Table of Contents

1. INTRODUCTION ............................................................................................................................. 5

1.1. Overview ................................................................................................................................. 5

1.2. Approval, Amendments and Exceptions: ............................................................................... 6

1.3. Responsibility/Ownership: ...................................................................................................... 6

1.4. Policy Objectives ..................................................................................................................... 6

1.5. Policy Statement ..................................................................................................................... 6

1.6. IHVN’s Vision and Mission ..................................................................................................... 6
1.7. Core Values............................................................................................................................. 7
1.8. Cultural Diversity & Inclusion ................................................................................................. 7
1.9. Organisational Structure ........................................................................................................ 7
1.10. Workforce planning .................................................................................................................. 7

1.11. IHVN’s Expectations from Employees ....................................................................................... 8

1.12. Definition of Terms: .................................................................................................................. 8
2. RECRUITMENT AND SELECTION ................................................................................................. 11
2.1. Policy Objective .................................................................................................................... 11

2.2. Appointment......................................................................................................................... 18
2.3. Induction ............................................................................................................................... 20
2.4. Probation and Confirmation ................................................................................................ 24
3. EMPLOYMENT PRACTICES .......................................................................................................... 28

3.1. Policy Objective .................................................................................................................... 28

3.2. Code of Conduct .................................................................................................................. 28

3.3. Work Environment ................................................................................................................ 30
3.4. Dress Code ........................................................................................................................... 32
3.5. Confidentiality and Communication .................................................................................... 32

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 3.6. Conflict of Interest ................................................................................................................ 34
3.7. Behaviour and General Conduct .......................................................................................... 35
3.8. Gratifications ......................................................................................................................... 35
3.9. Political Activities .................................................................................................................. 36

3.10. Business Travel .................................................................................................................. 37

4. PERFORMANCE MANAGEMENT ................................................................................................. 39

4.1. Policy Objective .................................................................................................................... 39

4.2. The Performance Management Cycle.................................................................................. 41

4.3. Appraisal Rating.................................................................................................................... 45

4.4. Performance Appraisal Disputes .......................................................................................... 45

4.5. Performance Review Committee Session ............................................................................ 45

4.6. Performance Appraisal Outcomes ....................................................................................... 45
4.7. Consequence Management ................................................................................................. 48
5. COMPENSATION AND BENEFITS ................................................................................................ 51
5.1. Policy Objective .................................................................................................................... 51
5.2. Remuneration ....................................................................................................................... 52
5.3. Allowances ............................................................................................................................ 53

5.4. Statutory Benefits ................................................................................................................. 56

5.5. Non-Statutory Benefit .......................................................................................................... 57

5.6. Pension ................................................................................................................................. 58

5.7. Pension Scheme ................................................................................................................... 58

6. CAREER MANAGEMENT .............................................................................................................. 60

6.1. Policy Objective .................................................................................................................... 60
6.2. Transfer ................................................................................................................................. 62
6.3. Secondment............................................................................... Error! Bookmark not defined.
6.4. Promotion ............................................................................................................................. 66
6.5. Succession Planning ............................................................................................................. 68
6.6. Training and Development................................................................................................... 69

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7. EMPLOYEE WELLBEING................................................................................................................ 76
7.1. Policy Objective .................................................................................................................... 76
7.2. Leave ..................................................................................................................................... 77
7.3. Types of Leave ...................................................................................................................... 79

7.4. Health and Safety ................................................................................................................. 84

7.5. Discrimination and Harassment ........................................................................................... 88

7.6. HIV/AIDS in the Workplace .................................................................................................. 92

8. GRIEVANCE AND DISCPLINARY .................................................................................................. 95

8.1. Grievance .............................................................................................................................. 95

8.2. Disciplinary............................................................................................................................ 98

8.3. Sanction Grid ...................................................................................................................... 101

8.4. Disciplinary Procedure ........................................................................................................ 103
8.5. Disciplinary Tool ................................................................................................................. 104
9. TRANSITION ............................................................................................................................... 111
9.1. Policy Objective .................................................................................................................. 111
9.2. Cessation of Employment .................................................................................................. 112
9.3. Handover Process ............................................................................................................... 114
10. POLICY ON TERRORISM/DEBARMENT .......................................................................................................... 116
10.1 Policy Objective 116

10.1.1. Eligibility/Scope 116

10.1.2. General Guidelines 116

ACKNOWLEDGEMENT OF RECEIPT OF IHVN HUMAN RESOURCES POLICIES 119

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 Title: INTRODUCTION
Version:

1. INTRODUCTION
1.1. Overview
1.1.1. The Human Resource(HR) Policy Manual is designed to acquaint employees of IHVN
with the rules, standards, practices, expectations relating to employees, their
relationship with the Institute and interactions in the work place.
1.1.2. The HR Policy Manual shall serve as a guide of conduct and activities to facilitate the
implementation of fair and consistent employment practices within IHVN. Policies
facilitate the creation of an equitable and transparent work environment.
1.1.3. The HR Policy Manual must be made available to all employees. Employees are
expected to be familiar with the Institute’s HR policies, and conduct themselves in a
manner consistent with those policies.
1.1.4. The arrangement of the policies in this document follows a typical ‘Employee Life Cycle’
and covers all categories of employees in the Institute thus providing a common
approach for easy understanding, interpretation and implementation of the policies.
1.1.5. It is important to note that as IHVN grows and evolves, the policies which guide the
management of employees in the Institute would evolve accordingly. Emerging policy
changes will be communicated to all employees. The custodians of the policy
document are responsible for keeping it up to date.
1.1.6. This manual does not guarantee continuous employment. All or part of the contents of
this Policy Manual may be changed or withdrawn by IHVN as it deems necessary.
1.1.7. Each policy area includes five (5) document control items listed and described below:
a. Policy: Title of the Policy
b. Version: This is the version of the policy in relation to the policy revision
frequency. The version will apply a numbering convention that allows for nine
revisions (version 1.0-1.9).
c. Date Revised: This is the date any substantial change in policy content is
approved.
d. Approved By: This is the approving authority.
e. Date Approved: This is the final date the change in the policy content was
approved, made effective and communicated.
1.1.8. The guiding principles for the development of the policy were based on the
provisions of the Nigerian Labour Law.

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1.2. Approval, Amendments and Exceptions:
The authority to approve, amend and grant exception to these HR policies lies with the Chief
Executive Officer of IHVN.

1.3. Responsibility/Ownership:
The Human Resources Unit, led by the Director of Administration, is the custodian of the HR
Policy Manual and is therefore responsible for ensuring the implementation and enforcement
of these policies.
1.4. Policy Objectives
1.4.1. To provide clear guidelines and standards on the day-to-day administration of
human resources, and ensure consistency and fairness in human resource practices.
1.4.2. To provide a standard reference for supervisors and employees in understanding
their rights and carrying out their responsibilities.
1.4.3. To ensure continuous implementation of HR policies that align with the Institute’s
needs and good practices, and facilitate the effective management of employees.
1.4.4. To develop a culture that integrates and harnesses the Institute’s diverse workforce.

1.5. Policy Statement

1.5.1. IHVN’s HR Policies are based on the principle that the success of the Institute is
primarily dependent on the quality and performance of its human assets. Highly
motivated, dedicated and skilled employees that can effectively mobilise, manage and
administer the Institute’s resources are paramount for the achievement of set goals
and objectives.
1.5.2. Consequently, IHVN aims to attract, develop, motivate and retain employees with the
requisite skills and competencies, and strives to create and maintain a work
environment that fosters optimal performance as well as job satisfaction.

1.6. IHVN’s Vision and Mission

Vision

‘Leader in providing quality health services, capacity building and research in West Africa.’

Mission

‘To be a Centre of Excellence in providing health service implementation, capacity building,

and research, and ensuring equitable access to individuals and communities through
innovative and evidence-based strategies.’

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1.7. Core Values
 Integrity
 Excellence
 Accountability
 Innovation
 Teamwork
 Transparency
 Respect for the dignity of the person

1.8. Cultural Diversity & Inclusion

1.8.1. IHVN recognises and respects the value of cultural diversity and will adopt and
implement inclusive policies and strategies that integrate the different cultures and
ethnicities represented in the Institute.
1.8.2. Workforce diversity enhances the Institute’s ability to develop winning solutions to
emerging challenges. IHVN will make a conscious effort to harness the immense
potential and diverse talent of the Institute’s human resources to the benefit of the
organization and stakeholders including employees.
1.8.3. To ensure inclusion within the workplace, all employees play a vital role in
maintaining a discrimination and harassment-free work environment and must treat
colleagues and clients with dignity, respect and professionalism.

1.9. Organisational Structure

1.9.1. The Institute’s structure shall be a function of its vision, corporate objectives, business
strategies and critical business processes.

1.10. Workforce planning

1.10.1. IHVN aims to ensure an adequate workforce with the right quality and number of
people in the right positions, in order to meet the human resource needs of the
Institute. This involves continually ensuring alignment of the current and future
workforce with the Institute’s strategy and business goals.
1.10.2. A Workforce Plan shall be developed for the Institute on an annual basis. It shall be
monitored and updated yearly as part of the Institute’s annual strategic planning
process.
1.10.3. The HR Unit, led by the Director of Administration, shall be responsible for workforce
planning in collaboration with Departmental/Unit Heads.
1.10.4. The size and capabilities of the workforce shall be analysed to confirm if it meets the
current and future human resource needs of the Institute.

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 1.10.5. Existing gaps between the current and projected workforce needs shall be
determined.
1.10.6. An action plan outlining the strategies to close existing gaps shall be developed and
implemented appropriately.

1.11. IHVN’s Expectations from Employees

All employees are expected to:
a) Identify with the goals and objectives of the Institute through total commitment;
b) Develop and maintain a sense of personal responsibility for the quality and quantity
of output based on the principle of a fair day’s work for a fair day’s pay;
c) Make constant effort to ensure effective time management and efficient use of
resources for optimal output, quality and productivity;
d) Possess an ownership mentality to ensure proper use of the Institute’s property and
amenities;
e) Offer constructive suggestions for improving work processes and procedures that
add value to the business;
f) Establish and maintain cordial relations with colleagues in the work place; and
g) Carry out instructions, duties and responsibilities diligently.

1.12. Definition of Terms:

Except where otherwise specified in the context or elsewhere in this policy manual, the
following words and terms shall be construed as follows:
 The Institute: IHVN
 IHVN: Comprises of all the operating departments and units within the Institute
 Employee/Staff: Any person employed by the Institute in a permanent, fixed term or
temporary appointment
 Probationary Employee/Staff: An employee serving the Institute for a specified period
before confirmation of appointment subject to satisfactory performance
 Salary Band: The salary band of the Institute which may be reviewed from time to
time as the Institute deems fit
 HRA: Abbreviation for Human Resources and Administration
 CEO: Chief Executive Officer
 DA: Director of Administration
 Junior Staff: Employees on job grade J
 Officers: Employees on job grade 1 – 2
 Middle Management: Employees on job grade 3 – 4
 Management: Employees on job grade 5 – 6

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 Senior Management: Employees on job grade 7
 Executive Management: Employees on job level 8
 Child: Offspring of an employee who is under the age of eighteen (18) years and is
entirely dependent on the employee
 Spouse: Wife or husband of an employee married to him/her under Christian, Islamic
or recognised Native Law and Custom or under the Marriage Act.
 Next-of-Kin: An employee’s registered next-of-kin or designated survivor, as
indicated by the employee on the employee data form
 Query: A tool through which potential infraction of policies and procedures are
investigated
 Dismissal: Loss of employment and earned benefits except those guaranteed by law
 AD HR: Associate Director, Human Resources
 COO: Chief Operating Officer

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RECRUITMENT AND SELECTION

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 Title: RECRUITMENT AND SELECTION
Version:
Date Revised:
Approved By:
Date Approved:

2. RECRUITMENT AND SELECTION

2.1. Policy Objective
- To create a diverse performing workforce through a fair and transparent recruitment
process that facilitates the engagement of qualified and competent employees who can
deliver on the Institute’s mandates.
- To facilitate the Institute’s commitment to equal employment opportunity, hiring the best
applicants for available positions, making the best use of their abilities and providing job
satisfaction.

2.1.1. Policy Statements

2.1.1.1. IHVN is committed to developing a diverse workforce and applying the principles of
equity, fairness and transparency in the recruitment and selection process.
2.1.1.2. Recruitment and Selection will support the strategic priorities of the Institute. All
activities must be duly approved and in line with the workforce plan and
organisational requirements.
2.1.1.3. Recruitment and Selection shall involve attracting suitable applicants, selecting the
best candidates, placing the individual in a specific job position and assisting such
employee to adapt effectively to the Institute and their job roles.
2.1.1.4. The Institute will promote a positive image and make every effort to provide a
positive experience for applicants and candidates whether successful or not.
2.1.1.5. The Institute is committed to the proper use of fixed term and temporary
employment contracts, ensuring good practices.
2.1.1.6. IHVN will not discriminate against any applicant based on gender, race, nationality,
ethnicity, marital status, religion, political ideology, or disability.

2.1.2. Guiding Principles

2.1.2.1. The Human Resources Unit is the custodian of these policies but it is the responsibility
of all stakeholders to ensure that all policies are complied with while recruiting
candidates to work for the Institute.
2.1.2.2. Officers of the Institute shall demonstrate a sense of commitment to the acquisition
of high performing, quality applicants who match the technical competencies and
behavioural requirements of IHVN and the role or position to be filled.

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 2.1.2.3. If an employee involved in the recruitment process has a close personal relationship
with an applicant, they must declare this as soon as they are aware of the individual’s
application. To avoid a potential conflict of interest situation, such employee shall not
participate in the recruitment and selection process.
2.1.2.4. An individual will not be recruited into a department or a position which involves
direct supervision or reporting to a relative. The intent is to prevent members of the
same family from occupying positions where a family relationship may have undue
influence on either party or in positions that may result in a conflict of interest with
respect to the wellbeing of the Institute. Relative as used here includes parents,
spouse, children, brothers, sisters, uncles, aunts, nephews, nieces and cousins of the
employee.
2.1.2.5. Contract staff employed via third party agencies or organisations, and consultants
working under a contract for services (or related arrangement) are not employees of
IHVN.
2.1.2.6. Documentation relating to applicants will be treated with utmost confidentiality.
2.1.2.7. It is the responsibility of each applicant and employee to provide true and accurate
information for all employment related purposes. Misrepresentations, false
statements or omissions are sufficient cause to withdraw an offer of employment or
end an employment contract at any time. The Institute must be informed of any
changes to the information provided at the time of employment.
2.1.2.8. The recruitment cycle shall not exceed a maximum of three (3) months. The
recruitment cycle covers all essential stages of the recruitment process.
2.1.2.9. Financial approval for filling new positions or positions not budgeted for must be
obtained by the Departmental/Unit Head prior to the commencement of the
recruitment from the CEO.

2.1.3. Equal Employment Opportunity

2.1.3.1. IHVN is an equal opportunity employer and will not discriminate in employment
because of age, gender, religion, race, creed, ethnic or cultural background, sexual
orientation, disability, national origin, or socio-economic status
2.1.3.2. The Institute strictly prohibits discrimination against applicants for employment
because of their race, colour, age, nationality, gender or any characteristics protected
by the laws of the Federal Republic of Nigeria.

2.1.4. Job Vacancies

2.1.4.1. For career development and growth, job vacancies shall first be open to internal
candidates. Vacancy advertisements shall be first posted internally with application
guidelines.

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 2.1.4.2. External advertisements will only be placed when it has been ascertained that no
existing employee is qualified to fill the role (with minimal interruptions to the
business), or where an external candidate is considered ideal due to the nature of the
role and job expectations.
2.1.4.3. Employees applying for an open position must have been in their current position for
at least twelve (12) months, unless the CEO gives an express waiver to this guideline.

2.1.5. Employee Requisitioning

2.1.5.1. When a vacancy exists, a requisition for new or replacement employee must be made
and approved by the Departmental/Unit Head, and forwarded to the Associate
Director, Human Resources.
2.1.5.2. Such requisition must contain:
a) Position/Job title/Specification;
b) Detailed job description;
c) Justification for additional employee;
d) Current head count; and
e) Reasons for exclusion from the budget (if applicable).
2.1.5.3. Upon receipt of the requisition, Associate Director, Human Resources shall ensure
proper authorization and advise on the recruitment approach i.e. internal sourcing,
external sourcing, or via a reputable Recruitment Agency.

2.1.6. Headhunting & Recruitment Agencies

2.1.6.1. The Institute may explore the option of headhunting or engaging the services of
recruitment agencies in recruiting suitable candidates for vacant positions.
2.1.6.2. This option can be exercised as a last option for sourcing candidates, subsequently
adopted if there are challenges filling a role.

2.1.7. Shortlisting
2.1.7.1. Shortlisting of applicants will be done by:
a) Identifying specific job-related criteria using the job description.
b) Matching these criteria with those detailed in the candidate’s CV.

2.1.8. Selection Criteria and Process

2.1.8.1. The selection criteria will be based on competence, experience, skills, qualification,
and behavioural attributes. The degree of importance of each criterion should be in
accordance with the inherent requirements of the job.

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2.1.8.2. Applicants will be required to undergo at least any two of the processes presented in
Table 1 below, to ascertain their suitability for any vacancy. The table provides an
outline of the assessment process per grade level.

Table 1. Candidate Assessment

Grade Level Candidate Assessment

2.1.8.3. Junior
A HR Interview; Supervisor Interview
n
Officer Test; HR Interview; Supervisor Interview

i
Middle Management HR Interview; Panel Interview; Departmental/Unit
n Head Interview
t
Management
e HR Interview; Panel Interview; COO & CEO Interview
r
Senior
v Management HR Interview, Panel Interview; COO & CEO Interview
i
Executive Management Associate Director, Human Resources Interview; DA
e
& Executive Management Panel Interview; COO, CEO
w
& Board Interview

e
valuation form shall be used to guide the interview session.
2.1.8.4. Interviews should be structured to assess technical and behavioural attributes.
Behavioural profiling of candidates is recommended to ensure fit and enhance
selection decisions.
2.1.8.5. The selection process shall be coordinated by the Associate Director, Human
Resources in collaboration with the Head of the Hiring Departmental/Unit. Under no
circumstances would a hiring decision be left entirely in the hands of an external
consultant, expert or recruitment agency. All hiring decisions are subject to the
approval of CEO.
2.1.8.6. The recommended candidate and the offer shall be forwarded to the Chief Executive
Officer for approval after the candidate is certified medically fit, and following
appropriate review by the DA.
2.1.8.7. Thereafter, a letter of employment shall be issued capturing the role, remuneration
and other conditions of service. All letters of appointment must be signed by the CEO
or his/her designate.
2.1.8.8. Candidates who apply for positions within the Institute will be informed of the
outcome of their application as soon as possible.

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2.1.9. Interview
2.1.9.1. Members of the interview panel must be in a position to make an informed decision
about the suitability of candidates.
2.1.9.2. There should be at least three (3) people on the interview panel including an HR
officer, and the supervisor the new employee will report to.
2.1.9.3. Interviewers who are related to any of the candidates shall not sit on any interview
panel.
2.1.9.4. Following the interview process, the decision to hire a candidate depending on the
grade level will remain with the Chief Executive Officer (CEO), Chief Operating Officer
(COO), Executive Management, Directors and Departmental Heads, as applicable.

2.1.10. Reporting and Feedback

2.1.10.1. Every interviewer should ensure documentation of each assessment outcome form
for factual and objective decision making.
2.1.10.2. Candidates will be provided with appropriate feedback after each phase of the
assessment.

2.1.11. Pre-employment Health Screening

2.1.11.1. Selected candidates would undergo a pre-employment medical test as part of the
recruitment process. This is to ascertain the candidate’s medical fitness for the job for
which they applied, and ensure that none of the duties of the job will adversely affect
any pre-existing health conditions.
2.1.11.2. All potential employees shall be sent to an approved medical centre for a pre-
employment medical test.
2.1.11.3. The Institute does not discriminate against persons living with HIV/AIDS. Any such
discrimination in the workplace is a violation of the IHVN’s policy and is sanctionable.

2.1.12. Employment Offer

2.1.12.1. HR shall provide selected candidates with an offer of employment, stipulating the
type of employment and the conditions of service including:
a) Date of resumption, place of work, the grade level, salary and other benefits;
b) The probationary requirements for the position; and
c) Performance standards and expectations for the job.
2.1.12.2. The offer of employment shall be issued by HR and shall be formally accepted in
writing by the successful candidate before he or she commences work.
2.1.12.3. The offer of employment shall lapse if not accepted within two weeks, or the
indicated timeframe in the offer.

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 2.1.12.4. No application or request for a change/upgrade to a higher grade level after
“Acceptance of Offer” by an employee shall be entertained by the Institute.
2.1.12.5. An offer of employment shall remain provisional until satisfactory:
a) Background and Academic checks
b) Letter of references/ Referees reports

2.1.13. Job Descriptions

2.1.13.1. All jobs within the Institute will have properly documented job descriptions.
2.1.13.2. Developing and keeping job descriptions up to date will be the responsibility of the
HR Unit. HR will ensure in collaboration with the relevant Departments that all job
descriptions are developed and updated.
2.1.13.3. Each job description will contain concise information on the roles and responsibilities,
reporting relationships, skills, competencies and qualifications required. The job
descriptions will be readily available to employees.
2.1.13.4. All job positions will be evaluated considering a variety of factors (education and skills
required, nature of responsibilities, external environment etc) in-order to determine
its relative worth.
2.1.13.5. A job grade/grade range reflective of the level of authority and seniority will be
assigned to each job position.
2.1.13.6. Job descriptions for grades below supervisorial level will be developed and approved
by the Departmental/Unit Heads in conjunction with the Associate Director, Human
Resources.
2.1.13.7. Job descriptions for grades at supervisorial level and beyond will be developed and
approved by Senior/Executive Management in conjunction with the Director of
Administration.
2.1.13.8. Where the position is a newly created one, depending on the grade level, the
Departmental/Unit Head will provide a detailed job description which should be
agreed and finalised with the HR Unit.
2.1.13.9. Upon assumption of duty at the Institute, every employee will be given a job
description by the supervisor or Departmental/Unit Head. The duties though stated
may change and the Institute reserves the right to make such changes as it deems
necessary.

2.1.14. Employment of Relatives

2.1.14.1. Relatives are defined as all persons directly related to an employee by blood,
adoption or marriage.

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2.1.14.2. Relatives include parents, spouse (or common law spouse), children and siblings
(both biological and non-biological with proof of legality), uncles, aunts, nephews,
nieces, and cousins of the employees.
2.1.14.3. While the Institute is committed to hiring and retaining highly qualified person, an
individual will not be recruited into a department or position which involves direct
supervision or reporting to a relative. The intent is to prevent members of the same
family from occupying positions where a family relationship may cause undue
influence, or conflict of interest situations which would affect the wellbeing of the
Institute.
2.1.14.4. If an employee involved in the recruitment process has a close personal relationship
with an applicant, the employee must declare this as soon as s/he is aware of the
individual’s application. To avoid a potential conflict of interest situation, the
employee shall not participate in the recruitment and selection process.

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 Title: APPOINTMENT
Version:
Date Revised:
Approved By:
Date Approved:

2.2. Appointment
2.2.1. Policy Objective
To articulate internal practices and guidelines pertaining to the appointment of employees
into established positions within the Institute, towards ensuring standardisation and
adherence to sound practices.

2.2.2. Permanent Appointment

2.2.2.1. This is the appointment of an employee on a permanent or continuous basis.
2.2.2.2. It is an employment contract of unlimited duration; an agreement of continuous
service with the Institute in the event of acceptable work performance.
2.2.2.3. Employees holding permanent appointments are eligible for the Institute’s benefits.

2.2.3. Fixed Term Appointment

2.2.3.1. Fixed Term Appointments are granted for service for a fixed term period ranging
from over a year up to five years at a time.
2.2.3.2. This employment contract automatically ceases at the end of the specified period.
2.2.3.3. The employment contract can be renewed depending on the employee’s previous
performance and availability of funds, work or new projects.
2.2.3.4. Employees holding fixed term appointments are eligible for the Institute’s benefits as
prescribed in their employment contract.

2.2.4. Temporary Appointment

2.2.4.1. A temporary appointment is a time-limited appointment not exceeding twelve (12)
months.
2.2.4.2. Reasons for temporary appointments include but are not limited to: filling short-term
requirements and specific operational needs, meeting seasonal or peak workloads,
managing anticipated reduction in funding, and reorganization.
2.2.4.3. Employees under this appointment shall not be eligible for the Institute’s benefits.
The remuneration, benefits and allowances accruable to temporary employees are as
stated in their letter of employment.
2.2.4.4. A temporary appointment may be extended due to operational requirements.

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2.2.5. Outsourced Appointment
2.2.5.1. This is the employment of staff via a third-party agency. The employees under this
category are not on the Institute’s payroll.
2.2.5.2. The privileges, emoluments and allowances accruable to employees are as stated in
the letter of engagement provided by the agency.
2.2.5.3. The appointees are expected to adhere to the Institute’s policies.
2.2.6. Consultants
2.2.6.1. Where required, IHVN may hire a consultant for a specific task and time frame.
2.2.6.2. Consultants remuneration, fees and reimbursements shall be as agreed in the terms
in of engagement.
2.2.6.3. Consultants shall be responsible for their taxes while appropriate withholdings would
be deducted where required by law.

2.2.7. Industrial Attachment, Internship and National Youth Service Corp (N.Y.S.C)
2.2.7.1. IHVN supports programmes that contribute to the academic and professional growth
of students and the youth of Nigeria.
2.2.7.2. The Institute shall engage students from tertiary institutions and Corp members for
industrial attachment, internship, National Youth Service and related programmes.
This is subject to the following considerations:
a) Availability of related opportunities or openings in the various Departments/Units
of the Institute;
b) Alignment with the applicant’s course of study or professional aspiration;
c) Presentation of satisfactory academic records and other requirements by the
applicant;
d) Availability of supporting donor funds; and
e) Maintenance of supervisor to intern ratio.
2.2.7.3. The HR Unit shall source for suitable candidates based on available opportunities or
predetermined resource needs.
2.2.7.4. The engagement of Corp members shall be for a period not exceeding one year.
Corp members shall be entitled to one work free day per week, to enable them
participate in the compulsory community development program.
2.2.7.5. The Institute does not guarantee automatic employment upon completion of such
programs or service period. Employment will be dependent on:
a) Availability of suitable vacancy;
b) Individual’s performance and character; and
c) Recommendation from the individual’s supervisor or Departmental/Unit Head.
2.2.7.6. Supervisors shall monitor and assess the performance of interns.

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 Title: INDUCTION
Version:
Date Revised:
Approved By:
Date Approved:

2.3. Induction
2.3.1. Policy Objective
- To provide new employees with insight on IHVN, its business, operations, strategic
goals and their role in this context while facilitating their smooth transition into the
Institute.
- To ensure new employees imbibe IHVN culture, values and performance standards
towards fostering high engagement, productivity and employee retention.

2.3.2. Policy Statements

2.3.2.1. All new employees must undergo a formal and structured induction program within
the first month of joining the Institute.
2.3.2.2. The induction of new hires into IHVN is to ensure proper understanding of the
Institute’s mandate, objectives, organization and operating model, and most
importantly to ensure the new employee settles within the Institute as quickly and
effectively as possible.
2.3.2.3. Induction of a new hire shall consist of two (2) components; a general IHVN
Orientation and On-boarding for which the HR Unit takes responsibility, and a
workplace induction for which Departmental /Unit Heads shall be responsible.

2.3.3. IHVN Orientation and On-boarding

2.3.3.1. The HR Unit will conduct a structured program which will involve classroom training
sessions.
2.3.3.2. The program will cover the following as well as other relevant areas.
a) Organizational Awareness - IHVN’s vision, mission, history, mandate, values,
culture, goals and objectives, structure and operations
b) Human Resources policies and procedures
c) Employment Contract
d) Performance Management
e) Career Management
f) Filling of employee forms
g) Workplace Tour
h) Health & Safety
i) IT System Orientation

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 2.3.3.3. The IHVN Orientation will be conducted often to ensure that all new employees can
attend the formal program, if an orientation program was not conducted upon their
resumption.

2.3.4. Workplace Induction

2.3.4.1. Supervisors of newly hired employees with the support of Departmental/Unit Heads
will ensure that all workplace induction requirements are fulfilled.
2.3.4.2. The new employee’s work space and work tools will be ready before the employee’s
resumption. This includes table, chair, stationery, computer/laptop, IT equipment,
identification card etc.
2.3.4.3. Familiarisation with Department/Unit layout, people, procedures, tools and
equipment shall be coordinated by the supervisor or a designated employee.
2.3.4.4. Departmental/Unit Heads shall discuss the department’s objectives, employee’s job
description and performance expectations with the new employee.

2.3.5. Oath of Confidentiality

2.3.5.1. All new employees shall be administered an Oath of Confidentiality and Allegiance of
Office. Any employee that fails to sign upon assumption of duty or in the course of
service shall have his/her appointment reviewed.

2.3.6. Personal Details

2.3.6.1. Upon joining IHVN, employees will be required to provide personal details for the
Institute’s records. This includes the following:

Table 2. Personal Details

Detail Description / Requirement
Address This is for the Institute’s records, and is vital to ensure the employee
can be contacted whenever the need arises;
Beneficiaries Details of individuals or entities to which certain benefits might accrue
upon the employee’s demise.
Any changes must be communicated to the HR Unit.
Contacts Contact details of a person outside the Institute that should be
contacted in an emergency, or the employee’s Next of Kin
Marital Status Required for benefits administration or related payments made on the
employee’s behalf, e.g. medical benefits, tax deductions
Qualifications This is for the Institute’s records and employee’s career path.

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 2.3.6.2. All employees are responsible for ensuring that their personal data with the HR Unit is
up to date. Employees should inform HR of any changes or updates to their personal
data.
2.3.6.3. All personal details will be kept confidential, unless there is a legal request for such
information.

2.3.7. Employee Number

2.3.7.1. Upon joining the Institute, all employees will be issued with an employee number.
2.3.7.2. Employees will be required to use this in all their correspondences with the Institute
and on all forms where appropriate. This facilitates the identification of each
employee, processing of documentation, and maintenance of records.

2.3.8. New Employee Documentation

2.3.8.1. New employees are to report to the HR Unit at the beginning of their first day of
employment, where they will complete the necessary paperwork required to set up
their personnel files, pay schedule and access to the Institute’s systems.
2.3.8.2. The documents to be completed/submitted include:
a) Duplicate offer letter (signed)
b) Signed Non-Disclosure Agreement, Oath of Confidentiality etc
c) Personal Information Form
d) Photocopy of credentials
e) ID Card Form
f) Statutory Deduction Forms (PAYE, PENSION etc).
g) Account Opening Form
h) Any other form as may be required by law, regulation or business.

2.3.9. Identity Cards

2.3.9.1. For ease of identification, all employees would be issued with identity cards on
assumption of work with IHVN. The identity card will carry an employee number,
employee’s passport size photograph, name and signature, and the signature of an
issuing authority appointed by the Institute.
2.3.9.2. Identity cards must always be worn by all employees whilst on company premises,
during official duties or visits. Lack of compliance shall attract disciplinary sanctions.
2.3.9.3. Temporary identity cards will be issued to consultants, outsourced employees,
employees on temporary appointments, corpers, and students engaged for industrial
attachment and internship.
2.3.9.4. Employees leaving the service of IHVN must surrender their identity cards to the HR
Unit before entitlements are paid.

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2.3.9.5. Loss of identity card should be immediately reported to the HR Unit. For a
replacement, the employee must obtain a Sworn Affidavit from a court of law and a
Police Report stating the circumstances of such loss. The employee may be required
to bear the cost of replacement.

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 Title: PROBATION AND CONFIRMATION
Version:
Date Revised:
Approved By:
Date Approved:

2.4. Probation and Confirmation

2.4.1. Policy Objective
To ascertain as early as possible, an employee’s fit and suitability for a role, in order to
establish whether an appropriate match has been made between the individual, the role
and the Institute.

2.4.2. Probation
2.4.2.1. All new employees shall be required to serve a six (6) months probationary period
before confirmation. The purpose of the probationary period is to ensure that the
new employee is, within a reasonable period, able to gain full understanding of the
requirements of the role and achieve a satisfactory level of performance.
2.4.2.2. An employee’s performance shall be evaluated in line with the Institute’s performance
management process during this period.
2.4.2.3. All employees must be given the tools and supervisor support (appropriate feedback,
training etc.) required to meet performance expectations.
2.4.2.4. If an employee’s performance during the probationary period is unsatisfactory, the
Institute may terminate his/her appointment at any time without further
compensation.
2.4.2.5. An employee’s probation period may be extended once, if the employee shows the
ability to improve his/her performance based on the recommendation of the
employee’s line supervisor or Departmental/Unit Head. The probation period may be
extended by three (3) months.
2.4.2.6. A recommendation to extend an employee’s probation period shall be approved by
the Chief Executive Officer.
2.4.2.7. Depending on the terms of employment, an employee may not be entitled to the
Institute’s benefits during the probationary period.

2.4.3. Confirmation
2.4.3.1. A new employee’s appointment shall be confirmed at the end of the mandatory
probation period. Confirmation shall be subject to:
a) Receipt of satisfactory personal, academic, professional and last employer
references (as applicable);

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 b) Satisfactory completion of the probation period and achievement of
performance requirements.
2.4.3.2. Where a delay in an employee’s confirmation is caused by non-receipt of satisfactory
references, or any other delay not caused by the Institute, the confirmation shall NOT
be back dated.
2.4.3.3. The Departmental/Unit Head is required to make a recommendation regarding an
employee’s confirmation at the end of the probationary period, along with the
employee’s confirmation appraisal.
2.4.3.4. The recommendation should specify whether the employee’s appointment is to be
confirmed, not confirmed, or the probation period extended.
2.4.3.5. If approved by the CEO, the probation period shall be extended for no later than
three (3) months after the initial probation period. There shall be no further extension
of the period of confirmation after this extension.
2.4.3.6. Where the employee’s performance remains unsatisfactory after the extension,
his/her appointment will be reviewed or terminated.
2.4.3.7. An employee’s confirmation does not imply an increase in remuneration except
where pre-agreed in the employment contract, or if the employee’s appraisal
outcomes merits an increase or promotion.

2.4.4. Guidelines for Extension of Probation

2.4.4.1. When an employee’s performance during the probationary period is rated
‘Unsatisfactory’ and an extension granted upon approval, the employee shall be
notified of the extension of probation by the Associate Director, Human Resources.
2.4.4.2. Subsequently, a performance review session will be conducted every month of the
three (3) months extension.
2.4.4.3. Achievement of acceptable performance standard at the end of the three months’
probation extension will result in issuance of a confirmation letter.
2.4.4.4. If the employee does not meet performance expectations at the end of the three
months’ probation extension, the employee’s appointment will be reviewed or
terminated.

2.4.5. Qualification and Certification

2.4.5.1. It is mandatory for the academic and professional certificates of a new employee to
be verified before confirmation, and copies shall be kept in the employee’s personnel
file.
2.4.5.2. All employees are required to provide documentary evidence of academic and
professional qualifications in the form of original certificates. Employees who present
statement of results are expected to provide certificates within a period of one year.

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 Confirmation from the relevant Examination Boards may be requested if certificates
cannot be produced.
2.4.5.3. The employment offer will be conditional upon receipt of valid evidence of relevant
qualifications and the offer may be withdrawn if these are not supplied within a
reasonable time frame as specified by the HR Unit.
2.4.5.4. Employees discovered to have falsified certificates or evidence of qualifications will be
dismissed without notice or payment of any entitlement.

2.4.6. References
2.4.6.1. All new employees shall be required to present satisfactory references.
2.4.6.2. In the case of fresh graduates, the references shall include an academic reference and
a personal reference.
2.4.6.3. For experienced employees, the references shall include a reference from the
immediate past employer, and in certain cases from last two employers.
2.4.6.4. The HR Unit will formally request work related information from referees including the
character and competence of the employee.

2.4.7. Re-Engagement
2.4.7.1. Employees who wish to return to the Institute after a voluntarily exit, or exit at the end
of a contract period, may be considered for re-employment.
2.4.7.2. Such employees’ re-employment shall be subject to availability of suitable vacancy
within the Institute. Each re-employment application will be considered based on its
own merit after a review of the ex-employee’s past records, available job/position and
other related factors.
2.4.7.3. The employee shall be re-employed on new terms and conditions of employment
from the date of re-engagement, upon successful completion of the recruitment
process.
2.4.7.4. An employee who is dismissed or his/her appointment terminated on the grounds of
misconduct, or who resigns to avoid dismissal, shall not be re-engaged by the
Institute.

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EMPLOYMENT PRACTICES

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 Title: EMPLOYMENT PRACTICES
Version:
Date Revised:
Approved By:
Date Approved:

3. EMPLOYMENT PRACTICES
3.1. Policy Objective
To ensure accurate definitions of IHVN’s conditions of service so that employees have
knowledge of the rules guiding their employment.

3.1.1. Policy Statements

3.1.1.1. All employees of IHVN will display due professional care and responsibility in the
discharge of their duties and their quality of work.
3.1.1.2. All employees will maintain the highest ethical standards and conduct official duties
with transparency, integrity and utmost objectivity, based on complete and accurate
information.

3.1.2. Guiding Principles

3.1.2.1. IHVN will maintain official working hours in line with business requirements, Nigerian
Labour Law and good business practices.
3.1.2.2. Employees of IHVN will maintain a high level of professionalism and personal
conduct.
3.1.2.3. Employees of the Institute will adhere to good governance practices towards securing
the business and the interests of the Institute.
3.1.2.4. IHVN will observe National holidays as work-free days in compliance with Nigerian
labour law. However, some employees may be required to work on such holidays
where deemed necessary, or to avoid disruptions to business operations.
3.1.2.5. The Institute supports the protection and preservation of human rights and is
committed to ensuring employees are not deprived of their fundamental rights in the
workplace.
3.1.2.6. Employees shall not engage in conduct capable of bringing disrepute to the Institute
including but not limited to alcohol and substance abuse, disorderly conduct,
violence, assault and other forms of misdemeanour or criminal offence.

3.2. Code of Conduct

3.2.1. Breach of Code of Conduct, Compliance and Due Process
3.2.1.1. Breach of any Code of Conduct shall attract appropriate sanction in line with the
Disciplinary policy

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 3.2.1.2. All employees are required to comply strictly with the laws of the country, rules and
regulations of IHVN in general and those that are directly relevant to their work.

3.2.2. Official Working Hours

3.2.2.1. Employees are required to work a minimum of forty (40) hours each week from
Monday through Friday.
3.2.2.2. The standard working hours are 8am to 5pm from Monday to Thursday, while Friday
will be 8:00 am to 2:00pm, with a one-hour lunch break each day.
3.2.2.3. All employees are expected to work as required by the exigencies of operations to
avoid disruption to the business.
3.2.2.4. Employees are also expected to work whatever additional hours are required for the
effective performance of their job responsibilities and when the need arises.
3.2.2.5. Shift and temporary workers are bound by the terms and conditions of their
employment, as presented in their employment letter.
3.2.2.6. Employees are expected to devote the whole of their time, attention and abilities
during working hours to the business affairs of the Institute and the promotion its
interests.

3.2.3. Overtime
3.2.3.1. Employees are not entitled to overtime compensation. Those scheduled to work
above forty hours per week due to the nature of their jobs would be placed on a 48-
hour week.
3.2.3.2. Employees requested to work additional hours (with exception of employees on a 48-
hour week) may be given time-off in another work week or additional leave days at
the discretion of Departmental/Unit Head.
3.2.3.3. Such time off or additional leave days must be computed in line with the set
guidelines, approved by the Departmental Head, and the HR Unit duly notified before
commencement.

3.2.4. Attendance & Punctuality

3.2.4.1. Employees are expected to report to work as scheduled and on time. Timely and
regular attendance is a requirement for all roles.
3.2.4.2. If an employee is unable to report to work, the employee is expected to notify his/her
supervisor within 30 (thirty) minutes of the resumption time. Supervisors must be
duly notified of any constraining emergencies or situations that may cause lateness or
absence.

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3.2.5. Unauthorised Absence
3.2.5.1. Absence without due approval constitutes unauthorised absence. Unauthorised
absence without good cause is a disciplinary offence.
3.2.5.2. Employees who are absent without permission will not be paid for the period of such
absence and appropriate disciplinary action will be taken.
3.2.5.3. Employees who fail to report for work three (3) consecutive days without notice or
prior approval will be deemed to have voluntarily terminated their appointment
through job abandonment. However, where an employee’s failure to report for work
is due to circumstances beyond the employee’s control, the employee’s appointment
may be considered for reinstatement.
3.2.5.4. Where an employee’s absence from work was due to arrest by the police or
conviction and imprisonment by the Civil Courts, the decision to terminate the
employee’s appointment will be based on the merits of the case. The days of absence
will be deducted from the employee’s annual leave days.
3.2.5.5. Employees are not expected to leave their duty posts during work hours without the
knowledge/approval of their supervisors.

3.2.6. Public Holidays

3.2.6.1. IHVN observes National public holidays as declared by the Federal Government of
Nigeria. The Institute shall notify all employees at least a day before the holiday.
3.2.6.2. However, some employees may be required to work during such holidays to avoid
interruptions to business operations.
3.2.6.3. Where public holidays fall within an employee’s approved annual leave period, such
days shall not be counted as part of the employee’s approved leave days.

3.3. Work Environment

3.3.1. Work Areas and Tidiness
3.3.1.1. Employees are expected to perform their work activities in the designated office
areas. Employees must keep their offices or work areas neat and tidy. Desks should
be well arranged and kept clean.
3.3.1.2. At the close of work, files, documents, stationery and work tools should be properly
stored before leaving the office. For the purpose of security, documents and materials
of sensitive nature should be properly filed/locked away at the close of work each
day.
3.3.1.3. Employees must show consideration and respect for their fellow employees in their
use of office space and work tools. Noise and distractions must be minimized and
office standards maintained.

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3.3.2. Use of the Institute’s Assets
3.3.2.1. Use of official telephone, computers, vehicles and other official equipment and
machineries shall be for official purposes only, not for personal use.
3.3.2.2. Unofficial activities and meetings are not allowed on the premises of IHVN.
3.3.2.3. Employees must take reasonable care to prevent loss, damage or misuse of Institute’s
property entrusted to them. Employees will be liable for any damages to such
properties caused by their negligent or wilful act.
3.3.2.4. Similarly, employees are responsible for safeguarding personal effects brought into
the premises. IHVN carries no insurance on these items and cannot accept any
responsibility for loss or theft of personal effects, including cash and motor vehicles.
3.3.2.5. The Institute will take reasonable steps to safeguard lives and properties at all times.

3.3.3. Pool Cars

3.3.3.1. Pool cars are tools for business. Where deemed necessary for job performance, pool
cars will be allocated according to job and/or departmental requirements.
3.3.3.2. Pool cars will only be driven by company drivers and authorised persons.
3.3.3.3. Pool cars are strictly for official and not personal use. Employees caught using pools
cars for personal use will be penalised.
3.3.3.4. The pool cars will be maintained by the Administration Department.
3.3.3.5. Accidents are to be immediately reported to the Administration Department for
appropriate action.

3.3.4. Office Supplies

3.3.4.1. IHVN will provide necessary stationery and work tools to enable employees carry out
their assignments effectively.
3.3.4.2. The Administration Department will make necessary purchases on behalf of the
Institute once approvals have been obtained.
3.3.4.3. If an employee needs any material that is not available, request should be made to
the Administration Department who will handle same.

3.3.5. Right of Search

3.3.5.1. IHVN may at any time request employees to submit to a search whilst on or exiting
the Institute’s premises.
3.3.5.2. The Institute’s security personnel are authorised to conduct such searches from time
to time or when the need arises.
3.3.5.3. As much as is reasonably practicable, there shall be consideration for gender, culture
and religion, to prevent violation during searches.

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3.3.6. Quality Standard
3.3.6.1. All employees of IHVN must maintain high quality standards in the discharge of their
duties, towards ensuring quality service delivery by the Institute.
3.3.6.2. Employees are expected to adhere to established processes, procedures, guidelines
and quality standards. Breaches and non-compliance would attract appropriate
disciplinary action.

3.4. Dress Code

Employees are expected to maintain a neat, clean and well-groomed appearance with
appropriate attire that projects a positive image of the Institute. Formal, business casual, and
smart native attires may be worn with covered shoes or sandals. Employees must be
appropriately dressed for the job, with the right uniform, coveralls, laboratory or safety gear
as applicable.

Unacceptable forms of dressing include:

 Chieftaincy and similar ceremonial regalia
 Cap/hat with feathers or beads
 Big head-tie or headdress
 Slippers and flip flops
 Casual or beachwear; jogging attire, sweat pants
 Miniskirts, sun/beach dresses, spaghetti-strap dresses and tank/halter tops, revealing
slits
 Beaded, sequined or glittering/shining attires/shoes
 Excessive make up
 Indecent, transparent, revealing, sloppy and tight-fitting clothing, etc.
3.5. Confidentiality and Communication
3.5.1. Confidentiality
3.5.1.1. Any information that could adversely affect IHVN’s reputation, position, objectives
and operations must not be disclosed by an employee or ex-employee of the
Institute.
3.5.1.2. IHVN considers any breach of confidentiality, whether deliberate or out of negligence
or imprudence, to be serious misconduct which would attract disciplinary action.

3.5.2. Internal Communications

3.5.2.1. The HR Unit is responsible for managing and coordinating internal communications
and related activities.

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 3.5.2.2. Communications will be channelled in a timely manner throughout the organisation
using appropriate means to ensure employees are duly informed and aware, and to
foster employee engagement.

3.5.3. External Communications

3.5.3.1. Employees will not make representation to any individual or the general public on
matters concerning government policies or politics on behalf of the Institute, neither
are they to pass personal comments as representing the Institute’s view or position.
3.5.3.2. Radio, television, internet and print media communiqués by employees on behalf of
the Institute shall be issued only upon approval by the Chief Executive Officer (CEO).
3.5.3.3. Statements and declarations to government and official bodies can only be issued
through persons authorized by the CEO. Such statements must be true, correct and in
line with the Institute’s policies.
3.5.3.4. All dealings with the government and official authorities must be transparent and
above board and employees must not exceed the limits of their actual or ostensible
authority.
3.5.3.5. No employee shall allow himself or herself be interviewed or make statements about
any IHVN related issue to any media representative without the consent of CEO.
Failure to comply with this directive will result in disciplinary action.
3.5.3.6. Employees shall not make public statements or speculate on any subject which has to
do with the operations of IHVN. All external enquiries from stakeholders and the
media need to be referred to the CEO’s office.
3.5.3.7. The use of the Institute’s stationery such as letterhead paper and envelopes shall be
limited to official use.

3.5.4. Internet and Email

3.5.4.1. The internet and email facilities provided by IHVN are for business use only, and
employees are expected to use the internet responsibly and productively.
3.5.4.2. All sites and downloads may be monitored and/or blocked by IHVN and the Institute
reserves the right to monitor internet traffic.
3.5.4.3. IHVN’s email system is to be used only for official purposes. Messages composed,
sent or received on the Institute’s electronic mail system will be for business use only.
3.5.4.4. Using IHVN’s e-mail system for the following is strictly prohibited and constitutes a
disciplinary offence:
a) Creating, sending or receiving pornographic, offensive, harassing, obscene or
threatening email;
b) Knowingly sending or receiving information that violates Nigerian laws or
legislation in any way;

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 c) Knowingly sending confidential information, company competitive information,
confidential client information or any other privileged, confidential or sensitive
information to a recipient that such information should not have been sent to;
d) Sending or forwarding of chain letters and other unsolicited e-mail; and
e) Knowingly sending or receiving of information in violation of any copyright
laws.

3.6. Conflict of Interest

3.6.1. Employees should avoid any action which may involve, or may appear to involve, a
conflict of interest with the Institute.
3.6.2. Conflict of interest arises when an employee is involved in situations or activities that
may benefit him/her by virtue of their position with, or at the expense of the Institute.
3.6.3. A conflict situation can arise when an employee takes actions or has interests that
may make it difficult to perform his or her work objectively and effectively. A conflict
of interest may also exist if a family member’s interest interferes with a person’s
independent exercise of sound judgment.
3.6.4. Employees should not have any financial or other business relationships with
suppliers, customers, contractors, competitors or other third parties with which the
Institute has relationships that might impair, or even appear to impair, the
independence of any judgment they may need to make on behalf of IHVN. In
addition, actions of family members may create a conflict of interest. For example,
doing business with an organisation that is partially or fully owned by members of
your family may create a conflict of interest.
3.6.5. Unless a written waiver is granted (as explained below), employees, are prohibited
from:
a. Performing services or having more than 5% financial interest in a private or
public company that is a supplier, customer, contractor or competitor of
IHVN;
b. Performing outside work or engaging in any external activity or enterprise
that may conflict with the Institute’s best interests;
c. Taking for themselves personally, opportunities that are discovered through
the use of the Institute’s property, information and position;
d. Using IHVN’s property, information or position for personal gain, or
competing with the company.
3.6.6. Employees shall not solicit gifts from vendors, customers and business partners.
3.6.7. Employees are under a continuing obligation to disclose to their supervisors any
situation that presents the possibility of a conflict or disparity of interest between the
employee and the Institute.

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 3.6.8. An employee’s conflict of interest may only be waived by the CEO in writing. Copies of
any waivers or approvals given will be kept in the affected employee’s file and other
Institute records.
3.6.9. Violation of this policy shall attract the appropriate disciplinary sanction up to
summary dismissal.
3.6.10. All employees must sign the Conflict of Interest Disclosure Form annually.

3.7. Behaviour and General Conduct

3.7.1. Relationship with Co-Workers
3.7.1.1. Employees are expected to maintain cordial official relationships with each other.
Close personal relationships can compromise objectivity in such matters as
performance evaluations, promotions and work assignments. They can also create
difficulties in maintaining a professional work climate and discipline generally.
3.7.1.2. Appropriate disciplinary action will be taken against anyone whose poor exercise of
judgment in personal relationship interferes with the Institute’s operations.

3.7.2. Rumour Mongering/Malicious Gossips and Libellous Allegation

3.7.2.1. Employees of IHVN are expected to desist from engaging themselves in rumour
mongering and malicious gossips.
3.7.2.2. Raising libellous allegations against fellow employees or Management shall attract
disciplinary action.

3.7.3. Crime Reporting

3.7.3.1. Every employee has a duty to report to his/her supervisor, all instances of crime and
suspected or intended crime against the Institute of which he/she had
foreknowledge.

3.8. Gratifications
3.8.1. Receiving Gratification or Bribes
3.8.1.1. Employees are strictly prohibited from receiving any form of gratification, payment or
dues in the course of duty. Employees must report any offer of gratification in any
form whatsoever to the most accessible supervisor or Departmental/Unit Head.

3.8.2. Accepting or Offering Gifts and other Inducements

3.8.2.1. Employees will not seek gifts or favours of any type from any person or organization
that does business with IHVN.
3.8.2.2. Employees will declare all gifts received from any person or organization that does
business with IHVN to his/her supervisor or Departmental/Unit Head.

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 3.8.2.3. Employees will not offer or give gifts and other inducements to government officials,
customers, suppliers or any such party for the purpose of securing business for IHVN.
3.8.2.4. IHVN as an entity will give corporate gifts to its clients and other stakeholders at the
discretion of the CEO.

3.9. Political Activities

3.9.1. Affiliations
3.9.1.1. Whereas employees are free to participate in the political process of their country,
they shall not under any circumstances present their views, actions and expressions as
that of the Institute, or otherwise state or infer that their views or actions are
supported by IHVN.

3.9.2. Political Appointment

3.9.2.1. Employees who are considering running for or being appointed to public office
should discuss potential conflicts and work arrangements with their supervisor and
the HR Unit.

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 Title: BUSINESS TRAVEL
Version:
Date Revised:
Approved By:
Date Approved:

3.10. Business Travel

3.10.1. Policy Objective
- To establish a uniform criteria and standards for approving, advancing and reimbursing
travel expenses.
- To ensure all employees have a clear and consistent understanding of policies and
procedures for business travel.

3.10.2. Guidelines
3.10.2.1. All business travels, both domestic and international, must be approved by the
Departmental/Unit Head where the expense will be charged.
3.10.2.2. The request and approval for business travel shall be done according to the
established procedures and guidelines, to ensure that the Administration Department
makes the necessary travel arrangements as required.
3.10.2.3. As much as possible/practicable no more than one-third of the Department or
Senior/Executive Management, or more than five (5) employees should travel at the
same time and in the same vehicle, air craft or vessel.
3.10.2.4. In the event of unforeseen expenses during business travel, IHVN will refund all
expenses owed to the employee.
3.10.2.5. Employees must retire cash advanced for travel within two weeks of return and
present receipts for their expenses. Unretired cash advanced would be deducted from
the employee’s salary.
3.10.2.6. All employees travelling with their relatives must sign the Travel Waiver and Release
Liability Form.

3.10.3. Business Travel/ Per- Diem Allowance

3.10.3.1. The business travel allowance is a summation of the per diem, hotel and other
applicable allowances.
3.10.3.2. The per diem covers meals and intra-city travel while the hotel allowance covers costs
associated with hotel accommodation. The cost of international, domestic and inter-
city travel will be borne by the Institute.
3.10.3.3. The approved per diem rates will apply for all business travels. Please see IHVN’s rate
guide for approved per diem rates.

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PERFORMANCE MANAGEMENT

38 | P a g e
 Title: EMPLOYEE PERFORMANCE MANAGEMENT
Version:
Date Revised:
Approved By:
Date Approved:

4. PERFORMANCE MANAGEMENT
4.1. Policy Objective
The objective of the performance management policy is to promote and facilitate a culture of
high performance that would drive the attainment of corporate goals. The policy is designed
to ensure continuous support for employees towards enhancing and strengthening their
performance, and to promote objective assessment of performance as a basis for learning
and development, career development and rewards. The goals of Employee Performance
Management at IHVN are to:
a) Develop a method for measuring individual performance;
b) Align corporate and individual performance goals, standards, and expectations;
c) Develop an objective process for reviewing and improving employee performance;
d) Provide an objective basis for rewarding commendable performance and managing
poor performance;
e) Maintain an efficient, effective, and motivated workforce.

4.1.1. Policy Statements

4.1.1.1. IHVN aims to operate a performance management system where employees know
what needs to be achieved, what is required of them within specific timeframes, what
is measured, and what progress is being made.
4.1.1.2. The Institute’s resources and efforts must be aligned, focusing effort in the right
places and delivering maximum value towards the achievement of strategic goals.
4.1.1.3. The Institute’s strategic objectives should cascade down to employees in a way that
clearly connects individual goals to the corporate plan. To be effective, employees
must understand how their work contributes to the success of the Institute.
4.1.1.4. All employees are responsible for the implementation and administration of the
performance management process. Each employee at every level of the organization
must be held accountable for their participation in the process.
4.1.1.5. Management is also obligated to provide sufficient resources for the development of
supervisors in the essential components of employee performance management.
4.1.1.6. Employee performance appraisal must be based in clear, objective, job-related
criteria, predefined and agreed by supervisor and employee.
4.1.1.7. The performance management policy shall apply to all employees of the Institute.

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4.1.2. Guiding Principles
4.1.2.1. Performance management is an ongoing, continuous process involving
communicating and clarifying job responsibilities, priorities and performance
expectations; performance monitoring, coaching and feedback; performance
evaluation; and employee development and performance improvement support.
4.1.2.2. The Institute’s goals, mission, vision and values must be clearly defined and
communicated to all employees. The Institute must also have a clear strategy and
execution roadmap for the alignment of people and resources.
4.1.2.3. Individual and departmental goals shall be drawn from corporate goals and
objectives to ensure organization-wide goal alignment. Performance measures shall
be derived from performance goals defined at the corporate, functional and project
levels, cascaded down to each job role and employee. Other applicable performance
criteria or indicators would be communicated.
4.1.2.4. Performance Management shall focus on measurable contributions as well as specific
behavioural competencies.
4.1.2.5. Performance goals and expectations must be defined and communicated to
employees at the beginning of the performance period. Performance
expectations/goals for each employee must be clearly defined and documented using
the performance planning form, which will be signed by the employee and
supervisor.
4.1.2.6. Set goals and expectations can be modified in line with business and related realities;
such adjustments such adjustments must be discussed and agreed with the employee
well in advance of the performance appraisal and formally communicated in writing.
4.1.2.7. Upon joining the Institute or assuming a new role, each employee shall be issued a
job description detailing the employee’s job responsibilities. The supervisor shall
clarify performance expectations.
4.1.2.8. Supervisors are responsible for articulating and communicating to employees the
requirements to achieve excellence, accomplish major goals and make unique
contributions worthy of the highest rating.
4.1.2.9. The primary tool for the evaluation of performance in IHVN is the Annual
Performance Evaluation Report (APER). The Institute runs an annual performance
appraisal system, with a mid-year and other interim performance reviews depending
on the job role and nature of deliverables. Performance appraisal outcomes shall
serve as a basis for decisions such as promotion, training, redeployment, salary
increase etc

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4.2. The Performance Management Cycle
4.2.1. Performance Planning – The performance management cycle commences with performance
planning which involves setting and agreeing goals and targets that are aligned with the
Institute’s mission, vision and business objectives for the year ahead or specified period.
Performance planning shall occur at the beginning of the performance period being October.

4.2.1.1. Setting Individual Goals

The supervisor shall cascade departmental/unit goals to individual goals and key
performance indicators, define behavioural expectations as well as employee
development goals. Employee performance shall be monitored and evaluated against
predefined goals, targets and behavioural competencies. Departmental/Unit Heads
“own” the goals for their departments and are responsible for ensuring alignment of
individual goals with those of the department

The outcomes of the employee’s last performance appraisal and the

recommendations thereon (which would have been communicated prior to
performance planning for the next performance period) shall be taken into context,
as applicable. These may include specific actions for performance improvement, or to
build or strengthen required competencies.

4.2.1.2. Defining Goals

Goals shall be set using the SMART principles.

 Specific: definite and clearly defined i.e. no ambiguity.

 Measurable: have a discrete unit of measure to determine the extent of
performance relative to target.
 Achievable: practical targets that can be achieved despite its stretch nature or
time constraints.
 Realistic: reasonable and within employees’ scope or responsibility.
 Time based: delivered within a specified time-frame.

4.2.1.3. Performance Planning Dialogue

The supervisor shall discuss and agree performance goals and expectations with the
employee alongside other developmental goals. During the performance planning
dialogue, employees shall seek clarification, request required support and resources,
give feedback etc.

The Performance Planning Dialogue is crucial. To be effective and meaningful, the

discussion must lead to a shared and agreed understanding between the supervisor

41 | P a g e
 and employee about goals and expected outcomes, behavioural requirements,
support required and to be provided, relevant timelines etc.

4.2.1.4. Documentation
The outcomes of the performance planning dialogue shall be documented in the
Performance Planning (PP) Form, which will be signed off by the supervisor and
employee. Subsequently, the HR Unit shall collate and warehouse the PP Forms. The
HR Unit will monitor the performance planning process and ensure proper completion
and documentation, investigate non-compliance, and take appropriate action towards
ensuring the process is duly completed.

4.2.1.5. Performance Improvement Planning

Where an employee is placed on a Performance Improvement Plan based on the
outcomes of the last performance appraisal, at the beginning of the performance
cycle, the supervisor shall use the identified competency or performance deficiencies
to determine a course of action towards bridging identified gaps and improving the
employee’s performance. This shall constitute the employee’s Performance
Improvement Plan (PIP).

4.2.2. Employee Development and Performance Support

IHVN is committed to providing employees with the resources and support required to
perform effectively on their jobs. These include work tools and development support such
as job-related trainings, learning interventions, coaching etc. towards building and
strengthening skills and competencies required for effective job performance and achieving
set goals.

Coaching & Feedback – Supervisors are expected to coach employees and provide clear
(unambiguous) feedback on performance on a continuous basis. They shall provide
direction, guidance, tips, advice, information and other forms of assistance that employees
may need to perform optimally on assigned tasks and activities. Supervisors must work with
employees to maximize their strengths and improve weak areas.

4.2.3. Performance Monitoring and Review

Continuous monitoring is a vital part of performance management. The supervisor shall
monitor employee progress during the performance period, give advice or feedback,
commend good results and efforts, recommend or make appropriate changes or
interventions in the bid to ensure good outcomes. supervisors are expected to monitor
employee performance without being intrusive, distracting or micromanaging.

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 4.2.3.1. Performance Review
Supervisors shall conduct periodic review of employee performance. This is an
assessment and discussion of employee progress vis-à-vis key performance goals.
Whilst performance is not formally rated, the outcome of the performance review
shall be documented and collated by the HR Unit. The Institute’s performance
management framework features a mid-year performance review. Other periodic
reviews in addition to this may also be adopted depending on the employee’s role,
project or nature of deliverables.

Periodic performance reviews support performance monitoring; early identification of

performance or related gaps or challenges so that appropriate action, adjustments or
intervention can be made; and timely feedback as well as interim rewards or
commendation to further motivate and enhance performance. Employees are also
expected to give feedback, and highlight challenges that may likely affect realization
of set targets for possible resolutions. Performance reviews also help ensure
employees are fairly aware of their performance status prior to the formal
performance appraisal.

4.2.3.2. Adjustment of Goals

Performance goals and expectations can be modified in line with business and related
realities. Supervisors shall discuss and agree such revisions with employees well in
advance of the performance appraisal. Such changes must be formally communicated
in writing.
4.2.4. Performance Appraisal
Performance Appraisal is the systematic evaluation of employee job performance. It is the
formal process of assessing employee performance in relation to predefined goals and
criteria. The outcomes of a performance appraisal serve as critical input for the next
performance planning phase.

The institute runs an annual performance appraisal. The performance appraisal process
features three main phases – Document, Evaluate and Dialogue.

4.2.4.1. Document
The HR Unit shall publish a reminder of the performance calendar notifying
supervisors and employees of the start and end dates for the assessment phase of
the performance period. The appraisal exercise will commence with activities such as
pre-appraisal validation and performance data gathering.

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4.2.4.2. Evaluate
Employee performance shall be evaluated and rated based on the predefined
performance goals, targets and expectations. Using the job description and
Performance Planning form an objective assessment of the employee’s performance
shall be provided by the supervisor. The Annual Performance Evaluation Report
(APER) is the only valid medium for doing this.

a) The assessment shall cover:

 Performance against agreed targets;
 Competency requirements; and
 Other predefined goals, where applicable.
b) The employee shall first undertake a self-evaluation and pass on the completed
appraisal form along with supporting performance evidence and information to
the supervisor.
c) The line supervisor shall evaluate and rate the employee’s performance. Where
the employee reported to more than one supervisor during the performance
period, the appraiser shall be the supervisor to whom the employee reported for
the greater part of the period under review.

4.2.4.3. Appraisal Dialogue

A formal appraisal dialogue must take place between appraiser and appraisee to
discuss performance. Discussions should cover:
a) Employee performance during the period, factual (documented) substantiation
and critical incidents leading to the achievement or the non-achievement of the
agreed KPIs;
b) Employee competencies, strengths and areas of improvement;
c) Employee development activities during the review period and the learning
experiences from these activities;
d) Proposed course of action to close identified performance and competency
gaps;
e) Overall appraisee rating;
f) Employee future goals, targets and expectations; and
g) Feedback and comments from both the employee and supervisor (the appraisal
dialogue should be interactive).

Performance evaluations are confidential and are not to be discussed with other
employees. Upon conclusion, both parties should sign and date the performance
evaluation form. The employee’s signature does not necessarily imply agreement with
the overall rating. Refusal to sign the APER form shall constitute misconduct.

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4.3. Appraisal Rating
The employee’s overall appraisal rating shall be based on the employee’s weighted average
score. The overall performance rating shall be determined using the Institute’s rating scale.

4.4. Performance Appraisal Disputes

Where an employee disagrees with the performance evaluation rating, the following steps
shall apply.
4.4.1. The employee should notify the HR Unit, providing evidence for the disagreement.
4.4.2. The HR Unit shall run preliminary investigation and convene a meeting with the
employee and the supervisor (if required), and give feedback from this meeting to
the Departmental/Unit Head and Associate Director, Human Resources to enable
them reach a decision. Where agreement cannot be reached, the ‘disputed’ rating is
subjected to the Performance Review process.
4.4.3. The Associate Director, Human Resources must ensure that agreement on a final
rating is reached at the Performance Review Session. This agreement becomes final
and binding.

4.5. Performance Review Committee Session

4.5.1. In order to ratify overall ratings, the employee’s initial rating shall be subjected to the
Institute’s rating framework for objectively grading contribution and competence of
employees. The HR Unit shall formally convene the Institute’s Performance Review
Committee session.
4.5.2. The Performance Review Committee shall typically comprise of Departmental Heads,
Associate Director, Human Resources, and Executive Management.
4.5.3. The Committee shall ratify that ratings have been objectively and fairly awarded to
employees and ensure that all performance disputes are resolved.
4.5.4. Management decisions and recommendations (bonus payments, goal
setting/resetting, career advancement, rewards, etc.) are based on the outcome of
the Performance Review Committee Session.

4.6. Performance Appraisal Outcomes

Upon conclusion of the Performance Review Committee Session and subsequently Executive
Management approval, the performance appraisal outcomes shall be applied accordingly.
Performance appraisal outcomes may include:

4.6.1. Learning and Development

45 | P a g e
 Areas of performance improvement that have been identified during the
performance evaluation process are collated for intervention by the HR Unit.
Training needs shall therefore form the basis for developing training plans in the
subsequent year.

4.6.2. Career Management

Employee career development shall be dependent on performance rating.

4.6.2.1. Promotion
Employee performance shall be a key determinant for promotion eligibility.
Employee performance results must demonstrate ability (capability and
willingness) to perform at the next higher grade and meet the specifications for
the new grade as well as other criteria for promotion.

4.6.2.2. Performance Improvement

Where an employee fails to meet performance expectations, he/she shall be
placed on a Performance Improvement Plan (PIP). Identified improvement plans
should be documented and planned for. Required interventions should be
included in the documentation. These include but are not limited to training,
coaching, counselling and reassignment/redeployment. HR’s support should be
sought to identify the most suitable interventions to close competency gaps.

4.6.2.3. Career Development

Employee performance shall drive career development within the Institute
which includes the use of mechanisms such as special projects or assignments,
succession planning, fast track or special career development programs
mentoring, training etc. Career development shall assist employees in
identifying their growth/advancement potential within the organization and
provide a support structure for developing the internal talent pool for future
vacancies in the Institute.

4.6.3. Reward for Outstanding Work

Employees who demonstrated outstanding performance and exemplary conduct
would be recognized and rewarded through means such commendation letters,
awards, certificates, medals, gifts in cash or kind, pay rise etc. All cash gifts shall be
subject to the availability of funds and CEO approval.

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4.6.3.1. Productivity Bonus
Employees who meet or surpass performance expectations, as well other
defined standards or requirements, shall be entitled to a Productivity Bonus (PB)
based on their overall performance evaluation rating. The percentage bonus
applicable shall be according to the APER Form guidelines.

4.6.3.2. Annual Bonus for Drivers

Non-Accident Bonus shall be paid to Drivers not involved in any accident over a
period of one year, at the rate of N20,000.00 per annum. Drivers who were
involved in accidents (whether or not they were at fault) will forfeit the bonus.
The Bonus is payable in December on the strength of a Non-Accident Bonus
Certificate issued by the Fleet Supervisor.

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 Title: CONSEQUENCE MANAGEMENT
Version:
Date Revised:
Approved By:
Date Approved:

4.7. Consequence Management

The aim of this policy is to guide the management of performance deemed below
expectation or unsatisfactory in a fair and consistent manner, and ensure the provision of
practical support to facilitate necessary improvement. Where the performance of an
employee is below acceptable standard, the supervisor and Departmental/Unit Head in
consultation with the HR Unit are required to identify the causes and develop a course of
action to improve performance and maintain satisfactory standards.

4.7.1. Consequence Management Guidelines

4.7.1.1. Where an employee’s performance is deemed below acceptable standard during a
performance review, steps should be taken to identify the cause(s) and efforts made
to assist the employee to improve performance prior to the formal appraisal.
4.7.1.2. Considering the interdependence of jobs and how the output one employee serves
as the input of another, supervisors must promptly address poor performance with
the dual objective of fostering necessary improvement and preventing the
underperformance from adversely affecting other jobs and employees.
4.7.1.3. During performance discussions with the employee, the supervisor must ensure that:
a. The requirements of the job are clearly outlined and understood.
b. The employee knows what standards are expected.
c. The employee has the appropriate experience/training to perform effectively at
the level required.
d. Any personality conflicts at work which may be detrimental to performance are
identified.
e. Any other internal, and/or external (domestic, social, welfare problems, etc.)
factors are not adversely affecting the employee’s performance

4.7.2. Consequence Management for Performance Below Acceptable Standard – Confirmed

Staff
4.7.2.1. Where an employee’s overall performance is below standard or does not meet
expectation, the employee shall be issued a warning letter and placed on a
Performance Improvement Plan (PIP).
4.7.2.2. The duration of the PIP shall be six months, or as approved by the Associate Director,
Human Resources. A performance review session will be conducted every three
months.

48 | P a g e
 4.7.2.3. Performance below acceptable standard after the first three months of the PIP will
result in a final warning letter stating implications.
4.7.2.4. Performance below acceptable standard in the final performance review of the PIP
will result in termination with payments of benefits.
4.7.2.5. Achievement of acceptable performance standard after any performance review
session of the PIP will result in the employee being taken off the PIP.
4.7.2.6. The supervisor shall ensure the provision of required resources and support towards
improving performance.

4.7.3. Monitoring Progress

4.7.3.1. During the PIP period, the employee’s performance shall be reviewed every three
months. A written report shall be prepared following each performance review.
4.7.3.2. If it is established at the end of a review that the employee’s performance still falls
below the required standard, the employee will be issued a warning letter stating the
consequences of continued non-performance.
4.7.3.3. On the other hand, if it is established that performance has improved to an
acceptable level at the end of a performance review, the employee is taken off the
PIP. The supervisor must highlight the importance of sustaining and strengthening
performance.
4.7.3.4. Performance below acceptable standard by the end of the PIP period would result in
termination. However, the employee may be considered for alternative roles for
which he/she possesses required competencies, where such vacancies are available
and the employee confirms interest.

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COMPENSATION AND BENEFITS

50 | P a g e
 Title: COMPENSATION AND BENEFITS
Version:
Date Revised:
Approved By:
Date Approved:

5. COMPENSATION AND BENEFITS

5.1. Policy Objective
To attract and retain skilled and qualified employees in support of IHVN’s strategic goals and
business objectives; ensure fair and equitable compensation of employees across the
Institute; reward and recognize employee efforts; and drive performance, growth and
development.

5.1.1. Policy Statements

5.1.1.1. IHVN is committed to providing fair and competitive compensation and benefits to
attract, retain and reward talent, supported by an effective system of administration.
5.1.1.2. The compensation strategy will guide the design and review of the Institute’s salary
structure. This will be based on evaluation of jobs and prevailing market rates for
similar jobs across the defined pay market, to ensure external competitiveness and
internal equity.
5.1.1.3. Salary for new hires will be determined by the nature of the role and the job
requirements including experience, academic and professional qualifications, value
contribution and the job grade.
5.1.1.4. IHVN shall assign a pay range to each grade level within the Institute. The use of the
pay range shall be limited to compensation and remuneration matters and shall not
impact authority and approval powers. Authority and approval powers shall be
defined for each job role based on the responsibilities and accountabilities of the job.

5.1.2. Guiding Principles

5.1.2.1. IHVN’s compensation and benefits framework has been designed with due
consideration for the principles of job evaluation/classification, the need to stimulate
and reward employee performance and contributions, and the need to be externally
competitive.
5.1.2.2. The HR Unit is responsible for designing and administering the compensation and
benefit structure. Management will provide guidelines.
5.1.2.3. The salary range for each grade has a minimum and maximum point. The minimum
point for each salary range is the lowest salary for acceptable performance in that
grade, while the maximum point is the highest salary for the grade. Employees on
each grade can progress through the salary range.

51 | P a g e
 5.1.2.4. Salary increases and related adjustments are subject to the CEO’s approval.

5.2. Remuneration
5.2.1.1. Remuneration shall be competitive and consistent with job performance and grade
level within the Institute.
5.2.1.2. Employees shall be paid according to IHVN’s approved salary scale.
5.2.1.3. Salaries shall be paid monthly at the specified date of the month.
5.2.1.4. Salary increment is subject to satisfactory performance appraisal and at
Management’s discretion.
5.2.1.5. No employee shall be paid less than the minimum of the salary range for his/her
grade level.
5.2.1.6. Formal or informal remuneration surveys will be carried out by the HR Unit at least
once every (3) three years.
5.2.1.7. The outcomes of the remuneration survey amongst other economic factors shall form
the basis for remuneration adjustments within the Institute.
5.2.1.8. Employees on special appointment shall be matched to the appropriate grade and
salary range in the Institute.

5.2.2. Salary Administration

5.2.2.1. The basic salary and allowances are stated in the letter of employment. Employees
will be advised in writing of any subsequent changes to these. The pay slip will
provide a breakdown of the monthly payments and deductions.
5.2.2.2. Salaries and wages are personal and confidential to the individual employee and not
to be discussed.
5.2.2.3. Salary payment is made on a set day of the month. If this day falls on a weekend or
public holiday, then payment will be made on the day preceding the weekend or
public holiday.
5.2.2.4. Where the employment commenced part-way through the month, the salary would
be prorated accordingly.
5.2.2.5. Salaries will be deposited electronically into employees’ salary accounts.

5.2.3. Deductions
5.2.3.1. All payroll related deductions and remittance (including pension fund, PAYE etc.) shall
be deducted at source from the employee’s salary and remitted in line with
regulatory guidelines and target dates.

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5.3. Allowances
The following allowances are paid to an employee based on grade level:

5.3.1. Housing Allowance

5.3.1.1. The Housing allowance will be paid monthly until confirmation of appointment.
5.3.1.2. After confirmation of appointment, the balance would be paid up-front.
5.3.1.3. An employee who was paid up-front but separates (either voluntarily or involuntary)
from the Institute before the end of the period covered by the housing allowance will
be required to refund the outstanding amount.

5.3.2. Other Allowances

5.3.2.1. Other general allowances as provided in the schedule of salary and allowances are as
follows:
a) Transportation Allowance
b) Meal Subsidy Allowance
c) Miscellaneous/Medical Benefit Allowance

5.3.3. Drivers Inconvenience Allowance

5.3.3.1. This allowance shall be applicable to drivers, being 10% of basic salary.

5.3.4. Children’s Education Allowance

5.3.4.1. This allowance shall be applicable to the CEO, COO, and Executive Directors, as
provided in the schedule of allowances.

5.3.5. Domestic Allowance

5.3.5.1. This allowance shall be applicable to the CEO, COO, and Executive Directors, as
provided in the schedule of allowances.

5.3.6. Entertainment Allowance

5.3.6.1. This allowance shall be applicable to the CEO, COO, and Executive Directors, as
provided in the schedule of allowances.

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5.3.7. Policy on Time Sheet

5.3.7.1. Introduction

5.3.7.1.1. This timesheet policy contains the rules, procedures and guidelines, which govern the
responsibilities of all full time employees of the Institute of Human Virology, Nigeria for
the accurate completion, timely submission, review and approval of all time sheets.

5.3.7.2. Eligibility/Scope

5.3.7.2.1. This policy applies to all full time employees of the institute, as stated in the HR Policy
Manual, full time employees of IHVN who have 100% work effort and are eligible for the
institute’s benefits and also under obligation for adherence to the hours of normal work
therein stated.

5.3.7.2.2. It is important that all full time employees of the institute accurately record their work
time in the Timesheet portal once this is open and formally communicated to employees
during each pay period clearly stated and such completed timesheet to be submitted to
their Supervisors for approval.

5.3.7.2.3. The Institute utilizes a web-based Timesheet portal that is usually opened to employees
at specific times each month, which is duly communicated to all employees by the HR
Unit.

5.3.7.3. Employees’ Responsibility

5.3.7.3.1. All employees are required to duly complete their timesheets monthly at the stipulated
time and submit to their Supervisors for approval.

5.3.7.3.2. Employees who fail to submit timely and accurate timesheet at the end of the period
allowed or fail to submit at all will be subject to disciplinary action. The Institute reserves
the right to apply the appropriate level of discipline as may be determined by
Management, which may include withholding of salary of such employee until the
required timesheet is submitted, approved and processed.

5.3.7.3.3. All employees are required to ensure that all Management approval for time off on paid
leave, sick leave and all other off -work periods are properly documented with the
Human Resources Unit, as they shall bear full responsibility for non –documentation and
appropriate sanctions that may be applied.

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 5.3.7.4. Misrepresentation of information

5.3.7.4.1. Misrepresentation of information in any form violates HR policy. Any employee who
knowingly misrepresents or falsifies documentation about their time worked or any other aspect of
their timesheet will be adjudged as fraudulent and will be appropriately disciplined.

5.3.7.5. Supervisors’ Responsibility

5.3.7.5.1. It is the responsibility of every designated supervisor to appropriately review and approve
duly completed and submitted timesheets within the stipulated time frame.

5.3.7.5.2. Supervisors who fail to review and approve submitted timesheets before the applicable
deadline or fail to review/approve timesheets at all may be subjected to disciplinary
action, which shall include withholding of the supervisor’s salary if it is confirmed that the
employee submitted his/her timesheet within the stipulated time.. The supervisor’s salary
will only be released when all such pending timesheets are satisfactorily reviewed and
approved by the supervisor.

5.3.7.5.3. The institute, however, recognizes that there may be situations where it is not possible for
a supervisor to review the timesheets of their subordinates on a timely basis. These
circumstances may include, but are not limited to:

a. When the employee failed to submit the timesheet in a timely manner

b. When the supervisor travelled to where there is no internet coverage or access to

internet facilities to access the timesheet(s) to approve.

5.3.7.5.4. In the event of any of the circumstances above, the Supervisor should inform HR before
the end of the stipulated time frame for supervisors’ approval.

55 | P a g e
 Title: BENEFITS
Version:
Date Revised:
Approved By:
ate Approved:

5.4. Statutory Benefits

5.4.1. Medical Benefits
5.4.1.1. The Institute in line with the provisions of the National Health Insurance Scheme
(NHIS) will operate a prepaid Health Management Scheme at all locations.
5.4.1.2. Employees of the Institute shall provide the necessary information required for the HR
Unit to register the employee and his/her dependants – spouse and maximum of four
(4) children.
5.4.1.3. HR will inform employees of the applicable scheme in their location. Accordingly,
employees are free to choose a hospital or clinic from the Institute’s selected
healthcare service providers.

5.4.2. Group Life Insurance

5.4.2.1. All employees are covered under the Institute’s Group Life Insurance Policy. This takes
effect on assumption of duty with Institute.
5.4.2.2. The Institute shall maintain a life assurance policy in favour of every employee for a
minimum of three (3) times the annual total emolument of the employee.
5.4.2.3. In the event of an employee’s death, the beneficiary of the employee will be
compensated under the terms and conditions of the Institute’s Group Life Insurance
Policy.

5.4.3. Employee Compensation Act

5.4.3.1. In line with the laws of the Federal Republic of Nigeria, all employees are covered
under the National Social Insurance Trust Fund in accordance with the Employee’s
Compensation Act.
5.4.3.2. Employees will be entitled to compensation based on the statutes of the Workmen’s
Compensation Act in the event of accident, death or any form of incapacity arising in
the course of employment.

5.4.4. National Housing Fund

5.4.4.1. 2.5% of each employee’s monthly basic salary shall be deducted and remitted to the
National Housing Fund, and the employee’s NHF passbook shall be updated
accordingly.

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 5.4.4.2. On leaving the service of the Institute, the passbook shall be handed to the employee
on completion of the necessary exit clearance procedures.

5.5. Non-Statutory Benefit

5.5.1. Long Service Award
5.5.1.1. In recognition of long term, dedicated and loyal service to the Institute, a reward shall
be given to employees who have served the Institute for five (5), ten (10) years and
above.
5.5.1.2. Qualifying employees shall be presented with certificates, tokens or gifts in
appreciation for their loyalty and continuous service. Congratulatory letters shall also
be issued.

5.5.2. Burial Assistance

5.5.2.1. In the event of an employee’s death, the Institute shall provide a funeral hearse for
the burial, and financial support of a maximum of two hundred thousand naira
(N200,000.00) for the immediate family (spouse and children).

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 Title: PENSION
Version:
Date Revised:
Approved By:
Date Approved:

5.6. Pension
5.6.1. Policy Statement
5.6.1.1. IHVN will offer pension benefits in line with the provision of the Nigerian Labour Law
and Pension Reform Act.
5.6.1.2. The Institute operates a contributory pension scheme.

5.6.2. Guiding Principles

5.6.2.1. The compulsory retirement age shall be 60 years.
5.6.2.2. An employee shall retire on the last day of the month in which he/she attains the age
of 60 years.
5.6.2.3. Employees who hold a Retirement Savings Account (RSA) will have access to funds
credited to their accounts upon retirement or attaining the age of 50 years.
5.6.2.4. Where an employee retires from active service before the age of 50 years due to
mental or physical incapacity, he or she can have access to his/her RSA.
5.6.2.5. Employees who are disengaged before the age of 50 and are unable to secure
employment within four (4) months of disengagement can also have limited access to
their retirement savings account (not exceeding 25% of the account balance).
5.6.2.6. Employees dismissed from the Institute shall be entitled to their pension fund
contribution and accrued interest.

5.7. Pension Scheme

5.7.1.1. The Institute will adhere to the related guidelines of the Pension Reform Act.
5.7.1.2. The Institute will contribute 15% of the Employee’s monthly emolument, defined as
the Basic Salary, Housing and Transport Allowances.
5.7.1.3. The employee will contribute 8% of his/her monthly emolument via a deduction from
his/her monthly salary.
5.7.1.4. The Institute will remit the monthly pension contributions to the Pension Fund
Custodian.
5.7.1.5. The funds of the scheme will be managed by a Pension Fund Administrators (PFA) of
the employee’s choice, and will be paid upon retirement or as defined by the Pension
Act.

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CAREER MANAGEMENT

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 Title: CAREER MANAGEMENT
Version:
Date Revised:
Approved By:
Date Approved:

6. CAREER MANAGEMENT
6.1. Policy Objective
- To provide clear guidelines for employee career development, career paths and
roadmap; ensure appropriate talent development for current and future
requirements; and support the retention of top talent and scarce, critical skills.

6.1.1. Policy Statements

6.1.1.1. As the success of IHVN is contingent upon maintaining competent and engaged
employees, the Institute is committed to supporting and facilitating employees’
competency development and career growth.
6.1.1.2. Career management and development is an integral part of talent management.
Departmental/Unit Heads will communicate career opportunities to employees
including:
a) Career paths available in IHVN;
b) Training, qualifications and other prerequisites for accessing career
opportunities;
c) Development or performance expectations required for an employee to take
advantage of career opportunities; and
d) Available opportunities for lateral progression for the purpose of career
development.
6.1.1.3. The Institute will foster the development of well qualified employees who are
prepared for advancement to higher-level roles, providing leadership with the option
of promoting from within when vacancies arises.

6.1.2. Guiding Principles

6.1.2.1. Career development is the responsibility of both the employee and the Institute.
6.1.2.2. The Institute seeks to ensure clearly defined career paths that facilitates career
growth, motivation and career options.
6.1.2.3. The HR Unit will share IHVN’s career path structure with new joiners during their
induction program. Departmental/Unit Heads shall also discuss career path options
with employees and support them in pursuit of agreed goals.
6.1.2.4. Learning and development interventions shall be aligned with the Institute’s strategy,
and the required capabilities and competencies.

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 6.1.2.5. The Institute will strive to ensure an environment where employees can continuously
improve their skills as well as their contribution to corporate performance.

6.1.3. Career Path Structure

6.1.3.1. IHVN has a robust career path structure with multiple career growth paths.
6.1.3.2. Employees requiring guidance or advice on career paths should contact their
Departmental/Unit Head or the HR Unit.
6.1.3.3. The Institute’s four broad career paths are summarized below.
a) Business Sustainability Services (BSS) – Employees in this career path are
engaged in roles and activities focused on ensuring the organization’s
sustainability and operational efficiency. BSS grooms talent to gain deep
domain expertise and develop entrepreneurial and customer-oriented mindsets
in line with the Institute’s strategy. Jobs in this path include Business
Development, Training, Finance, HSS, Technical Supervisor etc.
b) Clinical & Technical Services (CTS) – The focus of this career path is to provide
expertise in research, laboratory and clinical services towards addressing public
health challenges in the areas of diagnostics, support, treatment and care in
IHVN’s programme areas (HIV/AIDS, Malaria, TB, Cancer etc.). The roles in this
career path require specialist skills and innovation in their day to day activities.
Jobs in this path include Laboratory Scientists/Specialists, Biostatisticians,
Biotech Engineers, Researchers & Primary Investigators, Doctors, Pharmacists
etc.
c) Corporate Operations Services (COS) – Jobs in this career path provide
organization-wide support services based on specialised knowledge, best
practices and technology, to serve the organization’s internal and external
interests. Jobs in this path include Human Resources, Information Technology,
Administration, Compliance/Audit, External Relations etc.
d) Auxiliary Support (AUX) – This career path is for unskilled/semi-skilled staff who
provide support to staff in the organisation. Jobs in this path include drivers,
office assistants, cleaners etc.
6.1.3.4. Employees switching from one career path to the other may enter the new career
path at a lower grade, depending on the role and requirements.
6.1.3.5. The HR Unit will communicate any updates or changes to the career path structure
and guidelines upon approval by the CEO.

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 Title: TRANSFER
Version:
Date Revised:
Approved By:
Date Approved:

6.2. Transfer
6.2.1. Policy Objective
To articulate the circumstances, requirements and conditions for transfers, redeployments
and alternative placements.

6.2.2. Policy Statement

6.2.2.1. IHVN will leverage employee mobility as opportunity for employee development,
skills transfer, and exchange of information and ideas.
6.2.2.2. The Institute supports career mobility and would seek to support employees to
pursue opportunities that foster their career development and facilitates the
attainment of corporate goals.
6.2.2.3. The Institute supports the use of transfers and recognises them as:
a) Developmental for the individual;
b) A means of advancing career paths;
c) Adding to the skills base of the Institute;
d) An avenue to manage short term staffing or work load challenges; and
e) An opportunity to build or strengthen relationships with other departments.
6.2.2.4. The Institute shall take individual circumstances into consideration in making such
transfer.

6.2.3. Guiding Principles

6.2.3.1. Transfer means any assignment of over six months duration that takes the employee
outside his/her primary responsibility to engage in different jobs within the Institute,
in the same or a different location.
6.2.3.2. IHVN reserves the right to transfer employees to any location of its operations
depending on its business requirements. Refusal to relocate constitutes gross
misconduct which shall attract disciplinary procedures.
6.2.3.3. As transfers have implications for career development, personal and family life,
proposed transfers shall be discussed with the sending and receiving department and
the concerned employee prior to making a final decision.
6.2.3.4. Notice will be given to any employee who is considered for transfer and the Institute
will provide the employee with relocation allowance and support.
6.2.3.5. Transfers and redeployments vary in type and circumstance. A fair and consistent
approach will be used across the Institute.

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6.2.4. Job Rotation
6.2.4.1. The Institute recognizes the value of providing employees with opportunities for job
enrichment, and broadening employees’ skills and understanding of the Institute’s
operations.
6.2.4.2. From time to time, the Institute may provide employees with job rotation
opportunities – movement of employees from one job to another within the Institute
for reasons such as skills building, career development, new employee orientation,
and preventing job boredom or burnout.
6.2.4.3. Job rotation may be arranged through exchanges mutually agreed to by employees
and the concerned Departmental/Unit Heads in consultation with the HR Unit.
6.2.4.4. The period spent in a job rotation shall range from a minimum of six (6) weeks to a
maximum of twelve (12) weeks.
6.2.4.5. Employees who have spent more than one (1) year within the Institute are eligible for
consideration for job rotation.

6.2.5. Redeployment
6.2.5.1. The Institute reserves the right to redeploy any employee to/from any
department/unit or job within the Institute. This is a standard part of the Institute’s
employment terms.
6.2.5.2. Redeployment is the transfer of an employee from one role to another within the
Institute.
6.2.5.3. Ideally an employee shall spend a minimum of twelve (12) months in the current role
before he/she can be considered for redeployment. However, due to the exigencies
of work, the Institute may consider an employee who has spent less than twelve (12)
months in the current role for redeployment.
6.2.5.4. An employee’s refusal to accept a redeployment shall be treated as a breach of the
employment contract and the employee’s appointment would be reviewed.
6.2.5.5. Employees to be redeployed shall receive at least two (2) weeks’ notice to enable
them prepare and handover to their successors.

6.2.6. Internal Secondment

6.2.6.1. An employee can be seconded internally to another role within Institute, where the
employee has the necessary skills, knowledge and experience for the role.
6.2.6.2. An internal secondment may also be used as a development opportunity for the
seconded employee.

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 6.2.6.3. An internal secondment shall be for a time limited duration (normally a maximum of
one year), after which the employee will be expected to return to their substantive
post.
6.2.6.4. The employee’s supervisor shall confirm in advance that the substantive role can be
retained for the employee. Where this may not be possible (for example, due to
changes in the organization), the Institute will seek to redeploy where practicable.

6.2.7. Relocation
6.2.7.1. Subject to the terms of employment, an employee may be transferred or posted to
work in any State within Nigeria.
6.2.7.2. The employee shall be given thirty (30) days notice in writing and paid relocation
allowance.
6.2.7.3. Where an employee is relocated, or newly employed outside his/her location of
residence, or posted to any of the Institute’s regional offices, the employee shall be
entitled to:
a) Hotel allowance/accommodation in the new location for the first 28 days
(the employee shall not be paid Housing Allowance of this period);
b) Applicable per diem for the first 28 days; and
c) The cost of moving personal effects to the new location (for employees on
transfers only).
6.2.7.4. All paid relocation allowances shall be based on the Institute’s approved rates, with
prior approval of the relocation by the CEO.
6.2.7.5. A employee who resigns his/her appointment within 12 months of receipt of the first
28 days allowances (for either relocation or employment outside location of
residence) shall be required to refund the full amount to the Institute.

6.2.8. Acting Appointment

6.2.8.1. This is the temporary engagement of an employee to a position of higher
responsibility for a limited period. Acting appointments are made to fill roles that are
temporarily vacant and their duration should be limited accordingly.

6.2.8.2. Acting appointments shall be based on merit, performance and competence of the
individual being selected. The employee shall meet all professional requirements to
discharge the responsibilities of the position and exercise supervisory control over the
other employees in the Department/Unit.

6.2.8.3. Acting appointments shall be formally communicated to the employee by the HR

Unit.

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6.2.8.4. Where an employee has been appointed to act in a grade higher than his/her current
grade, the employee shall be entitled to ten percent of his/her current basic pay as
acting allowance.

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 Title: PROMOTION
Version:
Date Revised:
Approved By:
Date Approved:

6.3. Promotion
6.3.1. Policy Objective
To recognise and reward meritorious performance; inspire exceptional performance,
growth and development amongst employees; and ensure equity, fairness and objectivity
in matters relating to promotion.

6.3.2. Guidelines
6.3.2.1. Promotion is earned by meeting predefined performance standards/expectations and
criteria, which would include functional or operational targets as well as behavioural
requirements and expectations.
6.3.2.2. All promotions are subject to availability of vacancies and budget provisions.
6.3.2.3. Employees can only be promoted into funded positions. Where more than one
employee qualifies for promotion into a funded role, the promotion selection process
shall be competitive, with clearly defined evaluation criteria.
6.3.2.4. Employees with pending disciplinary matters shall not be considered for promotion
until they are cleared. An employee who is cleared from a disciplinary case may be
considered for promotion during that period, provided that other criteria for
promotion are satisfied.
6.3.2.5. Departmental Heads shall be responsible for presenting employees due and
recommended for promotion to the HR Unit. The HR Unit will conduct due diligence
and present the shortlist of qualifying employees to the Performance Review
Committee.
6.3.2.6. The Performance Review Committee will review, approve and give recommendations.
6.3.2.7. The CEO shall give final approval for promotion.
6.3.2.8. The HR Unit shall be required to determine the cost implications of promotions and
ensure that promotions agreed are within the Institute's budget.

6.3.3. Promotion Eligibility Criteria

6.3.3.1. The employee must be a confirmed staff of IHVN.
6.3.3.2. The employee must have spent the minimum required time/tenure in the current job
grade.

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6.3.3.3. The employee’s performance must demonstrate ability (capability and willingness) to
perform at the next higher grade and meet specifications for the new grade.
Performance appraisal outcomes will be considered for promotion decisions.
6.3.3.4. The employee shall have no pending or current disciplinary issues.
6.3.3.5. Any other criteria as set out by Executive Management.

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 Title: SUCCESSION PLANNING
Version:
Date Revised:
Approved By:
Date Approved:

6.4. Succession Planning

6.4.1. Policy Objective
To identify and develop high performing employees with the potential to fill key positions
within the Institute towards ensuring leadership and management continuity.

6.4.2. Policy Statement

6.4.2.1. The Institute shall run a succession planning programme to identify and prepare high
potential employees as possible successors for critical roles across the Institute.
6.4.2.2. Employees identified as potential successors shall be enrolled in training and
development programs to enable them acquire key competences required to fill
critical roles.

6.4.3. Guiding Principles

6.4.3.1. Succession planning shall be led by the Associate Director, Human Resources
supported by the Departmental/Unit Heads. The programme shall be managed by
the HR Unit.
6.4.3.2. Succession planning sessions shall hold periodically, with key participants being
Executive Management, Departmental/Unit Heads and the Associate Director, Human
Resources.
6.4.3.3. The Associate Director, Human Resources shall identify key roles that are critical to
the attainment of the Institute’s goals and objectives.
6.4.3.4. Departmental/Unit Heads shall identify consistently high performing employees in
their departments/units with potential to fill the identified key roles, and recommend
them for the succession pool. The HR Unit will endeavour to ensure at least two (2)
potential successors for each role on the plan.
6.4.3.5. Consistently high performing employees over a defined period will be eligible for
inclusion in the succession pool if they meet other development and behavioural
requirements.
6.4.3.6. Training, development and related interventions for potential successors shall be
conducted in line with the job profile and competency requirements for the targeted
jobs, to ensure they are well prepared to take on the targeted roles.

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 Title: LEARNING AND DEVELOPMENT
Version:
Date Revised:
Approved By:
Date Approved:

6.5. Learning and Development

6.5.1. Policy Objectives
- To develop employee competency, improve their contributions to the Institute and
prepare them for assuming greater responsibilities within the Institute.
- To establish the Institute’s commitment to acquisition and development of requisite
competencies to deliver its business objectives.

6.5.2. Policy Statements

6.5.2.1. Learning and development will be a continuous and formal vehicle for the acquisition
and development of requisite competencies necessary to build an empowered
workforce.
6.5.2.2. The purpose of training is to equip employees to perform better in their current jobs,
while also preparing them to take on higher or additional responsibilities within the
Institute.
6.5.2.3. Training needs shall be identified by supervisors and Departmental/Unit Heads during
the annual performance appraisal exercise. Other emerging needs can also be
identified in the course of the year, in the line with organizational, operational or job
requirements.
6.5.2.4. Annual training plans will be developed for each Department covering central and
regional staff. Departmental Heads shall be responsible for developing training plans
for their departments, with input from key stakeholders.
6.5.2.5. Learning and development needs will be addressed via methods such as on-the-job
learning; self-managed learning; tutor-led interventions etc
6.5.2.6. Learning and development programmes and initiatives will be delivered on a value for
money and just-in-time basis.
6.5.2.7. Best practice will be applied to the evaluation of learning and development
interventions. A selective, focused and practical approach will be adopted in assessing
the impact of learning.
6.5.2.8. IHVN will develop and maintain a knowledge management framework to harness and
manage its knowledge and intellectual capital.

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6.5.3. Roles and Responsibilities
6.5.3.1. Executive Management is responsible for actively encouraging learning and
development to enable IHVN meet its business objectives. They are also responsible
for ensuring resources are made available for this purpose.
6.5.3.2. The Learning and Development Department has a facilitation role and shall:
a) provide the tools templates to support learning and development;
b) advise employees on learning and development matters;
c) facilitate compliance to the standard operating procedures for organising and
conducting IHVN trainings;
d) coordinate the delivery of internal training and development programs and
activities;
e) source and recommend potential development solutions;
f) manage the centralised budget for learning and development and ensure
consistency of allocation;
g) maintain records on the development of IHVN staff; and
h) provide feedback to L&D services providers on learning effectiveness to
improve solutions.
6.5.3.3. Departmental Heads have a responsibility to:
a) communicate the organisation’s objectives and values;
b) work with employees to identify their developmental needs and link these to
the organisation’s objectives;
c) provide guidance/feedback regarding the skills and knowledge required for
their current role;
d) work with employees to identify learning interventions in line with their
development needs;
e) support with facilitating and offering on the job developmental interventions
such as coaching and feedback;
f) encourage/facilitate their team members’ involvement in learning and
development activities;
g) monitor and evaluate the effectiveness of learning for team members who
have
undergone learning and development interventions;
h) ensure that employees implement the skills that they have gained through
development interventions; and
i) ensure that feedback on development interventions are shared within the
Institute through the L&D Department.
6.5.3.4. Employees have a responsibility to:
a) assist in identifying development needs and opportunities;

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 b) undertake approved learning and development activities/interventions;
c) evaluate learning undertaken, its contribution to their personal development
and that of the organisation; and
d) participate in pre and post L&D activity discussion with their supervisors.

6.5.4. Identifying Training Needs

6.5.4.1. Departmental/Unit Heads along with their employees shall document learning and
development needs in line with the Institute’s process. This shall be conducted first at
a departmental level and then on an employee level. Areas for performance
improvement which require development interventions shall be highlighted.
6.5.4.2. While learning needs shall be identified during the annual appraisal, other
opportunities to identify learning needs include:
a) at programme preparation stage;
b) at appointment to a new job role;
c) upon changes to an existing role;
d) upon internal promotion;
e) upon the introduction of new systems or enhancement to current working
practices; and
f) through ad hoc one-to-one discussions between supervisor and employee.
6.5.4.3. To ensure learning needs are comprehensively captured, Departmental Heads are
required to engage relevant stakeholders for input such as the Program Area
Leads/Technical Advisors and Regional/State Managers for Central and
Regional/State staff in this exercise.
6.5.4.4. The L&D Department shall require the employee and Departmental/Unit Head to
complete a training request form before embarking on any training.

6.5.5. Learning & Development Options

6.5.5.1. The Institute shall adopt different approaches to address learning and development
needs as deemed fit. Some of these approaches are presented in the table below.

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 LEARNING OPTION COMPONENTS
1 On the Job Learning  Observation/demonstration and practice
 Delegation
 Coaching
 Mentoring
2 Self-managed Learning  Reading
 eLearning
3 Deployment  Mobility
 Secondment
 Temporary assignments/special projects
4 Group learning  Cross functional teams
 Communities of practice
 Networking
 Action learning
5 Tutor-led Interventions  Training courses
 Seminars

6.5.6. On-the-Job Learning

6.5.6.1. Employees are expected to be fully exposed to learning on-the-job.
6.5.6.2. The Institute shall ensure provision of continuous on-the-job training to inculcate
methods, techniques and standards of operation.
6.5.6.3. Supervisors and Departmental/Unit Heads shall have the responsibility of ensuring
appropriate on-the-job training to advance knowledge, skills and techniques to
enable their subordinates perform satisfactorily.

6.5.7. External Courses

6.5.7.1. Employees shall be exposed to appropriate external training programmes based on

need. Such training programmes may be run locally or internationally.
6.5.7.2. All training programmes must be approved in line with the L&D process. All training
vendors must be evaluated and approved; a Training Vendor Evaluation form must
be completed and approved before the vendor is engaged.
6.5.7.3. A Training Bond shall be instituted depending on the nature of the course and the
proposed value to the Institute. The Training Bond will be signed by the employee
prior to commencement. The DA shall determine which trainings require a Training
Bond.
6.5.7.4. Approval for an employee’s participation in a course or training program is subject to
certain criteria such as:
a) Relevance of training request to current job, and that the undertaking of such a
course will directly contribute to improved performance by the employee.

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 b) Training previously undertaken at the Institute’s expense, and time scale in
relation to current request to undertake further study.
c) Cost and duration of training course.

6.5.8. Course Selection & Funding

6.5.8.1. Where the supervisor or Departmental/Unit Head recommends a particular course for
the purpose of enhancing an employee’s job performance, the Institute will pay the
entire cost of the course and approve the necessary time off if the course is held
during working hours.
6.5.8.2. Employees may request development assistance for trainings/courses, workshops and
seminars by submitting a written request to their supervisor or Departmental/Unit
Head who will present the request to the DA and Head, Learning & Development for
consideration.
6.5.8.3. All IHVN-funded training programmes must be approved by the CEO. The final
decision on approval of an employee’s participation in an external course and
whether it is to be wholly or partly funded, rests with the CEO. Final authorisation
must be given prior to the course commencement date.
6.5.8.4. The amount payable by the Institute will be paid from the employee’s training
budget, subject to resources being available.
6.5.8.5. The maximum training allowance for a year is approved by the CEO. In exceptional
circumstances, the CEO may approve an increase or revision.

6.5.9. Training Evaluation and Records

6.5.9.1. Training is a duty when assigned and must be treated with all seriousness and
undertaken diligently.
6.5.9.2. Each training participant will complete a training evaluation form upon completing
the course or program and must submit a written report to HR.
6.5.9.3. Training effectiveness will be monitored through the employee’s work output and
appraisals.
6.5.9.4. Supervisors are required to provide pre-training briefing to employees nominated for
training programmes on the Institute’s expectations regarding attendance and post-
training performance.
6.5.9.5. Upon completion of training, a copy of the certificate of attendance would be kept as
training records in each employee’s file.

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6.5.10. Self-Development
6.5.10.1. The Institute will encourage part-time professional and academic pursuit. However,
given the primary objectives of the Institute, it is expected that such pursuits do not
hinder the employee’s performance of job duties and responsibilities.

6.5.11. Studying on the Job

6.5.11.1. Where an employee wishes to pursue a professional development course which may
require time off work, the employee is required to discuss this with his/her
Departmental Head.
6.5.11.2. The employee shall fill the appropriate study leave request form to secure due
approval.

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EMPLOYEE WELLBEING

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 Title: EMPLOYEE WELLBEING
Version:
Date Revised:
Approved By:
Date Approved:

7. EMPLOYEE WELLBEING
7.1. Policy Objective
- To create a framework within which the Institute will encourage and facilitate work
practices that support employee well-being, and articulate fundamental principles
underpinning the Institute’s commitment to workplace health and wellbeing.
- To promote a culture and environment that values, supports and promotes the
physical and mental wellbeing of employees, improve health and safety, and prevent
workplace injuries and illnesses.

7.1.1. Policy Statement

7.1.1.1. IHVN recognises that its employees are its greatest asset and is committed to
providing a safe and healthy environment.
7.1.1.2. All employees should have the benefit of a work environment that positively
contributes to their own sense of wellbeing and security. The work environment
includes the way in which workload and the workplaces are managed, and the
physical conditions in which work is performed.
7.1.1.3. The Institute accepts its responsibility to foster a culture necessary to achieve and
maintain this.

7.1.2. Guiding Principles

7.1.2.1. Employee wellbeing is guided by the World Health Organisation’s definition of health
and wellbeing which describes it as ‘a state of complete physical, mental and social
wellbeing’.
7.1.2.2. Employee wellbeing policies and programs are built on the fundamental principles of
promoting positive health and wellbeing for all employees.
7.1.2.3. The Institute focuses on primary and secondary prevention strategies to enhance
work safety and employee wellbeing.
7.1.2.4. All employees have a role to play with regards to their own health and wellbeing at
work and are advised to raise any matters of concern. Employees also have a
responsibility to be sensitive and responsive to the welfare of other colleagues at
work.

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 Title: LEAVE
Version:
Date Revised:
Approved By:
Date Approved:

7.2. Leave
7.2.1. Policy Objective
- To provide guidance and clarification on the types of leaves, employee entitlements,
and the standards for leave application and approval.

7.2.2. Policy Statement

7.2.2.1. A safe and healthy workplace enables and encourages employees to take breaks from
work and provides them with an opportunity to refresh themselves. The Institute
recognizes the importance of such time away from work and provides employees
with leave arrangements that enable them balance work with rest and recreation,
family responsibilities and other specific purposes.
7.2.2.2. The purpose of the annual leave is to provide employees with time away from work at
least once a year primarily for rest and renewal of physical and mental capability.

7.2.3. Guidelines
7.2.3.1. Leave may be taken at any time within the Institute’s financial year, as long as the
employee is eligible for the requested leave and secures approval through the
established process.
7.2.3.2. The leave period should be agreed with the Supervisor or Departmental/Unit Head
taking into consideration the needs of the employee and work requirements.
7.2.3.3. Eligibility for all types of leave shall be on a pro – rata basis.
7.2.3.4. Annual leave shall be on a yearly basis in line with the Institute’s financial year which
runs from 1st October to 30th September.
7.2.3.5. Deferment or accumulation of leave is not encouraged. All unutilised leave days in
any financial year will be forfeited unless on rare occasions when the accumulation
has been previously authorized by the HR Unit on recommendation of the
Departmental/Unit Head.
7.2.3.6. The Institute reserves the right to recall an employee from leave/vacation should the
need arise. Arrangement will be made for the outstanding leave to be taken at a
subsequent date.

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7.2.4. Leave Scheduling and Administration
7.2.4.1. HR shall request Departmental/Unit Heads to submit the leave schedule for their
respective departments by 31st of October of each year.
7.2.4.2. Any changes made to the original schedules sent to HR should be communicated to
HR by the supervisor, not later than two (2) weeks to the commencement of such
changes.
7.2.4.3. HR shall maintain up-to-date leave records of all employees.
7.2.4.4. The updated leave balance of all employees shall be made available to all
Departmental/Unit Heads by the HR Unit on request.

7.2.5. Leave Application

7.2.5.1. All types of leave are to be duly applied for by employees and approved by the
Departmental/Unit Head.
7.2.5.2. The decision to grant any type of leave lies with the Institute, based on the exigencies
of operations and the needs of the applicant. As much as is practicable, the Institute
would seek to ensure approval of leave requests in line with the provisions of the
policy.
7.2.5.3. Employees are advised to submit their leave requests at least two weeks (and no later
than two days) to the commencement date, except in emergency situations where
the employee is unable to give such prior notice. All leave requests shall be made by
completing the leave applications form and seeking the required approval.
7.2.5.4. Upon receipt of the completed leave application form, duly endorsed by the
Departmental/Unit Head or responsible officer, HR shall process the leave application
and send a leave approval to the requesting employee and the Departmental/Unit
Head.
7.2.5.5. In general, prior approval of the Departmental/Unit Head and a written approval from
HR Unit are necessary before proceeding on any type of leave.

7.2.6. Emergency Leave Request

7.2.6.1. Emergency requests for leave should be made through the supervisor to the
Departmental/Unit Head by email and phone. The HR Unit must be informed
accordingly.
7.2.6.2. Emergency granting of leave shall be regularised immediately on resuming duty,
through the leave application process.

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7.3. Types of Leave
7.3.1. Annual Leave
7.3.1.1. Every employee regardless of grade level is entitled to annual leave and must
proceed in accordance with the approved leave schedule. The number of leave days
granted annually will depend upon:
a) The length of leave-earning service within the period; and
b) The employee’s maximum leave entitlement for the period.
7.3.1.2. All confirmed employees are eligible for annual leave. All unconfirmed employees will
be entitled to go on leave following confirmation of their appointments.
7.3.1.3. All confirmed employees of the Institute shall be entitled to the following days of paid
annual leave according to their grade level, as presented in Table 3 below.

Table 3. Leave Days

Employee Grade Level Leave Duration

IHVN J – 1 15 Working Days

IHVN 2 – 5 20 Working Days

IHVN 6 – 8 22 Working Days

7.3.1.4. The leave period should be agreed with the supervisor or Departmental/Unit Head,
with consideration for the employee’s needs and work requirements. The leave form
must be duly complemented and approval obtained.
7.3.1.5. Supervisors and Departmental/Unit Heads who refuse to approve their subordinate’s
leave without legitimate reason shall be sanctioned appropriately.
7.3.1.6. No employee should defer an approved leave, except with written approval of the
Departmental/Unit Head and such approval forwarded to HR.
7.3.1.7. All leave not taken during the leave year will be forfeited except on rare occasions
when accumulation has been previously approved by the Director of Administration
due to the exigencies of operations, on recommendation of the Departmental/Unit
Head.
7.3.1.8. No employee shall accumulate more than 45 working days leave in any calendar year.
Annual leave in excess of 45 working days shall be contributed to the Leave Reserve
Fund.
7.3.1.9. The Leave Reserve Fund is composed of employees unused annual leave days.
Employees with temporary disabilities who have exhausted all other leave options
may apply to the Leave Reserve Bank through the HR Unit, for a grant of leave days.
Leave from the Leave Reserve Fund must be approved by the CEO. To apply, the

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 employee must submit a written request through his/her Departmental/Unit Head,
along with supporting medical documents that must include the expected date of
return to work.
7.3.1.10. All recall of employees from leave as well as the approval to accumulate leave should
be done in writing with the involvement of HR.
7.3.1.11. Public holidays are not counted as leave days. Public holidays that fall within the
period of leave shall will be added to the total entitlement.
7.3.1.12. Annual leave grant of 10% of basic salary is paid to employees who have served the
Institute continuously for eleven (11) months from the date of resumption. However,
no leave allowance may be paid until when full year leave is due.
7.3.1.13. No payment will be made in lieu of leave except on cessation of employment.
7.3.1.14. Employees are required to resume duty upon expiration of the approved leave
period. Failure to do so without an acceptable reason shall attract disciplinary
sanctions.

7.3.2. Maternity Leave

7.3.2.1. IHVN aims to create a work environment that accommodates the needs of female
employees with family responsibilities.
7.3.2.2. Female employees who have been in the service of the institute for at least twelve
months shall be eligible for twelve (12) weeks of paid maternity leave.
7.3.2.3. Female employees who have been employed for less than twelve (12) months are
eligible for six (6) weeks of paid maternity leave. The remaining six weeks leave shall
be without pay.
7.3.2.4. While on maternity leave, the employee is entitled to receive medical and housing
allowances but is not entitled to allowances associated with office attendance such as
transportation and meal allowances.
7.3.2.5. Maternity leave is inclusive of the annual leave for that year. Where the annual leave
has already been taken before the granting of the maternity leave, the equivalent
number of maternity leave days shall be without pay.
7.3.2.6. Where the employee requires additional leave on medical grounds, accumulated
annual leave may be utilized. Sick leave may also be requested if required. A medical
report shall be required for the approval of additional leave.
7.3.2.7. Paid maternity leave can only be enjoyed once in two years, from the date of
resumption from the last maternity leave. Any maternity leave to commence before
the two-year time frame lapses shall be without pay for the entire period of the
maternity leave.

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7.3.3. Daily Time-off for Nursing Mothers
7.3.3.1. Upon resumption of duty from maternity leave, the employee is allowed two hours of
time-off each day, until the child is six months old. The employee shall agree the
preferred time-off arrangement with her supervisor or Departmental/Unit Head.
7.3.3.2. Mothers are allowed to bring new-borns to work with assistance provided by their
child-minder for no longer that a six (6) month period.

7.3.4. Child Adoption Leave

7.3.4.1. The Institute recognises the need for employees to take time off work to bond with a
legally adopted child.
7.3.4.2. Female employees who are matched with a child for adoption will be entitled to paid
adoption leave, subject to prior notification of the Institute at least one (1) month to
commencement of the leave.
7.3.4.3. If an employee is not the legal adopter of a child then, she will not be entitled to
Adoption Leave.
7.3.4.4. Adoption leave duration for female employees with at least twelve months of service
are shown in the table below.

Table 4. Child Adoption

S/N Age of Child Adoption Leave
Entitlement
1 0 – 3 Months 12 Weeks
2 4 – 6 Months 8 Weeks
3 7- 12 Months 4 Weeks

Employees who have served for less that twelve months would be eligible for half of
the adoption leave entitlement.

7.3.5. Paternity Leave

7.3.5.1. Male employees are eligible for five (5) working days paid paternity leave following
the birth of the employee’s child, or upon adoption of a child.
7.3.5.2. Proof of birth or adoption will be required before paternity leave is approved. The
employee shall present a birth announcement/certificate along with the leave
request.
7.3.5.3. Paternity leave is to be taken within three (3) months of the birth of the child or when
the adopted child is received.
7.3.5.4. Paternity leave with pay can only be enjoyed once in two years from the last date of
return from paternity leave. Any paternity leave less than two years from the last date

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 of return from paternity leave shall be without pay for the entire period of the
paternity leave

7.3.6. Compassionate Leave

7.3.6.1. The Institute would grant compassionate leave with pay to employees who require
time off for bereavement.
7.3.6.2. Employees are entitled to five (5) working days compassionate leave with pay in a
year.
7.3.6.3. Where additional leave days are required, the employee may request for part or all of
the due annual leave.

7.3.7. Casual Leave

7.3.7.1. Employees who have exhausted their annual leave (or do not have any accrued leave)
may be granted a maximum of three (3) working days paid casual leave in a year,
where the employee requires time off work.
7.3.7.2. Casual leave shall be granted at the discretion of the supervisor or Departmental/Unit
Head.
7.3.7.3. Casual leave above three working days shall not be granted without the approval of
the CEO.

7.3.8. Sick Leave

7.3.8.1. Where an employee requires time off work due to illness or accident, the Institute
shall grant the employee sick leave to recuperate. Sick leave can also be granted
where an immediate family member or dependant is ill.
7.3.8.2. An employee who is absent from duty due to ill health for more than 24 hours shall
be required to present a medical certificate/proof from an approved health service
provider, to be granted sick leave. This must be presented within the first three days
of illness or hospitalization.
7.3.8.3. Employees shall be entitled to a maximum of twelve (12) working days sick leave in a
year. The number of sick leave days that may be accumulated by an employee is
unlimited.
7.3.8.4. Where an employee has been on prolonged absence due to ill health, the employee’s
condition will be reviewed by an approved medical practitioner/the Medical Board, to
ascertain if further sick leave should be granted or if invalidation on medical grounds
shall apply. Where further sick leave is granted, the applicable pay and benefits shall
be at the Institute’s discretion.
7.3.8.5. Upon termination of employment or resignation, there shall be no payment in lieu of
unused sick leave.

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 7.3.8.6. An employee’s attendance records will be taken into account when awarding
increments and determining suitability for promotion.

7.3.9. Leave of Absence Without Pay

7.3.9.1. Unpaid leave of up to twenty-one (21) working days can be granted to an employee
for personal needs such as serious illness, or illness of a family members, supported
by a medical report.
7.3.9.2. Such leave must be approved by the CEO, following approval of the supervisor or
Departmental/Unit Head.
7.3.9.3. The employee is not entitled to salary, allowances or any form or remuneration
except housing allowance. The employee cannot accumulate annual leave during this
period.

7.3.10. Study Leave Without Pay

7.3.10.1. At the discretion of the CEO, an employee holding a permanent appointment with at
least three years of service at the Institute, satisfactory record of work performance
and good conduct, may be granted study leave without pay.
7.3.10.2. The duration of the study leave shall not exceed twelve (12) months, and the
employee shall provide evidence of admission into an institution of learning.
7.3.10.3. An employee on study leave shall not return from the leave prior to the agreed date
without written approval of the CEO.
7.3.10.4. The employee shall not be entitled to certain benefits during the study leave (such as
pension, group personal accident, life assurance and NHF), and service credit for
retirement and other purposes shall be suspended for the period of study leave.
7.3.10.5. Under exceptional circumstances, the CEO may approve the continuation of the
Institute’s health care subsidy if the study leave is deemed to be of benefit to the
Institute. Where the employee chooses not to resume at the Institute upon expiration
of the study leave, the cost of the employee’s health care coverage during the leave
period shall be recovered.
7.3.10.6. An employee who will not return to the Institute at the end of the study leave must
notify the Director of Administration and CEO in writing. In the absence of a written
notification, failure to return shall be interpreted as a resignation.

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 Title: HEALTH AND SAFETY
Version:
Date Revised:
Approved By:
Date Approved:

7.4. Health and Safety

7.4.1. Policy Objective
To maintain a high standard of health and safety at IHVN, and ensure a safe and healthy
work environment that is free of injury and illness for employees and other persons in the
workplace.

7.4.2. Policy Statements

7.4.2.1. IHVN is committed to the health, safety and wellbeing of its workforce and will
continually strive for an incident-free workplace.
7.4.2.2. The Institute will develop and implement effective management systems and
appropriate measures to identify, minimize and manage health and safety risks in the
workplace, as a vital part of running IHVN’s operations efficiently and successfully.
7.4.2.3. The Institute will ensure the safety of employees by providing and maintaining a safe
work environment, providing facilities for health and safety; ensuring equipment and
machines are safe; ensuring all employees and other people in the workplace are not
exposed to unmanaged or uncontrolled hazards; and developing and implementing
emergency procedures.
7.4.2.4. The Institute will comply with applicable laws, regulations and guidelines.
7.4.2.5. Employees are expected to act safely at all times to ensure their own welfare and that
of colleagues and other persons in the workplace. Employees shall familiarize
themselves with the Institute’s health and safety arrangements and must bring any
related concerns to the attention of their supervisors or designated officers.

7.4.3. Policy Guidelines

7.4.3.1. The Security and Safety Officer will identify health and safety hazards and minimize
risks to employees and other persons associated with the Institute’s activities.
7.4.3.2. The Security and Safety Officer will carry out an annual risk assessment on the
premises and communicate the assessment report to all employees through the HR
Unit.
7.4.3.3. It is the responsibility of every employee to ensure a safe and healthy work
environment. This includes taking into consideration the health and safety of other
employees when engaging in any activity.

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 7.4.3.4. Where required, the use of personal protective equipment shall be mandatory at all
IHVN offices and locations.
7.4.3.5. All employees are required to immediately report to their respective supervisors and
the HR Unit, all injuries, accidents or illness suffered or contracted while performing
work related activities.
7.4.3.6. Employees must report unsafe or unhealthy situations to the Security and Safety
Officer as soon as it comes to their attention.
7.4.3.7. The Security and Safety Officer will ensure that there is a comprehensive evacuation
procedure for manmade and natural disasters. This evacuation procedure must be
openly displayed and tested periodically.
7.4.3.8. IHVN will provide First Aid boxes on the Institute’s premises, where they can be easily
accessed by employees.

7.4.4. Safe, Smoke-Free & Drug-Free Workplace

7.4.4.1. Smoking is not permitted inside the Institute’s building or vehicles. This includes all
offices, laboratories, guest houses and official accommodation. Employees who
smoke should do so outside the Institute’s facilities and premises.
7.4.4.2. It is strictly prohibited for any employee to be at work whilst impaired by, or not fit for
work due to the use of illicit drugs or alcohol or any other addictive and/or
intoxicating substance.
7.4.4.3. Alcohol shall not be consumed during work hours.
7.4.4.4. The use, manufacturing, sale or distribution of illegal drugs, or working under
influence within the Institute's premises or while driving its vehicles is prohibited and
will constitute grounds for disciplinary action up to dismissal.
7.4.4.5. Employees must not operate the Institute’s vehicles while under the influence of
prescription drugs that cause drowsiness or other side effects that may be dangerous
under certain circumstances.
7.4.4.6. Due to security concerns, employee’s parcels, handbags, pockets, lockers, briefcases,
vehicle inclusive of vehicle boot and offices may be examined in their presence by
authorised security personnel.
7.4.4.7. All employees and visitors are required to display their identity cards on the Institute’s
premises at all times.

7.4.5. Fire Hazard Precautions

7.4.5.1. The Institute will provide the necessary firefighting equipment.
7.4.5.2. Existing firefighting equipment will be inspected on a regular basis by the Security
and Safety Officer.

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 7.4.5.3. All employees are required to familiarise themselves with the fire drill and fire drill
exercises will be arranged at regular intervals.
7.4.5.4. Fire exits must be kept clear and open at all times.
7.4.5.5. Fire extinguishers should only be removed from their wall brackets in an emergency.
The removal of fire extinguishers without good reason will be considered as
misconduct.
7.4.5.6. All employees must observe all precautions in the event of a fire outbreak.
7.4.5.7. All employees must familiarise themselves with the fire instructions posted across the
Institute, and with the positions and use of the fire extinguishers.
7.4.5.8. In the event of a fire, employees shall immediately raise an alarm and report the
incident to the Security and Safety Officer or the most senior employee available.
7.4.5.9. The Security and Safety Officer or the employee receiving the report shall
immediately invite the fire service, the police or any other emergency rescue services
to the scene.
7.4.5.10. In all cases of fire and in the absence of the Security and Safety Officer, the most
senior employee shall take charge of the emergency and notify the Facilities
Supervisor subsequently.

7.4.6. Safe Work Practices

7.4.6.1. Supervisors shall monitor and ensure that work tools, equipment, and practices are
safe and offer no hazard or risk to health and safety. They must ensure that all
necessary precautions are taken in respect of the safe use, handling, storage and
transportation of materials.
7.4.6.2. All employees shall immediately report any unsafe situation or circumstance on the
job to the supervisor.
7.4.6.3. Employees must adhere to safety policies, procedures and standards in the
performance of their job duties.
7.4.6.4. The Institute shall review and update safety policies and procedures as and when
necessary, particularly with regards to major changes within its operations and/or
changes in legislation. Such changes shall be communicated to employees.

7.4.7. Accident Reporting

7.4.7.1. Employees shall immediately report accidents involving personal injury and near miss
incidents (where there was no injury, but potential to injure or lead to loss of life) to
their supervisors, and complete the Accident Book.
7.4.7.2. Employees who are absent from work due to injuries from a work-related accident
must complete a self-certification form, clearly stating the nature and cause of injuries
sustained in the accident.

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 7.4.7.3. Any employee who is absent from work or unable to perform their normal duties for
three days or more due to a work-related injury must notify his/her supervisor, and
would be required to present a permit from a recognized hospital/clinic.

7.4.8. Personal Safety

7.4.8.1. Employees are advised to avoid working alone if possible. However, where lone
working situations are unavoidable, appropriate measures to eliminate or minimize
potential risks must be put in place as guided by the Security and Safety Officer or
supervisor.
7.4.8.2. Employees concerned that their job or assigned tasks have placed them in dangerous
situations or positions must immediately report to their supervisors or the HR Unit.
7.4.8.3. When scheduling appointments with unknown or unfamiliar persons, employees shall
obtain as much information as possible about such persons and arrange for meetings
to hold on the Institute’s premises. Contact numbers provided should be verified by
dialling them back subsequently. Where a mobile number is provided as the person’s
contact number, employees shall request for an alternative fixed line number.
7.4.8.4. When visiting or going out for meetings, employees shall notify their colleagues and
provide information such as the name of the contact person, venue address and
meeting duration and expected return time. If the meeting will last longer that the
planned duration, employees should notify their colleagues. Employees must always
complete the Staff Movement Register in their departments or units.

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 Title: DISCRIMATION AND HARASSMENT
Version:
Date Revised:
Approved By:
Date Approved:

7.5. Discrimination and Harassment

7.5.1. Policy Objective
To maintain a work environment that is free from all forms of discrimination and
harassment, and to articulate IHVN’s approach to addressing discrimination and
harassment within the Institute.

7.5.2. Policy Statement

7.5.2.1. The Institute is committed to providing a work environment that is free from
discrimination and harassment, where employees are treated with dignity, courtesy
and respect.
7.5.2.2. IHVN will ensure employee awareness of what constitutes discrimination, harassment
and unacceptable behaviour in the workplace.
7.5.2.3. Complaints of discrimination and harassment shall be investigated in a sensitive, fair,
confidential and timely manner and shall attract sanctions if proven.

7.5.3. Definitions
7.5.3.1. Harassment is generally defined as a course of conduct which threatens, intimidates,
alarms or puts a person in fear for their safety. Harassment is unwanted, unwelcome
and uninvited behaviour that demeans, threatens or offends the victim and results in
a hostile environment for the victim. Harassment may include but is not limited to
epithets, derogatory comments or slur, lewd propositions, assault, impeding or
blocking movements, offensive touching or any physical interference with normal
work or movement, and visual insults such as derogatory posters or cartoons.
7.5.3.2. Sexual harassment is defined to include, but not limited to unwelcome or unwanted
behaviour of an implicit or explicit sexual nature by an individual or group which the
complainant reasonably experiences as offensive and distressing, which leads to the
emotional, physical or social discomfort of the complainant, or interferes with the
complainant’s work performance, or creates an intimidating, hostile or defensive
working or social environment. Sexual harassment includes:
a) requests for sexual favours including implied or overt promises of preferential
treatment or threats concerning present of future employment status;
b) offensive gestures or comments;
c) sexually-oriented jibes, innuendo or jokes;

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 d) unwanted physical contact; and
e) the display of sexually offensive visual material such as calendars, photographs,
books or videos.
7.5.3.3. Racial or Sectarian Harassment may take the form of actual or threatened physical
abuse or it may involve offensive jokes, verbal abuse, language, pictures or paintings,
or literature of a racist or sectarian nature or offensive remarks about a person’s
physical characteristics or religion. It may also include repeated exclusion of a person
from an ethnic or religious minority from conversations, patronising remarks, unfair
allocation of work or pressure about the speed and/or quality of their work in a way
which differs from the treatment of other employees.
7.5.3.4. Bullying is intimidating or belittling a person through misuse of power or position
leaving the affected person hurt, upset, vulnerable or helpless. It is often inextricably
linked to the harassment.
7.5.3.5. Discrimination is unfavourable, unequitable, or adverse treatment of individuals or
groups of individuals, because of their age, gender, race, religion, disability,
pregnancy, marital status or other defining characteristic.

7.5.4. Guiding Principles

7.5.4.1. All IHVN employee have the right to a workplace that is free from any type of
harassment (sexual or nonsexual), discrimination (verbal or nonverbal), violence or
threats of violence resulting in fear, pressure or discomfort that is caused by another
employee.
7.5.4.2. As an equal opportunity employer, the Institute will treat all employees and
prospective employees fairly and on the basis of their individual merit.
7.5.4.3. Employees who are found to engage in any form of harassment, discrimination,
violence or threats of violence will be subject to immediate disciplinary action which
may include termination.
7.5.4.4. Employees who feel harassed, discriminated, or threatened with violence must write a
formal letter of complaint to the Director of Administration who will immediately
investigate/review the matter with the Associate Director, Human Resources and
forward recommendations to the Chief Executive Officer within 5 working days or as
soon as possible.
7.5.4.5. Any employee carrying firearms or other weapons, concealed or otherwise in the
Institute’s premises will be subject to immediate dismissal.
7.5.4.6. All allegations of sexual harassment will be immediately investigated. This will be
done with all possible care, sensitivity and discretion in protecting the sensibilities of
the effected employee.

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 7.5.4.7. In the event of a proven case of sexual harassment, the aggressor/harasser shall be
subject disciplinary sanctions.
7.5.4.8. Likewise, if it is determined that a complaint was made in falsehood or without any
justification, the complainant shall be sanctioned.
7.5.4.9. The Institute will endeavour to protect employees to the extent possible, from
harassment by non-employees such as customers, vendors and other parties who
have workplace contact with our employees.

7.5.5. Dealing with Discrimination and Harassment – Informal Resolution

7.5.5.1. Any employee who believes he or she has been subjected to any kind of
discrimination or harassment should not ignore it. The alleged harasser may interpret
silence to mean consent.
7.5.5.2. The employee shall keep record of any incidents detailing when, where, what
occurred, and witnesses (if any).
7.5.5.3. The employee must immediately bring such incident to the attention of his or her
supervisor. Where the supervisor is the perpetuator, the employee shall notify
another supervisor, or the Departmental/Unit Head, or the HR Unit.
7.5.5.4. To address such issues without a formal intervention, the employee shall
a) Talk to the person causing the discomfort if the employee is able to. If the
employee cannot approach the harasser alone (perhaps due to safety or other
concerns), he/she may be accompanied by a colleague. The Institute
emphasises that employees are not required to approach the harasser in an
attempt to solve the problem informally, and are entitled to report the matter if
they so wish.
b) The employee may also send an email/write a letter to the harasser.
c) Where the approach above is not deemed suitable or is unsuccessful, the
employee may discuss the matter with his/her supervisor, or the
Departmental/Unit Head if the supervisor is the alleged harasser. Alternatively,
the matter may be raised with the Associate Director, HR or a Senior Officer.
These officers would assist with facilitating an informal resolution between both
parties.

7.5.6. Dealing with Discrimination and Harassment – Formulation Resolution

7.5.6.1. An employee may proceed directly to a formal complaint process by writing a formal
letter of complaint to the DA. The letter shall be marked ‘confidential’.
7.5.6.2. A formal letter of complaint must be in writing and signed by the employee before a
formal investigation will be initiated.

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7.5.6.3. The DA will review the complaint with the Associate Director, HR and forward a copy
of the complaint to the CEO (with recommended next steps) within 5 days of
receiving it from the employee. The alleged offender will also be sent a copy of the
complaint.
7.5.6.4. Within five (5) days of receiving the complaint, the CEO will select an investigator or
team of investigators. The DA shall inform both parties and formal investigation
would commence.
7.5.6.5. The CEO may elect not to appoint an investigator to a complaint for reasons such as:
a) The complaint is not based on conduct or comments that fits the definition
of harassment or discrimination.
b) The complaint is trivial, malicious and in bad faith.
c) The complaint is being addressed through another resolution approach.
d) The complaint has been formally made to the Police.
Where the CEO elects not to appoint an investigator, written notice will be provided
to the employee/complainant stating the reason for the decision.
7.5.6.6. The Institute will endeavour to have the investigation concluded within ninety (90)
days of receipt of the complaint.
7.5.6.7. Upon completion of the investigation, the investigator shall give a written report of
the investigation to the CEO and the DA.
7.5.6.8. The DA will communicate the outcomes of the investigation to both parties and any
resulting remedies or actions.

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 Title: HIV/AIDS IN THE WORKPLACE
Version:
Date Revised:
Approved By:
Date Approved:

7.6. HIV/AIDS in the Workplace

7.6.1. Policy Objective
- To protect people living with HIV/AIDS from discrimination in the workplace in line
with the Institute’s ethics of non-discrimination and respect for the individual.
- To strengthen HIV/AIDS awareness among employees.

7.6.2. Policy Statements

7.6.2.1. IHVN will not discriminate against employees living with or otherwise affected by
HIV/AIDS. The Institute encourages employees living with HIV/AIDS to work as long
as medically able, except where the employee is certified as medically unfit to work by
an approved medical practitioner or the Medical board.
7.6.2.2. The Institute shall act in accordance with applicable laws when addressing concerns
related to HIV/AIDS in the workplace.
7.6.2.3. Discriminating against employees living with HIV/AIDs is a sanctionable offence.
7.6.2.4. The Institute is committed to the confidentiality of HIV/AIDS affected employees, their
families and job applicants; they are under no obligation to disclose their status.
However, in the event of disclosure, such information will be treated confidentially,
and no disclosure of information will be done without the employee’s written
consent.
7.6.2.5. IHVN is also committed to strengthening HIV/AIDS awareness of employees through
campaigns, trainings and programs.

7.6.3. Guidelines
7.6.3.1. AIDS is a life-threatening disease, but it is not transmitted through casual personal
contact under normal working conditions and does not present a risk to the health or
safety of co-workers or customers under such conditions. Therefore:
a) Co-workers of people living with HIV/AIDS are expected to continue normal
working relationships with them.
b) In principle, people living with HIV/AIDS shall be managed in the same way as
employees suffering from other disabling diseases or terminal conditions.
c) Employees living with HIV/ AIDS have the same rights and obligations as all
other employees.
d) Employees living with HIV/AIDS are protected against unfair discrimination.

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7.6.3.2. Where the employee is unable to continue work due to ill health, the Institute’s rules
governing invalidation on medical grounds will apply.
7.6.3.3. Testing for HIV shall not be conducted without the employee being notified. Pre-
employment screening shall be carried out with the consent of the candidates.
7.6.3.4. Independent counselling will be offered to employees who have been identified as
living with HIV/AIDS.

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GRIEVANCE AND DISCIPLINARY

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 Title: GRIEVANCE
Version:
Date Revised:
Approved By:
Date Approved:

8. GRIEVANCE AND DISCPLINARY

8.1. Grievance
8.1.1. Policy Objective
- To provide clear and practical guidelines for appropriate handling of complaints,
disputes and grievance matters in the work place, towards ensuring fairness and
transparency, effective resolution, and fostering healthy working relationships.
- To promote and ensure appropriate professional behaviour amongst employees.

8.1.2. Policy Statement

8.1.2.1. IHVN is committed to giving all employees a fair and reasonable method for raising
and resolving issues, concerns and grievances.
8.1.2.2. The Institute will strive to ensure timely, satisfactory and effective resolution of
grievances, whether informal or formal, in line with best practices.
8.1.2.3. Grievance and related issues will be addressed as confidentially as possible.

8.1.3. Guiding principles

8.1.3.1. Employees are encouraged to build and maintain good working relationships with
their supervisors and colleagues, fostering a positive work environment with mutual
respect, trust and openness.
8.1.3.2. Employees should aim to settle most concerns and grievances using the informal
process first, and give their supervisor the opportunity to address such issues at an
informal level. Open and timely communication and discussion would allow for issues
to be addressed quickly, without recourse to formal processes.
8.1.3.3. Supervisors shall take grievance issues or concerns raised seriously and consider all
factors. If supervisors require assistance in managing informal grievances, they are
encouraged to seek HR advice.
8.1.3.4. If attempts to resolve the grievance informally are unsuccessful or the matter deemed
too serious to discuss informally, the employee should raise the issue formally in
writing to his/her supervisor.
8.1.3.5. If the grievance concerns the supervisor, the employee should approach the next
level supervisor or the Departmental/Unit Head for guidance and support.
8.1.3.6. Once supervisors receive a formal grievance complaint, it is essential they inform HR
and involve them as and when required throughout the process.

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 8.1.3.7. Supervisors are responsible for ensuring that any action or decision taken is fair,
reasonable, proportionate and justified given the specific circumstances of the
situation.

8.1.3.8. Supervisors and employees should deal with issues promptly and not delay the
process unnecessarily.
8.1.3.9. All copies of documentation, including emails related to the grievance (formal and
informal) should be securely retained and forward to the HR Unit for retention, upon
completion. Records kept shall include the nature of the grievance, all responses
received, action(s) taken, and reasons for action(s) taken.
8.1.3.10. HR will provide training, coaching, guidance as well as support for supervisors,
ensuring they are well equipped to handle grievance matters.
8.1.3.11. Grievance Outcomes – Where applicable, depending on the nature of grievance, a
hearing board, comprising of the Director of Administration, Legal Officer, Associate
Director, HR, and other Senior Management staff appointed by the CEO/COO, shall
be convened to determine responsibility and sanctions. Parties to the grievance
would be required to meet the with the board separately.

8.1.4. Informal Resolution

8.1.4.1. Any employee who feels aggrieved over any matter including but not restricted to
promotion, advancement, allowances, training and performance appraisal, should first
seek to discuss the matter verbally with his/her supervisor without delay.
8.1.4.2. Where the employee is not satisfied with the outcome of the informal approach,
he/she may seek to pursue a formal resolution in the manner set out below.

8.1.5. Formal Resolution

8.1.5.1. If an employee has attempted to raise and resolve his/her grievance informally
without success, the employee should raise it formally with his/her supervisor in
writing. The notice should clearly set out the nature of the issue and why the
grievance has been made formal, presenting facts, and avoiding insults or
provocative language.
8.1.5.2. The aggrieved employee shall copy/send a copy of correspondence to the his/her
Departmental/Unit Head and the HR Unit. The HR Unit shall monitor and provide
appropriate guidance throughout this process.
8.1.5.3. Within seven (7) days of receipt of the formal grievance notice, the supervisor shall
convene a meeting with the employee, the purpose of the meeting being to discuss
the grievance in detail, clarify the exact nature of the grievance and the resolution
sought by the employee, and other relevant factors or information.

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8.1.5.4. Where further information is required, the supervisor may adjourn the meeting in
order to seek further information.
8.1.5.5. Following this meeting, if the employee and supervisor agree the grievance is
resolved at this stage, the supervisor will write the employee confirming their
discussions and the agreed outcome ideally within seven (7) days, copying/sending a
copy to the HR Unit and the Departmental/Unit Head. The employee shall respond,
confirming agreement. Agreement at this stage with resolve the grievance and
therefore close the case.
8.1.5.6. If the employee considers the decision reached or taken does not resolve his/her
concern, the employee shall escalate to the Departmental/Unit Head in the manner
set out above. Further escalation, if required, shall be made to the DA and ultimately
the CEO.

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 Title: DISCIPLINARY POLICY
Version:
Date Revised:
Approved By:
Date Approved:

8.2. Disciplinary
8.2.1. Policy Objective
- To establish reasonable and consistent standards of behaviour contributing to
effective work and high productivity; correct or eliminate inappropriate behaviour; and
ensure the administration of disciplinary measures are fair, equitable and free of
prejudice or favouritism.

8.2.2. Policy Statements

8.2.2.1. Employees’ performance and conduct should contribute to the achievement of the
Institute’s goals and objectives. When employee’s conduct or performance is
unsatisfactory or fails to meet expectations, corrective action may be taken using
progressive discipline. Serious offences may result in immediate suspension.
8.2.2.2. The disciplinary policy is to ensure that the highest standards of behaviour and
conduct are adhered to across the Institute at all times. Therefore, it is essential that
any alleged issue of unacceptable behaviour or misconduct is swiftly resolved.
8.2.2.3. IHVN’s disciplinary procedures will be subject to the laws of the Federal Republic of
Nigeria. Strict compliance with the code of ethics, rules and regulations will be
expected from all employees.
8.2.2.4. Disciplinary sanctions shall be corrective, commensurate to the offence.
8.2.2.5. It is the Institute’s intent to discipline employees only for “just cause”. Just cause
includes poor work performance and violation of any of the work place rules.
8.2.2.6. Erring employees shall be obliged a “fair hearing” through a disciplinary procedure
that recognises “due process” and “just cause” in the conduct of disciplinary
proceedings. IHVN recognises erring employee’s rights to appeal disciplinary
decisions through the Institute’s appeal procedure.

8.2.3. Guiding Principles

8.2.3.1. Disciplinary actions, in general, are considered progressive measures for the
correction of deficiencies in employee conduct. Therefore, any administration of
disciplinary action should be used to correct undesirable behaviour rather than being
punitive in purpose.
8.2.3.2. Disciplinary action may be taken against an employee for actions taken outside of
work hours, as well as during work time.

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 8.2.3.3. Supervisors are responsible for maintaining discipline among subordinates and
ensuring employees abide by rules and reasonable instructions. They must be strict
about unsatisfactory behaviour and unacceptable standards of work, but must also
ensure that any disciplinary action is justified and fairly administered.
8.2.3.4. Supervisors and other responsible persons must conduct thorough investigation of
facts and circumstances; they must actively seek information in a fair, objective and
non-discriminatory manner.
8.2.3.5. In disciplinary cases, action will be initiated by an employee’s immediate supervisor
after consultation with the Departmental/Unit Head and the HR Unit.
8.2.3.6. In cases of minor infringements of rules and regulations, the supervisor should, as
soon as possible, issue an oral warning, and then consider the incident closed.
8.2.3.7. The disciplinary process shall be guided by justice, fairness, equity and timeliness.
8.2.3.8. A warning letter or suspension will prevent an employee from earning salary
increment and promotion until it lapses twelve (12) months after the issuance date.

8.2.4. Justice
8.2.4.1. Employees shall be protected against abuse of the disciplinary process and
miscarriage of justice.
8.2.4.2. The disciplinary process shall guarantee the right of employees to appeal against
perceived injustice or abuse.
8.2.4.3. The disciplinary policy seeks to explore corrective action, however with cases of gross
misconduct punitive measures will be adopted.
8.2.4.4. Every employee appearing before a disciplinary panel shall be given the benefit of
doubt.

8.2.5. Fairness
8.2.5.1. Sanctions shall not be imposed on an employee without a formal query and
reasonable time for response. The employee’s response to the query shall be in
writing and shall be signed by the employee.
8.2.5.2. Every employee appearing before a disciplinary panel shall be given the opportunity
of a fair hearing, except where the employee declines an invitation.

8.2.6. Equity
8.2.6.1. Sanctions shall be commensurate with the offence/policy infraction.
8.2.6.2. Sanctions shall not be discretionary or discriminatory, but consistent with the
disciplinary process.

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 8.2.6.3. Where an employee declines an invitation to appear before a disciplinary panel, the
panel shall sit in the employee’s absence and the decision of the disciplinary panel
shall be binding on such employee.
8.2.6.4. All disciplinary panel sittings shall be preceded by a thorough investigation to
determine the involvement of the employee in the matter and the report of the
investigation shall be presented to the panel.

8.2.7. Promptness / Timeliness

8.2.7.1. The hearing process must be concluded with two (2) weeks of commencement of
disciplinary process.
8.2.7.2. Any further extension of time shall be approved by CEO and shall not exceed two (2)
weeks.
8.2.7.3. A disciplinary panel meeting shall be convened not more than one (1) week after
conclusion of investigations.
8.2.7.4. In circumstances involving suspension for investigation, the hearing must be
concluded within a maximum of three (3) months from the date of inauguration of
the investigation/disciplinary panel.

8.2.8. Conduct of Disciplinary Panels

8.2.8.1. Decisions at the disciplinary panel shall be by simple majority. There shall be no veto
of a disciplinary ruling.
8.2.8.2. Disciplinary matters involving members of a disciplinary panel shall be handled by
Executive Management and the HR Unit.

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 Title: SANCTIONS
Version:
Date Revised:
Approved By:
Date Approved:

8.3. Sanctions
8.3.1. All employees are expected to maintain standards of conduct suitable and acceptable
in the work environment. Disciplinary action including dismissal shall be imposed for
unacceptable conduct.
8.3.2. The following examples of unacceptable conduct do not constitute an exhaustive list.
Executive Management in consultation with Associate Director, Human Resources and
the Director of Administration, reserves the right to determine other penalties as the
need and situations require.
8.3.3. They are provided to guide Departmental/Unit Heads and supervisors as a broad
indication of what the Institute considers to be unacceptable conduct or performance,
and the degree of severity with which different forms of misconduct are regarded.
8.3.4. The sanctions applicable for infractions and their corresponding penalties include but
are not limited to the following:
1. Oral/ Verbal Warning
2. Query
3. Warning
4. Final Warning
5. Suspension
6. Advise to resign
7. Termination
8. Dismissal

Table 5. Sanction Grid

FREQUENCY OF OCCURENCE
S/N MISCONDUCT APPLICABLE SANCTION
1ST 2ND 3RD 4TH
1 General Misdemeanour 1 2 3 6
2 Absenteeism without authority 3 4 6
3 Negligence/ Dereliction of Duty 4 5 6
4 Insubordination 4 5 6
Unruly and professional behaviour e.g. loud
5 4 6
exchange of words
6 Use of foul language 2 4 6
7 Rudeness to customer(s) (Internal and external) 5 6

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 FREQUENCY OF OCCURENCE
S/N MISCONDUCT APPLICABLE SANCTION
1ST 2ND 3RD 4TH
8 Fighting, physical assault and breach of peace 6
Deliberate and wilful misrepresentation of facts
9 to external parties that result in financial loss to 6
the firm or cause embarrassment
Seeking to influence members of the Institute
10 or other prominent persons to promote 5
individual interests within the Institute
Granting without permission, press interviews
11 where the employee’s position or the name of 5
the Institute is involved
Speaking in public, broadcasting or casting to
be published, without permission from the
12 Institute on any matter of a political or 5
administrative nature concerning any aspect of
the policy or administration of the Institute.
Associating the name of the Institute with any
13 private undertaking, organisation or enterprise 5
without permission
Negligence resulting in loss of funds to the
14 Institute or damage and loss to the Institute 5
property.
Repeated drunkenness within official premises
15 7
or while on official assignment
Unauthorised financial commitment of the
16 7
Institute to external parties or customers
Disclosure of the Institute trade/operating
17 7
secrets, strategy manual and documents
18 3 suspensions within a 12 month period 7
19 Breach of Confidentiality Agreement 7
20 Serious debt or financial embarrassment 7
Engaging in outside business activities that
21 conflict with the interest of the Institute or 7
interferes with performance of duties
Failure to appear or answer questions in any
22 7
disciplinary proceedings
Attempting to or preventing the course of
23 7
justice
Failure to account properly for properties or
24 monies entrusted to an employee by the 7
Institute or held by the employee on behalf of

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 FREQUENCY OF OCCURENCE
S/N MISCONDUCT APPLICABLE SANCTION
1ST 2ND 3RD 4TH
Institute
Falsification of facts especially on behalf of
25 8
customers or for own benefit
Acts of corruption or attempts at corrupting
26 8
others
Corruption, dishonesty, false claims against the
27 8
Institute
Falsification and suppression or leakage of
28 8
records/documents
29 Conviction on criminal charge 8
Absence from duty without permission for more
30 8
than 30 days
Stealing of Institute property, fraud or cash
31 8
misappropriation
Sexual Harassment, discrimination,
32 Drunkenness, Gambling, and Drug 8
abuse/addiction.

Any other offence not listed above, but

considered detrimental to the interest,
33 8
operation, good governance or reputation of
the Institute

8.4. Disciplinary Procedure

8.4.1. Disciplinary process must be initiated by the appropriate persons within seven (7)
days of infraction.
8.4.2. Any misconduct by an employee shall as much as possible be dealt with under these
rules in a prompt and timely manner.
8.4.3. Any case of misconduct for which appropriate action or guidance is not provided by
these rules shall be reported to the Director of Administration who will provide
guidance and directives on how the case should be handled.
8.4.4. In any case of misconduct where the disciplinary authority is of the opinion that
disciplinary proceedings should be instituted against an employee, the following tools
and procedures should be used.

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8.5. Disciplinary Tool
8.5.1. Query.
8.5.1.1. Where an employee commits an act of misconduct which constitutes a breach of laid
down rules and regulations as contained in the policy, or that is not specifically
provided for but no doubt constitutes a misconduct, the employee shall be issued a
query and required to make written representation within 48 hours.
8.5.1.2. The written query shall describe the problem and demand an explanation why the
employee should not be disciplined. The employee must respond in writing to the
query within 48 hours of receiving the query and copy the HR Unit.
8.5.1.3. Where the response to the query is found to be satisfactory, the employee shall be
exonerated. A letter to that effect will be written to the employee and placed in
employee’s file for record purposes.
8.5.1.4. Where the response to a query is found to be unsatisfactory, the appropriate sanction
shall apply.
8.5.1.5. If the employee fails to respond within the given timeframe or refuses to receive the
query, the employee shall be deemed to have admitted guilt and appropriate
disciplinary action shall be instituted against the employee.
8.5.1.6. For junior and senior employees, queries for lesser offences shall be issued by the
Departmental Head while queries for serious offences shall be issued by the Associate
Director, Human Resources.
8.5.1.7. For senior management employees, queries for all cases shall be issued by the CEO.

8.5.2. Verbal Warning

8.5.2.1. Where the offence is of a less serious nature or where counselling has not achieved a
desired effect, the supervisor may issue an oral warning to the employee.
8.5.2.2. In this verbal warning, the supervisor shall describe the problem, specify the
improvement areas, establish a timeframe for improvement and advise that the
warning constitutes the first stage of the disciplinary procedure, with consequences
for further offences. The supervisor shall take note of the date and subject of the
verbal warning.

8.5.3. Written Warning

8.5.3.1. Where the offence is of a serious nature or where verbal warning has not achieved
the desired effect, the employee will be issued a written warning by the Associate
Director, Human Resources, after receiving report of the offence from the supervisor
or Departmental/Unit Head.
8.5.3.2. The formal written warning is given to an employee whose response to a verbal
warning has been insufficient.

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 8.5.3.3. The written warning shall be given to the employee. A copy of this and any other
written warnings shall be kept in the department; HR shall place a copy in the
employee’s personnel file.

8.5.4. Second/Final Warning

8.5.4.1. If the unacceptable performance or misconduct continues or reoccurs, the supervisor
or Departmental/Unit Head will consult with HR, and the Associate Director, Human
Resources will issue a second and final written warning.
8.5.4.2. The final warning would clearly state that if performance/conduct does not improve
to an acceptable level by a specified date, the employee could be suspended or have
their employment terminated, depending on the nature of the offence.
8.5.4.3. An employee already issued a first warning will receive a final warning for any
indiscipline committed with a twelve (12)-month period.
8.5.4.4. A copy of the final warning shall be kept in the employee’s personnel file.

8.5.5. Suspension
8.5.5.1. An employee can be suspended following the outcome of the disciplinary panel or if
the offence committed warrants a suspension as recommended on the sanction grid.
8.5.5.2. Suspension without pay shall not exceed sixty (60) days. The maximum suspension
period shall be ninety (90) days.
8.5.5.3. In all cases warranting suspension, the employee’s Departmental Head shall make a
report stating the offence to the Associate Director, Human Resources/DA, who
would make appropriate recommendations to the CEO. The CEO would make final
recommendations to the Board in respect of senior management employees.
8.5.5.4. Upon approval of the suspension by the CEO, the Associate Director, Human
Resources/DA shall immediately notify the employee in writing. Suspension shall take
effect from the point of notification.
8.5.5.5. The suspension letter shall be placed in the employee’s personnel file.

8.5.6. Suspension for Investigation

8.5.6.1. In a case of serious misconduct requiring investigation, where it is considered that the
presence of the employee will jeopardize or interfere with investigation, suspension
for investigation will be initiated pending outcome of investigation.
8.5.6.2. Suspension for investigation shall be applicable in the following instances:
a) Where a matter carries penalty of dismissal but requires thorough investigation;
and
b) Where a matter requires investigation and the presence of the concerned
employee may affect or interfere with the investigation.

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 8.5.6.3. The employee may be required to report daily at a specified place and time, or asked
to keep away until the investigation is completed.

8.5.7. Resolution of Suspension for Investigation.

8.5.7.1. At the end of the investigation and disciplinary process, if an employee is found
culpable, then applicable sanctions based on the facts of the case shall be
retrospective i.e. the penalty/sanction shall take effect from the effective date of the
suspension.
8.5.7.2. If the employee is not found culpable, the employee shall be recalled and relevant
benefits paid for the applicable period as determined by the disciplinary panel.

8.5.8. Remuneration of Employee on Suspension for Investigation.

8.5.8.1. Employees on suspension shall be entitled to a minimum of one (1) month of full pay
within the maximum suspension period of three (3) months.
8.5.8.2. However, withheld salaries shall be refunded if the case is determined in favour of the
employee.
8.5.8.3. Where the investigation is not in favour of the employee, the Institute may ask the
employee to resign or terminate the employee’s contract.
8.5.8.4. Employees that are dismissed from the Institute’s employment shall forfeit all accrued
benefits.

8.5.9. Advise to Resign

8.5.9.1. An employee shall be advised to resign following misconduct or poor performance as
stipulated in the sanction grid.
8.5.9.2. An employee who is advised to resign will be issued a certificate of service.

8.5.10. Termination
8.5.10.1. In some circumstances, termination of appointment with notice or pay in lieu of
notice may be considered appropriate. Such circumstances include:
a) The final step in a chain of disciplinary actions arising from consistently
unsatisfactory conduct or poor performance or misconduct;
b) Serious misconduct for which in the opinion of the Institute, instant dismissal is
not appropriate.
8.5.10.2. Employees whose appointments are terminated will be entitled to:
a) Salary up to the date of termination;
b) Salary in lieu of earned/accumulated annual leave plus full/pro-rated annual
leave grant; and
c) Payment in lieu of notice.

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 8.5.10.3. The decision to terminate an employee’s appointment must be approved by the CEO.

8.5.11. Summary Dismissal

8.5.11.1. Following due investigation, an employee found guilty of gross misconduct or
negligence of a grave nature will be summarily dismissed from the service of the
Institute.
8.5.11.2. A thorough investigation shall be carried out and the employee may be suspended
pending the outcome of the investigation and the advice of the disciplinary panel
before he/she is summarily dismissed.
8.5.11.3. Summary dismissal is without notice or payment in lieu. Where an employee is
summarily dismissed, his/her contract of service or employment shall seize without
notice or payment in lieu of notice, and the employee forfeits all other benefits.
8.5.11.4. Only the CEO can approve the summary dismissal of an employee. The decision to
summarily dismiss an employee shall be communicated to the employee in writing by
the Chief Executive Officer.
8.5.11.5. Employees dismissed from the Institute’s service are not entitled to a Certificate of
Service.

8.5.12. Disciplinary Panels

8.5.12.1. The CEO will constitute disciplinary panels to deal with cases of serious breach of laid
down rules and regulations.
8.5.12.2. In constituting a disciplinary panel, at least one member of the panel shall be from a
department other than that of the alleged offender.
8.5.12.3. In all cases, no member of a disciplinary panel shall hold a lower grade or rank than
the alleged offender.
8.5.12.4. The composition of disciplinary panels shall be as follow:
a) For junior employees, disciplinary panels for offences that will not lead to a
written warning or suspension shall comprise of the Departmental/Unit
Head and the Associate Director, HR.
b) For junior employees, disciplinary panels for offences that will result in a
written warning, suspension, termination or dismissal shall comprise of at
least three members - the Departmental/Unit Head, the Associate Director,
HR and a supervisor/senior employee in functional relationship with the
affected employee as appointed by the CEO.
c) For senior employees, disciplinary panels for offences that will not lead to a
written warning or suspension shall comprise of the Departmental/Unit
Head and the Associate Director, HR.

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 d) For senior employees, disciplinary panels for offences that will result in a
written warning, suspension, termination or dismissal shall comprise of at
least three members - the Departmental/Unit Head, the Associate Director,
HR, and the DA or another Departmental Head as appointed by the CEO.
e) For all offences of senior management employees, the CEO and Executive
Directors shall adjudicate, or may constitute a panel with the CEO as the
Chairman and at least two other members appointed by the CEO or the
Board.

8.5.13. Defence
8.5.13.1. The disciplinary panel may take oral or written evidence and shall notify the alleged
offender to provide any of such evidence in his/her own defence.
8.5.13.2. The employee may, if he/she so desires, and subject to the panel’s approval be
accompanied by a representative, while presenting his/her defence.
8.5.13.3. Where the employee refuses to appear before the disciplinary panel or refuses to
submit any written response to queries issued, the disciplinary panel shall continue
with its investigations and the employee shall bound by the decision of the
committee.

8.5.14. Findings
8.5.14.1. All members of the disciplinary panel shall sign the finding report. However, failure to
sign on the part of any member shall not invalidate the report.
8.5.14.2. A dissenting member of the disciplinary panel may decide to sign a dissenting report
by simply stating the dissent on the main report and signing accordingly.
8.5.14.3. It is the duty of the disciplinary panel to determine culpability and recommend
appropriate disciplinary action.

8.5.15. Disciplinary Action

8.5.15.1. The disciplinary authority shall be guided by the disciplinary panel’s report when
handling disciplinary cases, but shall not under any circumstance be limited by the
scope of the report.
8.5.15.2. The HR Unit shall ensure the implementation of the authorised disciplinary action.
8.5.15.3. In respect of matters of criminal nature, legal advice shall be sought where necessary
and appropriate.

8.5.16. Disciplinary Appeals

8.5.16.1. An employee shall have the right to appeal against a disciplinary sanction
recommended for him/her within five (5) working days.

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8.5.16.2. Appeals from junior employees should be addressed to the Associate Director, HR
and thereafter to the CEO. If the Associate Director, HR was a member of the
disciplinary panel, the appeal should proceed directly to the CEO.
8.5.16.3. Appeals from senior and management employees should proceed directly to the
CEO.
8.5.16.4. A termination or dismissal sanction must be appealed within 2 (two) working days. An
appeal against a termination or dismissal sanction shall be made directly to the CEO.
The CEO will make a final decision on any appeal received.
8.5.16.5. The employee shall be allowed access to all documents that are relevant to his/her
petition or appeal.

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TRANSITION

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 Title: CESSATION OF EMPLOYMENT
Version:
Date Revised:
Approved By:
Date Approved:

9. TRANSITION
9.1. Policy Objective
- To establish the Institute’s stance on cessation of employment through the various exit
means; provide clear guidelines on the management of employee exit; ensure good
practices as well as legal compliance in employee exits, minimizing litigation and
related risks; and provide a standardised approach for an orderly hand over process
within the Institute.

9.1.1. Policy Statement

9.1.1.1. All employee separations shall be handled in a fair and professional manner, and in
compliance with the provisions of the Labour Law, employment agreement and other
relevant legislations.
9.1.1.2. The Institute recognises two types of cessation of employment – voluntary and
involuntary. Voluntary cessation occurs when an employee leaves a job on his or her
own initiative, as with resignation or retirement. Examples of involuntary cessation
include termination, dismissal, death and invalidation on medical grounds.
9.1.1.3. An employee’s contract of employment shall not be terminated for any reason
without prior review by the HR Unit.

9.1.2. Guiding Principles

9.1.2.1. An employee will be deemed to have resigned or terminated employment when he/
she decides to severe his/her employment with the Institute and communicates the
intention in writing to the CEO through his or her Departmental/Unit Head.
9.1.2.2. The employee shall be required to give appropriate notice or payment in lieu of such
notice in line with his/her terms of employment.
9.1.2.3. The Institute reserves the right to terminate an employee’s appointment by giving
notice or payment in lieu of notice.
9.1.2.4. An exit interview shall be conducted for departing employees to get feedback on
their experience in the organization, and recommendations or suggestions for
improvement. Feedback from exit interviews shall be treated as confidential.

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 9.1.2.5. The departing employee shall fill Clearance Form which must be duly signed by all
the relevant Officers before the payment of final entitlements.

9.2. Cessation of Employment

Cessation of employment for an employee can be initiated by either the Institute or the
employee. Employees must settle outstanding liabilities on cessation of employment as a
condition of receiving due entitlements.

9.2.1. Resignation
9.2.1.1. In resignation, cessation of employment is initiated by the employee. The employee is
expected to submit a written notice of resignation.
9.2.1.2. Employees must give one (1) month notice or pay one (1) month basic salary in lieu of
notice. For management cadre employees, three (3) months’ notice is required or one
(1) month salary in lieu of notice.
9.2.1.3. Proper hand-over is required of employees resigning their appointment.
9.2.1.4. All resignations should be channelled through the employee's Departmental/Unit
Head to the HR Unit.
9.2.1.5. An employee’s resignation shall be accept provided:
a) There is no pending investigation concerning fraud, or any serious misconduct.
b) The employee is not resigning to escape such an investigation.
c) The employee is not on suspension in respect of any case still under
investigation.
d) The employee has not committed (or been found guilty of) any offence that
would earn a termination of appointment or summary dismissal.

9.2.2. Retirement
9.2.2.1. The statutory retirement age is sixty (60) years.
9.2.2.2. Employees due for retirement from the Institute shall be given six (6) months’ notice
in writing by the HR Unit, and a reminder thereafter three (3) months before the date
of retirement.
9.2.2.3. The retiring employee shall be entitled to retirement benefits in line with the
Institute’s policy.

9.2.3. Termination
9.2.3.1. The Institute may terminate an employee’s appointment and is liable to pay the
employee in lieu of notice if the employee is not given notice.
9.2.3.2. The Institute reserves the right to terminate an employee’s appointment if at the end
of the grant, the employee’s position is not funded by the donor agency. An

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 employee’s appointment may also be terminated due to elimination of a roles or
reduction of staff, reorganization, and similar or related factors.
9.2.3.3. Termination may also occur as the final step in a chain of disciplinary actions arising
from consistent unsatisfactory behaviour, poor performance or misconduct.
9.2.3.4. Employees will receive one (1) month notice for termination of employment.

9.2.4. Death of An Employee

9.2.4.1. The death of an employee brings an end to the employment relationship and the
Institute recognises this time as a painful period for the family of the deceased.
9.2.4.2. On confirmation of death, the HR Unit shall publish the obituary announcement.
9.2.4.3. Where an employee dies, his/her entitlements under the group life insurance policy
shall be paid to the employee’s estate.
9.2.4.4. The Pension Fund Administrator (PFA) shall apply the amount paid into the
Retirement Savings Account (RSA), including the contributions and accruals on
investment in favour of the beneficiary under a will or the spouse and children of the
deceased; in the absence of a wife and children, the recorded Next-Of-Kin (NOK); or
in the absence of the NOK, to any person appointed by the probate registry as the
administrator of the estate of the deceased.
9.2.4.5. Support in the form of burial expenses up to a maximum of N200,000 shall be given
to the immediate family members (spouse and children) of the deceased, in addition
to providing a burial hearse.

9.2.5. Job Abandonment

9.2.5.1. Where an employee is absent from duty without prior approval or no
information/explanation is received about the absence, the supervisor shall that same
day make efforts to reach the employee by phone. The employee's next of kin should
be contacted.
9.2.5.2. In this regard, every Department shall maintain a database of employees’ residential
addresses, phone numbers and those of their next of kin.
9.2.5.3. Where the employee cannot be reached by phone, the supervisor shall designate
another employee to visit the absentee employee at the last known address.
9.2.5.4. After 72 hours of absence without explanation and efforts to reach the
employee/next of kin proves abortive, the employee shall be deemed to have
abandoned the job and the steps outlined in termination of appointment shall be
followed to formalise the exit.

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9.2.6. Invalidation on Medical Grounds
9.2.6.1. An employee shall be disengaged on the grounds of medical invalidation if the
Institute’s medical board certifies the employee permanently unfit for work in the
Institute, and shall thereafter be compensated according to the Institute’s policy.
9.2.6.2. The employee will be entitled to all remitted pension contributions.

9.2.7. Dismissal
9.2.7.1. The Institute may without notice, payment in lieu of notice, or payment of any
benefits, dismiss from its employment any employee found to have committed an act
of gross misconduct.
9.2.7.2. The employee shall be given a fair hearing prior to a dismissal.

9.3. Handover Process

9.3.1. Handover Reports
9.3.1.1. Employees exiting shall prepare and submit a well-documented handover note to
their supervisors.
9.3.1.2. The handover note shall be jointly signed by the exiting employee and the employee
taking over. A copy shall be forwarded to HR Unit.
9.3.1.3. Supervisors shall ensure that their direct reports carry out a proper handover, to
ensure continuity and avoid interruptions to work and operations.

9.3.2. Return of IHVN’s Property

9.3.2.1. Supervisors shall ensure that all the Institute’s properties in the custody of the exiting
employee are handed over before they sign off on the clearance certificate.
9.3.2.2. HR shall provide a checklist of property to exiting employees for sign off by relevant
officers. Items to be handed over include:
a) Company vehicle/motorcycle;
b) Laptops and other office equipment like projector, etc;
c) Employee ID Card;
d) Employee Handbook;
e) Work tools;
f) Keys; and
g) Any other items given to the employee in the course of employment with the
Institute.

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9.3.3. Certificate of Service
9.3.3.1. When an employee leaves the service of the Institute, he/she will be given a
Certificate of Service on a standard form stating the employee’s name, job title, date
of engagement and date of disengagement.
9.3.3.2. No other information will be given on the certificate than a note that a prospective
employer may apply to the Institute for any further information, which could at the
discretion of management be given strictly in confidence.
9.3.3.3. Employees dismissed from service are not entitled to a Certificate of Service.

9.3.4. Exit Interview

9.3.4.1. An HR officer (or another appointed officer, ideally someone other than the
employee’s supervisor) shall conduct an exit interview for employees exiting via
resignation, retirement or termination.
9.3.4.2. The HR Unit shall provide guidelines for the conduct of exit interviews, for
standardization and consistency.
9.3.4.3. Key objectives of the interview shall be to ascertain the employee’s reasons for
exiting, and get feedback on the employee’s work experience in the organization as
well as suggestions for improvement. This may provide invaluable insights for
strengthening employee engagement and retention.

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 Title: POLICY ON TERRORISM/DEBARMENT
Version:
Date Revised:
Approved By:
Date Approved:

10. POLICY ON TERRORISM/DEBARMENT

10.1. Policy Objective

- The objective of this policy is to demonstrate an avowed commitment to the war against
terrorism and ensure that either the Institute or its employees, suppliers and contractors are not in
any way involved in funding or supporting individuals or groups that support or engage in any
form of terrorism or terrorist activities.

- The definition of acts of terrorism and scope in this policy will be guided by the laws of the
Federal Republic of Nigeria viz: The Terrorism Prevention Act, 2011 [which has been amended by
the Terrorism (Prevention) (Amendment) Act, 2013, which provides for measures for the prevention,
prohibition and combating of acts of terrorism, the financing of terrorism in Nigeria and for the
effective implementation of the Convention on the Prevention and Combating of Terrorism and
the Convention on the Suppression of the Financing of Terrorism. It also prescribes penalties for
violating any of its provisions.

10.1.1. ELIGIBILITY/SCOPE

10.1.1.1. This policy applies to all full time employees of the institute, as stated in the Employee
Conditions of Service and Handbook, full time employees of IHVN shall be staff who work 100%
work effort and are eligible for the institute’s benefits and also in adherence to the hours of normal
work therein stated. This policy also applies to contractors, suppliers, consultants and all third
parties engaged by IHVN in its day to day activities and programs.

10.1.2. GENERAL GUIDELINES

10.1.2.1. The Institute of Human Virology, Nigeria is strictly against dealing with any individual or
group or organization that is linked either directly or indirectly with any terrorism related activities
by the Government of Nigeria.

10.1.2.2. IHVN shall endeavor to confirm the identity, credentials and good standing of the
individuals and organizations in her employs or does business with to ensure that they have no link
with individuals or groups/organizations that are involved in any form of terrorist activities.

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10.1.2.3. IHVN shall ensure that it does not knowingly transfer funds to known or suspected
individuals or groups involved in terrorist activities and will exercise every reasonable care to
ensure that its funds and program activities are not misused to further terrorism or in any way
support terrorist activities by any individual or group.

10.1.2.4. IHVN shall endeavor to ensure that all contractors and suppliers will sign undertakings that
they do not patronize nor will do business with any individual or known terror group. This
undertaking would have the force of law and any organization that is in breach of this, will have the
contract determined immediately and such organization blacklisted permanently from future
dealings with the Institute.

10.1.2.5. All employees of IHVN will be required to sign an undertaking that they do not have any
link whatsoever, either directly or indirectly, with any individual or group that is involved in any
form of terrorist activity whatsoever. The employee stands the risk of immediate termination of
employment in the event that s/he is found to have been relating in any way with such individuals
or group either presently or in the past.

10.1.2.6. IHVN through its relevant departments/units including but not limited to Finance,
Compliance, Supply Chain, Grants Management and Human Resources will ensure that this policy
is circulated to all contractors and suppliers as well as employees.

10.1.2.7. The Supply Chain and Finance departments shall ensure that payments for projects and
supplies are made through reputable banks and other financial institutions after due verification of
the account holders.

10.1.2.8. The Human Resources unit shall ensure that during the induction process for new staff, this
policy is brought to their knowledge specifically and must also be an integral part of the Employee
Conditions of Service and Staff Handbook.

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 APPENDIX

HUMAN RESOURCES POLICY ACKNOWLEDGEMENT1

The success of IHVN depends on the competence, conduct and integrity of its employees.

To maintain the highest ethical standards and levels of conduct, it is required that you carefully
read, understand and comply with the policies contained in the Human Resources Policy Manual.
This policy document represents the minimum expected standards of behaviour.

The guidelines contained in this document cannot possibly cover all situations but are intended to
guide employees on ethical standards, conducts and general human related issues. Questions on
any aspect of this document should be first directed to your supervisor or a member of the HR
Unit.

The Human Resources Policy Manual does not provide a guarantee of continued employment or
any terms, privileges or conditions of employment in the IHVN.

_____________________________________________________________________________________

1
Every employee must have a signed copy of this document in his/her personnel file.

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 ACKNOWLEDGEMENT OF RECEIPT OF IHVN HUMAN RESOURCES POLICIES

Indemnity Declaration

I, the undersigned hereby declare that;

1. I have read and understand the contents of the Human Resources Policy
Manual.
2. I understand that I am bound by the provisions contained therein, and as may
be amended from time to time. the minimum standards of behaviour required
of me.
3. I agree to abide by the policy guidelines as a condition of my employment at
IIHVN.
4. I promise to keep confidential all information considered to be classified/restricted both
during and after my employment with IHVN.

Name of Employee: __________________________________________________________

Signature: __________________________________________________________
Date: __________________________________________________________

Please sign and return to the HR Unit.

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