TENMET Human Resources & Administrative Manual - Tanzania ...

Human Resources and
Administration Manual

Table of Contents
1.0 Introduction......................................................................................................1
1.1 Identity......................................................................................................................................................1
1.1.1 Vision............................................................................................................................................1
1.1.2. Mission.........................................................................................................................................1
1.2 Values and Principles.................................................................................................................1
1.2.1. Core Values..................................................................................................................................1
1.2.2. Principles.....................................................................................................................................1
1.3 Information about the Manual..............................................................................................................1
1.4 Custodianship of the Manual................................................................................................................2
1.5 Use of the Manual...................................................................................................................................2
1.6 Amendments............................................................................................................................................2
1.7. Interpretation of the Policy Manual......................................................................................................2
1.8 Forms.........................................................................................................................................................2
1.9 Purpose of the Policies in this Manual.................................................................................................2
1.10 Setting Policies.........................................................................................................................................3
1.11 Validity......................................................................................................................................................3
1.12 Compliance..............................................................................................................................................3
1.13 Definitions................................................................................................................................................3
2.0 Code of Conduct................................................................................................5
2.1 Purpose.....................................................................................................................................................5
2.2 Discharge of Duties – Every Employee................................................................................................5
2.3 Reputation of TEN/MET.......................................................................................................................5
2.3.1 All employees shall....................................................................................................................5
2.3.2. No employee shall......................................................................................................................5
2.4 Mutual Respect and Non-discrimination............................................................................................5
2.4.1 Every employee shall.................................................................................................................5
2.4.2 No employee may......................................................................................................................5
2.4.3 No employee may......................................................................................................................5
2.5 Zero Tolerance for Corruption...............................................................................................................5
2.6 Conflict of Interest...................................................................................................................................6
2.7 Use and Care of TEN/MET Property...................................................................................................6
2.7.1 TEN/MET properties,...............................................................................................................6
2.7.2 Official Stamp of TEN/MET.....................................................................................................6
2.8 Representation.........................................................................................................................................6
2.9 Confidentiality.........................................................................................................................................6
3.0 Decision Making Roles, Powers, and Responsibilities......................................7
3.1 Purpose.....................................................................................................................................................7
3.2 Levels of Decision Making Roles, Powers, and Responsibilities.....................................................7
3.2.1 The Annual General Meeting Shall:.........................................................................................7
3.2.2 The Board of Directors Shall.....................................................................................................7
3.2.3 The Coordinator Shall................................................................................................................7
3.2.4 Other Employees Shall..............................................................................................................8
3.3 Consultation with the Management Team..........................................................................................8
3.4 Delegation................................................................................................................................................8
3.5 Staff Meetings..........................................................................................................................................9

4.0 Administrative Policies & Procedures.............................................................10
4.1 Purpose...................................................................................................................................................10
4.2 Internal Communication Route...........................................................................................................10
4.3 Press Communication...........................................................................................................................10
4.4 General Communications....................................................................................................................10
4.5 Notice Boards......................................................................................................................................... 11
4.6 Reception Procedures........................................................................................................................... 11
4.7 Office Security........................................................................................................................................12
4.8 Office Equipment and Machinery.......................................................................................................12
4.9 First Aid Kit............................................................................................................................................12
4.10 Office Cleanliness..................................................................................................................................12
4.11 Office Attire............................................................................................................................................12
4.12 Uniforms.................................................................................................................................................12
4.13 Identity Cards........................................................................................................................................13
4.14 Office Refreshments..............................................................................................................................13
4.15 Fire...........................................................................................................................................................13
4.16 Filing........................................................................................................................................................13
4.17 Filing Index............................................................................................................................................13
4.18 Filing System Guidelines.....................................................................................................................13
4.19 Retrieval of Documents........................................................................................................................14
4.20 Archiving Files.......................................................................................................................................14
4.21 Computer Document Management and Protection.........................................................................14
4.22 Stationery................................................................................................................................................14
4.23 Information Confidentiality.................................................................................................................15
5. Employment and Recruitment........................................................................16
5.1 Purpose...................................................................................................................................................16
5.2 General Principles.................................................................................................................................16
5.3 Employee Establishment......................................................................................................................16
5.4 Appointing Authorities........................................................................................................................17
5.5 Categories of Contractual Engagement.............................................................................................17
5.6 Contract Requirements.........................................................................................................................18
5.7 Recruitment Process..............................................................................................................................18
5.8 Criteria for Selection.............................................................................................................................18
5.9 Diversity and Non-discrimination......................................................................................................18
5.10 Short listing and Interviews.................................................................................................................19
6. Appointments..................................................................................................20
6.1 Purpose...................................................................................................................................................20
6.2 Confirmation of Appointment.............................................................................................................20
6.3 Medical Examination............................................................................................................................20
6.4 New Appointment Settling-in Allowance.........................................................................................20
6.5 Orientation.............................................................................................................................................20
6.6 Relevant Documentation......................................................................................................................20
6.7 Probation................................................................................................................................................21
6.8 Internal Transfer....................................................................................................................................22
7. Personal Files..................................................................................................23
7.1 Purpose...................................................................................................................................................23
7.2 File Contents..........................................................................................................................................23

7.3 Confidentiality and Access..................................................................................................................23
7.4 Maintenance of Files.............................................................................................................................23
8. Working Hours................................................................................................24
8.1 Purpose...................................................................................................................................................24
8.2 Working Hours......................................................................................................................................24
8.3 Public Holidays.....................................................................................................................................24
8.4 Attendance and Staff Movement Register.........................................................................................24
8.5 Overtime and Extended Working Time.............................................................................................24
8.6 Absences from Work to Attend Private Matters...............................................................................25
8.7 Flexible working schedule...................................................................................................................25
9. Outside Work and Related Activities..............................................................26
9.1 Purpose...................................................................................................................................................26
9.2 Basic Understanding.............................................................................................................................26
9.3 Conditions under which Outside Work may be undertaken..........................................................26
9.4 Disclosure Requirement.......................................................................................................................26
9.5 Confidentiality.......................................................................................................................................26
9.6 Work Undertaken by TEN/MET........................................................................................................27
9.7 Treatment of Payments.........................................................................................................................27
9.8 Accountability........................................................................................................................................27
9.9 Acknowledgements..............................................................................................................................27
10. Salary Administration Policy...........................................................................28
10.1 Purpose...................................................................................................................................................28
10.2 Salary Structure.....................................................................................................................................28
10.3 Determination of Salary Levels...........................................................................................................28
10.4 Cost of Living Adjustments.................................................................................................................28
10.5 Performance Based Adjustments........................................................................................................29
10.6 Payment of Salaries...............................................................................................................................29
10.7 Salary Grievance Procedure.................................................................................................................29
10.8 Payroll Deductions................................................................................................................................29
10.9 Salary Garnishments.............................................................................................................................29
11. Loans and Advances Policy.............................................................................31
11.1 Purpose...................................................................................................................................................31
11.2 Salary Advances....................................................................................................................................31
11.3 Personal Loans.......................................................................................................................................31
12.0 Employee Benefits.................................................................................................................................32
12.1 Purpose...................................................................................................................................................32
12.2 Determination of Benefits....................................................................................................................32
12.3 Housing Allowance...............................................................................................................................32
12.4 Pension....................................................................................................................................................32
12.5 Gratuity...................................................................................................................................................33
12.6 Health Care............................................................................................................................................33
12.7 Tea and Drinking Water.......................................................................................................................34
12.8 Group Accident Insurance...................................................................................................................34
13. Performance Appraisal Policy.........................................................................35
13.1 Purpose...................................................................................................................................................35
13.2 General Principles.................................................................................................................................35

13.3 Performance Appraisal Process...........................................................................................................35
13.4 Upward Feedback.................................................................................................................................36
14. Leave Policy....................................................................................................37
14.1 Purpose...................................................................................................................................................37
14.2 General Regulations..............................................................................................................................37
14.3 Annual Leave.........................................................................................................................................38
14.4 Paid Office Closure Leave....................................................................................................................38
14.5 Sick Leave...............................................................................................................................................38
14.6 Maternity/Paternity Leave..................................................................................................................39
14.7 Personal Days........................................................................................................................................39
14.8 Compassionate Leave...........................................................................................................................40
14.9 Study Leave............................................................................................................................................40
14.10 Unpaid Leave.........................................................................................................................................41
14.11 Compensatory Leave Days..................................................................................................................41
14.12 Adoption Leave.....................................................................................................................................41
14.13 Paid Jury Duty Leave............................................................................................................................41
15. Staff Training and Development Policy..........................................................42
15.1 Purpose...................................................................................................................................................42
15.2 General Principles.................................................................................................................................42
15.3 Learning and Development.................................................................................................................42
15.4 Visa Expenses.........................................................................................................................................42
16. HIV and Aids Workplace Policy.......................................................................43
16.1 Purpose...................................................................................................................................................43
16.2 General Principles.................................................................................................................................43
16.3 Support to AIDS/HIV Victims............................................................................................................43
17. Disciplinary Action..........................................................................................44
17.1 Purpose...................................................................................................................................................44
17.2 General Considerations........................................................................................................................44
17.3 Disciplinary Guidelines........................................................................................................................44
17.4 Grounds for Disciplinary Action.........................................................................................................44
17.5 Category of Offences.............................................................................................................................45
17.5.1 Minor Offences.........................................................................................................................45
17.5.2 Major Offences:.........................................................................................................................45
17.5.3 Operational requirements on Minor Offences.....................................................................45
17.5.4 Operational requirements on Major Offences......................................................................46
17.6 Disciplinary Action...............................................................................................................................46
17.7 Warnings.................................................................................................................................................46
17.8 Termination............................................................................................................................................46
17.9 Suspension..............................................................................................................................................47
17.10 Recovery of Losses or Damages..........................................................................................................47
17.11 Right of Appeal......................................................................................................................................47
18. Employee Grievances and Complaints............................................................48
18.1 Purpose...................................................................................................................................................48
18.2 General Principles.................................................................................................................................48
18.3 Grievance Procedures...........................................................................................................................48
18.4 Other Provisions....................................................................................................................................48

19. Separation Policy............................................................................................50
19.1 Purpose...................................................................................................................................................50
19.2 Grounds for Separation........................................................................................................................50
19.3 General Considerations........................................................................................................................51
19.4 On Medical Grounds............................................................................................................................51
19.5 Unsatisfactory Probation......................................................................................................................51
19.6 Summary Dismissal..............................................................................................................................51
19.7 Unsatisfactory Staff Appraisal.............................................................................................................51
19.8 Redundancy...........................................................................................................................................52
19.9 Expiration of Contract..........................................................................................................................52
19.10 Death of Employee................................................................................................................................52
19.11 By Provision of Minimum Notice.......................................................................................................52
19.12 By Mutual Agreement..........................................................................................................................52
19.13 Retirement..............................................................................................................................................52
19.14 Administrative Issues on Separation..................................................................................................53
20. Social Welfare Association..............................................................................54
20.1 Purpose...................................................................................................................................................54
20.2 General Principles.................................................................................................................................54
20.3 Staff Welfare Fund.................................................................................................................................54
21. Funeral Assistance Policy................................................................................55
21.1 Purpose...................................................................................................................................................55
21.2 General Principles.................................................................................................................................55
21.3 Scope of Assistance...............................................................................................................................55

1.0: Introduction
1.1 Identity
Tanzania Education Network / Mtandao wa Elimu Tanzania (TEN/MET) was founded in 1999
as a national network, linking together and supporting CSOs in their initiatives to advocate for
quality basic education for all in Tanzania. It is registered as a not-for-profit company limited
by guarantee not having share capital under the Companies Ordinance (Cap. 212 of the Laws
of Tanzania) since 21st September, 2005.
1.1.1 Vision
Vibrant CSOs that promote equitable access to quality education.
1.1.2. Mission
TEN/MET is a network organization committed to promote equitable access to quality
education by strengthening education CSOs in Tanzania through capacity building,
advocacy, research, and networking.
1.2 Values and Principles
1.2.1. Core Values
TEN/MET is guided by six core values:
1. Equal access to quality inclusive basic education for all Tanzanians
2. Local communities and poor people have potential to contribute to and demand
good quality education
3. Integrity at all times
4. Transparency and accountability
5. Maintenance of accurate records with in-built confidentiality
6. Effective leadership and constancy of purpose
1.2.2. Principles
TEN/MET:
1. is guided by the Strategic Plan and implements programs and activities with the
support of its members
2. lives up to its mission
3. adopts the most effective leadership style and skills to ensure commitment to
excellence
4. uses all its resources efficiently and effectively, including the potential and
creativity of its members
5. continually monitors and evaluates its products, services, and processes
1.3 Information about the Manual
The purpose of this Human Resources and Administrative Manual is to set out the overall
administration and human resources policies and procedures for Tanzania Education
Network (TEN/MET). These procedures are intended to standardize practices, guide and
assist management in handling day- to-day administration and human resources matters for
the smooth running of the Secretariat.
The manual is divided into sections and subsections, with each section dealing with a specific
and related administration or human resource policy.
TEN/MET Human Resources and Administration Manual Approved by the Board on 26.08.2013 1

1.4 Custodianship of the Manual
This manual is obtainable from the Coordinator and the Head of Administration. Any employee
who may require information from this manual shall consult the Head of Administration
where information if appropriate or relevant shall be provided.
1.5 Use of the Manual
Supervisors should adhere to the laid down policies and procedures. In order to allow for
flexibility any departure from the laid down policies and procedures should be made after
consultation with and the concurrence of the Coordinator, who for the purpose of this manual
has the ultimate authority. It is the responsibility of each employee to adhere to the policies and
procedures herein described and for Supervisors to administer these policies and procedures
in a consistent and impartial manner.
1.6 Amendments
Any sections or subsections that require amendments i.e. additions or deletions shall be
referred to the designated personnel in the Administration who will work with the Coordinator
in assessing the need for and nature of such changes. Any modification of the policies and
guidelines stated herein shall be made only after due consideration is given to the effect the
proposed modification will have on the advantages, benefits and responsibilities of the staff.
However, there will be exceptions due to financial considerations; policies may have to be
changed in favour of the larger organizational interests. These policies and guidelines will
remain in effect until any of the following situations necessitate change:
• Internal growth within TEN/MET;
• Change in general economic conditions;
• Problems of either error or omission are encountered; and
• Improvements are deemed necessary.
1.7. Interpretation of the Policy Manual
1.7.1 The regulations contained in this policy manual shall apply to all employees of TEN/
MET and save where individual contracts provide to the contrary.
1.7.2 Where any provisions of the regulations in the manual may be interpreted to convey
a meaning contrary to any written law, such written law shall prevail and words
importing singular shall include the plural and vice versa and those importing the
masculine gender shall include the feminine.
1.7.3 The responsibility for interpreting the regulations in the Manual shall rest upon the
Head of Administration. Where doubts shall continue to arise as to the meaning or
application of one or all regulations in the Manual the Coordinator shall be the arbiter
in the first instance. An appeal against the interpretation made by the Coordinator lies
with the Board, whose decision is final and conclusive.
1.8 Forms
All forms relating to this manual can be obtained from the Administration Office.
1.9 Purpose of the Policies in this Manual
The Human Resources and Administrative Manual contains the basic principles, policies and
regulations that are to guide TEN/MET operations (hereinafter ‘Policies’). Their purpose is
to ensure that TEN/MET functions in an effective and efficient manner, consistent with its
Articles of Association, mission and values. The Policies are meant to provide all employees
with a clear understanding about administrative functioning, including the roles, powers,
rights and responsibilities of employees of TEN/MET. The Policies seek to promote the values
stated above in all aspects in the functioning of the Organization.
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1.10 Setting Policies
1.10.1 The major policies and regulations of TEN/MET, including regarding administrative
matters, shall be set by the Board of Directors consistent with TEN/MET’s Articles of
Association. The Board reserves the right to revoke, add or amend the Policies at any
time as may be needed.
1.10.2 TEN/MET employees shall generally enjoy the right to reasonable information,
consultation and participation in respect to the formation of the Policies. Employees
may request the Coordinator to consider additions and amendments to the Policies
and to recommend these to the Board of Directors. These should be accompanied with
a justification for the change.
1.11 Validity
1.11.1 These Policies shall become effective on the latest date that the Board approves and
signs the manual and shall replace and supersede all previous Policies that have been
effective hereto.
1.11.2 Where there is a conflict between the provisions of these Policies and any policy,
contract, regulation, procedure, guideline or other instruction issued prior to the latest
date of signing, these Policies and authorized amendments made to them from time to
time shall prevail.
1.12 Compliance
1.12.1 All TEN/MET employees are required to abide by these Policies. Where specific
responsibilities are delineated persons responsible shall discharge their responsibilities
fully in accordance with the Policies. Non-compliance with the Policies or any part
thereof shall constitute a breach of the code of conduct as specified herein.
1.12.2 All employees who have knowledge of non-compliance of the Policies shall be
responsible for alerting their Supervisor and/or Coordinator of the matter.
1.13 Definitions
“Board”
means Board of Directors of the Tanzania Education Network/
Mtandao wa Elimu Tanzania (TEN/MET).
“Board Chairperson” means Chairperson of the TEN/MET Board of Directors
“Category A” means the first group of TEN/MET signatories from the secretariat
where payments are initiated
“Category B” means the second group of signatories from among Board members
who verify payments
“Coordinator” means the Coordinator of TEN/MET
“DSA”
means daily subsistence allowance
“Employee”
means any person employed by TEN/MET on a contract basis
“Employer”
means the Board of Directors of TEN/MET
“IFRS”
means International Financial Auditing Standards issued by the
International Accounting Standards Board.
“Leave”
means absence from work with or without pay that is authorized by
the employer in accordance with the Policies
“Long term contract employee” means an employee of TEN/MET working full time with a
contract of more than six continuous months
“Organization” means TEN/MET
“NBAA”
means the National Board of Accountants and Auditors
“Partner”
means an organization or other entity with whom TEN/MET
collaborates in the pursuit of a common aim.
“Payment Voucher” or “PV” means the official form providing evidence for a payment claim
being made.
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“Policies”
“Probation”
“Regulations”
“Supervisor”
“Working day”
means the Administrative Policies of TEN/MET that have been
established by the Board of Directors and as may be amended by the
Board from time to time.
means the period of initial employment, during which appointment
to the position is yet to be confirmed by the employer
means the Financial Regulations of TEN/MET as articulated herein
and as may be amended by the Board of Directors from time to time.
means an employee responsible for overseeing and supporting the
work of subordinate employee(s)
means a day in which an employee would normally be required to
work (i.e. Monday to Friday). A working week has 5 working days.
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2.0: Code of Conduct
2.1 Purpose
The purpose of the Code of Conduct is to promote and safeguard the interests of TEN/
MET, and create conditions for all employees to conduct themselves with integrity and work
together to create a good working environment. Failure to comply with the Code of Conduct
shall be considered a breach of the terms of employment and warrant disciplinary action (see
Policy 17)
2.2 Discharge of Duties – Every Employee
2.2.1 Every employee shall discharge the duties entrusted to him/her with the highest degree
of excellence, professionalism, intelligence, skill, punctuality, integrity and loyalty to
TEN/MET.
2.2.2 Every employee shall comply with all lawful instructions regarding the work of TEN/
MET given to him/her by the Board of Directors, Coordinator or his/her Supervisor as
the case may be.
2.2.3 Every employee shall devote working hours to the work of TEN/MET, and may not
undertake private work during working hours, unless duly authorised.
2.3 Reputation of TEN/MET
2.3.1 All employees shall
at all times act in a manner that shall enhance the reputation and wellbeing of TEN/
MET.
2.3.2. No employee shall
act in a manner that could bring the reputation of TEN/MET into disrepute or otherwise
jeopardize its standing.
2.4 Mutual Respect and Non-discrimination
2.4.1 Every employee shall
conduct himself/herself with courtesy, respect and integrity towards all persons in the
course of doing his/her work.
2.4.2 No employee may
discriminate against any other person on the basis of race, ethnicity, age, sex, sexual
orientation, marital status, origin, disability, creed, political belief, religion or HIV
status.
2.4.3 No employee may
abuse or deliberately intimidate any other person. No employee may make sexual
advances where he/she knows or ought to know that the solicitation is unwelcome or
in any other way sexually harass another person.
2.5 Zero Tolerance for Corruption
2.5.1 TEN/MET has zero tolerance for corruption, theft, fraud and dishonesty.
2.5.2 No employee may request, induce, demand or accept gifts, financial or otherwise, for
direct or indirect performance of assigned responsibilities.
2.5.3 No employee may falsify or otherwise provide false information. An employee who
engages in such illegal actions shall be subject to summary termination.
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2.5.4 An employee who has caused loss to TEN/MET through such illegal actions may
additionally be held liable for reimbursing the cost of the loss or damage caused.
2.6 Conflict of Interest
2.6.1 No employee shall, while in the employment of TEN/MET, engage in any business or
activity that would undermine his/her performance or conflict with the interests of the
Organization.
2.6.2 TEN/MET shall generally not enter into agreements with or procure goods or services
from employees, directors or their relatives, except for rare circumstances where it is
demonstrated to be in the best interest of TEN/MET.
2.6.3 No employee or director may involve himself/herself in any decision-making process,
or seek in any way to influence it, where he/she or his/her relatives may be in a
position to gain privately from the decision.
2.6.4 All employees shall disclose forthwith any or potential conflict of interest and seek
approval of the Coordinator or the Board before proceeding.
2.7 Use and Care of TEN/MET Property
2.7.1 TEN/MET properties, equipment and other assets may only be used for the work of
the Organization, unless authorized otherwise in writing by the Board or Coordinator
as the case may be.
2.7.2 Official Stamp of TEN/MET
May only be used by the Coordinator or officers designated by him/her to do so. All
employees shall safeguard all properties and materials entrusted to them, and exercise
the utmost care in their use.
2.8 Representation
2.8.1 The spokesperson for TEN/MET shall be the Coordinator.
2.8.2 No employee or intern shall, without the express authority of the Coordinator, speak
with the media or make other official statements on behalf of TEN/MET.
2.8.3 All official publications or statements of TEN/MET shall be signed by the Coordinator
or an employee delegated by him/her.
2.8.4 Notwithstanding these provisions employees may share published information with
interested parties.
2.9 Confidentiality
2.9.1 No employee may disclose any unpublished information related to the work of
TEN/MET or its partners which come to his/her knowledge as a result of his/her
employment except where such disclosure is necessary for the effective performance
of his/her duties.
2.9.2 Particular care shall be taken not to disclose, furnish or give any information to
unauthorized persons that may harm the interests of TEN/MET.
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3.0: Decision Making Roles, Powers, and
Responsibilities
3.1 Purpose
TEN/MET requires effective decision-making to fulfil its mission, strategy and objectives;
safeguard its reputation and sustainability; and ensure quality and accountability. Authorities,
roles and responsibilities shall be clearly delineated and known to all. A culture that values
consultation and participation shall be fostered. Decisions made should be explained, clearly
communicated and documented where appropriate. The key roles, powers and responsibilities
of the different levels of decision-making are delineated below:
3.2 Levels of Decision Making Roles, Powers, and Responsibilities
3.2.1 The Annual General Meeting Shall:
1. Determine the organizational vision and mission.
2. Appoint new members.
3. Appoint the Board of Directors.
4. Appoint the Auditors and their fees.
5. Approve the long-term Programme Strategy, annual narrative reports and audited
accounts.
6. Amend the TEN/MET Memorandum and Articles of Association as necessary.
3.2.2 The Board of Directors Shall
1. Set overall organizational policies guidelines and principles
2. Set overall administration and financial policies and guidelines
3. Ensure timely preparation of annual reports and annual accounts
4. Endorse annual work plans and corresponding budgets
5. Appoint the Coordinator and other secretariat staff
6. Support the Coordinator on major policy issues and strategic direction.
7. Provide advice to the Managers
8. Review the terms, roles and powers of the Coordinator and the composition of
the management team
9. Report to the Annual General Meeting (AGM)
3.2.3 The Coordinator Shall
1. Provide overall conceptual and strategic leadership.
2. Direct and manage the overall programmes and operations of TEN/MET.
3. Manage preparation of annual work plans, reports and accounts.
4. Guide and approve activity plans, budgets and expenditures.
5. Supervise and support other secretariat staff to undertake their roles.
6. Monitor and evaluate the overall progress of programmes, operations and
employees performance.
7. Serve as Spokesperson and approve publications, statements and other public
pronouncements made on behalf of TEN/MET.
8. Sign all contracts on behalf of TEN/MET.
9. Supervise the implementation and interpretation of policies set by the Board; and
issue guidelines and procedures to operationalize policies.
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10. Set interim policies on aspects not covered by the Policies after consultation with
the Chairperson.
11. Appoint secretariat staff (with Board endorsement) and determine their job
descriptions.
12. Implement and adhere to lawful instructions of the Board.
13. Be accountable for overall programme and operational performance, achievements
and reputation of TEN/MET.
14. Report to the Board and serve as secretary to it.
3.2.4 Other Employees Shall
1. Contribute to the preparation of annual and quarterly activity work plans,
budgets and reports.
2. Be accountable for the effective implementation of work plans and budgets for
which s/he is responsible, and other key activities as may be determined in
conjunction with the Supervisor.
3. Ensure quality, accuracy and competency of his/her work, outputs, communication
and reports.
4. Contribute to conceptual development, planning and monitoring processes at
TEN/MET.
5. Advise and support the Coordinator on specific and overall issues.
6. Implement and adhere to the Policies and other regulations, guidelines and
procedures of the Organization.
7. Implement and adhere to lawful instructions given by the Coordinator.
8. Report to the Supervisor/Coordinator.
3.3 Consultation with the Management Team
3.3.1 The Coordinator, Programme Officers and the Head(s) of Finance and Administration
shall normally constitute the management team. The role of the management team is
to participate in the decision-making process by deliberating on major issues affecting
TEN/MET and advising the Coordinator accordingly. The Coordinator may, at his/
her discretion, taking due care of appropriateness, consult with the management team
as needed. The Coordinator shall take advice into due consideration, but shall be
responsible and accountable for making final decisions, and take reasonable measures
to explain his/her decisions. The management team shall provide forthright advice to
the Coordinator and uphold and promote final decisions made.
3.3.2 The management team shall normally meet once a month; though the Coordinator
may convene additional meetings as needed. The agenda of the meeting shall be
drawn by the Head of Administration in conjunction with the Coordinator. The Head
of Administration shall be the Secretary of the meeting. The Coordinator shall chair
management team meetings, and minutes of the meetings shall be kept. Except for
confidential matters, which shall be designated as such, minutes of management team
meetings shall be accessible to long term contract employees and volunteers.
3.4 Delegation
3.4.1 When the Coordinator is absent from the duty station for two days or more, s/he may
appoint a member of the management team to serve as Acting Coordinator.
3.4.2 An acting appointment of the Coordinator of more than one month must be endorsed
by the Board Chairperson.
3.4.3 Persons serving in acting appointments shall be fully briefed and prepared to undertake
their roles. Major issues and guidelines should be discussed during the handover
process.
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3.4.4 The powers of officers in acting positions shall normally be limited to managing the
day to day affairs commensurate to the position, and shall not extend to changing
agreed programmes, reversing prior decisions or deciding on major matters that shall
incur obligations over a longer term beyond the acting appointment.
3.4.5 All acting appointments and duration thereof shall be authorized in writing and
recorded in a register established for the purpose.
3.4.6 There shall be no additional remuneration for persons serving in acting appointments.
3.5 Staff Meetings
3.5.1 There shall be two types of regular staff meetings at TEN/MET: the weekly staff meeting
and the general staff meeting, which shall normally meet monthly unless determined
otherwise.
3.5.2 The weekly staff meeting, which is normally held on Monday mornings, shall be
used to share and clarify information about the programmes and operations of TEN/
MET, and to invite suggestions and comments. All employees, volunteers and interns
working at TEN/MET shall normally be expected to participate in this meeting. Each
member of the secretariat shall make a brief presentation of key activities, and other
staff shall have an opportunity to seek clarifications and make comments. The weekly
meeting shall not bypass or substitute normal communication and decision-making
processes at TEN/MET. The meeting shall normally be chaired and its agenda set by
the Coordinator or person delegated by him/her, and minutes shall be kept by the
Head of Administration
3.5.3 The general staff meeting shall provide a forum to discuss matters affecting overall
staff wellbeing and share concerns and ideas for enhancing employee morale and
functioning. All long term contract employees and volunteers of TEN/MET office shall
be expected to participate in this meeting. Suggestions for action shall be forwarded
to the Coordinator, and feedback shall be expected in the following staff meeting or
earlier. The staff meeting shall not bypass or substitute normal communication and
decision-making processes at TEN/MET. The meeting shall not discuss concerns of
specific individual employees or other matters that can best be handled through normal
administrative processes. Employees shall have an opportunity to provide inputs for
the agenda of the meeting, which shall be set by the Chairperson of the meeting in
consultation with the Coordinator.
3.5.4 The general staff meetings shall be chaired by an elected employee who is not a member
of the management team. All employees shall be provided reasonable opportunity to
be heard; and those unable to attend the meeting for various reasons may send their
inputs in writing or through colleagues. All employees shall conduct themselves in a
manner that exhibits mutual respect and thoughtfulness. Minutes of the general staff
meeting shall be kept and distributed to all long term contract employees.
TEN/MET Human Resources and Administration Manual Approved by the Board on 26.08.2013 9

4.0: Administrative Policies & Procedures
4.1 Purpose
This section describes regulations regarding Communication in TEN/MET offices,
administrative procedures and handling of office property with a view of maintaining a good
and conducive working environment.
4.2 Internal Communication Route
Unless specified otherwise in the Policies, employees under the supervision of the Head of
Administration shall normally route all communication to the Coordinator through him/her,
while the Head(s) of Finance and Administration and the Programme Officer’s communication
to the Coordinator shall be direct.
4.3 Press Communication
The Coordinator authorizes all communication with the Press. No employee shall except on
the authority of the Coordinator make any communication with the press, TV, Radio or any
outsider regarding matters of the Secretariat. A breach of this regulation shall constitute a
gross misconduct liable for summary dismissal
4.4 General Communications
4.4.1 Communication is a vital service that this office provides to the Society. The efficiency
with which this function is carried out has a very great bearing on the efficiency of the
Secretariat as a whole and on its continued success.
4.4.2 The Secretary/Receptionist will open all mail (except the mail written “Private,
Personal and confidential”) or the mail that is addressed to individuals and written
address.
4.4.3 There is no objection to employees receiving personal mail at the TEN/MET Office.
However, if it is not possible to determine whether correspondence is personal or
connected with office business, TEN/MET reserves the right to open any such mail.
4.4.4 Contents to be checked and enclosures registered. Missing documents to be noted.
4.4.5 Letters are date stamped (preferably near the date) and recorded in the register.
4.4.6 Official mail to be forwarded to the Coordinator who will instruct who the Actioning
Officer is.
4.4.7 All incoming cheques (if any) should be routed to the Head of Finance 4.4.8 Incoming
faxes are registered in the Incoming Fax book and forwarded to the Coordinator who
determines the Actioning Officer.
4.4.9 The Head of Administration will ensure that each employee has an email address in
which they directly receive own communication pertaining to official business only.
Staff members are encouraged to have their own private email addresses, such as,
Yahoo and Hotmail.
4.4.10 All Staff who have access to e-mail are encouraged to delete unnecessary emails and
save important ones by creating subject file folders. For confidentiality of information
through email, an encryption to protect the confidentiality of message may be used.
4.4.11 All TEN/MET employees are prohibited to use e-mail facilities to harass, abuse or
offend other members of the Secretariat or the public.
4.4.12 Written correspondence must be filed after action.
4.4.13 The telephones are for office use only, personal calls can only be made when necessary
and should be approved by the Coordinator/designee and registered at the reception.
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4.4.14 All trunk and international calls must be recorded in the Telephone Register Book at
the Reception and personal long distance and international calls should be charged to
individual accounts.
4.4.15 In an effort to ensure that telephones are not subject to abuse, management will from
time to time check the register. If management feels that the phones are being abused,
necessary measures will be taken.
4.4.16 The use for cellular phones for personal /own private calls is inadmissible except in
special cases or urgency. Access to cellular phones is for business purposes only. Please
note that any abuse of cellular phones will result in disciplinary action being taken.
4.5 Notice Boards
4.5.1 The Notice Board(s) is for general information. From time to time staff members should
check if there are any issues that affect them.
4.5.2 The front office personnel should regularly add and remove items from the notice
board to keep it up to date. Flyers are removed and discarded after the event.
4.5.3 The announcements should be thumb-tacked neatly to the boards so that all
announcements are visible.
4.6 Reception Procedures
The reception is a window into TEN/MET Offices and its activities. It makes or breaks the
impression of how TEN/MET conducts its business. For this reason, it is important that staff
members observe the following while at the Reception:
1. The reception area must always be well laid out and clean;
2. Do not leave the reception area unattended, arrange with someone who is familiar
with the procedures to replace you;
3. No eating at reception;
4. No entertaining of visitors at the reception;
5. Staff should advise the Receptionist of their whereabouts and when they are most
likely to be back in the office, and
6. The Receptionist should not disclose to outsiders staff whereabouts.
The first impression visitors gain of an organization is influenced by the manner in
which they are received at the reception office. The receptionist must always greet all
visitors pleasantly and serve them efficiently. Please note that every visitor is important
irrespective of the way they present themselves. Therefore, whoever is at reception
should attend to every visitor with the same professionalism.
Friends and relatives of employees should be discouraged from coming to the office.
The security guard/gate keeper is responsible for receiving all visitors and channelling
them to the receptionist.
4.7 Office Security
TEN/MET premises are guarded overnight, weekends and public holidays by security guards.
If the guard has not arrived by the time the last person wants to leave the office, all efforts must
be made to get hold of the guard and someone must wait in the office until the guard arrives
in the event that the inevitable might happen.
All staff members must be aware of security as a normal part of the daily activities, the
following must be guarded against:-
1. Un-authorized and undesirable visitors;
2. Leaving open doors and windows;
3. Access to documents of all kinds;
4. Copying of documents to unauthorized people;
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5. Staff talking and discussing confidential matters both inside and outside the
organization;
6. Staff taking files/documents out of the offices;
7. Utterances/actions that might compromise private lives of other staff members;
8. Cars and bicycles left in places where they can be tampered with; and
9. Individuals who are not members of staff may only enter the premises during nonworking
hours accompanied by staff.
4.8 Office Equipment and Machinery
4.8.1 All members of staff are required to behave in a manner, which precludes accidents as
far as possible.
4.8.2 All TEN/MET machinery and equipment should be used by trained personnel only
and kept secure.
4.8.3 All machines must be switched off when work is finished and unplugged from their
outlet sockets.
4.8.4 No member of staff is allowed to tamper with the mechanics of electrical machinery,
and connections to machines.
4.8.5 Only authorized technicians will be allowed to attend to faulty machines.
4.8.6 Only authorized members of staff can use office equipment entrusted to them.
4.8.7 It is prohibited to move/transfer office equipment or materials without permission of
the Head of Administration.
4.8.8 All materials and equipment should be used with care and may not be used for personal
use without a written or verbal permission of the Head of Administration.
4.9 First Aid Kit
4.9.1 A First Aid box is provided for the use of all employees for minor ailments.
4.9.2 Emergency cases should be referred to a clinic or hospital.
4.10 Office Cleanliness
4.10.1 While there is someone employed to clean the office, members of staff are expected to
keep their offices, kitchen, and toilets as clean as possible and receptive as possible.
4.10.2 All TEN/MET staff shall have the responsibility of ensuring that their offices, equipment
and desks are kept in a neat and orderly condition.
4.10.3 It is also important that all equipment be properly covered at the close of each working
day, and that all windows should be closed and lights/power turned off before leaving
the office.
4.11 Office Attire
4.11.1 Employees are expected to maintain the highest standards of personal cleanliness and
hygiene and present a neat, professional appearance at all times during work hours or
work-related activities.
4.11.2 All staff members should use good judgment and present a professional appearance,
suitable to the formalities, laws and traditions of Tanzania.
4.11.3 If unsure of the appropriate attire, employees should dress cautiously on the side of
conservatism.
4.11.4 Any employee found not wearing appropriate attire or not meeting a suitable standard
of hygiene, may be asked to leave the premises and make appropriate changes.
4.12 Uniforms
4.12.1 TEN/MET will provide uniforms to employees in some support category who by
nature of their work require them, e.g. drivers, messengers, and other categories
approved by the Coordinator. Two sets of uniforms per year will be provided. (Boots,
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overcoat and raincoat will be provided once a year for Security Guards).
4.12.2 These uniforms shall be worn during office hours and the employees shall ensure that
they are kept in a neat and clean condition. Disciplinary action will be taken against
uniformed employees who appear in office without uniforms.
4.13 Identity Cards
4.13.1 Each employee shall be given a TEN/MET Identity Card. Misuse of this card to solicit
favours or special assistance will necessitate disciplinary action.
4.13.2 Every TEN/MET employee must at all times carry with him or her identity card.
4.13.3 The identity card is a property of TEN/MET and it must be returned to the Head of
Administration when an employee leaves employment.
4.13.4 Loss of identity card should be reported to the Police and the Administration department
immediately.
4.14 Office Refreshments
4.15 Fire
4.14.1 Coffee or tea will be served during office hours only. Security guards can request tea/
coffee during the night.
4.14.2 All legal and authorized board, management, staff training workshops, seminars, etc.,
may be provided with coffee and or light refreshments at their meetings and any other
session(s).
4.15.1 Fire is an ever present risk, and staff must take precautions to minimize the risk.
4.15.2 Smoking is not allowed in TEN/MET office premises.
4.15.3 Fire extinguishers are provided in case of emergency and staff should be trained in the
action to be taken in the event of fire breaking out.
4.15.4 All fire exits must be clearly marked and shown to all employees on the day they report
for duty.
4.16 Filing
4.16.1 It is important to note that documents or records, whether they are in their original
paper form or processed electronically, must be filed accurately so that they can be
retrieved instantly.
4.16.2 When a file has been removed from the shelf or cabinet, it should be recorded in the
File Movement Book.
4.16.3 Only in exceptional circumstances should individual papers be taken out of files. If
taken, a note must be placed to indicate the subject content of the paper taken out of
files.
4.16.4 No unauthorized persons should access any files.
4.17 Filing Index
In order to ensure that documents are preserved appropriately the TEN/MET has to create
and develop a Filing System, which takes into consideration the following:
1. the type of documents;
2. the importance of physical protection of documents;
3. delay between demand for documents and its production;
4. length of time required to retain documents; and
5. who is going to use the files and how files can be easily identified.
4.18 Filing System Guidelines
4.18.1 Filing is done at least every morning to avoid accumulation of documents and possible
loss.
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4.18.2 Documents are filed according to the Filing Index, which is either in chronological,
subject or in alphabetical order.
4.18.3 Only one document of the same content should be in the file.
4.18.4 Documents that need to be constantly reproduced should not be punched. These
include annual reports, workshop reports, project proposals, discussion papers, etc.
Only a copy of the document should be filed while the original is stored in a box which
is clearly labelled.
4.18.5 Documents should be stapled and not paper clipped to avoid attaching documents
that do not belong together or losing parts of documents.
4.18.6 A file copy should be the exact document sent out. All drafts should be clearly marked
“DRAFT”.
4.18.7 Where one is not sure of how to file a document or create an index file, ASK FOR HELP!
4.19 Retrieval of Documents
4.19.1 When retrieving documents every employee should ensure that the document is
returned to its proper file.
4.19.2 If a document is to be used for a long period, make a copy and return the original
document to the file
4.20 Archiving Files
4.20.1 The Head of Administration in consultation with the Coordinator decides on the files
to be archived. The decision will lie upon the nature of the documents.
4.20.2 Archived files are stored in line with the Filing Index in existence. The following rules
apply to archiving files:
1. Documents of title nature, premises drawing, accounts books and auditors’ reports,
instructions to banks, documents concerning investments, tax records, labour
agreements, pension scheme records and certificates should be permanently
retained.
2. Donor documents should be archived when the grant contract has expired.
3. Current correspondences, quotations, etc., these should be transferred from the
current filing into files where they may be retained for as long as considered
necessary in a less accessible place. They may then be destroyed after 7 years.
4.21 Computer Document Management and Protection
4.21.1 All employees shall file electronic documents in accordance with guidelines as updated
from time to time by the IT personnel.
4.21.2 The IT personnel shall also establish general folders for common use documents.
4.21.3 Employees shall have access to data needed to perform their duties, for which the
IT personnel shall establish access privileges and maintain data integrity and
confidentiality in accordance with instructions from the Coordinator.
4.21.4 No employee shall access or attempt to access data that is confidential or to which he/
she does not have access privileges.
4.21.5 The IT personnel shall ensure that a system for backups of all official documents is in
place and functioning effectively.
4.21.6 The IT personnel shall ensure that an effective automated system for virus protection
is in place and functioning at all times.
4.22 Stationery
4.22.1 Office stationery or (consumable office supplies) comprises the materials which are
used in the administration of office work. These include things like paper, notebooks,
pens, pencils, toner cartridges, envelopes, files and folders, floppy disks, milk, tea
leaves, etc.
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4.22.2 No employee should take office supplies out of office for personal use.
4.22.3 Procurement of office equipment, stationery and services will be made in accordance
with the Public Procurement Act, 2004.
4.22.4 The purchase, storage, and issue of stationery are controlled by a designated officer.
4.22.5 Stationery stock sheets must be completed soon after a delivery or after it has been
issued.
4.22.6 It is important to maintain a satisfactory stock-control system, as stationery and other
office supplies must always be available when they are required, and they must be
kept in good condition in the stationery storeroom, cupboards or shelves.
4.23 Information Confidentiality
4.23.1 Do not leave confidential or other sensitive documents out in the open or unsecured.
4.23.2 Do not share or talk about confidential information to which you have access with
other staff or other individuals who have no right to know about it.
4.23.3. Dispose of confidential or sensitive information properly. Shred paper documents and
carbon paper; erase files where appropriately.
4.23.4 Do not volunteer unnecessary information to anyone.
4.23.5 Do not discuss security procedures such as alarm systems, etc. with other individuals
who have no right to know about it.
4.23.6 Report suspicious activity or unusual activity or unusual happenings to management
or relevant personnel.
4.23.7 Make sure that all reports and files are locked away in a cabinet at the end of each day.
4.23.8 Never provide copies of written correspondence or manuals to people outside TEN/
MET unless otherwise authorized to do so by management.
4.23.9 Remember that confidential information may be as critical to TEN/MET as its physical
equipment and property.
4.23.10 TEN/MET will consider installing access controls software to prevent unauthorized
access to organizational PCs and Lap Tops, that are used to create, store or process
sensitive confidential data.
4.23.11 Remove all sensitive or confidential data from flash disk/external drives/CDs before
discarding them, giving them to someone else or using them again for storing new
information.
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5.0: Employment and Recruitment
5.1 Purpose
16
TEN/MET shall seek to recruit the best person for an available position in the interest of fairness
and to maximize the effectiveness of the Organization. The recruitment regulations aim to
ensure that recruitment is done in a manner that is effective, efficient, fair and transparent.
5.2 General Principles
5.2.1 Labour is expensive, therefore, recruitment should only take place after a careful
assessment of the need to hire such contract staff has been made and identified as
absolutely necessary.
5.2.2 Prior to any recruitment being made, the request to employ on a contract basis form
has to be completed and authority given by the Appointing Authority.
5.2.3 Where possible, vacancies should be filled from existing employees within the
Secretariat, therefore, all posts must be advertised internally. Where the vacancy can
be filled by an internal transfer or promotion there will be no need for advertisement.
Where no suitable candidate is available from within, the Committee will source
candidates from outside.
5.2.4 In all internal appointments i.e. transfers, promotions, etc., no further probation is
normally required. However, if any new position has certain special skills or physical
requirements, then the employee is required to undergo a probation period prior to
permanent appointment or transfer.
5.2.5 TEN/MET will recruit the best person for the position after seeking applicants through
comprehensive advertising depending on the level of the position.
5.2.6 Recruitment will be related solely to the applicant’s suitability for the post and will
not be influenced by race, creed, sex or religion, etc., unless specified otherwise by the
relevant Tanzanian Labour Laws in force at that time. Staff employed will be expected
to abide to TEN/MET vision and mission statement.
5.2.7 Every effort will be made to recruit on organisational terms and conditions and where
this fails, recourse will be made to market related conditions. Normally, grade minimum
should be offered where the candidate meets only the minimum requirements of the
job.
5.2.8 Generally, relatives and friends of employees will not be employed. If the Committee
approves the recruitment of an employee’s relative or friend, there will be no line
supervision. For the purpose of this policy, the term relative refers to spouse, parent,
sibling, grandparent, grandchildren, brother and sister.
5.2.9 The above policy (5.1.8) shall not apply to two single people who marry while in TEN/
MET.
5.3 Employee Establishment
5.3.1 The Board shall determine, and may revise from time to time, the number and type of
positions for long term contract employment at TEN/MET, which shall be known as
the ‘employee establishment’. The Coordinator, in consultation with the management
team, may petition the Board to amend the employee establishment as needed. In this
case, a full justification for the amendment, job description, qualifications required, job
level/salary grade and budget implications shall be provided.
5.3.2 No long term employee may be recruited or employed if not provided for in the
employee establishment. The Board of Directors may recruit and employ persons
for temporary, part-time, volunteer, internship or consultant positions outside the
employee establishment provided there is an adequate budget in place to cover their
costs.
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5.4 Appointing Authorities
5.4.1 All appointments to the service of the Secretariat, except that of junior staff (Support
staff like messengers, Drivers, Cleaners etc.) shall be under the authority of the Board
of Directors which may delegate such powers and authority as it deems fit and proper
to appropriate committee and/or officer of the Secretariat.
5.4.2 The applicable appointing authorities are shown below:
Position
Coordinator
Programme Manager
Programme Officer
Finance and Administration
Officer(s)
Other junior employees
Appointing Authority
Board of Directors
Coordinator with the support of the representatives
from the Board during interviews and final selection
Coordinator with the support of the representatives
from the Board during interviews and final selection
Coordinator with the support of the Board as above
Coordinator
5.4.3 T he Appointments Committee chaired by the Coordinator or his appointee shall appoint
junior staff for the Board’s ratification.
5.4.4 The powers vested in the Appointing Authority shall include, among other things:
1 The power to make an appointment of an employee including appointment on
probation, promotion or transfer.
2 The power to confirm the appointment of an employee appointed on probation.
3 The power to extend the probationary period of an employee appointed on
probation.
4 The power to terminate/extend the contract of an employee under the provisions
of these Regulations.
5.4.5 Appointments may only be made by the appointing authorities. The contract of the
Coordinator shall be signed by the Board Chairperson.
5.4.6 All other contracts shall be signed by the Coordinator.
5.5 Categories of Contractual Engagement
There are several categories of contractual engagement at TEN/MET, as outlined below.
5.5.1 Long Term Contract Employee: An employee appointed on a full time basis for a
period exceeding six months shall be given a probation contract of six months. Upon
successful probation a loner term contract will be offered.
5.5.2 Temporary or Part-Time Employee: An employee who is engaged for a continuous
period of less than six months or an employee who is engaged for less than three days
per week.
5.5.3 International Volunteer: An employee appointed on a full time basis for a period
exceeding six months who is normally not a citizen of Tanzania and whose remuneration
is substantially financed from own or sponsoring organization.
5.5.4 Intern: A person, usually relatively junior, engaged at TEN/MET to provide practical
support and gain from the experience.
5.5.5 Volunteer: A person who offers services to TEN/MET at no charge, with the potential
exception of reimbursement of costs incurred in the course of undertaking TEN/MET
duties.
5.5.6 Consultant: A person engaged to undertake specific tasks and/or deliver specific
outputs for a set fee.
5.5.7 Expatriate Staff: These are employees, who are not nationals of Tanzania and have
been contracted or employed directly by TEN/MET, and assigned to specific duties
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including those of developing counterpart nationals. In addition, they include staff
who have been seconded to TEN/MET from overseas organizations. TEN/MET will
be responsible to obtain work permits for expatriate staff.
5.6 Contract Requirements
5.6.1 All appointments of employees who shall receive any compensation shall be on
contract terms. The contract shall be based on standard formats and specify the job
title, responsibilities, outputs, duration, remuneration, period of contract and other
relevant details.
5.6.2 The term of the contract shall normally not exceed the TEN/MET programme period
or budget for which funding has been secured.
5.6.3 The relevant job description shall be annexed to the employee’s contract. The contract
shall be signed by the Chairperson and issued prior to the employee commencing
work.
5.6.4 No employee whose contract has expired (and not renewed) shall continue working
and/or receive remuneration from TEN/MET.
5.6.5 All contracts shall be recorded in a special register set for the purpose and copies
maintained in a secure file.
5.7 Recruitment Process
5.7.1 TEN/MET shall normally conduct recruitment of long term contract employees through
an open and competitive process. Job vacancies shall be placed in selected newspapers,
posted on the office notice board and circulated through email networks. Adverts
shall state the job responsibilities and qualifications required. The Coordinator may in
exceptional cases, after consultation with the management team or relevant managers
as the case may be, waive the broad public advertisement requirement where this is
viewed to be ineffective, provided this exception is documented. Employees of TEN/
MET interested in vacant positions shall apply and fulfil all application requirements.
5.7.2 Applications may be sent by post, courier, e-mail, or delivered by hand to the office
receptionist. No employee may attempt to seek to unduly influence or sabotage the
recruitment process. All applications received shall be duly recorded and maintained
on file for a period of at least one year from the date of recruitment to enable scrutiny
and accountability.
5.8 Criteria for Selection
5.8.1 Selection of employees shall be based on the ability to get the work done effectively,
reliably and with quality.
5.8.2 Criteria to be considered shall vary depending on the position, but shall normally
include work experience, academic background, commitment to TEN/MET mission
and values, demonstrated skill level, writing/publications record (for programme
officers), letters of reference, and performance during interview.
5.8.3 These criteria shall be applied fairly and flexibly rather than rigidly. Minimum
qualification requirements may be waived where the candidate who does not possess
them is regarded to be best able to fulfil work responsibilities provided such a waiver
is warranted and documented
5.9 Diversity and Non-discrimination
5.9.1 TEN/MET is an equal opportunity employer. In the course of recruitment and
employment, TEN/MET shall not discriminate against anyone on the basis of race,
ethnicity, age, sex, sexual orientation, marital status, origin, disability, creed, political
belief, religion or HIV status, unless a person’s status impairs the effective performance
of his/her duties at TEN/MET.
5.9.2 Wherever possible, emphasis shall be placed on encouraging qualified women, young
people, and people with disabilities to apply. Recruitment may also take due account of
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the need for diversity and balance in the workplace, provided this does not compromise
the competence of the employee.
5.9.3 Preference shall be given to citizens of Tanzania in recruiting long term contract
employees. However, where TEN/MET is unable to recruit competent and qualified
nationals after exhausting all reasonable avenues for doing so it may consider recruiting
non-citizens provided immigration and other legal requirements are fulfilled.
5.10 Short listing and Interviews
5.10.1 Applications received shall normally be assessed by at least two persons including the
position Supervisor.
5.10.2 A shortlist shall normally be prepared for each post, where possible of not less than five
(5) candidates and not more than seven (7) candidates. Not less than five persons shall
normally be appointed by the Appointing Authority to conduct the interviews and
assess the candidates.
5.10.3 Upon completion of the interview, applicants shall be assessed and recommendations
made to the Appointing Authority. The Appointing Authority shall not be bound
to accept the recommended or any candidate. Upon finalization of the recruitment
process, all applicants shall be informed of the status of their application in writing.
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6.0: Appointments
6.1 Purpose
New appointments shall be managed effectively and professionally. The terms and conditions
of work shall be clearly spelled out and understood. The new appointee shall be provided
with the necessary legal documents, working materials and orientation to enable effective
commencement of work.
6.2 Confirmation of Appointment
6.2.1 Prior to commencing work the Head of Administration shall provide the new employee
with the following:
1 Contract signed by the Appointing Authority
2 Job description signed by the Appointing Authority
3 TEN/MET Administration and Finance Policies manuals
6.2.2 The employee shall be given reasonable opportunity to read these documents and
to seek clarification from the Head of Administration or other competent persons as
needed. Upon satisfaction, the employee shall return two signed copies of the contract
to signify his/her understanding and acceptance of the full terms of the appointment.
6.3 Medical Examination
6.3.1 The candidate for long term contract appointment shall normally undergo a medical
examination by a certified medical practitioner recognized by TEN/MET, and his/her
appointment shall be subject to a certificate of medical fitness being granted.
6.3.2 The costs of this examination where required shall be borne by TEN/MET.
6.3.3 TEN/MET will not require employees to undergo HIV tests, nor will it discriminate
against those who are voluntarily tested and are HIV positive.
6.4 New Appointment Settling-in Allowance
6.4.1 Long term contract employees whose home base is outside their duty station and who
were residing outside their duty station at the time of appointment are entitled to
receive a one-time, fixed settling-in allowance equivalent to fifteen (15) days established
TEN/MET DSA for the duty station. This is meant to contribute towards the costs of
transport, temporary accommodation and incidentals.
6.4.2 No other relocation, transport or settling-in costs shall be provided.
6.5 Orientation
6.5.1 Upon confirmation of appointment the new employee shall be provided with a
thorough orientation to enable him/her to become familiar with the structure, mission
and values of TEN/MET, its programmes, and the policies and procedures that govern
TEN/MET.
6.5.2 The overall orientation shall be the responsibility of the Head of Administration.
6.5.3 Orientation related to the specific tasks and responsibilities of the new employee shall
be the responsibility of the employee’s Supervisor.
6.5.4 All employees shall seek to cooperate in the orientation of the new employee, and
make him/her feel welcome. To minimize disruption persons responsible shall strive
to prepare the orientation schedule well in advance.
6.6 Relevant Documentation
6.6.1 Within the first week of commencing work new long term contract employee shall
provide the Head of Finance and Administration with:
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1 A duly filled-in TEN/MET personal information data form
2 Copies of CV, certificates, letters of reference and other relevant information for
the Personal File that were not submitted as part of the application
3 A copy of his/her driving license and key passport pages (if applicable)
4 Six passport size photographs for official documents
6.6.2 All employees must update the above particulars immediately whenever there is any
change.
6.6.3 An employee who is discovered to have given any false information regarding her/his
background (e.g. place of domicile, date of birth, educational qualifications etc.) shall
be liable for summary dismissal.
6.6.4 In the same first week the Head of Administration shall arrange, where applicable, to
provide the new long term contract employee with the following:
1 An official identity card signed by the Appointing Authority (employees shall be
liable to pay the replacement costs of lost identity cards)
2 Desk, chair and computer if needed for performance of work
3 A set of major organizational documents and publications, including the Strategic
Plan and Annual Work Plan/Budget
4 Internal email address, access to computer network and telephone password
5 Basic stationery materials
6 Conflict of Interest and Confidentiality Policy Statement;
7 Declaration of Acceptance of the TEN/MET Human Resources and Administrative
Manual
8 The necessary forms to join the pension scheme of the employee’s choice
9 The necessary forms to open a bank account for payment of salary
10 Basic information regarding health, group accident and other employee benefits
including next of Kin information.
11 A set of keys to access the TEN/MET office (for some staff only).
6.7 Probation
6.7.1 During the first six months upon commencing full time contract employment at TEN/
MET in a new post, he/she shall be considered to be on probation.
6.7.2 Throughout the probation period the employee shall meet regularly with his/her
Supervisor to discuss progress, work performance and any areas for improvement.
6.7.3 During the sixth month an assessment of the employee’s conduct in relation to job
responsibilities and work conduct shall be carried out by his/her Supervisor and
documented.
6.7.4 The assessment and recommendation of the Supervisor shall be forwarded to the
Appointing Authority, who may a) confirm the appointment, b) extend the probation
for an agreed period or c) terminate the appointment. Confirmation of this action shall
be provided in writing and signed by the Appointing Authority.
6.7.5 During the period of probation the employee shall accrue but not be entitled to take
annual leave (except for genuine emergencies) or enrol in the health insurance scheme
(but shall be eligible for reimbursement for health costs, see Policy 11).
6.7.6 If for whatever reason the contract is terminated by employee during the probation
period or before the employee has served for four continuous months on a long term
employment contract, or if the employee is terminated on grounds of gross misconduct,
he/she shall forfeit accrued leave and shall not be entitled to gratuity.
6.7.7 During the period of probation either party to the contract may terminate the contract
by providing fifteen (15) days’ notice in writing or payment of half month’s salary and
allowances in lieu of notice.
TEN/MET Human Resources and Administration Manual Approved by the Board on 26.08.2013 21

6.8 Internal Transfer
6.8.1 A TEN/MET employee can be transferred to any area where TEN/MET is involved in
project activities. Upon the approval of the Coordinator, the following may apply:
1. Transport: TEN/MET will provide reasonable costs of transportation of staff,
their eligible dependents and personal effects. TEN/MET reserves the right to
use a lorry or to hire a transporter (no cash will be given). TEN/MET shall not
cover crating costs nor does it insure employee’s personal property for damages.
2. TEN/MET shall provide a relocation allowance equivalent to one month gross
salary to cover all accommodation and subsistence on every transfer. An employee
who does not move with his or her dependents shall not claim accommodation
allowance for his or her dependents.
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7.0: Personal Files
7.1 Purpose
TEN/MET shall maintain a personal file for each employee for the purposes of providing a
record of the key aspects of the employee’s qualifications, conduct and performance. A personal
file shall be opened by the Head of Administration upon the appointment of the employee.
7.2 File Contents
The Personal File shall contain the following items:
1 Application letter, CV, copies of relevant academic certificates and transcripts
2 Letters of reference
3 Copies of driving license and key passport pages (if applicable)
4 Personal data form record (updated) that includes names/telephones of emergency
contacts
5 Record of Medical Examination undertaken during recruitment, if any
6 Signed copy of contract(s)
7 Records of annual earnings of salaries, pension, gratuity and other benefits
8 Copies of the TEN/MET and pension plan identity cards
9 Copies of letters or major memos written to or by the employee regarding his/her
conduct
10 Copies of employee’s performance appraisal and other assessments
11 Notes for the record regarding the employee’s conduct
12 Records of attendance and different types of leave
13 Current passport size photograph of the employee
14 Any other information that the Coordinator, Head of Finance and Administration or
Supervisor believes to be relevant
7.3 Confidentiality and Access
7.3.1 The Personal File shall be maintained in a secure cabinet by the Head of Administration,
and not released to any person except the Coordinator.
7.3.2 The employee has the right to view the contents of his/her Personal File and make
copies of any of its contents at reasonable times with the permission and supervision
of the Head of Administration.
7.3.3 The employee’s Supervisor may also have access to the Personal File through the Head
of Administration.
7.3.4 The Coordinator shall maintain a confidential file for every employee.
7.4 Maintenance of Files
7.4.1 An employee Personal File shall be kept open until the contract with him/her has
ended without renewal and all outstanding matters have been settled.
7.4.2 After this is done the Personal File shall be formally closed and securely maintained for
a period of not less than five years from the effective date of contract end.
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8.0: Working Hours
8.1 Purpose
This section describes regulations regarding hours of work, overtime, and work during
evenings and weekends, public holidays, and short absences from work (of less than 4 hours).
8.2 Working Hours
8.2.1 Normal working hours for most categories of employees at TEN/MET shall be from
0800 to 1700 from Monday to Thursday, and 0800 to 1400 on Fridays inclusive of 30
minutes for lunch.
8.2.2 Given the nature of their responsibilities, certain categories of employees such as
security guards, cleaners and other administrative assistants, shall work six or seven
days a week and/or longer hours as specified in their contracts and/or job descriptions.
8.2.3 Every employee agrees, from time to time, to work beyond official working hours to
complete assigned work as needed. All employees shall observe strict punctuality in
respect of arrival to work and commencement of meetings.
8.3 Public Holidays
8.3.1 TEN/MET shall observe all public holidays recognized by the Government of Tanzania.
The Head of Administration shall at the beginning of each year issue a list of officially
recognized public holidays for the year.
8.3.2 All employees, except for security guards, shall be entitled to rest on public holidays.
Security guards are required to work on public holidays but are entitled to receive
equivalent time off provided it is arranged at times that are mutually convenient to
both TEN/MET and the employee.
8.3.3 At times where work requirements demand the Coordinator or a Supervisor may
request an employee to work on a public holiday, in which case he/she shall be entitled
to request equivalent time off at times that are mutually convenient to both TEN/MET
and the employee.
8.4 Attendance and Staff Movement Register
8.4.1 TEN/MET shall maintain accurate records of staff movements in and out of the office
and in relation to working hours.
8.4.2 All employees are required to accurately record the time and sign the attendance
register upon arrival and departure from the office.
8.4.3 The Head of Administration shall ensure this is consistently done and compile, analyze
and reconcile attendance data on a weekly basis.
8.5 Overtime and Extended Working Time
8.5.1 TEN/MET shall strive to create a work-life balance that enables employees to have
adequate time outside official working hours for family, rest and recreation. At the
same time, TEN/MET’s results based orientation means that employees shall deliver
on agreed outputs in a timely manner. Consequently, at times employees shall be
required to work beyond normal working hours to meet important commitments or
deadlines.
8.5.2 The management team are expected to work extended hours, on evenings, public
holidays or weekends (as reasonably needed) without receiving additional
remuneration.
8.5.4 Support staff employees who are required by their Supervisor to work extra hours on
special assignments are entitled to receive reasonable remuneration for overtime. This
entitlement shall only take effect where the request from the Supervisor is provided
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in advance in writing on a special form designated for that purpose and approved by
the Coordinator. TEN/MET shall pay Tshs 15,000 transport assistance during public
holidays and on late working days. (The Board of Directors may revise this rate if
circumstances demand).
8.6 Absences from Work to Attend Private Matters
8.6.1 TEN/MET recognizes that employees shall at times need to take time off to attend
to private matters. The employee shall utilise the four personal days per year for this
purpose and has to request in writing. See section 14.7.
8.6.2 In case of emergency, where an employee cannot fill in the form or write to take personal
days off, shall communicate and explain the circumstances to his/her Supervisor
as soon as is practicable. The Head of Administration shall be overall responsible to
ensure absences are properly documented and regulations followed, and shall maintain
relevant records
8.7 Flexible working schedule
8.7.1 Given the nature of their duties, the secretariat staff may be required to work a flexible
work schedule dictated by the conditions and needs at particular times. This may entail
revised working hours, a change in commencement, termination, weekends, etc.
TEN/MET Human Resources and Administration Manual Approved by the Board on 26.08.2013 25

9.0: Outside Work and Related Activities
9.1 Purpose
TEN/MET seeks to maintain a fair balance between an employee’s responsibility and loyalty
to TEN/MET and respect for his/her private life. While what an employee does in his/
her spare time is essentially a private matter, outside work undertaken by employees shall
be carefully regulated so as not to harm or conflict with the interests of the Organization.
This policy provides guidelines regarding paid or unpaid work or activities undertaken by
employees outside TEN/MET.
9.2 Basic Understanding
As a general rule, every long term contract employee commits to work full time at TEN/MET
and to complete his/her responsibilities and work plan on time and to the best of his/her
ability.
9.3 Conditions under which Outside Work may be undertaken
9.3.1 Employees may take up other paid or unpaid work outside official working hours
provided it does not:
1. interfere with, disrupt, compromise or otherwise diminish their performance or
impede the work plan at TEN/MET
2. cause the employee to seek unplanned leave or personal days off in order to
undertake the work
3. constitute an actual or appearance of conflict of interest
4. involve engaging in an activity that fundamentally contravenes TEN/MET
mission or values or in any way conflicts with the interests of TEN/MET
5. represent work gained through the employee’s connection to TEN/MET that
otherwise the Organization may have chosen to undertake itself
9.3.2 Moreover, no employee may take on work that is commissioned by an entity in relation
to which TEN/MET or its representative has decision-making or advisory functions.
9.4 Disclosure Requirement
9.4.1 In the interest of transparency, each employee shall inform the Coordinator when he/
she undertakes outside work or engages in activities that:
1. are in areas related to TEN/MET’s work
2. are undertaken with any of TEN/MET’s partner organisations, networks or
companies
3. could have reasonably been given to TEN/MET
4. could reasonably be seen to violate the conditions noted in the previous section
9.4.2 When in doubt regarding interpretation of this policy, each employee shall seek
clarification from the Coordinator. If in the determination of the Coordinator the
employee’s outside work engagement constitutes a violation of 9.3.1 or otherwise
jeopardises the interest of TEN/MET, the employee shall forthwith cease the outside
work.
9.5 Confidentiality
No employee undertaking outside work or activities may share any unpublished information
that is confidential or that may potentially harm the interests of TEN/MET, its members,
directors or employees.
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9.6 Work Undertaken by TEN/MET
9.6.1 From time to time the Coordinator may commit TEN/MET to undertake, and assign
its employees to, paid or unpaid outside work where this is determined to be in the
interest of TEN/MET.
9.10.2 In all such cases any and all fees and materials that may be gained shall belong to and
must be promptly submitted to TEN/MET.
9.7 Treatment of Payments
Payments or other compensation received for outside work shall be treated as follows:
9.7.1 The employee shall retain 100% where the work is commissioned directly to him/her
and is undertaken wholly outside working hours.
9.7.2 TEN/MET shall retain 100% when it is commissioned to do the work, even where
employees are assigned to undertake the work partly or wholly outside working hours.
9.7.3 TEN/MET shall retain 100% when an employee is commissioned to do the work
privately but undertakes the work during working hours, including where the work
extends beyond working hours by up to four hours, except for any additional actual
costs incurred by the employee in undertaking the work (e.g. use of personal vehicle to
travel).
9.7.4 Where work is commissioned to an employee but undertaken both within and outside
working hours (e.g. on a Friday and Saturday), any remuneration received shall be
shared between TEN/MET and the employee on a pro-rata basis.
9.7.5 Employees may retain 100% of genuine DSA payments (allowances for meals and
accommodation) provided these are not wholly or in part provided by TEN/MET or
its partners.
9.8 Accountability
9.8.1 In the interest of accountability, in all cases where TEN/MET is entitled to receive
whole or part of remuneration the employee shall make a full and accurate declaration
of all funds and materials received in relation to the activity undertaken.
9.8.2 Where payments are due to TEN/MET under the terms of this Policy, employees shall
request the commissioning organisation to make the payment payable directly to TEN/
MET wherever possible
9.8.3 The Head of Finance shall without delay issue an official receipt for all funds received
by TEN/MET and promptly record all gifts received in a register established for the
purpose.
9.9 Acknowledgements
Generally whenever outside work is done for, on behalf or at the request of TEN/MET, both
the Organization and the author(s) shall be duly acknowledged, provided also that the views
shall not be taken to necessarily represent the views of the Organization.
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10.0: Salary Administration Policy
10.1 Purpose
Each employee working to fulfil his/her responsibilities at TEN/MET shall be entitled to
receive timely remuneration and benefits as specified in his/her contract and in accordance
with the TEN/MET salary structure and the Policies. This policy outlines the salary provisions
and entitlement levels for long term contract employees at TEN/MET.
10.2 Salary Structure
10.2.1 The salary structure for long term contract employees at TEN/MET shall be determined
and reviewed from time to time by the Board of Directors.
10.2.2 The Board may also make adjustments when these are required by extenuating
circumstances, such as unexpected funding constraints.
10.2.3 Employees shall have the right to make suggestions and proposals regarding the salary
structure, and be consulted when it is being substantively revised.
10.2.4 No employee may be compensated at rates higher than provided for in the approved
salary structure or in the Policies.
10.2.5 Salary payment will be contingent on availability of funding
10.2.6 The salary level shall have grades and steps as agreed by the Board.
10.3 Determination of Salary Levels
10.3.1 The salary level of the Coordinator shall be determined by the Board of Directors.
10.3.2 The level of the Programme Officers and Head(s) of Finance and Administration shall
be determined by the Board of Directors in consultation with the Coordinator.
10.3.3 The level of all other employees shall be determined by the Coordinator in consultation
with the management team and shall be subject to review by the Board of Directors on
a periodic basis.
10.3.4 In determining the step level of the employee’s first salary level, account shall be taken
of the employee’s:
1 position and responsibility level
2 capability to do the job and deliver results
3 past experience
4 academic qualifications
5 salary history
10.3.5 Determinations shall be reflected in the employee contract. The Head of Finance shall
amend the payroll accordingly on the basis of the contract.
10.3.6 All changes to the payroll must be fully explained and documented, and approved by
the Coordinator.
10.4 Cost of Living Adjustments
10.4.1 Once each year, usually in July, employees shall be entitled be receive a cost of living
adjustment. This adjustment shall be calculated taking into account the rate of inflation
and currency exchange rates and shall be determined by the Board of Directors in
consultation with the management team. Adjustments shall only be effected if the
budget and funding situation at TEN/MET allow for this.
10.4.2 An employee who has worked for less than four continuous months prior to the
adjustment shall normally not be entitled to benefit from the cost of living adjustment.
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10.5 Performance Based Adjustments
10.5.1 An employee’s salary level may be adjusted based on the results of the annual
performance appraisal and depending on the availability of funds.
10.5.2 Only employees with outstanding performance will be eligible for salary adjustment
10.5.3 The salary adjustment guide is as follows:
Overall Performance Assessment
Outstanding
Good
Unsatisfactory
Salary Adjustment Guide
Increase of two steps up in the grade level
Increase of one step up in the grade level
No salary adjustment
10.6 Payment of Salaries
10.6.1 Salaries (and other cash benefits) shall be designated and paid in Tanzania shillings.
Employees shall normally be paid on the 25th day of each month or on the previous
work day if the 25th falls on a weekend or official public holiday depending on the
availability of funds.
10.6.2 Payments of salaries shall be made after deductions of income tax and other applicable
statutory requirements, if any. Liabilities owed by the employee, such as payment
of loan, reimbursement for private use of TEN/MET equipment, reimbursement of
damage caused and non-retirement of imprest shall also be deducted before payment
of salaries and benefits.
10.6.3 Salaries (and other cash benefits) shall normally be paid directly into the personal
bank account of the employee located at the employee’s duty station. TEN/MET shall
normally bear the costs charged by its bank for affecting the transfer. Employees who
choose to maintain accounts at banks other than the preferred bank designated by
TEN/MET shall be liable for any delays caused in the transfer process and for any
charges imposed by their host bank.
10.7 Salary Grievance Procedure
10.7.1 Anyone who feels that his or her salary indicates that an injustice has been done has
the right to appeal first to his or her supervisor and then to the Coordinator whose
decision is final.
10.7.2 The individual has a right to bring along a colleague to help support his or her appeal,
10.8 Payroll Deductions
10.8.1 Deductions from pay cheques include legally required withholdings for local taxes
where applicable.
10.8.2 A statement of earnings and deductions (Payslip) will be provided to the employee
each pay period.
10.8.3 All deductions from an employee’s wages shall be in accordance with applicable law
and regulations and when required, with the employee’s consent.
10.8.4 Following the termination of employment, the employee may participate in a plan
to reimburse for any outstanding balances for travel advances, personal business
expenses and/or other advance payments.
10.9 Salary Garnishments
10.9.1 A garnishment is a court order to an employer to withhold a sum of money from an
employee’s wages or salary.
10.9.2 Employees should take every means to solve their civil differences and legal cases in a
manner that does not cause any inconvenience or interference with their employment
with TEN/MET.
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10.9.3 When there is no other recourse TEN/MET will follow the legal documents received
describing how the garnishment will be handled.
10.9.4 This is an inconvenient and unnecessary administrative expense to the employer.
Repeated occurrence of this action will cause TEN/MET to take such disciplinary
steps, including termination, as are legally allowed and appropriate in the particular
matter.
10.9.5 TEN/MET will follow applicable law in determining the proper amount to withhold
from such employees’ pay cheques.
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11.0: Loans and Advances Policy
11.1 Purpose
The purpose of this policy is to detail the TEN/MET parameters governing financial assistance
to employees in difficulties arising out of unforeseen circumstances such as illness or death in
the immediate family; or any other reasons requiring cash advances and/or loans.
11.2 Salary Advances
11.2.1 Long term contract employees may request for a salary advance of up to 2 months in
case of an unforeseen emergency on condition that the same is deducted from his/her
salary in one or two instalments depending on the nature of the problem.
11.2.2 All applicants must complete a salary/wage advance application form and
acknowledgement of Debt Form.
11.2.3 The maximum repayment period shall not exceed two (2) months and this period shall
not be extended for whatever reason.
11.2.4 The total deduction on a salary/wage must not exceed net monthly salary/wage.
11.2.5 An employee shall be allowed to have only one advance at a time and no new advances
shall be approved within two (2) months of repaying a previous advance.
11.2.6 Salary/wage advances shall only be disbursed for PROVED unforeseen and or
emergency circumstances particularly illness or death in the family.
11.3 Personal Loans
11.3.1 TEN/MET will not provide personal loans nor guarantees towards the acquisition of
personal loans from any financial institution.
11.3.2 Employees will be offered introduction letters to banks that offer to give them personal
loans and will undertake to pay salaries and terminal benefits through the respective
banks.
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12.0: Employee Benefits
12.1 Purpose
TEN/MET seeks to provide employees with a set of benefits that shall enhance their security
and quality of life, while safeguarding the long term sustainability of the Organization. This
section outlines types of employee benefits and entitlement levels in operation at TEN/MET.
Unless specified otherwise this Policy refers to long term contract employees only.
12.2 Determination of Benefits
The Board of Directors shall generally determine and amend from time to time the types, levels
and eligibility requirements for various employee benefits at TEN/MET. At present the benefit
types and eligibility criteria are shown in the table below, and further elaborated in this Policy:
The officers primarily responsible for managing each benefit are also shown in the table below.
12.3 Housing Allowance
Long term contract employees shall receive an amount equivalent to fifteen per cent (15%) of
their basic salary as housing allowance, payable together with salary each month.
12.4 Pension
Benefit Eligibility Managed by
Housing Allowance Long term contract employees Head of Administration
only
Pension
Long term contract employees Head of Administration
only
Gratuity
Long term contract employees Head of Administration
only, subject to further
provisions
Health Care
Long term contract
Head of Administration
employees, subject to further
provisions
Tea and Drinking Water All contract employees Head of Administration
working out of TEN/MET
offices, including interns and
volunteers
Group Accident Insurance All long term and temporary
contract employees who are
covered under the terms of
the insurer
Head of Administration
12.4.1 The Board of Directors shall determine, after consultation, a suitable pension provider
for long term contract employees. Head of Administration shall be responsible for
enrolling eligible employees into the selected pension scheme.
12.4.2 TEN/MET shall each month pay into the employee’s pension account an amount
equivalent to ten per cent (10%) of his/her gross salary (basic salary plus housing
allowance). The employee shall similarly have ten per cent (10%) of his/her gross
salary deducted and deposited into his/her pension account each month. The Head
of Administration shall be responsible for ensuring these payments are accurate and
timely.
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12.4.3 Employees will be required to check their account balances with the Pension providers
Funds and report any anomalies to TEN/MET.
12.4.4 The employee shall be eligible to receive pension payments and other benefits in
accordance with the provisions of the pension programme. TEN/MET shall not be
liable for delays, failures or any other problems that may arise in relation to the payment
of benefits to the employee by the pension plan provider.
12.5 Gratuity
12.5.1 At the end of each contract period, TEN/MET shall provide each long term contract
employee with a gratuity payment equivalent to ten per cent (10%) of the employee’s
cumulative gross salary.
12.5.2 Gratuity shall only be payable for employees who have served for at least six
consecutive months of the term of contract and have successfully completed their
probation period. Employees who die or are terminated on medical grounds shall be
paid accrued gratuity, regardless of time period worked.
12.5.3 Any outstanding debts or other amounts due from the employee to TEN/MET shall be
deducted before the gratuity is paid. The Head of Administration shall be responsible
for maintaining accurate records related to gratuity.
12.5.4 Gratuity shall be forfeited by the employee if he/she is summarily terminated, or
chooses to leave TEN/MET without providing adequate notice as stipulated in the
Policies or his/her contract.
12.6 Health Care
12.6.1 The Board of Directors shall determine, after consultation, a suitable health care or
health insurance provider for long term contract employees,
12.6.2 The Head of Administration shall be responsible for enrolling new employees and
managing the health care scheme.
12.6.3 Those enrolled with NSSF/PPF can chose which scheme to enrol in.
12.6.4 TEN/MET shall pay the provider for health care coverage for the employee, his/her
spouse and legal dependants up to a maximum annual amount that shall be determined
by the Board of Directors each year.
12.6.5 Each long term contract employee working full time, regardless of position, shall be
eligible to receive the same amount of coverage per year.
12.6.6 The amount provided shall be for a period of twelve months. The amount of coverage
provided to new employees who are recruited for part of the year shall be prorated.
12.6.7 An employee may seek to obtain a higher level of health coverage from the provider
than is covered by the amount offered by TEN/MET in which case he/she shall be
responsible for paying the difference in costs.
12.6.8 An employee who is no longer employed by TEN/MET and his/her family are not
entitled to health care coverage through TEN/MET, and he/she must surrender any
identity cards/documentation upon leaving employment.
12.6.9 Employees who are ruled ineligible for insurance by the health care provider services
may be reimbursed the amount spent on treatment upon submission of genuine
receipts and prescription from authorised Medical Doctor.
12.6.10 This coverage is for both in-patient and outpatient treatment and medical evacuation
up to an annual limit as defined in the Health Insurance package.
12.6.11 In case the employee and his/her dependants, as stipulated above, fail to obtain
health services and medication from the Health Insurance Co. or from the authorized
hospitals, then employees will be allowed to get health services from other providers
and present a claim to Health Insurance Co. via the Head of Administration. For such
cases, a copy of the doctor’s prescription and receipts must support employee’s claims.
An employee who submits false medical certificate and receipts shall be liable for
disciplinary action.
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12.7 Tea and Drinking Water
TEN/MET shall provide all employees with tea and drinking water during official working
days.
12.8 Group Accident Insurance
12.8.1 TEN/MET shall obtain insurance cover against accidents for long term contract and
temporary contract employees. The provisions of this insurance coverage shall be
equivalent to or exceed legal requirements specified in the Workmen’s Compensation
Ordinance (Chapter 263 of the Laws of Tanzania).
12.8.2 Coverage and employee benefits shall be subject to the provisions stipulated by the
insurer. TEN/MET shall not be liable to provide any additional compensation greater
than that provided by the insurer.
12.8.3 The Head of Administration shall be responsible for managing this benefit and
shall provide employees with information on levels of coverage and other relevant
information as needed.
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13.0: Performance Appraisal Policy
13.1 Purpose
TEN/MET has a continuous performance appraisal review process for all staff. The purpose
of performance appraisal is to provide management and staff, with information that is useful
in order to improve and reward performance and to identify the development needs of staff
members. This policy sets out the general principles and procedures concerning the process of
conducting performance appraisals.
13.2 General Principles
13.2.1 TEN/MET is committed to the development and growth of its employees, and
subscribes to the systematic approach to performance appraisal in order to:
1 Identify an individual’s current level of job performance;
2 Identify employee strengths and weaknesses;
3 Enable employees to improve their performance;
4 Provide a basis for rewarding employees in relation to their contribution to TEN/
MET goals;
5 Improve communication between employees and their supervisors;
6 Motivate employees and identify training and development needs; and
7 Provide information for succession planning.
13.2.2 The management of the system is designed to give feedback to staff members on how
well they are performing and develop plans for future development.
13.2.3 The management of the system will be characterized by problem solving methods in
order to stimulate growth and development in the employee by discussing challenges,
support required, and strategies for improvement.
13.2.4 The system will also provide a chance for employee to set measurable goals against
which performance will be measured. TEN/MET believes that the collaborative effort
of the manager/supervisor and employee results in ideas, goals and objectives that
should be recorded for future reference. This then becomes the employee’s permanent
record and a tool by which to gauge performance, expectations and aspirations for
career development and advancement.
13.2.5 TEN/MET expects all Supervisors who will be involved in the management of this
process, to conduct the appraisals properly so as to uncover the root causes/obstacles
to performance, be it environmental, ability and motivation factors, therefore, leading
to constructive ideas for development.
13.2.6 TEN/MET believes that everyone needs feedback. In order to achieve the development
of the senior management, the Upward Feedback Confidential Process will be
implemented.
13.3 Performance Appraisal Process
13.3.1 The performance appraisal process is structured to closely monitor and document an
employee’s performance.
13.3.2 The Head of Administration is responsible for coordinating Appraisal process and
ensures that review is done on quarterly basis.
13.3.3 The approved work plan and budget will be used by supervisors to establish the
individual targets/goals for each member of staff in the department. Each employee
will set targets related to the work plan and budget and also include targets related to
personal development. These targets should be discussed and agreed with individual
TEN/MET Human Resources and Administration Manual Approved by the Board on 26.08.2013 35

employees at the beginning of the year and they will be the basis for continuous
performance appraisal.
13.3.4 Supervisors are encouraged to meet on quarterly basis with their employees in order to
review performance, provide feedback, and discuss areas and methods of improvement
in the employee’s work.
13.3.5 The basis of meeting periodically is to promote a good healthy working relationship
between an employee and his/her supervisor, and to try and address challenges that
hamper implementation of set goals and objectives.
13.3.6 Documenting an employee’s performance is essential to personnel actions and salary
decisions. For this purpose Semi Annual and Annual Performance Reviews will be
documented and forms submitted to Head of Administration for filing.
13.3.7 If and when performance deficiencies have been identified, where feasible, the
supervisor should provide suggestions and guidance to assist the employee in correcting
the deficiencies. This can be in the form of formal training, closer supervision, frequent
reviews or any other employee improvement procedures.
13.3.8 The supervisor will also submit in writing their concerns and specific actions to be
taken with target dates for the actions to be completed by. This document will be signed
by both the employee and supervisor and placed in the employee’s personnel file.
13.3.9 The supervisor and employee will review that the corrective actions have led to the
desired change as outlined.
13.3.10 If the corrective actions have not been met, the supervisor and employee need to follow
TEN/MET’s disciplinary guidelines (see Section I7).
13.4 Upward Feedback
TEN/MET firmly believes that every employee regardless of their position in the hierarchy
needs feedback for developmental and advancement purposes. Therefore, it is with this belief
in mind that an Upward Feedback for the Senior Managers should be implemented. TEN/
MET hopes that this feedback will help them to know how to provide their subordinates with
what they need to get the job done. This feedback may not be used as part of their Annual
Appraisal or evaluation.
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14.0: Leave Policy
14.1 Purpose
TEN/MET recognizes the basic right of employees to take leave from work. TEN/MET
provides a range of flexible options of paid and unpaid leave, as summarized in the table
below. This policy describes the general entitlements, rules and regulations that govern leaves
at TEN/MET. Unless otherwise specified, the leave provisions only apply to long term contract
employees and long term contract volunteers.
Type of Leave
Provision
Annual Leave
28 consecutive days per year, fully paid
Personal Days
Up to 4 working days per year, fully paid
Sick Leave
Up to 63 working days fully paid; up to a further 63 days at
half pay
Maternity/Paternity Leave Up to 84 (100 for those who delivers more than one child)
calendar days fully paid maternity leave once every three
years; up to 7 working days paternity leave fully paid once
every three years.
Compassionate Leave As specified below in item 14.7
Approved Study Leave For courses up to 3 months per year, the employee shall
receive full pay as long as the course is geared towards work
performance improvement. For studies over 3 months, no
study leave shall be granted.
Unpaid Leave
Unpaid, leave may be exceptionally granted by the
Appointing Authority
Paid Office Closure Leave Paid leave but part of annual leave
Adoption Leave
5 days of paid leave for a parent who adopts
Paid Jury Duty Leave 5 days per fiscal year paid leave of absence to attend to legal
obligations
14.2 General Regulations
14.2.1 Employees wishing to take leave must complete a “Leave Request Form” in advance,
except for cases of emergencies or illness where the employee shall complete the form
retro-respectively. Any extensions of approved leave must be similarly authorized.
14.2.2 The Leave Request form shall be routed to the Coordinator through the employee’s
supervisor, where applicable, who shall state his/her recommendation regarding the
request on the form. The employee may not take leave prior to receiving authorisation
in writing.
14.2.3 Before taking leave the employee must delegate to another employee in writing to
undertake his/her necessary responsibilities during the absence. Except for emergencies
and illness, leaves shall only be granted when it does not disrupt the work of TEN/
MET.
14.2.4 Employees shall strive to plan for leave in advance in conjunction with other employees
so as to contribute to the smooth running of TEN/MET.
14.2.5 An employee who unilaterally gives minimum notice of termination of service is not
allowed to take leave during the period in which notice is being served, except for
emergencies or illness, and forfeits any unused leave.
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14.2.6 Unless stated otherwise herein, unused leave may not be exchanged for payment.
14.2.7 The Head of Administration shall maintain accurate and up to date records of all leave
taken by employees, and reconcile these with the attendance register on a monthly
basis.
14.3 Annual Leave
14.3.1 Each long term contract employee and volunteer working full time is entitled to 28
twenty eight (28) consecutive days’ leave in respect of each leave cycle, and such leave
shall be inclusive of any public holiday that may fall within the period of leave
14.3.2 The leave entitlement for employees who have worked for less than one year shall
be prorated. Leave is earned each quarter, i.e. each employee gains 7 days at the
completion of each quarter of work.
14.3.3 Annual leave may be taken in whole or in parts. The employee and the Coordinator
shall negotiate an arrangement that best suits both sides. An employee may normally
not take annual leave for days not yet earned, unless authorised to do so by the
Coordinator in exceptional circumstances.
14.4 Paid Office Closure Leave
14.4.1 The Coordinator in consultation with the management team may in advance establish
official periods when TEN/MET is closed (such as around the New Year), and these
days shall count towards annual leave for employees (except for those who are required
to work during this period).
14.4.2 As an exception, an employee who is unable to organize leave during such a designated
period may request the Coordinator to work instead, and the request shall be considered
in relation to its practicability.
14.5 Sick Leave
14.5.1 Sick leave is to authorize time off work for an employee who is unable to work due
to his/her illness or injury or to receive medical attention that can only be obtained
during working hours. An employee is not entitled to use sick leave to attend to the
illness or injury of any other person other than self.
14.5.2 A full time employee is entitled to a maximum of sixty three (63) working days within
a twelve (12) month period for sick leave at full pay. Thereafter, he/she shall receive a
maximum of 63 working days of sick leave at half pay. The entitlements shall be prorated
for an employee who has worked less than one year. An employee who continues to be
sick after this period shall be examined by a certified medical practitioner recognized by
TEN/MET, and if he/she is declared unfit to continue working the Board of Directors
and Coordinator may, terminate the employee’s contract on medical grounds. In
such an event the employee shall be entitled to gratuity payment corresponding to
the number of months worked and all other benefits that would otherwise be due as
stipulated herein.
14.5.3 In case the sick leave period falls beyond the end date of the employee’s contract, he/
she shall only be paid until the end of the contract.
14.5.4 An employee who requires to be absent from work due to illness or injury shall
whenever possible request leave in advance by filling in the ‘Sick Leave Request Form’.
Where advance notice is not possible the employee shall inform the Coordinator/
Chairperson as the case may be as early as possible by writing, email or telephone.
All absences must be supported by medical certificate issued by a certified medical
practitioner recognized by TEN/MET. The medical certificate must be presented to the
Head of Administration as soon as possible and no later than the day of return to work.
14.5.5 TEN/MET reserves the right to request a second medical opinion regarding the illness
of an employee where the Coordinator determines this to be of value.
14.5.6 The particulars of an employee’s illness shall be confidential and may only be revealed
at the discretion of the employee.
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14.6 Maternity/Paternity Leave
14.6.1 The purpose of maternity and paternity leave is to enable employees to take care of
their new born and support the spouse. Leave should be requested in writing as far
in advance as possible and be supported by a certificate issued by a certified medical
practitioner recognised by TEN/MET.
14.6.2 Full time female employees shall be entitled to a minimum of eighty four (84) or
hundred (100) calendar days of paid maternity leave if she has been with TEN/MET
for more than one year and provided the employee has not benefited from the same
type of leave in the past thirty six months, unless she experienced a miscarriage or her
child died within one year of birth.
14.6.3 An employee is entitled to 100 days if she gives birth to more than one child i.e. twins,
triplets etc.
14.6.4 The female employee may request leave to cover a combination of the late stages of her
pregnancy and early days of taking care of the new born.
14.6.5 Upon return to work the female employee is entitled to a break of one hour per day
for breast-feeding her child, up to a maximum of six (6) months after the birth of her
child. This time shall be used only for this purpose. The time when this benefit is used
shall normally be at the discretion of the employee and shall be negotiated with her
Supervisor.
14.6.6 Full time male employees shall be entitled up to fifteen (15) working days of paternity
leave with full pay provided the employee has not benefited from the same type of
leave in the previous thirty six months, unless his partner experienced a miscarriage or
his child died within one year of birth. The male employee may request leave to cover a
combination of the late stages of his partner’s pregnancy and early days of taking care
of the new born. Paternity leave may only be requested and used for genuinely taking
care of the new born and supporting the mother of the child.
14.6.7 Employees may request to take part of the maternity/paternity leave in half day
increments; and the Coordinator may grant this request after consultation with the
employee’s Supervisor.
14.6.8 Female employees utilising maternity leave shall forfeit 11 working days of annual
leave. Male employees utilising paternity leave shall forfeit 5 working days of annual
leave. In the event that the employee has already taken annual leave, he/she shall
forfeit applicable days in the successive year.
14.6.9 TEN/MET will grant paid maternity/paternity leave for four (4) terms of maternity
leave to an employee.
14.6.10 Paternity leave has to be taken within seven days of the birth of the child and there
must be adequate proof of the employee being the father of the child.
14.6.11 In case the maternity or paternity leave period falls beyond the end date of the employee’s
contract, he/she shall only be paid until the end of the contract. The renewal of the
contract shall however not be prejudiced by the pregnancy or maternity/paternity
leave status of the employee.
14.7 Personal Days
14.7.1 The purpose of granting personal days is to enable employees to attend to personal
matters such as caring for sick relatives, receiving visitors or handling other personal
matters that require more than a few hours of absence from work.
14.7.2 Each long term contract employee or volunteer working full time shall be entitled to
four (4) working days per twelve month period of work. The leave entitlement for
employees who have worked for less than one year shall be prorated. Leave is earned
each quarter, i.e. each employee gains one personal day at the completion of each
quarter of work. The leave may be requested in increments of half days; but normally
for not more than two consecutive days at a time
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14.7.3 Unused personal days do not carry forward into the new calendar year and shall be
forfeited on June 30.
14.8 Compassionate Leave
14.8.1 The purpose of compassionate leave is to enable long term contract employees,
volunteers and interns to attend to the death of family members and close friends.
14.8.2 The employee shall be entitled to paid leave as follows:
In the event of death of:
Child (birth or legally adopted), spouse, parent
Biological brother/sister, parents in law, son/
daughter in law
Number of paid working days
Up to ten (10) working days
Up to five (5) working days
14.8.3 In case of death of a relative or friend not covered under 12.8.2, or for time required
that exceeds the provisions noted above, the employee may request the Coordinator to
use personal days and/or annual leave for this purpose.
14.8.4 An employee seeking compassionate leave shall request it by filling in the ‘Leave
Request Form’ unless circumstances do not allow for this, in which case he/she shall
request leave verbally, and retroactively fill in the leave request form as soon as possible.
14.8.5 Unused compassionate leave days do not accumulate.
14.9 Study Leave
14.9.1 Each employee shall be responsible for his/her own learning and development. An
employee may request study leave that is consistent with his/her learning plan (see
Code of Conduct). The Coordinator shall make a determination taking into account the
recommendation of the employee’s Supervisor, past conduct, effect on work plans and
budgets, equity of opportunity and the general interests of TEN/MET. No employee is
automatically entitled to any amount of study leave.
14.9.2 The costs related to approved study that are not covered by other sponsors shall
normally be paid for by TEN/MET provided this can be accommodated in the budget.
The specific costs to be covered shall be determined in each case, but may generally
include: course fees, travel to/from study sites, and reasonable accommodation and
incidentals.
14.9.3 An employee who is absent from work on study leave shall receive full pay for up to
three (3) months per year. An employee shall also not earn annual leave, personal days
or gratuity while absent from work on study leave for more than 3 months in any one
year.
14.9.4 An employee who is granted study leave or provided support for formal study of more
than six (6) weeks in one year shall incur an obligation to work at TEN/MET for three
times the duration of the course of study, up to a maximum of three (3) years, after the
completion of the course of study. This rule shall apply regardless of whether study is
funded directly by TEN/MET, its partners or other sponsors.
14.9.5 If an employee fails to work at TEN/MET for the applicable obligatory period
stipulated in 11.8.4, he/she shall be liable to reimburse TEN/MET, on a prorated basis
for the remaining obligatory period, for the full costs of the study including his/her
paid salary during the course of study. (For example an employee obliged to work for
16 months who has only served for 12 months shall be liable to reimburse 25% of the
costs.) This rule shall not apply if TEN/MET unilaterally terminates the employee’s
contract or refuses to grant an extension to his/her contract prior to the end of the
obligatory period.
14.9.6 An employee requiring study leave for own initiated training and is not job related,
shall apply for annual leave. If the employee has exhausted his/her annual or ordinary
leave, unpaid leave may be granted.
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14.9.7 Subject to written approval, an employee pursuing organizational approved course of
study will be granted examination leave for the days on which the public examination
is written. In accordance, proof of registration for the examination has to be produced
prior to approval.
14.9.8 Where study leave circumstances are unusual the Coordinator at his/her sole discretion
may waive obligation requirements in whole or in part.
14.10 Unpaid Leave
14.10.1 The purpose of this provision is to enable an employee to take leave for a specified
period that cannot be accommodated under any of the other leave provisions listed
above.
14.10.2 1n employee may apply to the Coordinator to take unpaid leave for a specified amount
of time not exceeding one year or the end date of his/her contract whichever is less.
14.10.3 During the period of approved unpaid leave the employee shall normally not be
eligible to receive any benefits, and may be held liable to reimburse TEN/MET for
benefits paid for in advance, such as health insurance coverage, unless the Coordinator
at his/her sole discretion determines otherwise. Prior to commencing unpaid leave the
employee shall normally be required to settle all liabilities and debts owed to TEN/
MET, unless the Coordinator at his/her sole discretion determines otherwise.
14.11 Compensatory Leave Days
Management may choose to give employees time off for overtime worked as compensation
for excessive overtime during peak periods. In such cases, an employee completes the
Compensation Leave Application Form which has to be approved by the Coordinator or his/
her designee.
14.12 Adoption Leave
14.12.1 After one full year of employment at TEN/MET any regular full time employee who
legally adopts a child is eligible for up to five days of paid leave.
14.12.2 Relevant adoption papers and birth certificates must be submitted before the leave is
approved.
14.13 Paid Jury Duty Leave
14.13.1 All full time regular employees are eligible for paid Jury Duty leave regardless of tenure
at TEN/MET.
14.13.2 Employees will receive full salary for up to five (5) days per fiscal year when required
to be absent from work for jury duty or as a witness in a case in which she/he is not
involved or before police station to meet legal obligations.
14.13.3 In order to qualify for this leave the employee must give advance notice of the need for
time off for jury duty. A copy of the summons should accompany the request.
14.13.4 If employees are dismissed from jury duty before the end of the workday, they must
report to work for instructions on whether to return for work for the rest of the workday.
TEN/MET Human Resources and Administration Manual Approved by the Board on 26.08.2013 41

15.0: Staff Training and Development Policy
15.1 Purpose
This policy sets out the general principles concerning training and development of TEN/MET
employees. It is the belief of TEN/MET that at the time of hiring no employee is a perfect fit
for the job and hence some development need to be undertaken to make them better fit the
job and the organization. The policy of TEN/MET is to develop and maintain a solid and well
balanced organization with staff and management team which is highly motivated for selfdevelopment
and capable of performing properly the duties of the Secretariat.
15.2 General Principles
15.2.1 Long term training will not be entertained; instead TEN/MET will sponsor its
employees for short term training (up to three months), exposure visits and tailor made
courses whenever funds are available.
15.2.2 Short term and specialized training will be awarded to employees of the Secretariat
who are citizens of the United Republic of Tanzania.
15.2.3 The Board may decide that specialized training should be given to its employees in
countries other than Tanzania, if such training is not available in the country. In this
case, training shall either be sponsored by TEN/MET, donor organizations or both
parties jointly.
15.2.4 All new local employees entering the service of the Secretariat shall be initially attached
to a supervisor for-on-the-job training purposes.
15.3 Learning and Development
15.3.1 Every employee is responsible for his/her learning and development. Every employee
is expected to seek to continually reflect and learn about how he/she can perform his/
her responsibilities and contribute to TEN/MET more effectively.
15.3.2 Each year the employee shall develop a learning plan in conjunction with the needs of
his/her job responsibilities and the advice of his/her Supervisor.
15.3.3 TEN/MET shall in turn promote an environment that fosters learning and development
through activities such as learning sessions, study circles, reading, training courses and
exchange visits.
15.3.4 Sponsorship: Staff shall be required to sponsor themselves financially in their courses
and exams to attain professional qualifications.
15.3.5 TEN/MET will arrange and bear the costs of in-house short, and tailor made courses
or seminars to meet the established needs of the Secretariat from time to time.
15.4 Visa Expenses
TEN/MET will reimburse visa expenses for employees required to travel on duty/training
abroad.
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16.0: HIV and Aids Workplace Policy
16.1 Purpose
The purpose of this policy is to show commitment of TEN/MET to safeguarding those
employees who live with AIDS or HIV infection.
16.2 General Principles
16.2.1 TEN/MET is committed to maintaining a safe and healthy work environment for
all employees. Consistent with this commitment, TEN/MET will treat AIDS or HIV
infection the same as it treats any other life-threatening illness in terms of all our
employee policies and benefits.
16.2.2 The virus known as HIV, Human Immunodeficiency Virus, causes AIDS. Acquired
Immunodeficiency Syndrome (AIDS) is a chronic condition, yet it is not transmitted
through casual personal contact under normal working conditions. On the basis of
current medical and scientific evidence, TEN/MET recognizes that AIDS does not
present a risk to the health or safety of employees; therefore employees with AIDS or
HIV infection may continue to work as long as they remain qualified to do the job.
16.2.3 Employees with AIDS or HIV infection may request a reasonable accommodation in
terms of work restructuring or flexible working hours.
16.3 Support to AIDS/HIV Victims
16.3.1 Since the psychological, social and economic impacts of HIV and AIDS are enormous,
TEN/MET will support staff and their families, who fall victims of HIV infection. Such
support may generally include medical care, counseling, and such other adequate
support as may become necessary as determined from the condition of the person(s).
16.3.2 Where possible, TEN/MET will make a reasonable accommodation to assist the
employee in meeting the established performance criteria. Reasonable accommodation
may include, but is not limited to, flexible or part-time work schedules, leaves of
absence, work restructuring or job reassignment.
16.3.3 TEN/MET will encourage staff to voluntarily undergo HIV tests and ensure that staff
who test HIV positive will not be discriminated against.
16.3.4 TEN/MET acknowledges that an employee’s health condition is a private and
confidential matter and reasonable precautions should be taken to protect and maintain
the confidentiality of any information regarding the employee’s health condition.
16.3.5 TEN/MET will provide its employees and their families access to sufficient formal
and informal prevention and care information and education to enable them to protect
themselves from HIV infection, and a view to eliminating the stigma and discrimination
related to HIV and AIDS.
16.3.6 TEN/MET will create awareness among staff/members on HIV and AIDS Prevention,
through workshops, seminars, audio visual aids, study tours and staff retreats.
16.3.7 Adequate training will be offered to TEN/MET staff. This training will include
education on care and counselling of AIDS patients, spread and prevention.
16.3.8 TEN/MET will give basic information on HIV and AIDS to new staff/ members. This
will be part of their orientation package.
TEN/MET Human Resources and Administration Manual Approved by the Board on 26.08.2013 43

17.0: Disciplinary Action
17.1 Purpose
In order to maintain fairness, harmony, effectiveness and accountability at TEN/MET all
employees are subject to disciplinary action where their actions or performance warrant it.
This section outlines the responsibilities, conditions and procedures for the administration of
disciplinary action at TEN/MET in a manner that is clear, consistent and that recognizes the
rights and obligations of the Organization and the employee.
17.2 General Considerations
17.2.1 In all disciplinary cases the employee shall have the right to be heard. An employee
shall have the right to see and make copies of all written warnings or formal charges
against him/her, and have the opportunity to respond in writing.
17.2.2 All written warnings and any other formal disciplinary charges against an employee
must be signed by the Coordinator or the Board of Directors as the case may be.
17.2.3 All written warnings and charges and responses thereto shall be confidential and filed
securely in the employee’s Personal File by the Head of Administration.
17.2.4 Any employee who has knowledge of another employee having seriously violated
these Policies or having committed any criminal offence must immediately report this
to the Coordinator or the Board of Directors as the case may be.
17.2.5 When administering disciplinary action, the Board of Directors or Coordinator, as the
case may be shall take into account the Laws of Tanzania insofar as they are applicable
in any given case.
17.3 Disciplinary Guidelines
17.3.1 TEN/MET employees are expected to abide by the rules and regulations established
by the organization. When a problem occurs, however, it is TEN/MET’s philosophy
that action should be positive in character and aimed at providing the employee with
an opportunity to correct the problem and to improve performance or productivity.
17.3.2 Although it is our preference to follow a progressive disciplinary policy, TEN/MET
reserves the right to take any disciplinary action deemed appropriate for severe policy
infractions or violations, which includes immediate termination of employment
without prior warning.
17.4 Grounds for Disciplinary Action
To assure orderly operations and provide the best possible work environment, TEM/MET
expects its employees to follow rules of conduct that will protect the interests and safety of all
employees and those of TEN/MET as well. It is not possible to compile a complete list of all
the forms of behaviour that are considered unacceptable in the work place, but the following
are examples of infractions of rules of conduct that may result in disciplinary action up to and
including termination of employment without prior warning:
1. Refusal to perform duties as described in the job description;
2. Theft or inappropriate removal or possession of property;
3. Falsification and alterations of records:
4. Possession, distribution, sale, transfer or use of illegal drugs in the work place;
5. Reporting to work in an unfit condition for duty due to consumption of alcohol or
drugs;
6. Inappropriate use of the internet via TEN/MET system and or computers;
7. Inappropriate and unauthorized use of TEN/MET vehicles
8. Fighting or threatening violence in the workplace;
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9. Negligent or improper conduct leading to personal injury or damage to TEN/MET -
owned property;
10. Insubordination or other disrespectful conduct;
11. Violation of safety or health rules;
12. Smoking in the workplace;
13. Sexual or other unlawful harassment
14. Abusive and / or exploitative conduct towards the recipients of TEN/MET’s work;
15. Possession of dangerous or unauthorized materials, such as explosives or firearms, in
the workplace;
16. Excessive absenteeism or tardiness;
17. Unauthorized use of telephones, mail system or other TEN/MET-owned equipment;
18. Violation of personnel policies;
19. Discrimination against people living with HIV and AIDS.
20. Unsatisfactory performance or conduct.
The preceding list is not all-inclusive and only illustrates some of the types of conduct that
are unacceptable. There are other types of conduct for which disciplinary action, including
immediate termination, may be appropriate. TEN/MET workplace is defined as the office
premises as well as locations where TEN/MET activities are taking place such as training
venues, hotels and the offices of TEN/MET’s partners.
17.5 Category of Offences
17.5.1 Minor Offences
1. Absenteeism and late arrival
2. Not following given instructions (if repeated it becomes a “major offence known
as insubordination.”
3. Poor work performance (based on job description provided and periodic
performance Appraisals).
4. Doing unauthorized private work at the workplace
5. Causing damage or loss to the employers’ property
6. Unacceptable behaviour towards customers, clients, fellow employees, or
members of the public.
7. Being under the influence of alcohol or drugs while at work.
17.5.2 Major Offences:
1. Gross Insubordination
2. Theft / embezzlement
3. Fraud / misappropriation of TEN/MET’s funds
4. Dishonesty / any other breach of trust
5. Sabotage
6. Gross negligence
7. Wilful damage to property
17.5.3 Operational requirements on Minor Offences
1. Counselling and feedback (to be documented)
2. Verbal warnings (to be documented)
3. Written warnings (Minimum 2).
4. Final written warning.
5. Termination after disciplinary hearing giving an employee reasonable time to
prepare i.e. not less than 48hours.
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17.5.4 Operational requirements on Major Offences
1. Necessary investigations will be made and the employee will be given enough
time to prepare for evidence and then appear for a disciplinary hearing. No
disciplinary action should be taken against an employee without the necessary
investigation being made and evidence submitted at the hearing. The employee
will also be entitled to a fair hearing.
2. The employee will have to be informed of the decisions of the hearing meeting
which may result in termination or any alternative option agreed in the meeting.
3. An employee has the right to appeal against any disciplinary penalty imposed
within 5 working days.
17.6 Disciplinary Action
17.6.1 Any employee may be disciplined where his/her actions: _
1. are in breach of the Code of Conduct, other provisions as provided for in the
Policies, or his/her contract;
2. fail to satisfactorily perform his/her duties or assignments or
3. are implicated in unlawful behaviour.
17.6.2 When employee misconduct occurs, measures will be taken to correct the situation and
curtail further occurrence. The approach taken to discipline may vary depending on
the offense. Thus, verbal warning may not be resorted to if the offense is considered
serious enough for written warning, suspension or termination.
17.6.3 TEN/MET will follow the Tanzanian labour law guidelines when implementing
disciplinary action at work place. Disciplinary action can take any one or more of the
following forms:
17.7 Warnings
17.7.1 Verbal warning: The Appointing Authority or the Supervisor may issue a verbal
warning to the employee for minor violations or failures. A note for the record of this
warning stating the grounds for discipline shall be made for future reference. The
Supervisor at his/her discretion may or may not share the note with the Appointing
Authority.
17.7.2 Written warning: The Appointing Authority or the Supervisor may issue a written
warning to the employee. Written warnings are issued after repeated verbal warnings,
or in cases of serious violations or failures, and must be endorsed by the Appointing
Authority. The written warning shall state the grounds for discipline, and be filed in
the employee’s confidential file.
17.7.3 Final Written Warning: The Appointing Authority or the Supervisor may issue a
second written warning to the employee, which shall usually constitute a final warning.
Second written warnings are issued where the employee has not improved on his/her
actions or performance despite the first written warning, and must be endorsed by the
Appointing Authority. The written warning shall state the grounds for discipline, and
be filed in the employee’s Personal File.
17.7.4 The Supervisor of the employee who has received written warnings shall closely
monitor the performance of the employee in the period following the issuance of the
warning, and inform the employee and the Appointing Authority of progress made on
a regular basis.
17.7 5 The disciplinary record of an employee shall not be used against the employee after
twelve (12) months following the disciplinary action.
17.8 Termination
17.8.1 The Appointing Authority may terminate an employee where the employee:
1 is absent from work for three (3) or more successive days without prior permission
or explanation found to be unsatisfactory by the Appointing Authority
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2 commits theft, fraud or misappropriation of TEN/MET properties
3 uses his/her position for illegal or corrupt personal gain
4 commits violence against an employee or person affiliated with TEN/MET
5 fails to show improvement in performance or fails to successfully carry out
responsibilities, and has already been served with two written warnings in the
prior twelve months.
6 is convicted in a court of law of criminal offence
7 commits any other violation that is subject to dismissal under the laws of Tanzania
17.8.2 An employee who is terminated on the above grounds shall not be entitled to advance
or any notice, or gratuity or any other termination benefits whatsoever, except for
payment of basic salary, accrued leave, housing allowance and pension contribution
up to the date of termination.
17.8.3 An employee who is terminated shall immediately return all TEN/MET properties
under his/her care and vacate TEN/MET premises.
17.9 Suspension
17.9.1 The Appointing Authority may suspend an employee, pending further investigation,
where it has reason to believe the employee may have committed a serious violation.
17.9.3 If the employee is found innocent he/she shall be reinstated.
17.9.4 An employee who is suspended will be required to return all TEN/MET properties
under his/her care and vacate TEN/MET premises.
17.9.5 Where the investigation is indeterminate or is not resolved within three (3) months the
Appointing Authority may terminate the employee’s contract.
17.10 Recovery of Losses or Damages
Where TEN/MET suffers any loss or damages as a result of neglect of duty on the part of an
employee or non-compliance with any lawful instruction, or where the employee has caused
wilful damage or loss, the Board of Directors or the Appointing Authority may require the
employee to make good such loss or damage by withholding up to twenty five (25%) per cent
of his/her gross salary every month until the liability is fully recovered.
17.11 Right of Appeal
17.11.1 An employee who is aggrieved by disciplinary action taken against him/her may appeal
within five (5) working days to the relevant Appointing Authority for reconsideration,
stating his/her case in writing. The Appointing Authority shall respond to such appeals
as soon as possible and no later than thirty (30) working days of receiving the appeal.
17.11.2 In cases where the disciplinary action against an employee involves suspension,
dismissal or cost recovery, and where the Appointing Authority is the Coordinator, an
employee who is not satisfied with the disciplinary action may further appeal to the
Board of Directors within five (5) days, stating his/her case in writing. The Board of
Directors shall respond to such appeals as soon as possible and no later than thirty (30)
working days of receiving the appeal.
17.11.3 The disciplinary actions taken shall remain in effect during the course of the appeal,
unless the Coordinator or the Board of Directors, as the case may be, chooses to
postpone action pending ruling of the appeal.
17.11.4 Where the disciplinary action is overruled or modified after having been in effect,
except as provided otherwise herein, the Coordinator or the Board of Directors as the
case may be shall determine the extent of foregone benefits to which the employee
shall be entitled.
17.11.5 The decision of the Board of Directors in any case of appeal shall be final and conclusive.
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18.0: Employee Grievances and Complaints
18.1 Purpose
Internal conflict, disagreements and misunderstandings among employees are unavoidable
from time to time in any organisation. This policy articulates the principles and procedures
that are to guide how these are to be managed at TEN/MET. This policy does not apply in
cases of serious misconduct where an employee’s action is subject to disciplinary action.
18.2 General Principles
18.2.1 All employees shall strive to act towards others in a manner that is respectful,
understanding and civil and seek to avoid causing other employees to become
unnecessarily aggrieved.
18.2.2 All persons involved in handling grievances, and especially officers to whom the matter
is brought for adjudication, shall exercise care at all times to act in good faith, and be
fair, considerate, truthful and even-handed, and to take into account the interests of the
employees concerned and TEN/MET as a whole.
18.2.3 Employees who have acted inappropriately shall be prepared to acknowledge their
mistakes and apologise, regardless of their position in the organisation; and employees
who have been aggrieved shall similarly seek to be generous spirited and reconcile
themselves with their colleague.
18.2.4 Honest, straightforward dialogue is always preferred over secretive complaining.
Aggrieved employees and those advising them should at all times seek a swift and fair
resolution to the problem rather than entertaining or being party to continued secretive
discussion.
18.2.5 Employees shall seek to resolve matters in good faith among themselves before
referring the matter to higher levels or talking about it widely with others.
18.3 Grievance Procedures
The following steps shall be observed in seeking to resolve grievances:
1. The employee(s) who is/are aggrieved by another employee shall, wherever possible,
seek to solve the problem with the perceived offending party before taking the matter
to others.
2. The aggrieved employee(s) who is/are unable to resolve matters among themselves
should seek the advice of their Supervisor or Coordinator or Chairperson, as the case
may be, to resolve the problem. The Supervisor may, where appropriate, seek the
advice of another employee.
3. The aggrieved employee(s) who is/are unable to resolve the situation after the
supervisor’s intervention shall seek the advice of the Coordinator. Except for
circumstances where the grievance concerns the Coordinator, his/her decision to solve
the grievance shall be binding on and accepted by the employees concerned.
4. Where the grievance is against the Coordinator, and it cannot be resolved through
direct dialogue with him/her, or the intervention of the Head of Administration, the
aggrieved employee may refer the matter to the Chairperson of the Board of Directors.
In such an event the arbitration of the Board of Directors or Board Chairperson as the
case may be shall be binding on and accepted by the employee(s ) concerned.
18.4 Other Provisions
18.4.1 The aggrieved employee(s) and/or any other party who is formally involved in
dealing with the grievance may at their discretion choose to document the problem
and resolution. Such documentation may serve as a note for the record and be kept
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for future reference, but shall normally not constitute a formal entry into the Personal
File, unless the Coordinator and/or Board Chairperson determines it to be sufficiently
serious to warrant such status.
18.4.2 A grievance that is determined by the Appointing Authority to be sufficiently serious
as to constitute the grounds for disciplinary action shall be subject to the regulations in
Policy 13.
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19.0: Separation Policy
19.1 Purpose
This policy describes the circumstances under which an employee ceases to become an
employee of TEN/MET (i.e. is ‘separated’) and the rights and benefits that shall be applicable
in different circumstances.
19.2 Grounds for Separation
1. An employee may cease to be employee of TEN/MET under the following circumstances:
2. On medical grounds
3. Failure to satisfactorily complete probation period
4. Summary dismissal on disciplinary grounds
5. Performance assessed to be unsatisfactory or below expectation in annual appraisal
6. Redundancy of the employee’s position
7. Expiration of contract
8. Death of the employee
9. Either party providing minimum notice
10. By mutual agreement between TEN/MET and the employee
11. Retirement
The circumstances leading to separation, minimum notice required and benefits due are
summarized in the following table and elaborated further below:
Circumstance Minimum Notice Benefits due
Medical grounds
After 126 working days
of illness, if declared unfit
for work by a medical
practitioner
Pension, gratuity, group
accident coverage where
applicable to the extent
provided by provider
Unsatisfactory probation TEN/MET to provide notice Pension only,
of, 1 month or payment in
lieu of notice,
Summary Dismissal None Pension only and leave
entitlements
Staff performance appraisal
below expectation or
unsatisfactory
Redundancy
TEN/MET to provide notice
of 1 month or payment of one
month salary in lieu of notice
TEN/MET to provide notice
of 1 month for all employees
or payment of one month
salary in lieu of notice
Pension, gratuity if employee
has completed at least 6
months of contract
Pension, gratuity if employee
has completed at least 6
months of contract
Expiration of contract As stipulated in the contract Pension, Gratuity if employee
has completed at least 6
months of contract; pension
unless the contract is
renewed.
Death of employee None Pension, gratuity, health
insurance and/or group
accident coverage to the
extent provided by providers
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Providing minimum notice
Ending contract by mutual
agreement
Retirement
Either party providing notice
1 month or payment of 1
month salary in lieu of notice,
As mutually negotiated by
TEN/MET and employee
6 months’ notice by both
parties
Pension, gratuity if employee
has completed at least 6
months of contract
Pension, Gratuity if
employee has completed 6
months on his/her contract,
other benefits as mutually
negotiated, not exceeding
normal provisions
Pension, Gratuity and leave
days
19.3 General Considerations
19.3.1 Both TEN/MET and the employee shall seek to minimize disruption to the work of
TEN/MET and life of employee to the maximum extent possible.
19.3.2 The party initiating the separation shall strive to inform the other of its intention to
separate as far in advance as possible. However, the following ‘minimum notice’
requirements shall be 1 month notice or payment of one month gross salary in lieu of
notice
19.3.3 All notices regarding separation or other changes to contract shall be served in writing
and must be signed by the Appointing Authority.
19.3.4 The Head of Administration shall be overall responsible for the management of
employee separation under the guidance of the Coordinator.
19.4 On Medical Grounds
19.4.1 An employee who has been on sick leave for 126 working days in the past twelve
months shall be examined by a certified medical practitioner recognized by TEN/MET,
and if he/she is declared unfit to continue working the Board of Directors/Coordinator
may terminate the employee’s contract on medical grounds.
19.4.2 In such an event the employee shall be entitled to gratuity payment corresponding to
the number of months worked and all other applicable benefits as stipulated herein.
19.5 Unsatisfactory Probation
19.5.1 An employee who is not confirmed after serving on probation may have his/her
contract terminated with notice of 1 month or payment of one month salary in lieu of
notice.
19.5.2 The employee shall receive pension but not be eligible to receive accrued leave or
gratuity.
19.6 Summary Dismissal
An employee who is summarily dismissed shall not be entitled to advance or any notice,
gratuity or any other termination benefits whatsoever, except for payment of basic salary,
accrued leave and pension contribution, up to the date of dismissal.
19.7 Unsatisfactory Staff Appraisal
The Appointing Authority may, at its discretion, provide an employee assessed to have
performed unsatisfactorily or below expectation additional time to improve performance or
terminate the employee’s contract by providing minimum notice or payment in lieu of notice.
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19.8 Redundancy
19.8.1 The Board of Directors may determine to make a position redundant, subject to the
provisions of the Laws of Tanzania, where the position is seen to be no longer in the
interest of TEN/MET.
19.8.2 In such cases the Appointing Authority shall strive to inform the employee of its
intention as far in advance as possible. TEN/MET shall be required to provide
minimum notice or payment in lieu of notice. In this case the employee shall be entitled
to accrued leave, pension and gratuity.
19.9 Expiration of Contract
19.9.1 Upon expiration of the employment contract, the employee shall be paid terminal
benefits as stated in the said contract.
19.9.2 In this case the employee shall be eligible to receive gratuity and to use up earned leave
prior to end of contract. In the event that the employment contract with TEN/MET is
not renewed after expiry, the employee shall have the right to claim pension payments.
19.10 Death of Employee
19.10.1 If the employee dies, the officially designated next of kin of the employee shall be
entitled to receive full payment of salary until the last day of work, accrued gratuity,
and payment of unused annual leave on a prorated basis.
19.10.2 The next of kin may also be eligible to receive certain benefits from the health care
provider depending on the level of coverage subscribed and the rules of the health
provider.
19.10.3 Where the death of the employee is caused by accident or injury his/her next of kin
may also be eligible to receive compensation from the group accident insurance cover
depending on the level of subscription and conditions of the insurance provider.
19.11 By Provision of Minimum Notice
19.11.1 At any time, either TEN/MET or the employee may terminate the employment contract
by providing minimum notice or corresponding payment in lieu of notice.
19.11.2 An employee who has provided minimum notice shall not be entitled to take annual
leave unless the Appointing Authority determines granting leave shall not disrupt the
work of TEN/MET.
19.11.3 Where the Appointing Authority has provided minimum notice the employee shall be
entitled to take accrued leave during the period of minimum notice.
19.22.4 An employee whose contract is terminated through provision of minimum notice
shall be eligible to receive pension and gratuity if he/she has completed at least six (6)
months of her/his employment contract.
19.12 By Mutual Agreement
19.12.1 At any time, either TEN/MET or the employee may agree by mutual agreement to
terminate the employment contract at a time to be mutually negotiated.
19.12.2 An employee whose contact is terminated by mutual agreement shall be eligible to
receive pension, and other benefits if any in accordance with the terms of the mutual
agreement, provided that the benefits do not exceed what would have otherwise been
normally provided.
19.13 Retirement
Voluntary retirement age is 55 years and Compulsory retirement age is 60 years. Either party
will be required to give six month notice of retirement. TEN/MET may employ retired staff on
fixed term contracts.
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19.14 Administrative Issues on Separation
In the case of employment termination, whether originated by the employee or by TEN/MET,
there are several administrative matters that the terminating staff member and the Head of
Administration or his/her designee must complete. These are as follows:
1. TEN/MET will generally schedule exit interviews for terminated employees. It is very
important for the terminating employee to leave a forwarding address and contact
information to ensure that future correspondence can be transmitted.
2. Employees terminated for general lack of work may apply to other open positions in
TEN/MET.
3. The terminating employee must return to the Head of Administration or his/her
designee all office keys and other TEN/MET equipment in his/her possession. All
work related documents, including correspondence and files must be turned over to
the employee’s immediate supervisor. Under no circumstances shall a terminating
employee take files, hard copies or electronic versions relating to TEN/MET programs,
even if those files contain correspondence addressed to the departing staff member.
4. Finally, when a person terminates his or her employment with TEN/MET, all routine
contributions on behalf of that person to insurance, health provider, bank accounts and
retirement plans cease.
5. Any outstanding balances for travel, phone, photocopying charges or other advance
payments will be deducted from the employee’s final pay check based on an
authorization statement signed by the employee. The employee’s final payment will
be made within 60 days of his/her last day of employment.
6. The departing employee must complete a clearance form available in the office of the
Head of Administration and submit to Finance Director which will be the basis of
releasing their final cheque.
7. To mark the end of one’s service with TEN/MET, a letter of discharge and a certificate
of service will be prepared by the Coordinator.
8. TEN/MET will provide transport for a terminated employee, and eligible dependants
together with personal effects (excluding livestock) to the place of recruitment or
domicile whichever is less at the discretion of the Coordinator.
9. TEN/MET reserves the right to either use the lorry or hire a transporter to move
personal effects.
10. TEN/MET will not cover crating costs nor insure the employees’ personal property for
damages.
11. The above provisions will only be considered if the ex-employee is not taking up a
position where the new employer is providing this service or if the ex-employee is
actually returning to the place of recruitment or domicile.
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20.0: Social Welfare Association
20.1 Purpose
This policy set outs the general principles concerning the establishment of the Social Welfare
Association that shall ensure the management of all issues pertaining to the welfare and
interrelationships both formal and informal between senior management and employees.
20.2 General Principles
20.2.1 The Social Welfare Association shall deal with any grievance(s) or issues arising from
employer and employee contractual obligations.
20.2.2 To represent individual employees and groups of individuals in conflict with their
management in order to create and maintain a harmonious relationship at work.
20.2.3 Shall establish mutually beneficial channels of communication throughout the
organization creating and applying a framework of rules of fair conduct as laid down
in TEN/MET terms and conditions of employment.
20.2.4 To voice any grievances to senior management, provide information on employee
relations and welfare matters, exchange views and ideas in order to improve welfare
conditions and terms of employment.
20.3 Staff Welfare Fund
20.3.1 The Social Welfare Association will operate a Staff Welfare Fund which is mainly for
supporting social events like marriages, condolences, child birth or any other event as
may be described in the constitution.
20.3.2 Staff will be required to contribute monthly to the Fund and the amount is agreed upon
by all members.
20.3.3 Membership to this Welfare Fund is not mandatory to all staff; those not interested can
opt not to contribute.
20.3.4 The agreed amount will be deducted on monthly basis from staff salaries and deposited
in the Staff Welfare Fund maintained by the Staff Welfare Committee.
20.3.5 Expatriate staff can pay the contribution directly to the Staff Welfare Committee
Secretary.
20.3.6 More information regarding the Staff Welfare Fund can be obtained from the Secretary
of the Social Welfare Association.
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21.0: Funeral Assistance Policy
21.1 Purpose
The intention of this policy is to state the assistance provided by TEN/MET upon the death of
a permanent contract employee.
21.2 General Principles
21.2.1 Funeral assistance will be provided if the employee is deceased while in the employment
of TEN/MET.
21.2.2 This assistance will not be provided as a consequence of an act of suicide.
21.3 Scope of Assistance
In the event of natural or work related death of an employee, TEN/MET in consultation with
the family members, will bear the following costs:
1 Coffin
2 Shroud
3 Preservation of the body
4 Transportation of body to place of burial in Tanzania
5 Transportation of surviving legal spouse and legal children to place of burial and
to place of domicile if requested.
6 Give cash condolence contribution not exceeding Tshs. 500,000/ where funds
permit.
21.3.7 The above expenses will only be borne by TEN/MET provided that such expenses are
not paid by the employer of the other spouse.
21.2.8 In the event of death of an employee’s immediate family member (spouse or legal
children registered in the employee’s personnel file), TEN/MET will give a condolence
not exceeding Tsh. 200,000/-to support the burial.
21.3.9 In the event of employee’s Parents or Parents of Spouse or Relatives TEN/MET will
bear no responsibilities of any nature.
21.3.10 Where requested by the affected employee, salary advances payable under the normal
procedures will be granted.
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Plot No. 383 Mtitu Street, Upanga
P.O. Box 13547, Dar es Salaam.
Tel: +255 22 2150793 / Fax: +255 22 2152237
Email: coordinator@tenmet.org / Website: www.tenmet.org
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