NNPCL HCM Processes and Procedures_Discipline.pdf

NNPC Limited HCM Processes and Procedures N-3 N-4 Monitoring Training Programmes Process Flow Start Prepare Learning Activity Report Obtain information on the Learning budget for the previous quarter. Develop overall Learning Status and Performance Report and forward to N-2 for review Review...

NNPC Limited HCM Processes and Procedures N-3 N-4 Monitoring Training Programmes Process Flow Start Prepare Learning Activity Report Obtain information on the Learning budget for the previous quarter. Develop overall Learning Status and Performance Report and forward to N-2 for review Review Learning Status and Performance Report and submit as part of HCM performance reports for the period. Obtain approved Learning Status and Performance Report and coordinate the implementation of recommendations. Discuss Learning Status Report with the N to agree on and approve action steps and recommendati ons End NNPC Limited HCM Processes and Procedures 6.0 Disciplinary and Consequence Management NNPC Limited is committed to maintaining discipline and character across all levels throughout its workforce via a well-managed and coordinated approach in compliance with the relevant extant laws and Company policies. Considering the above, NNPC Limited has decided to develop a disciplinary policy to align with its objectives and best practices. This Disciplinary and Consequence Management policy document provides clarity on the disciplinary process and consequence management. This policy is to act as a guiding tool for all stakeholders who are involved in employee discipline. It is designed to afford a fair, corrective (rather than punitive) process of dealing with discipline and consequence management matters. Objectives The objectives of this process are to ensure: 1. The provision of guidelines on the procedure of handling disciplinary issues at NNPC Limited 2. Employees shall have a fair hearing in cases of discipline 3. NNPC Limited treats employees in accordance with the principles of justice and fairness. 4. Employees are guided with reference to what will be deemed as irregular conduct and the consequences of such acts of misconduct Disciplinary and Consequence Management Policies S/N Description 1. Overall Guiding Principles A. NNPC Limited has a Code of Conduct that defines its ethical principles, values, and the expected behaviours of all employees and stakeholders. It is everyone’s obligation to read and understand NNPC Limited’s Code of Conduct and practice these principles through behaviours, judgments and decisions exercised daily. When these principles are not followed, characterised as a misconduct, it is up to leaders and governance bodies to apply consequences to those responsible, NNPC Limited HCM Processes and Procedures to discourage misconduct and its negative impact. B. Sanctions meted to employees on cross-posting or secondment would be based on the contract, our internal rules as well as labor laws. C. All disciplinary actions taken will follow the principles of justice which include the following: I. The employee who committed the misconduct should be informed about the details of the offence including the time, period, exact nature of the misconduct, and relevant policy for the misconduct. II. The employee is issued a query by his or her department III. The employee should be given a chance to explain his or her position on the disciplinary matter brought against them. If the department of the employee is not satisfied with the response to the query, it is escalated to the HCM department IV. V. The disciplinary committee is informed, and the staff is invited to the committee by HCM VI. While the staff is interviewed by the committee, there would be the opportunity for all relevant parties to present any evidence to the committee where necessary and have previous records recalled VII. The committee or officer responsible for deciding on the issue/offence should not have any personal bias, monetary (pecuniary) bias or bias relating to the subject matter under enquiry. VIII. The department and committee shall make recommendations based on the labour law and internal rules concerning the case and present to the management IX. The offender shall have the right to appeal and final decision X. There shall be a 360 review by the offender of the disciplinary committee XI. There shall be protection for the offender, disciplinary committee, witness(es) XII. Make provision for the independence of the subsidiaries in administering discipline and consequences on an employee of NNPC Limited versus a direct employee of subsidiaries. Also, define categories of offences by an employee of NNPC Limited that can be escalated to the parent company. NNPC Limited HCM Processes and Procedures 2. Application A. This Policy applies to all NNPC Limited’s employees. The adoption of this Policy is encouraged in the subsidiaries of NNPC Limited and other entities in which NNPC Limited has a participation interest, within Nigeria and other Countries. B. This document addresses two kinds of discipline: 3. I. Informal discipline II. Formal discipline Informal Discipline A. A minor act of misconduct by an employee, especially a first-time offender should be dealt with informally. B. Informal discussions take the form of one-on-one verbal counselling sessions or email correspondence between the employee and his/her line manager. The objectives of these discussions are to establish an understanding of the issues, possible solution(s) to the issue(s), and appropriate framework for achieving these. It also communicates the consequence of further violations of the rule. C. The line manager shall keep records of all correspondence of the informal discussions and the outcomes. This will aid in showing progressive discipline in the case of repeated misconduct. D. The outcomes of an informal discipline could be: 4. I. No sanction, where the employee is not found liable II. Verbal caution in the case of a first-time offender Formal Discipline A. A serious or gross act of misconduct by an employee is dealt with formally by documentation or a disciplinary hearing and may include first-time offenders (Please refer to the section dealing with Offense Categorisation for information on minor acts of misconduct). 5. Formal Disciplinary Procedures: A. Query and initial report I. Formal discipline may take the form of a query issued to the offending employee by the line manager or HCM lead. The issuance of a query however does not exclude the need for a discussion between the employee and his/her line manager. II. The query must state a definite period (typically 24 hours) upon receipt within which the employee’s response must be NNPC Limited HCM Processes and Procedures received. Failure to respond to the query or lateness in doing so constitutes a separate offence. III. The employee, in his/her response, may attach supporting documentation or statement(s) from internal witnesses. Whether or not the response to the query is acceptable to the originator, an initial report must be forwarded by the Head of department or immediate Supervisor to the Human Capital Managements Department for further action or record purposes IV. The initial report should contain among other things but not limited to full details of the case including time, place, sequence of events, witnesses if any, etc.., and recommendation for disciplinary action. The query and initial report issued to the offending Employee by the Head of Department or immediate Supervisor does not preclude the Human Capital Managements Department from issuing the offending Employee with another query if necessary. V. In liaison with the HCM representative, the line manager reviews the employee’s response to the Query for liability or otherwise, and one of the following outcomes shall apply: a. A response to the employee exonerating him/her of the allegation, where the employee is not found liable b. An appropriate disciplinary measure if the employee’s liability is established 6. Investigation A. Management and the Human Capital Managements Department NNPC Limited HCM Processes and Procedures shall refer the matter to the Standing Disciplinary Committee for identified breaches under the DOA, Financial offences, Audit, and other offences that are considered grave on receiving report(s) from the employee’s Department(s) or other appropriate authority. B. Management or Human Capital Managements Department shall establish a multi• disciplinary Ad-hoc Investigative Committee for all other HCM related breaches under the Disciplinary and consequence management policy on receiving report(s) from the Employee's Department(s) or appropriate authority. C. Membership of both the Ad-hoc and Standing Disciplinary Committees shall be rotational for a maximum period of two years and shall at all- time have Governance, Risk and Compliance (GRC) Employee- as members and an HCM representative to serve as Secretary. D. The Human Capital Managements Department, the Ad-hoc Investigative or Standing Disciplinary Committees shall within five working days of receiving the report from the subject Employee's Department, convene and carry out necessary investigations. Where further information is required, the Human Capital Managements Department or the applicable Committee may write to the Head of Department, or to the offending Employee through the Head of Department, for further details. The Human Capital Managements Department or the applicable Committee will then produce a written summary of the case and submit same, with a recommendation of the appropriate disciplinary action and attaching all relevant evidence, to the N3/N-2 or N-1, for noting and onward submission to the relevant Management Committee for a final decision. E. The Chairmen of the Ad-hoc Investigative and Standing Disciplinary Committees shall be at least a grade higher than the Employee being investigated except for the Secretary or where specialist knowledge is required from HCM or any relevant Department. F. In case of offences that are criminal in nature, the matter is to be referred to the necessary security agencies for further investigation. NNPC Limited does not involve itself in selfincriminating offences by staff. NNPC Limited HCM Processes and Procedures 7. Disciplinary Hearing for formal discipline A. Depending on the nature or complexity of the allegation, a Disciplinary Hearing may be instituted following an investigation of the alleged transgression by the N- 3 with the assistance of the department responsible for such investigations B. The incident should be discussed/investigated by questioning witnesses and obtaining statements as appropriate. This should be aided by HCM, designated Governance, Risk and Compliance (GRC) Team, and Subject Matter Expert (SME) where required. C. In the case where an employee fails to appear before the disciplinary committee for legitimate reasons, for example, cases of hospitalization, bereavement of a nuclear family member (spouse, child, sibling, or parents), or force majeure, the disciplinary committee shall determine an appropriate and reasonable future date to meet the employee. Depending on the gravity of the case, sub-section ‘c’ may apply. Where it is established with evidence that the employee’s reason for not appearing before the committee is not legitimate nor reasonable such as trying to deliberately avoid appearing before the committee, the committee shall also agree on a set date to meet with the employee upon which if the employee does not appear, he or she would be deemed to be committing another act of misconduct. D. The employee and the disciplinary Committee consisting of the following individuals shall be informed of the date of the Hearing: I. A chairperson (the most senior person on the committee) II. The reporting N-3 III. A Human Capital Management Management representative IV. A representative from Legal (If there is any) V. Governance, Risk, and Compliance (GRC) or any other party for their expert and professional input E. The employee’s witness as and if required by the employee Neutrality of Panel F. Where a panel member recognises or has doubt with regards to his/her ability to be neutral and objective during the disciplinary hearing (by reason of his/her relationship with the employee or any other reason), such panel member shall make this disclosure and immediately recuse themselves from participation (i.e., before the date of the hearing). The panel member shall be subsequently replaced as approved by management. NNPC Limited HCM Processes and Procedures G. The outcome of the Disciplinary meeting shall be communicated to the employee no later than 5 days from the date of the approval. For cases where disciplinary action shall be taken, inform the employee and proceed to take appropriate action as per the Disciplinary measures documented in this document. NNPC Limited HCM Processes and Procedures 8. Disciplinary Processes The following are some disciplinary processes Inquiry Process A. This is applicable in disciplinary cases where an employee is charged with the offence that he has committed and then given a chance to explain/ defend himself or herself. The employee shall at his/her own discretion be accompanied by another employee to the inquiry interview. Upon conclusion of the individuals /employees’ defenses before the panel/committee then a disciplinary action/decision shall be taken. Interdiction B. If in any case it is considered that the continued occupation of the concerned employee’s office would interfere with investigations into his/her conduct or May pose a potential threat to the business or other employees, such employee may be excluded from the exercise of his/her office. C. Interdiction may only be ordered by: I. Board of Directors in the case of Executive Management Employee II. N, and N-2 for Employee in Senior, Middle, and Lower Management respectively III. N-3 and N-4 in the case of junior employees Appeals D. An aggrieved employee may appeal against disciplinary action. The appeal must be in writing and must state the grounds upon which it is based. The appeal must be communicated to the N-2 through his/her N-3 within five (5) working days of the disciplinary outcome notification. 9. Whistleblowing A. Any whistleblowing involving fraud, financial breaches, and grave offences shall be communicated directly to N-3(HCM), or any unit/arrangement put in place to deal with Whistleblowing, as advised from time to time. B. Whistleblowing should not be arbitrarily misused or used in contradiction with the Freedom of Information (FOI) principles. NNPC Limited HCM Processes and Procedures 10. Petition and Complaints from former employee of the Company A. Any petition, complaint or grievance from former employee shall be formally communicated to the Company within One (1) year from the date the act complained of occurred, failing which such petitions shall not be entertained by the Company. 11. Petition from Law Enforcement Agencies on an employee of the Company A. Upon receipt of a formal complaint from any relevant law enforcement agency (e.g., ICPC, EFCC, DSS, etc.) NNPC Limited shall commence investigation on the employee and make available its findings to top Management for the possible implementation of its recommendations. 12. Interdiction A. Management may approve that an employee whose conduct is under investigation be interdicted for a period not exceeding three (3) months. B. Where preliminary investigations indicate the likelihood of financial impropriety or misconduct on the part of an employee, such employee shall be entitled to half pay only within the period of Interdiction... C. Management shall ensure that the investigation is completed, and a decision taken on the employee before the Interdiction period elapses. D. In unusual circumstances where the interdiction exceeds three (3) months as a result of extended investigations (internal and external), the employee under investigation will be notified of the extension. If the employee is found not culpable at the conclusion of an investigation, all withheld salaries/allowances shall be paid, and the employee reinstated. E. The Interdiction letter should: I. Be formal and duly authorized by the N-2. II. Clearly indicate the employee's rights and obligations during the period of suspension. III. Indicate how long the interdiction will last; it should not exceed 90 days (three months) at the first instance. F. This interdiction shall not constitute a sanction and should be communicated to the relevant employees with caution as any inference of “guilt” will impact the disciplinary process. NNPC Limited HCM Processes and Procedures G. Employees who are on interdiction are prevented from accessing their offices or office premises without the written permission of the N-2. * Half pay is defined as half of Consolidated Monthly Salary and Upfront/ MMB allowances only. 13. Disciplinary Measures A. Verbal Warning This is for minor breaches not limited to lateness to work, absence from duty for a day without permission, failure to communicate delay or absence from duty to immediate Supervisor or Head of Department and any other offences Management may consider appropriate. A record of such action shall however be entered in the employee's personal file. NNPC Limited HCM Processes and Procedures 14. B. Written Warning I. When an employee is found guilty of any of the breaches listed below, such Employee shall be given a letter of warning. However, more severe punishment may be imposed if there had been previous infringement by the same employee. II. Infringements of NNPC Limited polices that may attract written warning include but are not limited to the underlisted: a. Absence from duty without prior permission b. Perpetual lateness to work c. Abuse of the Company's property, facilities, and time e.g., unauthorized use of Company vehicle d. Failure to carry, display or show on demand the NNPC identity card e. Failure to present emergency procurement for ratification after three meetings of approving authority. f. Non-compliance with the company's procurement plan when procuring goods and services g. Poor attitude to work e.g. leaving office before time, abandoning duty post without permission, and abandoning assignment without recourse to the assigner h. Denying Auditors access to information and unnecessary delay/ refusal to attend Auditor exit meeting i. Unauthorized entry into premises or aiding same j. Indecent dressing and dressing not in alignment with the company’s dress code policy k. Alteration of official documents e.g., Work attendance registers III. Employee issued with letters of warning shall forfeit the NNPC Limited HCM Processes and Procedures following benefits for the appraisal year in which the warning letter was issued: a. Performance incentive bonus b. Promotion or annual increment. IV. The written warning should be prepared by the HCM representative/N-2 and must contain the following information: a. The nature of the offence and circumstances b. Reference to verbal cautions or counselling where applicable c. The Sanction d. Subsequent steps to be taken if the N-3 expectations are not met V. VI. 15 The validity period of the written warning (typically not exceeding 12 months) The written warning is discussed with the employee by the N-3 and HCM representative VII. The employee will be required to sign the warning letter, acknowledging receipt. Where the employee fails to sign and acknowledge receipt of the letter, the N-3 and HCM representative shall witness the delivery of the letter to the employee and the employee’s decline of receipt VIII. The warning letter remains valid and shall be placed in the employee’s file. The act of decline of receipt by the employee may also attract stricter sanctions or separation from the company IX. An employee who has received up to 3 written warnings within a 12-month period may be dismissed or terminated from the company’s employment. This decision shall be subject to Management discretion Final Warning A. This shall be issued when a third breach is committed after two written warnings. After the final warning, any further breach by the employee will attract termination or dismissal from employment. NNPC Limited HCM Processes and Procedures 16. Suspension Suspension from duty can be on half pay or without pay. A. Suspension from duty on half pay I. Acts of any misconduct may be punished with suspension from duty on half pay for a period not exceeding three (3) months following due investigation and compliance with the disciplinary process. II. Employee suspended from duty on half pay shall also forfeit the following benefits for the given year: a. Performance Incentive bonus b. Promotion or annual increment B. Suspension from duty without pay I. Acts of any serious misconduct may be punished with suspension without pay for a period not exceeding three (3) months. II. Employee issued with letter of suspension without pay shall also forfeit the following benefits for the given year: a. Performance Incentive bonus b. Promotion or annual increment 17. Termination A. Termination is loss of employment without loss of pension benefits (both employee and Company contributions) and gratuity already earned. An employee's appointment may be terminated for any of the following reasons: I. Major Negligence that has the probability of causing or actually causes the loss of or damage to the company’s property II. Publication of prejudicial information in the press and social media against the Company III. Violation of safety rules leading to injury, loss of life and damage to Company/Company properties/facilities IV. Persistent absenteeism without permission V. Fighting while on duty VI. Sleeping on duty after three warnings VII. False allegation against Management or another employee VIII. Late coming after three warnings IX. Acts detrimental to the Company's image X. Abandonment of place of work for 30 calendar days or more. XI. Drunkenness or consumption of intoxicants/narcotic drugs while on duty XII. Gross insubordination NNPC Limited HCM Processes and Procedures XIII. XIV. XV. XVI. XVII. 18. Fraudulent alteration of official Work attendance registers, employee records, payment vouchers, etc. Smoking in prohibited areas. Contract splitting aimed at avoiding competitive selection or bypassing compliance with approval limits. Approval of contracts outside the limits of financial authority. Any other offence Management considers termination of appointment as appropriate. Dismissal A. Dismissal is the common law right of an employer to terminate the contract of service of an employee with neither notice nor payment in lieu of notice on account of gross misconduct on the part of the employee which strikes at the root of the contract. The act of justifying - dismissal must be one that offends the essential provisions of the employment contract, conduct which shows that the employee no longer regards or treats the contract of employment as subsisting. It is the loss of permanent employment without loss of employee's pension contribution. A dismissed Employee shall not be entitled to gratuity and employer's portion of pension contribution. The breaches that can lead to dismissal are: 19. I. Corruption II. Fraud III. Dishonesty which leads to significant loss to the company IV. Assault on Employee. V. Unauthorized disclosure of official information or copying of official documents VI. Willful destruction or unauthorized removal of Company property VII. Collusion and alteration of documents with the intent of circumventing policy or committing fraud VIII. Any other offence NNPC Management considers dismissal from service as appropriate after proving its case beyond a reasonable doubt. No Work No Pay A. For all unauthorised absences, the principle of no work, no pay shall apply. NNPC Limited HCM Processes and Procedures 20. Surcharge A. Surcharge may be levied against any employee as a way of recovering funds or value of property of the Company which have been lost or destroyed due to negligence by or fault of the employee which he admitted or was determined by properly constituted Disciplinary Committees. Such Surcharge shall be taken from the salary and benefits for serving Employee and Gratuity of retiring Employee. Time of recovery for surcharge shall be determined by Management, considering however, the ability to pay. B. Surcharge shall not preclude serving Employee from been given additional disciplinary measure. 21. Management Roles in Disciplinary Actions A. The Human Capital Managements Department, Ad-hoc investigative or Standing Disciplinary Committee shall produce a written summary of a disciplinary matter, attach all relevant evidence, a record of its proceedings, and submit some with the recommendation of the appropriate disciplinary action to the final authority, to take the final decision. B. Final authority for breaches of Employee attracting warning, suspension with/without pay, surcharge and termination shall be as follows: I. Board of Directors in the case of Executive Management Employee II. N, and N-2 for Employee in Senior, Middle, and Lower Management respectively III. N-3 and N-4 in the case of junior employees C. Decisions on disciplinary matters shall be promptly and formally communicated to the affected Employee through his/ her Head of Department. NNPC Limited HCM Processes and Procedures Disciplinary and Consequence Management Offence Categorisation 1. Class A Offences – Minor Misconduct The following fall under Class A Offences: 2. I. Poor work performance (Failing to meet performance objectives and Business expectations) II. Unauthorized absence from work without permission for a full working day III. Poor timekeeping/ lateness for business-related activities IV. Minor Negligence at work V. Sleeping on duty Class B Offences – Gross Misconduct A repetition of general acts of misconduct may be interpreted as Gross Misconduct and can result in the termination of an employee depending on the severity of the offence. The following offences fall under Class B Offences: I. Publication of prejudicial information in the press and social media against the Company II. Violation of safety rules leading to injury, loss of life and damage to Company/Company properties/facilities III. Persistent absenteeism without permission IV. Fighting while on duty V. Sleeping on duty after three warnings VI. False allegation against Management or another employee VII. Late coming after three warnings VIII. Acts detrimental to the Company's image IX. Abandonment of place of work for 30 calendar days or more. X. Drunkenness or consumption of intoxicants/narcotic drugs while on duty XI. Gross insubordination XII. Fraudulent alteration of official attendance registers and Deliberate misrepresentation of facts Work NNPC Limited HCM Processes and Procedures Disciplinary and Consequence Management Offence Categorisation 3. XIII. Smoking in prohibitedareas. XIV. Contract splitting aimed at avoiding competitive selection or bypassing compliance with approval limits. XV. Approval of contracts outside the limits of financial authority. XVI. Disregard of Policy leading to Misuse of company assets XVII. Changes in organisation structure and job roles without the approval of Corporate HCM XVIII. Not declaring Money or gifts received from vendors or customers as per company guidelines XIX. Mistreatment or mishandling of clients or customers and company stakeholders XX. Any other offence Management considers termination of appointment as appropriate. Class C Offences – Dismissible Offence If an employee commits any of the following offences, he/she may bedismissed (without notice) following a proper disciplinary hearing: I. Corruption II. Fraud and dishonesty e.g., tampering with personnel records, III. Assault on Employee. IV. Unauthorized disclosure of official information or copying of official documents, NNPC Limited HCM Processes and Procedures Disciplinary and Consequence Management Offence Categorisation V. VI. Wilful destruction or unauthorized removal of Company property Collusion and alteration of documents with the intent of circumventing policy or committing fraud, VII. Non-compliance with any provision of the Company Ethics and Compliance Code VIII. Non-compliance with Delegation of Authority (DOA)/Delegation of Financial Authority (DFA) Policy IX. Non-compliance with Procurement Policy and Procedure X. Refusing to execute any reasonable and lawful order given by the N-3 or inciting other employees to refuse XI. Being in possession of a firearm or other dangerous weapon on the premises without authority granted by management XII. Doing business in competition with NNPC Limited whilst still employed and not declaring it XIII. Any other grave offence NNPC Management considers dismissal from service as appropriate NNPC Limited HCM Processes and Procedures Sanctions Grid 1. CLASS A OFFENCE Infor mal Disci pline Oral Warni ng Poor work performance (Failing to meet performance objectives and Business expectations) √ √ Unauthorized absence from work without permission for a full working day √ √ Poor timekeeping/ lateness for businessrelated activities √ √ Writ ten War ning Final Written Warning Termin ation Dismissa l 121 NNPC Limited HCM Processes and Procedures Sanctions Grid Minor Negligence at work √ √ Sleeping on duty √ √ CLASS B Publication of prejudicial information in the press and social media against the Company √ √ √ √ Violation of safety rules leading to injury, loss of life and damage to Company/C ompany properties/fa cilities √ √ √ √ Persistent absenteeis m without permission √ √ √ √ Fighting while on duty √ √ √ √ Sleeping on duty after three warnings √ √ √ √ False allegation against Manageme √ √ √ √ 122 NNPC Limited HCM Processes and Procedures nt or another employee Late coming after three warnings √ √ √ √ Acts detrimental to the Company's image √ √ √ √ Abandonm ent of place of work for 30 calendar days or more. √ √ √ √ Drunkenne ss or consumpti on of intoxicants /narcotic drugs while on duty √ √ √ √ Gross insubordinati on √ √ √ √ Fraudulent alteration of official Work attendance registers and Deliberate misreprese ntation of √ √ √ √ 123 NNPC Limited HCM Processes and Procedures facts Smoking in prohibited areas. √ √ √ √ 124 NNPC Limited HCM Processes and Procedures Sanctions Grid Contract splitting aimed at avoiding competitive selection or by-passing compliance with approval limits. √ √ √ √ Approval of contracts outside the limits of financial authority. √ √ √ √ Disregard of Policy leading to Misuse of company assets √ √ √ √ Not declaring Money or gifts received from vendors or customers as per company guidelines √ √ √ √ Mistreatme nt or mishandling of clients or customers √ √ √ √ 125 NNPC Limited HCM Processes and Procedures Sanctions Grid and company stakeholders CLASS C Corruption √ Fraud and dishonesty e.g., tampering with personnel records, √ Assault on Employee. √ Unauthorize d disclosure of official information or copying of official documents, √ Willful destruction or unauthorize d removal of Company property √ Collusion and alteration of documents with the intent of circumventi ng policy or committing fraud, √ 126 NNPC Limited HCM Processes and Procedures Sanctions Grid Noncompliance with any provision of the Company Ethics and Compliance Code √ Noncompliance with Delegation of Authority √ 127 NNPC Limited HCM Processes and Procedures Sanctions Grid (DOA)/Deleg ation of Financial Authority (DFA) Policy Noncompliance with Procuremen t Policy and Procedure √ Refusing to execute √ any reasonable and lawful order given by the N-3 or inciting other employees to refuse Being in possession √ of a firearm or other dangerous weapon on the premises without authority 128 NNPC Limited HCM Processes and Procedures granted by manageme nt Doing business in √ competition with NNPC Limited whilst still employed and not declaring it 129 Process Maps N-3 Misconduct identified by the Superior Process Map Start Identify Misconduct Identify what type of Discipline is required (Formal or Informal) Formal Refer the matter to the Standing Disciplinary Committee Issue a Query to the Employee N-5 Informal Establish an understanding of the issues, and provide possible solution(s) to the issue(s) as required In liaison N-4 and review the Query report. N-6 End Respond to the Query issued and may attach support documentation or statements form internal witnesses Disciplinary Committee Inquiry Process A Disciplinary Hearing should be instituted following the investigation of the alleged transgression Set a date for the hearing and inform all Required Parties Disciplinary Process Appeal Interdiction where an employee is charged with the offence that he has committed, and then given a chance to explain/ defend himself or herself Where an investigation interfere with Employee office, Such Employee should be suspended An aggrieved employee may appeal against disciplinary action which must be communicated to the N-2 through his/her N-3 within five (5) working days of the disciplinary outcome notification. End