center's cybersecurity policies. This includes using secure devices, adhering to password protocols, and reporting potential security breaches immediately.*** ***9.7 Ethical Use of Resources*** ***Employee must use organisational resources, such as computers, vehicles, and office supplies, responsibly. Unauthorized personal use of resources is prohibited and may lead to sanctions.*** ***9.8 Reporting Misconduct*** ***Employee are encouraged to report unethical behaviour or policy violations through confidential reporting channels. Whistleblowers are protected under organisational policies and the Public Service Rules*** ***9.9 Bribes, and Illegal Payments*** ***The Centers has a strict anti-bribery and corruption policy in line with the Laws of the Federation of Nigeria. A bribe is defined as: giving someone a financial or other advantages to encourage that person to perform their functions or activities improperly or to reward that person for improper act already done. Giving bribe or attempt to do so, will be considered a gross misconduct and subject to the disciplinary action up to and including dismissal.*** ***9.10 ICT Use Guidelines*** ***The Center has an acceptable ICT use and guidelines as contained in the Information Security Policy.*** ***All Center's computers must be used solely for its purpose. All data, mail and programs residing on the Center's computers and networks are the properties of the Center.*** ***Privacy is not guaranteed when employee use Center's computers for personal issues, and Illegal software is not permitted to be used on our computers.*** ***9.11 Discrimination and Harassment Policy*** ***Discrimination and harassment in the workplace are serious issues that can significantly impact employee's well-being and productivity.*** ***9.11.1 Discrimination*** ***Discrimination refers to the unfair or unequal treatment of employee in the workplace. This will be any act in violation of the Center's policy on bullying and harassment in the workplace.*** ***Management and supervisory personnel should be responsible for maintaining a work environment that is free of ethnic, sexual, gender or any other form of discrimination in workplace.*** ***9.11.2 Harassment*** ***Harassment is defined as conduct that substantially interferes with an employee's work performance or creates an intimidating, hostile, or offensive work environment. It may be, but is not limited to, words, signs, offensive jokes, e-mail jokes or statements, pranks, intimidation, physical assaults or contact, or violence.*** ***By way of example, all of the following types of conduct are prohibited by this policy:*** - ***Verbal conduct relating to any protected characteristic, such as epithets, derogatory comments, slurs, comments about an individual's body or dress, dirty or offensive jokes, persistent requests for dates, or unwanted sexual advances, invitations or comments.*** - ***Visual conduct relating to any protected characteristic, such as derogatory cartoons, pictures, photographs, drawings or gestures.*** - ***Physical conduct relating to any protected characteristic, such as assault, blocking normal movement or interference with work, directed at an individual because of his or her sex or other protected status.*** ***CHAPTER TEN (10)*** ***DISCIPLINARY PROCEDURE*** ***10.1 Aim of Disciplinary Procedure*** ***Disciplinary procedure aim to maintain professionalism, ensure accountability, and uphold the Center's core values. The Center has established a robust disciplinary procedure to address violations of organisational rules, misconduct, and poor performance. And also to ensures fairness, consistency, and transparency in handling all disciplinary matters. It provided a structured approach to addressing misconduct while protecting employee's rights.*** ***The disciplinary procedure will be used only when necessary and as a last resort. Where possible, informal and/or formal counselling will be used to resolve matters prior to any disciplinary action. The procedure is intended to be more corrective than punitive but recognizes the fact that sanctions may have to be applied in some circumstances. Except for very extreme cases of gross misconduct, no employee will be dismissed for a first breach of discipline. This policy applies to all employees.*** ***All cases of indiscipline would be investigated, and facts established before disciplinary action is taken.*** ***10.2 Applicable Procedure*** ***The Center adopts a progressive disciplinary approach, escalating actions based on the frequency and severity of offenses, to ensure that an employee is treated fairly and consistently. Applicable procedures includes:*** ***10.2.1 Verbal Warning*** ***A Verbal Warning is appropriate when it is necessary for the Supervisor in charge to act where an employee commits a minor misconduct.*** ***10.2.2 Written Warning*** ***A written warning may be given immediately if it is felt that the matter is serious, if there has been no improvement in standards following a verbal warning or if a further incident of a similar kind occurs. The Supervisor or Head of Department will invite the employee to a hearing to discuss the problem and may give a written warning.*** ***A final written warning may be given if an initial offence is very serious or if conduct, performance or attendance remains unsatisfactory following a verbal and first written warning. The Supervisor or Head of Department will invite the employee to a hearing to discuss the problem and may thereafter give a final written warning.*** ***The final written warming will state that any recurrence of the offence, or further misconduct of a similar nature within 12 months will result in dismissal. Final written warnings will be kept in the employee's personnel file.*** ***10.2.3 Suspension*** ***Suspension is used for serious misconduct or while investigating gross misconduct in progress. Suspensions may be with or without pay, depending on the nature of the case.*** ***10.2.4 Downgrading*** ***An employee may be downgraded as a penalty for consistent underperformance or gross misconduct, if previous attempts to rectify a problem have failed, this is a final attempt to solve a problem without having to dismiss an employee.*** ***10.2.5 Dismissal*** ***Dismissal will be the last option if none of the aforementioned disciplinary measures improve the employee's performance. Dismissed employee will be issued a written letter of dismissal.*** ***An employee will have the right to appeal the decision by Management. An employee who has been dismissed shall not be eligible for any exit benefit.*** ***The date of dismissal/termination of an employee shall be the date approved by the Disciplinary committee.*** ***10.3 Disciplinary Powers and Approving Authority*** ***10.3.1 Heads f Department*** ***Heads of Department has the power to reprimand all employees in the Department.*** ***10.3.2 National Coordinator*** ***The National Coordinator has the power:*** - ***To reprimand and suspend all employees within the Center.*** - ***To approve suspension and other disciplinary actions in respect of staff on GL 12 and below.*** - ***To approve the termination of any employee on GL \... to \... in the Center and to appoint the appropriate disciplinary committee to determine termination of officers on GL \... to...*** - ***To recommend termination/dismissal and other disciplinary action in respect of staff on GL... to... to National Security Adviser.*** ***10.4 Nature of Misconduct*** ***Misconduct in a workplace can generally be categorized into two different types general (or minor) misconduct and gross misconduct.*** ***10.4.1 Category "A" General Misconduct*** ***This type of misconduct involves behavior that violates Center's policies but is not severe enough to warrant immediate termination. General misconduct includes:*** a. ***Scandalous conduct such as immoral behavior, unruly behavior, drunkenness, foul language, assault, and battery*** b. ***Refusal to proceed on transfer or to accept posting*** c. ***Habitual lateness to work*** d. ***Deliberate delay in treating official document*** e. ***Failure to keep records*** f. ***Unauthorized removal of public records*** g. ***Dishonesty*** h. ***Negligence*** i. ***Sleeping on duty*** j. ***Improper/ Inappropriate/ Immodest dressing while on duty*** k. ***Hawking merchandise within office premises*** l. ***Refusal to take/carry out lawful instruction from superior officers*** m. ***Malingering*** n. ***Insubordination and*** o. ***Discourteous behaviour to the public*** ***10.4.2 Category \"B\" Gross Misconduct*** ***Gross misconduct refers to serious violations that can lead to immediate dismissal such as*** a. ***Falsification of records*** b. ***Suppression of records*** c. ***Withholding of Files*** d. ***Conviction on a criminal charge (other than a minor traffic or sanitary offence or the like)*** e. ***Absence from duty without leave*** f. ***False claims against Government Officials*** g. ***Engaging in partisan political activities*** h. ***Bankruptcy / serious financial embarrassment*** i. ***Unauthorized disclosure of official information*** j. ***Bribery*** k. ***Corruption*** l. ***Embezzlement*** m. ***Misappropriation*** n. ***Violation of Oath of Secrecy*** o. ***Action prejudicial to the security of the State*** p. ***Advance Fee Fraud (Criminal Code 419)*** q. ***Holding more than one full-time paid job*** r. ***Nepotism or any other form of preferential treatment*** s. ***Divided loyalty*** t. ***Sabotage*** ***10.5 Reporting Misconduct*** ***The supervisor should be alerted if any of the aforementioned misconduct occurs, and the supervisor should take the following measures.*** - ***Request the employee, who is alleged to have committed the breach, written explanation of the matter within a stated period of time.*** - ***Scrutinize the employee\'s written explanation to establish whether the matter reported needs further action.*** - ***Close the case if, in his opinion, there is no satisfactory reason to press on with it.*** - ***Give a verbal warming and admonition if the matter warrants such ending.*** - ***Escalate the matter to the Head of Department of the employee who is involved in the breach, if the matter needs further disciplinary procedure.*** ***10.6 Disciplinary Committee*** ***The disciplinary committee shall compose of at least four persons, as follows:*** - ***The Center's employees who are at higher grade levels than the relevant employee.*** - ***The committee shall include two (2) female employee if the employee concerned is female.*** - ***The Chairman of the committee shall be the most senior of all the members of the committee.*** - ***The secretary shall be appointed from the Human Capital Department.*** ***It is compulsory for the employee involved to appear before the committee in order to defend self of the allegation, members of the committee shall interrogate him/her in order to establish his guilt or otherwise.*** ***The employee and the committee are allow to invite witnesses and receive written and oral evidence.*** ***The committee will rely on facts to reach their judgment, and will firmly recommend punishment or otherwise.*** ***The report of the investigation and recommendations of the committee shall be made in writing and submitted to the Head of Department of the involved employee, with a Copy to the Head of Human Capital Department.*** ***The Head of Human Capital Department will confirm that the procedure has been in accordance with the Center's policy.*** ***Disciplinary case must open and close within the maximum of three (3) weeks.*** ***10.7 Punishment*** ***Punishment is typically employed in the workplace to deal with behaviours that are considered inappropriate or harmful to the organisation. Therefore, the Center imposes a certain amount of sanctions for employees who are found guilty following an investigation.*** ***10.7.1 Category "A" General Misconduct*** - ***Written Reprimand.*** - ***Suspension from work with/without pay.*** - ***Withholding of annual increment, without loss of seniority.*** - ***Forfeiture of one year\'s salary increment without loss of seniority.*** - ***Forfeiture of one year\'s salary increment with corresponding loss of seniority.*** ***10.7.2 Category "B" Gross Misconduct*** - ***Surcharge*** - ***Demotion in grade level and seniority, up to two grades*** - ***Termination of appointment (with full benefits)*** - ***Compulsory retirement from employment (with full entitlements)*** - ***Dismissal*** ***10.7.3 Female Employee on Maternity Leave*** ***Any disciplinary proceedings against a female employee during/after the period of her maternity leave shall be postponed until her maternity leave and any further sick leave granted to her expired.*** ***10.8 Emergency Disciplinary Powers*** ***Regardless of the disciplinary rules and procedures outlined in this handbook, the NC always have the discretionary authority to:*** - ***Take swift and severe disciplinary action against any employee whose conduct may lead to a total collapse of discipline and order.*** - ***Delegate this power to the Director with a limited implication both in scope and duration, and shall in no way constitute a permanent substitute to the formal disciplinary procedure prescribed in this handbook.*** ***10.9 Appeals*** ***Generally, employees have the right to appeal disciplinary actions taken against them, appeal process allows them to challenge the decision, present their side of the story, and request for fair review of the action taken.*** ***Procedures for appealing a disciplinary action include:*** - ***Submitting a written appeal: The employee needs to submit a formal written appeal within a five (5) days of receiving disciplinary action against him/her.*** - ***Review by the appeal committee: The appeal is often reviewed by the designated appeals committee assigned by the National Coordinator, the employee will be invited by the committee to present the case.*** - ***Final decision: After reviewing the appeal, a final decision is made, which could uphold, modify, or overturn the original disciplinary action.*** +-----------------------------------------------------------------------+ | ***Passport*** | | | | ***Photograph*** | +-----------------------------------------------------------------------+ ***ACKNOWLEDGEMENT*** ***I.........................................................., an Employee of National Cybersecurity Coordination Center, confirm that I have received a copy of the Employee Handbook.*** ***I have read and committed to abide by the policies outlined in the handbook.*** ***I acknowledge that the Center reserve the right to amend, interpret, or cancel any of its policies or procedures at any time and without prior notice.*** ***........................................................*** ***Name /Employee Number*** ***.......................................................*** ***Signature and Date*** ***NOTE: Duly completed acknowledgement form should be returned to the Head Human Capital and placed in Employee's file.*** This policy has been reviewed to ensure its compliance and relevance by: **Name:** **Title: National Coordinator, NCCC** **Signature:** **Date:** This policy has been formally approved by: **Name:** **Title: National Security Adviser** **Signature:** **Date:**