1. Human Resource Policies and Procedures Pertaining to Human
Resource Management
Introduction
The Institute espousesthe following interlinked valuespertainingtothe managementanddevelopment
of people withinit forthe purpose of reachingasustainable peakperformance atworkforthe best
interestof the Institute asawhole:
 Trust
The Institute recognizesthattrustiscritical inthe workingof humanrelationship.Enforcement
of ruleswouldmeanlittle withoutthe presence of trustinpersonal andprofessional
relationships.Therefore,the Institute espousestrustasone of itsprimaryvalueswhichforms
the basisfor sustainable andhealthyprofessional relationshipsatwork.Itbelievesthattrust
begetstrustand propagates immediate improvementinrelationshipsandworkresults.
The underlining mechanismof trustisthe continual exchangesof goodwill andgoodfaiththat
reciprocate each otherand builduponrelationships toevengreaterheights.
The Institute recognizesthateachmemberof the staff andfacultyisintrinsicallymotivated to
performtheirbestgiventhe prevailingcircumstances andconditions.Thus,itiswithinthe
Institute’sresponsibilitytotryto setand maintainthe bestpossibleconditionsforworkatthe
workplace.
 Openness
A culture of trust wouldnotbe possible withoutthe cultivationof opennessatwork. Openness
throughthe appreciationof feedbackandcriticismcreatesanenvironment thatrelieves
unnecessarytensionsandmiscommunicationsthatcouldotherwise hinderpeakperformance
deliveryandstale the workenvironment tothe long-termdetrimentof the Institute.The
Institute believesthateveryone mattersandeveryonehasa voice because everyone
contributes,small orbig,tothe greatergood of the institute asa whole.

2.  Empowerment
The Institute believesthatindividualemployee should be empoweredasmuchas possible and
viable because empowermentcreatesgreater senseof responsibility, commitmentandjob
satisfaction thatcorrelate positivelywiththe qualityof work.
Empowermentmayrefertoentrustmentof greaterdiscretiononthe partof employee or
greaterdegree of decisionmakingpowerpertainingtoone’sprofessional responsibilitiesandto
trainingandotherprofessional developmentactivitiesthatwoulddirectlyandindirectly
underpinone’sperformance atwork.
 Accountability
The Institute believesthataccountability shouldgoinhandwithempowermentandisa critical
componentinthe cultivationof trustatthe workplace.Claimingownershipof one’swork
irrespectiveof the outcome shouldbe consideredasprinciple workethicsinprofessional life.
 Professional fulfillmentandgrowth
The Institute recognizes thatatthe endof the day,fulfillment atworkwouldprobablycome
before eventhe amountof salaryone ismaking,especiallyinthe longrun.Jobsatisfaction ranks
as one of the mostprevalentfactorinthe deliveryof peakperformance andmaintaininghigh
jobretention.Asmore people resign,the institutewouldsufferinvestmentsinitshumancapital
development.
The door doesswingbothwaysbut if the institute hadproblemsmaintainingitsbestpeople the
institute wouldsuffergreatly anditwouldindicate aseriouslargerissue withinthe management
as a whole.
Highlycompetentpeople are noteasytoreplace,despite widespreadbeliefstothe contraryand
it isthe viewof the Institute toattempttocultivate a fulfillingwork condition forall employees
whereverviable.Employees’fulfillmentatworkisin line with the Institute’sbestinterests.
Arguably, job satisfactionranks as one of the most prevalentreasons for highproductivity and
loyalty. Therefore,the Institute recognizesthat satisfiedemployeesare likelytobe ones who

3. are most productive and loyal.In practice, the levelsofprofessional growthand fulfillment
from one’swork couldbe indicative ofone’sjob satisfaction. Thus, the Institute places
concern that all employeesshouldbe givenfair opportunityto grow professionallytothe
realizationof theirbest potentialsfor the sake of the Institute and their careers/professional
lives.Fulfillmentalthoughcouldprimarily be an internal driver,could also be propagated
through more humanisticmanagementapproaches that offermore flexibilityandtolerance
and viewemployeesasvaluable resourcesto be groomedfor biggerresponsibilities.
The HR valuesacronym
extraOrdinary-FEAT
F: Fulfillment
E: Empowerment
A: Accountability
T: Trust
Extra-O:Openness
Employmentstatus
Basedon the nature and bondperiodof employmentthere are 4 statusespertainingtoanemployment:
1. Probationaryemployment:anew recruit forindefinite employment goesthroughathree month
probationaryperiod. A probationaryemployment shouldnotexceedamaximum3month
periodanda performance appraisal wouldbe conducted todecide onthe more permanent
statusof the newrecruitinquestion nearthe endof the probationaryperiod.
2. Indefinite employment:Employeeswhohave metthe setprerequisitesmightbe offeredan
indefinite employmentstatuswiththe Institute toreceiveremunerationonmonthlybasisin
exchange forrendered services foranindefinite orsubstantiallylongperiodof time.
3. Definite employment:Employeeswhohave metthe setprerequisitesmightbe offereda
definiteemploymentbasedonwrittenagreement (contract) andreceive remunerationin

4. exchange forrendered servicesforapresetperiodof time.Contractrenewal ortermination
wouldbe governedbythe qualityof renderedservicesandotherconsiderationsasstipulatedin
the writtenagreement (contract).
4. Part-time employment:Employeeswhoare deemedqualifiedtorendercertainservicesbutare
eitherunable torenderfull time servicestothe Institute orare unable tobe offereda
permanentnorcontract-basedemploymentforsome reasonmightbe offeredapart-time
employmentstatuswiththe Institute.A part-timeremployeewoulddevote afractionof full-
time workhoursto renderspecifiedservicestothe Institute.
Job grade
Jobgrade isa systemthatdefinesthe careerladderwithinthe institute thatencompassesthe level of
seniorityandauthorityrecognizedatthe Institute.The followingdescriptiondoesn’tpertaintothe
careerladderof membersof the faculty(whichcouldbe foundinthe FacultyHandbook):
1. Clerical position:constitutesstaff oradministrativepositionswithinthe institute
2. Middle management(supervisors):thatconstitutesassistantstoheadsof departments and
headsof units
3. Seniormanagement(headof departments/managers):thatconstitutesthe headsof
departments
4. Top management(topexecutives):thatconstitutesthe President, CEO, COO,andDirectors
Note that some departmentsmayforgothe middle managementhierarchyaltogether,dependingon
theirspecificneeds.
Statementof Responsibilities 111
The Institute as the employer
The Institute bearsthe followingresponsibilitieswithregardtothe people ithaspooledunder
itsemployment:
1. Provide decentremunerationinexchangeforrenderedservicesprovidedbythe
employeestothe Institute inaccordance withrelatedgovernmentregulations.
2. To ruminate andact forthe wellbeingof itsemployeesinthe eventof workrelated
accidentsbasedonitsdiscretionandgoodwill.
3. Implementworksafetyproceduresinaccordance withappliedregulations.
4. To assignemployeesinaccordance withtheirabilitiesandskillsaswell asthe
institutional needs.
The employees asthe employed
The employeesasthe employedbearthe followingresponsibilitiestothe Institute asthe
employer:

5. 1. To carry outordersor dutieswithcare anda sense of responsibility,decentinqualityin
accordance withone’sjobdescriptionandothertasksinaccordance withwrittenorspoken
instructionsfromone’ssuperiorforthe benefitof the Institute.
2. Achieve the predeterminedgoalsinaccordance toone’spositionatwork.
3. In performingone’sresponsibilitiesatwork,an employeeisrequiredtofollow the setout
workprocedure andcomplywithappliedregulationsincludingonesrelatedtoworkplace
healthandsafetyconcerns.
4. To complywithappliedemployee guidelinesandthe institutional regulationsthat referto
the state employmentact.
5. Provide full andaccurate disclosure tothe Institute regardingone’sperformanceatwork
pertainingtoone’sresponsibilitiesatwork.
6. To keepconfidential all privilegedinformationgottenfromone’spositionatworkand from
one’sassociationatworkfromexternal parties.
7. To care and checkfor itemsbelongingtothe Institute thatare entrustedtohim/her.
Negligence of the entrusteditemsmightbe processedbythe Institute basedonitsauthority
and discretionbyadheringtopresumptionof innocence.
8. To give feedbacktothe Institute throughone’sdirectsuperiororotherchannelsappointed
for it.
9. To safeguardthe goodname of the Institute.
10. To maintainthe discipline andpersonal hygiene atthe workplace andadheringtothe ethics
and moralsof employment.
11. Avoidingabjectandthreateningwordsandactionstofellow employees,bothsuperiorand
subordinate.
12. Respectingfellowemployees,directandindirectsuperiors,students,andguestsatthe
workplace.
Remuneration111
Remunerationreferstocompensationreceivedinexchange for renderedservices (workdone).
Remunerationof renderedservicesis providedon monthly monetarybasis.Paymentismade atthe end
of eachmonthfor servicesrenderedduringthe monthviabanktransfer.
The amount of remunerationisdecidedbaseduponthe jobvalue occupiedbyeachemployee by
consideringthe size of responsibilities,levelof performance,expertise,hierarchyof the position, risk
factors andthe national standardsof pay.
Re-evaluationof the amountof remunerationisdone annuallynearthe endof the year(August-
November) basedonthe levelsof dedication,performance,character(integrity) andworkachievement
of respectiveemployees duringthe year.
Basis for Acceptance 111

6. Objective professionalismformsthe basisforacceptance toworkat the Institute.Thismeansaperson
whohas metthe setqualificationsforanopenpositionorwhohasdemonstratedreasonable abilityand
character to fulfillhis/herresponsibilitiesforthe positionhe/sheisapplyingforisacceptable tooccupy
the position.Absence of evidence tothe contraryhoweverisnottakenaspositive evidencethatone is
capable to performthe responsibilitiestiedtothe position. Successful appraisalduring the probationary
periodsignifies the Institute’s confidence forthe new recruit tooccupythe position he/she isapplying
for andbe entrustedwiththe responsibilities thatthe position entails.
Reasonable abilitytofulfillone’sintendedresponsibilitiescoversqualificationsorexperience aswell as
physical, mental,andcognitive fitnesstofulfill the intendedresponsibilities properly.
Probationary Period
Commonly,anewrecruitforindefinite employmentismade togo througha three monthprobationary
period.Eachnewrecruituponacceptance will be introducedathree monthprobationaryperiodfrom
the start.
Duringthe probationaryperiod,the institute hasthe rightto endemploymentatanytime witha month
advance termination notice.
At the endof the three monthprobationaryperiod,areviewmeetingwill take place betweenthe new
recruit,his/herimmediatesupervisoralongwiththe possibilityof higherlevelsupervisor inadditionto
an HR officer. Inadditiontoquarterlyprobationaryperformance assessment,the meetingwillalso
decide onthe statusof the newrecruit and one of the followingoutcomescouldhappen,based
primarilyonthe performance assessmentof the new recruitduringthe periodandthe suitabilityof the
recruit’spersonalitytothe Institute’sculture:
1. The probationaryperiodisextendedforanotherthree month (if the new recruitwas initially
introducedtoa three monthprobationaryperiod)
2. The newrecruit is offeredacontract basedemployment
3. The newrecruit is offeredafull time employment
4. The newrecruit is beingletgo (effective atthe endof three monthprobationaryperiod)

7. The maximumprobationaryperiodforanew recruitis three monthsandnot more as governedbythe
IndonesianEmploymentActNo.13 Year 2003. six monthsand notmore (2 timesof 3 month
probationaryperiod)
The reviewmeetingshoulddiscussonthe performance of the new recruit duringthe probationary
periodbytakingintoconsideration the opinionof the new recruithimself/herself andthatof his/her
immediate supervisororhigherlevel supervisorthatthe new recruithasa directreportingrelationship
to. Self-assessmentandthatof the recruit’ssuperior’soughtto be done inwrittenformatpriortothe
meetingandthe contentdiscussed duringthe reviewmeeting. The purpose of the review meetingisto
alignandclarify the expectationsof the managementandthe new recruithimself/herself overhis/her
jobresponsibilities andthe expectedlevelsof performance.Inaddition,itshouldbe made clearthatany
feedbackgivenbothbythe managementorthe new recruithimself/herself shouldbe made ina
constructive mannerinorderto furtherdevelopboththe managementandthe new recruit’s
professionalismandtorespectbothparties irrespective of the outcome of sucha meeting.
Definite Employment
The terms governingadefinite employmentoughtto be stipulatedinawrittenagreementreferredtoas
employmentcontract.Definite employmentismeantforrenditionof serviceswhichcouldbe completed
withinspecifiedperiodof time of notmore thanthree yearperiod.
The initial periodof contractshouldnotexceedtwoyearsandisextendable,once,byanotheryearin
accordance withthe IndonesianEmploymentAct(ActNo.13 Year 2003).
InternshipArticle 22
Internshipfallswithinthe definiteemploymentcategory.Howeverthe purpose of internshipis lessof
renditionof service butleanstowardtraininganddevelopmentof the internsthemselves.
Termsgoverninganinternshipoughttobe stipulatedinaninternshipagreement thatshouldspecifythe
periodof internshipandthe rightsaswell as responsibilities of the internandInstitute.
Internshipentailsthe issuanceof certificatebythe Institute uponcompletionof the stipulated period.

8. Standards ofConduct
Equal Opportunity Employment
IndonesiaInternationalInstitute forLife Sciences(i3L) iscommittedtoselectingand recruiting
employees free fromanydiscriminationof religious,racial,ideological,gender,andphysical
nature.
Recruitment,hiringorpromotionprocesswhichissuspectedtobe inbreachof the Institute’s
equal opportunitypolicyshouldbe reportedtothe Directorof AcademicAffairs (forfaculty) or
the headof the Human Capital andLegal Affairs department(fornon-faculty) tobe further
followed-up.The Directorof AcademicAffairs orheadof the HumanCapital department is
compelleduponreceiptof suchreportto verifyandinvestigate the validityof the reportwhich
uponreasonable confirmationmustbe passed-ontothe AcademicSenate (forfaculty) ortothe
Chief OperatingOfficer(COO,fornon-faculty) forformal adjudication of those responsibleof
the discriminatorypractice thatgoesagainstthe valuesandpoliciesof the Institute.
Nepotism
It isinappropriate foremployeeswithfamilial ties to be in direct reporting relationship to each
otherat the workplace anditwouldconstitute an ethical breach of the company’s standards of
conduct.Furthermore,anybusinessdealingsthatinvolve paymentshouldalsobe free of familial
tiesbetweenthe decisionmaker involved in the dealing at the Institute and the beneficiary of
payment.However,exceptionscouldbe made whenpriornotification of such ties are revealed
in advance and reported to the Institute’s COO. Moreover, any activities that would directly
benefitanemployee withfamilialtiesoughttobe relegatedtoanotheremployee. Failure to do
so would be deemed as a breach of the Institute’s standards of conduct.
Everymemberof the Institute isexpectedtobe aware of the potential conflictof interestarising
fromthe performance of their duties and to be willing to relegate the conflicting professional
dutyand to clearlydisclose suchpotential conflictof interestdue to involvement of immediate
family or household member to his immediate superior. Failure or neglect to do so may be
viewed as act of nepotism by the Director of Academic Affairs (if faculty member) or the COO
(non-faculty) and may be subject to sanctions by the Academic Senate upon report by the
Directorof AcademicAffairs (forfaculty) orbythe Chief OperatingOfficer (for non-faculty). The

9. Directorof AcademicAffairs orCOOmayhowever,inhis/her discretion, bring the report to the
Ombudsman Committee comprising of the COO, Director of Business Enabler and the Director
of AcademicAffairs,totrytoresolve the issue confidentially.Failuretoresolve the issuethrough
the OmbudsmanCommittee would compel the Director of Academic Affairs to report the case
to the AcademicSenate forformal adjudication (for faculty) or the COO to adjudicate the issue
(non-faculty).
Sexual Harassment
The Institute views sexual harassment a serious offence and usually carries the penalty of
immediate dishonorable discharge if proven correct. Sexual harassment is viewed as a serious
offence because it is contrary to scholastic values, discriminatory in nature, degrading to the
dignityof a person and potentially bringing psychological and mental anguish and devastation
that potentially may ruin a person’s career.
Report of allegation of sexual harassment should be submitted to the Director of Academic
Affairs (forfaculty) orthe COO(non-faculty)asimmediatelyaspossible since it is more difficult
to gatherevidence andtestimoniesthe longerthe reportiswithheld.Uponverifyingthe validity
of allegationwithinareasonable degree,the Director of Academic Affairs (for faculty) ought to
pass-on the report to the Academic Senate for formal indictment, investigation, hearing and
passingof sanctions (orthe COO for non-facultyforadjudication basedonhisdiscretion). Based
on the severityof the case,the alleged person may also be reported to the Police for due legal
process.
Unprofessional Conduct
Amorous relationship between two persons in direct reporting relationship to each other or
betweenanemployeeand a yetgraduatingstudentwouldconstitute a breach of the Institute’s
standards of conduct.
Reportof inappropriate relationshipbetweenimmediate subordinateandsuperior, or between
two faculty members with relation of asymmetry of power and direct reporting, or between
faculty member or staff and student should be submitted to the Director of Academic Affairs
(for faculty) or the COO (for non-faculty) who will, in his/her discretion, either attempt an

10. informal closed mediation through the Ombudsman Committee (comprising of the COO,
Directorof BusinessEnabler andthe DirectorforAcademicAffairs) or file a formal report to the
Academic Senate for formal indictment, hearing and passing of sanction (for faculty) or be
adjudicatedbythe discretionof the COO (for non-faculty). Failure to resolve the issue through
the OmbudsmanCommitteewouldautomaticallycompelthe Directorof AcademicAffairs tofile
a formal reportto the AcademicSenate (forfaculty).Note thatromantic relationships between
people involving no apparent relation of power such as those between completely differe nt
departments are not subject to this policy.
Conflict of Interest and Conflict of Commitment
With full-time employment, employees are expected to render their primary loyalty to the
Institute overanyotherinstitutionswiththe exceptionof state authorities. Therefore, when an
employee stood to gain directly from the performance of his professional duty as required by
the Institute, he or she would be required to disclose the nature of his would be benefit and
uponthe discretionof the Directorof AcademicAffairs(forfaculty) orthe COO (for non-faculty)
he/she might be required to temporarily relegate the related duty to another designated
employee.
Conflict of interest and conflict of commitment may also refer to instances whereby an
employee is faced with a situation that would directly harm either his personal interests or
those of the Institute’s.Insuchinstances,anemployee would be required to report the nature
of hisconflictof interest/commitmenttohis/her direct supervisor so that appropriate decision
could be taken to avoid harm to the Institute’s best interests. Failure to report such conflict
would constitute a breach to the Institute’s standards of conduct.
Any possible occurrence of either conflict of interest or conflict of commitment should be
reportedto the Directorof AcademicAffairs tobe furtherverified,investigatedandfollowed-up
with appropriate actions (for faculty) or the COO (for non-faculty). Report shall be treated as
confidentialretainingthe anonymityof the reporter throughout the process. Upon reasonable
verificationbythe Directorof AcademicAffairs,withherdiscretion,she may file a formal report
to the Academic Senate (for faculty). Other avenue of resolution that may be pursued by the
VPAA or COO includes an informal and confidential mediation through the Ombudsman

11. Committee (which membership consists of the COO, Director of Business Enabler and the
Directorof AcademicAffairs).Failure toresolve the issue through the Ombudsman Committee
automatically would compel the Director of Academic Affairs to file a formal report to the
AcademicSenate (for faculty) or the COO to adjudicate the issue based on his discretion (non-
faculty).
Formal Induction
Formal inductionintoanindefiniteemployment position entails the issuance of a formal appointment
letterthatcoversthe full name of the new employee,hisassignedpositionwithinthe Institute,detailed
jobdescription,asdetailedasviable,andthe scope of his/herresponsibilities. In addition, an induction
program should be arranged for new employees within three months of joining. The purpose of an
induction program is to verify and clarify any doubts regarding the expected levels of performance at
the Institute and to introduce new employees to the culture of the Institute and to align their
expectations to the Institute’s mission and vision.
Hours of work
The standard hoursof workat i3L is from8:00 AMto 5:00 PMwithlunchbreak in between from12:00
PMto 1:00 PM (Fridayfrom11:30 AM – 1:30 PM).
In addition,some departmentsmaybe required,outof necessity,toworkinshifts.
The managementalsorecognizesthateveryemployeemighthave his/herownuniqueneedspertaining
to dailyworkinghours.Assuch,to maintainhighmorale andperformance,the HumanResource
Departmentmightgrantminorleniencyregardingworkinghoursof individualsunderthe pretextthat
the leniencydoesn’tdegrade coordinationwiththeircoworkersandapproval mustbe obtainedfrom
boththeirimmediate supervisorandthe headof departmentandjustifiablereasonsare providedfor
the minorchange in workinghours andthat the change wouldn’t putthe institute’sinterestsata
disadvantage.Thus,itispossibletostartworking,say,at 7:00AM andfinishat4:00 PMor tostart at
09:00 AMand to finishat6:00 PMto avoidtrafficcongestiononthe wayhome andavoidunnecessary
waste of time on the commute.The managementviewsthe employees’well-beingasparamountto
theireffectivenessatwork and believes thatwell-restedemployeeswoulddisplay sustainablehigh
performance atwork.

12. Note that abruptsuddenchangestoone’sworkinghourswould notbe accommodatedunlessitisa
matterof emergency.Anysubmissionforworkinghourleniencyshouldbe made well before time and
will be lockedfora minimumdurationof asingle month. The approval processcouldtake afew weeks
to a monthand wouldbecome effective immediatelyuponapproval forthe agreedperiodof time or
until furthernotice.
Work shifts
Work shifts are usedat i3L to accommodate some measure of flexible workinghours.
Generallythere are twotypesof workshifts:
1. Weekdays(MondaytoFriday)
a. 07:00 AM – 04:00 PM
b. 08:00 AM – 05:00 PM
c. 08:00 AM – 06:00 PM
2. WeekdaysandSaturday/*Sunday
 Weekdays  Saturday
- 07:00 AM - 03:00 PM - 08:00 AM – 02:00 PM
-08:00 AM - 04:00 PM - 09:00 AM – 03:00 PM
- 09:00 AM- 05:00 PM - *02:00 PM – 08:00 PM
- *01:00 PM – 09:00 PM
 *Sunday
-*08:00 AM – 02:00 PM
*The textwithasterisk ismeanttoaccommodate the buildingmanagementdepartment
hence the peculiarityof the shift timing.
Break time
The official breaktime duringworkhoursisfrom12:00 PM – 01:00 PMexceptforFridaywhich
isfrom 11:30 AM – 13:30 PMto accommodate the Fridayprayer.

13. Changingworking hours: procedure
1. Change inWork Hours can onlybe done viathe approval of eachdepartmenthead.
2. Theywill needtobe submittedtothe HR departmentnolaterthana monthprior to
the proposedchange.Special considerationwill be givenforspecialcircumstances
providedvalidandgoodreasonisgivenforthe late submissionof workhours
change.
Out of station reporting
Whenan employee isgoingtobe awayfromthe office forthe whole daydurationformatters
relatedtothe Institute’sbusinessthenhe orshe isrequiredtoreporthis/heroutof station
statusprior to the occasion.
1. The attendance systemwon’tbe able toknow youwere awayfor i3L businesswhen
youdidn’tregisterforthe day.
2. Thus forout stationbusinessesyouneedtomanually reportinto the HR
departmentvia the head of your departmentno later than a weekprior to the
planneddate. The headof departmentuponreportof his/hersubordinate needsto
reportthe out stationstatusof the reporternolaterthan a weekpriorto the
planneddate unlessthe planwas suddenand good reason was provided.
Comingfor work on supposedlyday off
1. Whenan employee comestoworkonhissupposedlydayoff uponrequestor
approval fromhis/herdirectsupervisor formore than6 hours (suchas Saturdayor
Sundayor National Holiday,etc) thenhe orshe isentitled,inexchange,fora
replacementdayoff unlessitiscountedtowardhis/herusual workshift (suchasfor
some staff inthe BM team).
2. Reportof comingto workon a supposedlydayoff henceforthtobe termed‘dayon
reporting’shouldbe made inthe earliestdaypossiblefromthe dayof the
supposedly‘dayon’.
3. Submissionof replacementdayoff shouldbe made nolaterthana weekpriortothe
proposeddayand shouldbe approvedbythe relatedheadof department.

14. Beinglate for work
The Institute recognizes thathoursloggedinforworkdon’tnecessarilyequate toproductivity.
Howeveremployeesneedtoadhere toprescribedworkrulesinordertomaintaindisciplineand
cultivate asense of fairness. Thusthe followingprescribedguidelines.
 The Institute shall tolerate lateness upto10 minuteslong.
 Three (3) daysconsecutive latenessof more than10 minutes wouldresultinoral
reprimand
 Repetitive latenessof more than10 minuteslongformore than5 timespermonth
wouldresultalsoinoral reprimand.
 More latenesswithinamonthperiodwouldresultinareprimandletterof firstdegree
 The wouldbe issuance of the 2nd reprimandletterof firstdegree within3monthperiod
justifiesthe issuance of areprimandletterof seconddegree,unlessgoodandvalid
reasonisprovided.
 The wouldbe issuance of the 2nd
reprimandletterof seconddegree within6month
periodjustifiesthe issuance of areprimandletterof thirddegree thatwouldserve asa
final warningbefore terminationof employment.
InterimPerformance Evaluation
Employee performance evaluationsare conductedonbi-annualbasis. Duringthe monthof evaluation,
everyemployee will be givenaself-assessmentform. Headsof departmentswill be requiredtofill out
theirstaff evaluationforms,one foreachstaff underthem.The contentof the twoformswill be then
reconciledanddiscussedopenlyinaperformance evaluationmeetingbetweenindividual staff and
his/herheadof department.
Appraisal of eachemployee’sperformance anditsdiscussionshouldbe basedonprofessional
objectivism.Anydiscrepanciesinperceptionoughttobe resolvedbyclarifyingthe sourcesof such
discrepancies.Bothwrittenassessmentsfromthe employeesthemselvesandthe headsof departments
will be pairedand filedandkeptaspart of the archive of the humanresource department andtreated
as confidential.

15. Opennessshouldbe viewedascritical insuchmeetingsandtherefore,nootherindividual otherthan
the headof departmentandthe individual employeehimself/herself shallbe presentduringthe
meeting. Feedbackandconstructive criticismsfrombothpartiesinsuch meetingsare welcome andare
viewedassignsof opennessandgoodwill bythe humanresource department. Lackof feedback
howevermightindicateeithersignsof unresolvedissuesorlackof trustbetweenthe employee and
his/herheadof department orevencomplicity shouldproblemsare revealedata latertime.Therefore,
the humanresource departmentencouragesemployeestoprovide feedbackorconstructive criticismof
theirdepartments orevenof theirsuperiors.Superiors,inturn, mayuse the chance to reflectand
improve ontheirmanagement andpeopleskillsinthe longrun. Sustainable growthandhigh
performance are onlypossibletobe cultivatedinahealthyenvironmentinwhicheveryone feelssafe to
say theirmindsforthe benefitsof the institute asawhole.
The bi-annual performance evaluationswillformthe basisforpromotionsand salary
increments/adjustments.
CompensationManagement
CompensationLeave
An employee whocomesinforworkonsupposedlydayoff forlongerthan6 hours iseligible for
a compensationleaveinexchange forhisextraworkingday.Thus,the institute shall
compensate these extrahoursnotthrough paidovertime/hourly basisbutbyacknowledging
that the employee hasthe rightfora full daycompensatedleavewhichcountsaspaidleave in
exchange forhis/herextrahours. Note thatcompensatedleavewouldonlytake intoaccount
daysin whichemployees,due totheirobligationtothe Institute,are made tocome for workon
whichtheywere supposedtobe off anddoesn’tapplytoarbitrarypersonal decisiontocome to
workon supposedlydayoff.
BusinessTrip
1. Expensesforbusinesstravels,abroadorlocal,oughtto have beenallocatedinthe
department’sannual budget andthe businesstravelsthemselvesare subjectto
approval fromthe CEO of the Institute.

16. 2. Businesstravel proposal shouldbe preparedandsubmittedtothe Finance and
Accountingdepartmentnolaterthan7 days priorto the planneddeparture.
3. The Finance and AccountingDepartmenthasthe righttorejectprocessingthe Business
Travel proposal when:
a. It has notbeenapprovedbythe CEO of the Institute
b. It issubmittedlessthan7 dayspriorto the planneddeparture (unlessthe CEO
specificallyapprovesof the late submission)
4. Each businesstravel oughttoproduce theircorrespondingBusinessTripReport.
5. BusinessTripReportshouldbe submittedtothe Finance &AccountingDepartmentfor
financial claimprocessingandtothe CEO, PresidentandCOOof the Institute fortheir
reviews.
6. Reimbursementtothe financial claimspertainingtoanybusinesstravel wouldonlybe
done uponthe approval fromthe head of the Finance & AccountingDepartmentand
the CEO of the Institute.
*Daily transportation expenses will only cover the followingtrips:airportto hotel and viceversa as
well as from hotel to business meeting point and vice versa and from one business meeting point to
another business meeting point.
Reimbursement
Reimbursementswill onlytake place when material evidence of expenses pertainingtothe
Institute’sbusinessactivities isprovided.Evidence of expensesshouldbe submittedtothe
Finance & AccountingDepartment forreimbursementprocessing.Inthe absence of clear
material evidence,noreimbursementisfeasible. Inaddition,the typesof activities thatthe
expensesbelongtoshouldalsobe clearlyconveyedwhetherinwrittenformatorcommunicated
verbally tothe departmentof Finance &Accounting.
Disciplinarymeasures

17. The human resource departmentrecognizesthatdisciplinaryprocedure needstobe laidoutclearlyina
culture of opennessandtrustthat the departmentespousesforthe benefitof the whole employeesand
the institute asa whole.
The human resource departmenthasthe followingprocedure indealingwith breachesof
regulations/code of conduct/disciplinethatcorrelatestothe severityof the breach(fromleastsevere to
most):
1. Verbal warning
2. Reprimandletter(firsttothird degree)
3. Immediate terminationof employment
The selectedcourse of actioninthe eventof a breach of disciplinefallswithinthe discretionof the
humanresource departmentanddependsonthe severityandrepetitionlevel of the breachinquestion.
Verbal warning
Verbal warningisthe leastsevere disciplinary procedure usedtowarnof a breachof discipline.
Leastsevere breachof discipline constitutesbreachesof discipline thatdonotharm the institute
financially,morally,andlegally.Theymayincludeminorethical firsttime breaches suchassmoking
indoorforthe veryfirsttime.
Reprimand letter(firsttothird degree)
Reprimandletters(first,second,andthirddegree) are usedtoformallywarnemployeesof multiple-
time minorethical breachesof discipline (Institute’srules)orbreachesthatharm the institute
financially,morally,or,legally.Dependingonitsseverity, areprimandlettermayconstitute firstto
thirddegree levelof breach.Thirddegree reprimandletterservesasthe final warningbefore the
final disciplinaryaction istobe takeni.e.,terminationof employment.
Immediate terminationof employment
Whena severe breachtookplace,the institute might immediatelyterminatethe employmentof the
employeeinconcern.Whenabreach of disciplineseverelyharmedthe instituteeitherfinancially,

18. morally,or,legally,immediate employmentterminationcouldbe pursuedasthe final measure of
disciplinaryaction,inadditiontoapossible legallybindingcourse of action.
Exit interview
Upon resignationof anindefiniteemploymentemployee,anexitinterview oughttobe conducted
before the terminationof employmenttakeseffect.The exitinterviewshouldtry togleanthe
perspective of the resigningemployeeof his/herimpressionwhile workingatthe Institute andthe
specificreasonsof his/herresignationoughttobe elaboratedandrecorded. Objectivedissenting
views are alsooughtto be recordedfor future review bythe Management. The purpose of anexit
interview is togainpertinentinformationof the managementandpeoplewithinthe Instituteasa
whole fromthe perspectiveof aonce insider,tobe usedforthe bettermentof the Institute.
Informationdisclosedduringanexitinterviewshould be treatedas strictly confidentialtomembers
of the Institute andoutsiders whoare notmade privytothe information bythe Management.
Benefits
Medical insurance and claims
Outpatienttreatment
For permanentemployees, outpatientmedical claimswill be reimbursedprovidedthatclear
material evidence of the expensesissubmittedtothe HR department. Note thatthe Institute
wouldonlycover80% of the expensesandthatthe monthlymedical reimbursementiscapped
at IDR 500,000 permonth.
1. Outpatientmedical claimscoverthe employeeand his/herspouseaswell aschildren
2. Doesn’tconstitute dental care
3. As muchas 80% of the outpatientmedical expenseswouldbe covered,cappedatIDR
500,000.00 per month
Inpatienttreatment
Inpatientmedical expenseswill be coveredbyamedical insurance subscribedforthe employees
by the Institute toan appointedinsurance company.

19. Indonesia’sSocial Security program (Jamsostek)
The Indonesia’sstate social securityprogramcalledJamsostekbenefitsonlyIndonesiancitizens
1. Jamsostekwill onlybe processedfor indefinite employees of Indonesiannationality.
2. It covers:
a. AccidentInsurance.
b. Life Insurance.
c. RetirementFunds.
3. Payment:
a. Each indefinite employeewould pay2% of his/hermonthlysalarytothe
program.
b. The Institute wouldpay4.24% of each indefinite employee’ssalaryto the
program.
Holiday allowance (Tunjangan Hari Raya-THR)
1. Holidayallowance isanannual allowance providedforsupportinganemployee’s main
religiouscelebration.Thisallowance benefitsall employeesirrespective of their
religions.
2. The allowance isprovidedtoemployeeswhohave worked foraminimum3(three)
monthperiod.
3. For employeeswhohave worked foraminimumof ayear,the amount of provided
allowance isthe monthlysalaries of respective employees.
4. For employeeswhohave workedforlessthanayear,downto a minimum3 (three)
monthperiod,the amountof providedallowance isproportional tothe fractionof a
yearof respective employees’ monthly salaries.
Special considerationsregardingremuneration
Remunerationduring illness 93

20. 1. Remunerationduringillnessisprovidedto indefiniteemployeeswhosufferfrom
prolonged illnessonthe basisof verifiable andvalidstatementfromamedical doctorin
a writtenformat.
2. Remunerationduringillnessisprovidedinaccordance with appliedlegislation.
3. Provisionof remunerationduringillnessbythe Instituteisgiveninaccordance with
provisionssetin XXXXX
Annual Leave xx
Permanentemployeeswhohave beenworkingatthe Institute foraminimumdurationof a
yearare entitledto12 days of annual leave thatcan be carried forwardto the nextyear’s
first6 months before expiring.
Applicationforannual leaveshouldbe submittedtothe HR no laterthan a weekpriortothe
plannedday(s) uponapproval fromone’sdirectsupervisorsignifiedbythe signature of the
relatedheadof department.
Annual Leave iscountedfromJanuarythe firstto 31st
of Decemberthe same yearwhile
expiringinJune the nextyear.The startof a new yearautomaticallyaddsthe annual leave
stock forpermanentemployeeswhohave workedwiththe Instituteforaminimumone
yearperiod.The accumulation of renditionof service of permanentemployeestakes into
account theirprobationaryperiod.
Sick Leave
Reasonable andvalidevidence forthe sickleave oughttobe providedtothe HR department
inthe earliestpossible time. However,the Institute alsorecognizesthatordinarily,many
people donotgo to the doctor forprescriptionforcommonillnessessuchasa badbout of
flu.Therefore the Institute doesn’tdemandthe submissionof evidence althoughwhensuch
evidence doesexistitshouldbe submittedforrecord.
Maternity Leave 82
The Institute recognizesa3 monthpaidmaternityleave fordeliveringmotheremployeesat
the Institute.Male employeeswhose spouseshave justdeliveredanewbornbabyare
entitledto a3 day paidleave fromthe date of delivery.

21. Maternityleave couldbe takenfromone anda half monthpriorto estimateddeliverytime
up to three monthsof maternityleave intotal.
Miscarriage Leave 82
Female employeewhohada miscarriage wouldbe entitledtoone anda half monthof paid
miscarriage leave orasrecommendedbyobstetricianormidwife. Inaddition, amale
employeewhose wife hadamiscarriage wouldbe entitledto2days of paidleave. 93
Sabbatical Leave Article 79
An employee whohasworkedatthe Institute forsix yearshasthe rightto 2 monthsof paid
sabbatical leave.
Sabbatical leave couldbe takeninthe seventhandeightyears,eachconstitutingone month
of sabbatical leave. Takingof sabbatical leave wouldnullifythe righttoannual leave forthe
year.
Sabbatical leave couldbe takenineachmultiplicityof six yearbasis of renderedservices.
Nuptial Allowance
Nuptial orweddingallowance ismeantforeverysingleemployee whoistaking the nuptial
vowfor the veryfirsttime.The nuptial allowancetobe providedisinthe amountof
monthlysalary. Inaddition,newly-wedemployeesare entitledto3 daysof paidleave 93.
Parentemployeewhose childismarryingisentitledtoa2 day paidleave. 93
GriefSupport
In the eventof a lossof lovedone thatincludeseitherof parents,childorspouse,the
grievingemployee isentitledtoa grief supportfromthe Institute inthe amountof monthly
salary.
In addition,the passingof amemberof household orclose familymemberentitlesan
employeeto2 days of paidleave 93.
Circumcisionof child93
Parentingemployeewhose childishavingacircumcisionisentitledtoa2 day paidleave. 93

22. Baptism of child93
Parentingemployeewhose childishavingabaptismisentitledtoa2 daypaidleave. 93
Financial Assistance for Detainmentby State Authorityxx
In the eventof an employeebeingdetainedbystate authority,the Institute shall paya
portionof his/hermonthlysalary tohis/herfamily asfollows:
 With1 dependent: 25% of monthlysalary
 With2 dependents:35% of monthlysalary
 With3 dependents: 45% of monthlysalary
 With4 or more dependents:50% of monthlysalary
Financial assistance fordetainmentbystate authorityshall be paidfora maximum6 month
periodfromthe firstday of detainment.
The Institute hasthe rightto terminate employmentwhen the periodof detainment
exceeds6months.
Layoff
Temporary Layoff
1. Shoulda situationorcondition arise inwhichthe Instituteisforcedtocease part or the
entire of itsactivities,the Institute maychoose totemporarilylayoffitsemployees
2. The institute hasthe rightto temporarilylayoffitsemployees tosafeguardits financial
wellbeing/interestsordue tounforeseen natural disastersorotherforcesmajeures.
RetirementAge
The official retirementage atthe Institute is60 yearsoldwhichis extendable to65 yearsold
providedthatthe employeeinquestionisstill inrelativelygoodhealthandisable tocontribute
meaningfullyto the Institute’smissionandvision.

23. Reprimand letterof thirddegree
Reprimandletterof thirddegree constitutes the final warningbeforeterminationof
employment.Anywouldbe issuance of furtherreprimandletterwouldsignifyterminationof
employmentthatiseffective immediately.
Five consecutive days of absence withoutnotification
An employee whoisabsentfromworkforfive consecutive dayswithoutnotification despite a
minimumtwotime efforttoestablishcontactinreasonable manner bythe Institute andwhois
unable toprovide validandreasonable evidenceforhisabsence couldbe consideredbythe
Institute tohave voluntarilyresigned.
169 (belum)
Severance Benefits
Withthe exceptionof voluntaryresignation,terminationof indefiniteemployment entailsthe payment
of severance andloyaltyappreciationbenefits.
The amount of severance benefits tobe paidisas follows:
Period of rendered services Amount of severance benefits
Period of rendered services < 1 year 1 month salary
1 ≤ Period of rendered services < 2 years 2 month salary
2 ≤ Period of rendered services < 3 years 3 month salary
3 ≤ Period of rendered services < 4 years 4 month salary
4 ≤ Period of rendered services < 5 years 5 month salary
5 ≤ Period of rendered services < 6 years 6 month salary

24. 6 ≤ Period of rendered services < 7 years 7 month salary
7 ≤ Period of rendered services < 8 years 8 month salary
8 ≤ Period of rendered services < 9 years 9 month salary
In additiontothe above,the Institute wouldalsopaythe followingadditionalbenefits termedloyalty
appreciationbenefits dependingonthe periodof renderedservices:
Period of rendered services Amount of loyalty appreciation
benefits
3 ≤ Period of rendered services < 6 years 2 month salary
6 ≤ Period of rendered services < 9 years 3 month salary
9 ≤ Period of rendered services < 12 years 4 month salary
12 ≤ Periodof rendered services < 15 years 5 month salary
15 ≤ Periodof rendered services < 18 years 6 month salary
18 ≤ Periodof rendered services < 21 years 7 month salary
21 ≤ Periodof rendered services < 24 years 8 month salary
Period of rendered services > 24 years 10 month salary
Closing111
Thisdocumentismade to serve as the company’semploymentguidelines tobe made available to
any of the Institute’semployeesandiseffective fromthe date itissignedbythe CEO of the Institute
and isvalidforup to 2 yearsor until earlier nextrevision whichevercomesfirst.
CEO DesignatedGovernmentOfficial,
Xxxxx xxxxxxx