PMC Employee Policy Handbook 2025 by PMC WEB

Employee Policy Handbook

Uniform Handbook Work Procedures

108

109 Compensation & Performance Review Policy Policy for Security and Housekeeping Units

Effective Date Management Company

All decisions regarding individuals such as compensation, salary, beneﬁts, transfers, promotions, training, and educational support will be managed without discrimination.

Each department and project must understand and implement the Company's Equal Employment Opportunity Policy to ensure fairness and an inclusive work environment.

EQUAL EMPLOYMENT OPPORTUNITY POLICY

EQUALITY IN THE WORKPLACE

The Company establishes the following regulations to ensure equal employment opportunities for all PMC members:

1. AGE

There is no age-based discrimination in any employment-related matters, including but not limited to: recruitment, salary, bonuses, promotion, performance evaluation, job assignunder the Company's uniﬁed policies and workplace standards.

2. DISABILITY

People with disabilities are considered to have disabilities if they fall under one of the following categories:

Individuals with physical or mental impairments that limit one or more major life activities but who are still capable of fulﬁlling job requirements.

Individuals with a medical history of such conditions, whether or not they are currently experiencing symptoms.

Individuals perceived by the Company as having such impairments.

For employees with disabilities, the Company implements the following measures:

Persons with disabilities have the right to equal access to employment and are entitled to equal beneﬁts and conditions of employment, provided they are able to perform the essential duties of the job, with or without reasonable accommodation.

Upon employment, the Company will evaluate employees with disabilities fairly, based on their actual work capacity, and will create conditions that encourage their continued contribution.

If an employee becomes disabled while working at PMC, the Company will review their case to make appropriate work adjustments, provided the individual remains capable of performing the essential functions of the position.

3. COMPENSATION AND BENEFITS

The equal employment opportunity policy ensures equal pay for equal work, without discrimination based on gender, for employees performing work of equal value (in accordance with Article 90 of the Labor Code).

Beneﬁts may vary by job title but must be clearly stated in job descriptions and company policies (not based on gender or other biases).

4. GENETIC INFORMATION

Genetic information includes: personal genetic test results, family genetic information, and test results related to hereditary diseases or symptoms that may affect a person's or their family’s health.

The use of genetic information in employment decisions such as recruitment, promotion, salary, job assignment, and performance evaluation is strictly prohibited unless directly related to legal requirements or medical clearance for job suitability

Employees are not allowed to use “genetic information” to infringe on others’ privacy or to make any negative comments or jokes toward colleagues. Harassment, ridicule, or exclusion based on genetic information is strictly forbidden.

5. HARASSMENT

Preventing and addressing workplace harassment is vital for building a cohesive, respectful, and professional work environment. PMC implements proactive measures to detect, prevent, and resolve harassment cases, including training programs for Supervisors, Managers, and relevant staff. A formal complaint mechanism is in place to address such incidents effectively.

The Company encourages employees to speak up and assures that all reports will be handled conﬁdentially and without retaliation.

Any act of harassment is considered a serious violation. Department Heads, Supervisors, and Managers must recognize the severity and consequences of harassment and take preventive action. Disciplinary measures will be applied accordingly

PMC is committed to creating a safe and respectful workplace where all employees feel supported, valued, and protected from all forms of misconduct.

6. GENDER IDENTITY

Gender identity includes: biological sex, gender expression, and gender transitioning. Discrimination based on gender identity or gender expression (whether actual or perceived) is strictly prohibited.

The Company applies this policy equally to all employees across three employment regions and recruitment locations. All employees are entitled to equal treatment, career development opportunities, and salary, regardless of gender identity or background.

7.

WOMEN DURING

PREGNANCY AND CHILDCARE

The Company always creates favorable conditions for women who are pregnant and raising young children to fulﬁll their motherhood role in accordance with the current laws of Vietnam.

8. RACE AND SKIN COLOR

The Company applies uniform employment policies for all employees, regardless of race or skin color

Although Vietnamese law does not yet speciﬁcally prohibit racial discrimination, any color is considered serious misconduct. Even if the law does not explicitly prohibit racial discrimination, the Company upholds strict workplace standards that promote fairness and respect for all individuals.

Any violation involving discrimination or harassment based on race or skin color will be considered a violation of the labor law under Article 121 of the Labor Code.

9. RELIGION AND BELIEF

The 1992 Constitution, adopted after the Đổi Mới reforms, in Article 70, Chapter V, states: “Everyone has the right to freedom of belief and religion; they may follow or not follow a religion. All religions are equal before the law. The State respects and protects freedom of belief and religion. No one may violate freedom of belief and religion or misuse religion to violate the law.”

The 2013 Constitution reaffirmed this as a natural right. The State must respect and protect this right, ensuring that freedom of belief and religion is guaranteed in practice as part of international commitments that Vietnam has signed. In that spirit, the right to freedom of belief and religion includes the freedom to follow a religion, not follow any religion, or to change one’s religious belief. All religions are equal before the law. The State respects and protects the freedom to practice religion and belief, and prohibits any form of discrimination or restriction on the practice of religion or belief. Individuals have the right to:

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Believe in or follow a religion, or not follow any religion at all.

Change their religion or belief.

Practice their religious beliefs privately or publicly.

Be protected by the law from violations related to religion or belief.

The 2013 Constitution, more progressive than its predecessors, affirms that “freedom of religion and belief is a fundamental human right.” It emphasizes that freedom of religion and belief is not only a legal right but also a natural human right. Therefore, any behavior that restricts or violates this freedom is a violation of human rights and must be dealt with strictly by law.

The right to freedom of religion and belief is protected by law, and no individual may be subjected to unequal treatment in the workplace due to their religious or non-religious beliefs. PMC ensures that all employees, regardless of religion or belief, are treated equally and fairly.

Sexual orientation refers to romantic or emotional attraction to individuals of the same gender, opposite gender, or any gender. Gender identity refers to an individual’s internal under-

the sex assigned at birth. This includes how individuals express gender through appearance, behavior, or other identity-related expressions. The Company does not tolerate any form of discrimination, judgment, or bias based on sexual orientation, gender identity, gender expression, or individuals who are transitioning or identify outside the gender binary.The Company applies its employment policies equally to all individuals, regardless of gender, including those who are transgender, non-binary, or gender non-conforming.

Sexual harassment includes any behavior that targets an individual’s sexual orientation or gender identity in a disrespectful or inappropriate way. Such harassment may occur both inside and outside the workplace and includes verbal abuse, mocking, or spreading rumors.. PMC strictly prohibits all acts of harassment and is committed to fostering a respectful work environment.

IMPLEMENTATION POLICIES

The Company will communicate equal employment policies through the following channels:

--Internal announcements;

Notiﬁcations regarding equal employment opportunity policies alongside other policies and programs listed in the Employee Handbook; Email notiﬁcations;

Notiﬁcations through the Company’s trade union;

Announcements from recruitment sources;

- Or any other Company-approved recruitment announcements.

Discussions during orientation and management training programs;-External announcements via the Company’s website and the Internet;

2. RESPONSIBILITY FOR IMPLEMENTATION

General Directors, Directors of Standards & Compliance, and the Head of Human Resources are responsible for establishing standards, monitoring compliance, and overseeing the implementation of these policies;

Senior management in all departments and branches shall ensure proper execution;All job applicants are to be fairly considered for every position;

Recruitment goals and key hiring metrics must be set and monitored;

At least once a year, a review of recruitment and talent development practices will be conducted;

The Company is committed to maintaining a workplace free from discrimination and bias.

3. ACTIONS REQUIRED TO BUILD AN EQUAL WORKPLACE

Job descriptions must be drafted, reviewed, and approved by Department Heads, and must reﬂect inputs from employees to ensure alignment between job expectations and actual tasks across each department or project. The Human Resources Department (HR) regularly monitors whether job descriptions are being implemented accurately and in accordance with the Company’s equality framework. Each employee must be clearly informed of the duties and performance expectations set out in their job description and any updates to related training programs.

To ensure fairness in recruitment, all job openings must be publicly posted within the Company so that internal candidates have the opportunity to apply. Positions must be announced internally at least 7 days before external hiring begins, except in cases where urgent recruitment is required and cannot follow standard posting procedures.

The HR Department will continuously evaluate training programs, support educational initiatives, and adjust programs as necessary to uphold equality and fairness.

EMPLOYMENT POLICY

1. RECRUITMENT POLICY

- Objective: Ensure the Company has a workforce capable of good performance, suitable for job requirements, and able to collaborate e ectively and cost-e ciently, in line with the Company's human resources policies and business strategy.

- Recruitment planning is carried out to ful ll business objectives, ensure alignment with the Company's strategic development plans, and match speci c sta ng needs of departments and projects.

- Recruitment sources include: public announcements, outreach to vocational schools, colleges, and universities... o ering opportunities to candidates who meet the Company’s recruitment criteria.

- Target applicants: Students graduating from universities, colleges, vocational colleges… across the country. Internship and pre-employment programs allow students to experience the professional environment of the Company, helping them improve soft skills, gain insight into real work culture, and develop appropriate work attitudes, thereby increasing their employability after graduation or during long-term work at PMC.

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Internal referrals from existing employees who introduce potential candidates. Referred candidates must meet job requirements, and referrers may receive appropriate compensation as per Company policy.

Applicants with prior experience in similar industries such as security, cleaning, technical services…

Recruitment methods: Through direct interviews, referrals, or recruitment via HR departments at projects.

- Recruitment channels: Website, recruitment emails, internal job postings at buildings, internal communication boards, etc.

Candidate document checklist after passing initial HR screening:

Candidates who pass the ﬁrst interview with the HR Department must submit the following documents to HR no later than 4–7 days before the official start date. The required documents include:

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Application form

Resume with local government conﬁrmation / CV in both Vietnamese and English

Copy of birth certiﬁcate

Health certiﬁcate (issued by Company-designated hospital or clinic)

Background check certiﬁcate (Group B – for hospitality positions)

• Drug test certiﬁcate

• Judicial record certiﬁcate

• Copy of National ID card or Citizen ID (both sides)

• Two 4x6 photos and two 3x4 photos

• Copies of degrees and certiﬁcates

• Other related documents as required for the role: offer letter, working time conﬁrmation, salary agreement...

• Download the PMC HRM application

2. HUMAN RESOURCE DEVELOPMENT POLICY

To encourage employees working at PMC (in roles such as security, cleaning, pest control, maintenance, education support, reception...) to introduce qualiﬁed candidates from universities, colleges, vocational schools, etc., who meet the Company’s job standards, PMC has established the following recruitment channels:

Internal sources: When the Company has a hiring need, the HR Department will notify all employees via email and internal announcements (posters, bulletin boards, etc.). Employees who introduce suitable candidates may receive recognition and rewards based on the evaluation of the HR Department.

External sources:

After a set period of internal posting without successful hiring, the Company will begin recruiting from external sources. The HR Department will assess and expand outreach based on actual staffing needs. Recruitment advertisements will be placed on external job boards, company website, university/college portals, and partner institutions in related ﬁelds such as security, cleaning, maintenance...

For candidates applying for jobs in security, cleaning, pest control, etc., the Company offers the opportunity to participate in PMC 01 training courses and receive incentives through career advancement policies.

Partnerships with schools: 3. ON-THE-JOB TRAINING POLICY

Increase scholarship funding for individuals who refer students from eligible schools (including those in the PMC recruitment pipeline such as security, cleaning, technical, and reception services…).

Actively seek out suitable training institutions. Students may submit applications via the Company’s website or directly to PMC 01 recruitment centers. Recommended timelines: January 1 and July 1 each year.

Apply early outreach policies to help prospective applicants understand job expectations, company culture, and career development policies.

PMC values on-the-job training and ensures every employee is assigned to a job that suits their abilities and promotes professional growth. Training content includes close supervision and hands-on guidance from experienced personnel. Employees learn while performing actual work, receiving both mentorship and technical skill-building that supports job efficiency and future career development.

PROMOTION AND CAREER DEVELOPMENT POLICY

At PMC, promotion is based on transparent criteria and annual performance reviews conducted in October and November.

Career paths are deﬁned for each role, allowing employees to visualize their advancement journey.

Employees who meet or exceed expectations for 3 consecutive years may be considered for promotion without needing to apply for new roles.

Career development and promotion are based on merit, qualiﬁcations, and suitability for the Company's long-term development goals.

Priority consideration is given to internal candidates and individuals nominated by department heads and senior leadership.

CAREER PATH OPPORTUNITIES & LEARNING ROADMAP

5. INTERNSHIP POLICY FOR STUDENTS

Interns are students currently studying at universities, colleges, or vocational institutions. They are referred to PMC by their schools through internship agreements between the educational institution and the Company, aiming to give students practical experience and career orientation.

From the Company side, the School Relations Department / HR Department is responsible for:

Developing internship plans, coordinating with departments to accept interns.

Supervising and guiding interns during the internship period.

Ensuring interns’ adherence to work rules and Company regulations.

Coordinating with relevant departments to evaluate internship outcomes and guide interns in preparing reports in various formats: video clips, slides, infographics… as regulated by the Company.

Ensuring interns’ beneﬁts and working conditions are compliant with Vietnamese labor law and Company regulations.

During the internship period, PMC will notify interns in advance about job ﬁt. If performance or attitude is poor, the Company may terminate the internship.

After the internship, if an intern wishes to apply for a job at PMC, the HR Department will coordinate with related departments/management to review and process the application.

Job placement decisions will be based on HR planning and manpower needs.

Evaluation results will be documented.

Interns who meet job requirements will be prioritized during recruitment.

From the Student Intern Side:

All student interns must complete their internship at the Company in accordance with the duration speciﬁed in the signed internship agreement. They are required to strictly comply with working hours, rest breaks, dress code, and demonstrate a serious work attitude. Interns must also follow the instructions and task assignments from direct supervisors/department heads or the HR Department, as per Company regulations.

6. TRAINING POLICY

Valuing and developing a high-quality workforce is a critical factor for the Company’s long-term competitiveness. With the goal of enhancing professional skills and expertise, the Company has developed a Training Policy to ensure scientiﬁc, structured, and highly effective learning. In addition to equipping employees with the skills they need to succeed in their current roles, the Company also focuses on long-term development by building an employer brand and enhancing its image to attract and retain talent.

Training programs at the Company are diverse and ﬂexible, delivered through classes, on-the-job coaching, or specialized skills sessions. Employees are supported in attending appropriate training courses and are encouraged to continuously improve their knowledge and skills.Training formats at PMC include:

On-the-Job Training: Applicable to:

New employees: Training content includes orientation on internal regulations, company policies, and guidance on job responsibilities and professional skills.

During work: Experienced employees are expected to mentor and share knowledge with less experienced colleagues. This process is conducted regularly across all job sites.

Internal Training: Conducted by in-house trainers or at designated internal/external training facilities.

External Training: Employees may attend courses, workshops, or seminars held by external organizations, or by guest lecturers invited to teach at the Company or at designated venues.

In addition, employees selected for training by the Company are expected to fully participate and understand that attendance is both a responsibility and a duty. They must strictly comply with all Company regulations and training policies throughout the program.

(Refer to the Company’s Training Participation Policy issued on March 23, 2016, for full regulations.)

POLICY FOR PARTNER EMPLOYEES

(Applicable to subcontracted personnel: security, cleaning, waste management, pest control...)

PMC's partner categories:

Security partners

Cleaning partners

Pest control partners

PMC always strives to create the most favorable working environment for subcontracted employees so they have opportunities to develop and enhance their skills. Speciﬁcally, PMC provides:

Free accommodation, meals, uniforms, and job-speciﬁc protective equipment

Storage space/warehouses for tools and supplies necessary for daily tasks.

Coordination and support between Company departments and partner personnel at each assigned site/project.

Supervision and inspection to ensure partner employees comply with operational procedures and the service standards PMC commits to each client/project.

8. JOB ASSIGNMENT & REALLOCATION POLICY

Reallocating job positions is a regular HR activity, carried out in line with changing job requirements. It ensures appropriate placement of employees based on actual service demands, project scale, and employee capacity.

Reassignments must be based on appropriate workforce quantity and skill levels, aligned with the progress and service needs of each project or department.

Positions must match the employee’s ability and experience. Employees will not be assigned tasks that exceed their competencies.

Prior to reallocation, employees must be clearly informed about the new job, and their feedback must be considered. If the employee ﬁnds the new role unsuitable due to valid reasons (e.g., location, commute time, family circumstances), the HR Department will review and consider other solutions.

If an employee identiﬁes a position within the Company that better matches their skills and wishes to transfer, they may submit a transfer request through their Department Head and HR for evaluation.

For employees under military reserve obligations, PMC will comply with relevant legal procedures. During their military service or reserve duty, their job is temporarily held. Upon completion, within 15 working days, the employee must return to work and sign a new employment agreement or extend their previous contract, depending on the circumstances.

9. DISCIPLINARY POLICY & PROCEDURES

When an employee violates company policies, depending on the severity of the offense, the relevant department may issue a written warning or request disciplinary action. For minor violations, the department head may issue a verbal or written warning. For serious or repeated violations, a written report must be submitted to the HR Department for processing and submitted to the Board of Directors for official disciplinary decision.

WORKPLACE MOTIVATION

1. HELP EMPLOYEES UNDERSTAND THE MEANING OF THEIR WORK

In reality, helping employees clearly understand the purpose of the work they’re doing and the role it plays in the Company’s overall development is very important. This gives them a sense of pride and helps them recognize that their contributions, no matter the role, are part of a larger mission—thereby increasing their sense of meaning at work.

To support this, the Company maintains regular Orientation sessions for all members to communicate the Company’s goals and values from the very beginning. Additionally, Kaizen sessions are held periodically, helping employees recognize the value of their work, feel a sense of accomplishment, and affirm that their job is meaningful.

2. CONSTANT COMMUNICATION

Regularly sharing updates ensures that all members are informed about the Company’s direction and objectives, enabling them to make informed decisions and take appropriate actions.

3. CLEAR JOB DESCRIPTIONS FOR EVERY POSITION

A well-deﬁned job description helps ensure that employee performance is evaluated accurately. It also serves as a compass, helping staff understand their role, responsibilities, and what is expected of them by management.

4. REGULAR PERFORMANCE FEEDBACK-

Job descriptions not only outline tasks but also clearly specify goals and responsibilities. Example: A Sanitation Supervisor is responsible for monitoring cleanliness standards and customer satisfaction. The expected result: 3-star level cleanliness and satisﬁed customers. If the employee understands this clearly, their work will likely meet the Company's expectations.

Regular feedback helps employees quickly recognize when they are on or off track. This prevents small mistakes from becoming larger ones and enables timely course correction. Without regular feedback, errors may go unnoticed and recur, while good performance may not be reinforced. Therefore, ongoing feedback should be integrated into daily work to promote learning, improvement, and continuous development.

5. TRUST AND EMPOWERMENT

If an individual is trusted to complete a task, they will try harder to accomplish it. Conversely, without trust, even a capable person may doubt themselves and hesitate to act. That’s why it’s essential for employees to feel that their supervisor trusts them.

Trust inspires people to take initiative and boosts their self-conﬁdence. When employees are empowered to make decisions within their role, it builds their sense of ownership and responsibility. Even if they make mistakes, they will learn from the experience and become more focused in future tasks.

Actively listening to employees and understanding their difficulties makes them feel valued and respected. When employees feel heard, they are more willing to engage and try harder in their work.

Timely words of encouragement and recognition can be surprisingly powerful, especially when employees feel their efforts are seen and appreciated. Praising employees is an effective method to encourage and sustain good performance.Genuine and speciﬁc recognition is far more impactful than generic compliments.

Recognition is most effective when it includes meaningful rewards—whether material or verbal—that reﬂect the sincerity of the acknowledgment.

A reasonable salary and clear performance goals are essential for motivating employees to improve their work performance. This helps ensure employees are rewarded appropriately when they meet or exceed their goals.

9. ENCOURAGING THINKING AND CREATIVITY SUPPORTIVE POLICIES FOR COMPANY GOALS

Employees are the ones who directly carry out the work, interact with customers, and solve daily issues. They understand ﬁrsthand the challenges in the job and are best positioned to propose improvements. Therefore, employees are encouraged to contribute ideas and innovations, especially those related to their daily tasks.

Supportive policies—both emotional and practical—help employees stay focused on meeting the Company’s objectives. When employees feel supported, they are more motivated and aligned with leadership’s direction, which improves overall effectiveness.

As stated in item 9, employees are the ones directly performing tasks and therefore best understand the nature of the work. Leaders and supervisors should listen to their feedback when making important decisions or plans.

When employees see that their opinions are acknowledged and considered in management decisions, they will feel respected and become more engaged in their work.

12. MANAGING WITHOUT MICROMANAGING

This is a key principle of modern people management. All employees want to feel trusted and not overly controlled. We differentiate between management and micromanagement. Micromanaging often leads to discomfort and loss of creativity. Managers should build trust and delegate clearly, instead of closely monitoring or criticizing every action. When trust is present, employees feel empowered and take more initiative, leading to better performance. When employees see that their opinions are acknowledged and considered in management decisions, they will feel respected and become more engaged in their work.

13. ENCOURAGING TEAMWORK

All members of the organization will be more united in striving toward common goals and dedicating themselves to collective success when they work together to identify and deﬁne the methods to achieve those goals. When solving a problem together, each individual learns how to handle work-related situations from other team members and leaders alike. Promoting teamwork is the most effective way to unlock and maximize the potential of employees.

A new beneﬁt of teamwork is its ability to break down barriers, fostering openness and friendliness between team members and leaders. Through teamwork, members can learn from and adopt leadership styles from their superiors, helping to create consistency in management across the organization.

Teamwork also enhances the ability to coordinate creative minds to make well-informed and effective decisions.

15.

Every employee is unique, shaped by their own upbringing, environment, and personality. Some may work best independently, others may need regular check-ins, and others thrive with detailed guidance. Understanding each individual’s working style helps managers adapt their approach to bring out the best in every team member.

PROVIDING DEVELOPMENT OPPORTUNITIES

Employees who are given the chance to develop new skills and improve their expertise will feel proud of their work. Encouraging learning helps employees stay engaged and adds value to the organization. This can be done through internal mentoring or by sending employees to external training courses, allowing them to expand their competencies and contributions.

16. TERMINATION WHEN NECESSARY

In some cases, the most effective way to improve team performance is to part ways with underperforming employees. An employee who is unwilling to improve can negatively impact the team and the organization. Letting go of unmotivated or poorly performing employees is not an act of punishment, but rather a step to protect team productivity and morale. Therefore, when done correctly, termination can be a motivating tool for the rest of the team.

COMPANY WORK

STANDARDS AND POLICIES CÁC CHÍNH SÁCH

TIÊU CHUẨN

1. CONFIDENTIALITY AND COMPANY REPUTATION POLICY

Whenever you leave your workstation (for lunch, going home, visiting clients, etc.), all work documents must be kept tidy and secure. This rule ensures the protection of Company-sensitive information and helps maintain a clean and professional workspace.

All documents (including reports, program materials, customer-related data, internal systems, and solution proposals) must be properly destroyed after use. Do not share or forward such documents via unofficial communication platforms.

Internal Company activities must not be discussed casually or shared with external parties. Information should be based on factual knowledge and formal training.

Always maintain professionalism and respect when interacting with customers. Regardless of the situation, avoid raising your voice or acting disrespectfully.

Absolutely no sharing of client-related internal matters during the service delivery process unless explicitly authorized.

Do not use unofficial messaging apps (e.g., Zalo, Facebook, Viber) for internal Company communication unless officially permitted. Any questions or issues must be reported directly to HR or a direct supervisor.

2. DIGITAL TRANSFORMATION

The Company actively researches and applies new technologies, both domestic and international, into its operations. This includes not only software development but also adopting technology to improve business efficiency and optimize performance.

Operational Management Activities:

Utilize advanced technologies and artificial intelligence tools in management and operational activities. Apply GenAI to analyze historical data and forecast trends related to asset values, market demand, and operating costs. Use AI to review contracts, detect errors, and reduce paperwork processing time; monitor regulatory changes and alert the company to new compliance requirements. AI also supports operational cost analysis, cash flow optimization, and more accurate financial forecasting, while recommending service pricing strategies based on market data and customer affordability.

Use of centralized HRM systems for streamlined employee information management.

Application of digital documents, e-signatures, and digital workspaces in daily operations.

Implementation of data backup systems, access control, and ISO 27001-certiﬁed information security measures to mitigate risks and protect user data.

Regular training programs on digital awareness and innovation to help employees adapt to new technologies, boost creativity, and apply these skills in their daily work.

Business Operations

The Company utilizes the centralized BMIS to oversee operations across multiple projects. This system optimizes building operations through real-time monitoring of power, water, security, and other building functions. Artiﬁcial Intelligence (AI) and Internet of Things (IoT) technologies are integrated into the system to support energy management and incident tracking.

The Company implements smart service models at projects using automated security systems, such as AI-powered surveillance cameras, facial recognition, motion detection, and anomaly alerts.

AI, QR codes, and digital signatures are also used in risk prediction and data analysis, supporting operations, ﬁnancial safety, and regulatory compliance. These tools enhance the Company's ability to detect risks early and respond promptly to incidents.

Due to the Company’s large volume of data involving employees and clients, we place strong emphasis on complying with regulations related to electronic identiﬁcation and personal data protection.

- Employees are responsible for providing accurate and complete personal information as required by the Company, in accordance with legal requirements. This includes but is not limited to: full name, date of birth, ID numbers, contact details, biometric data, workplace history, and account information.

- All employees must comply with the Company’s data protection policies and Decree No. 13/2023/ND-CP on personal data protection.

Anyone handling data is required to maintain conﬁdentiality and is legally accountable for any violations.

3. ELECTRONIC IDENTIFICATION AND PERSONAL DATA PROTECTION

The use of stimulants, addictive substances, alcohol, and beer by employees may negatively affect service quality, customer satisfaction, and the Company’s reputation. This policy is implemented to ensure service excellence and mitigate risks associated with the use of such substances.

This policy applies to all employees currently working at PMC and remains in effect throughout the employment period, until the individual is no longer employed by PMC.

Implementation Standards -

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All employees are strictly prohibited from distributing, possessing, or using stimulants, addictive substances, or alcoholic beverages—whether legal or illegal—during working hours or at any PMC-related business activities. Any such use may impair judgment, behavior, or performance, posing a threat to the individual’s safety, colleagues, and the Company's operations. Employees who report others for violations must provide clear, veriﬁed information to ensure a safe and healthy work environment. Violations of this policy will be investigated and disciplined accordingly.

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Employees must not be under the inﬂuence of any such substances while at Company premises or while performing job duties. This policy applies even to minor roles or business functions where alcohol may be present.

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To ensure a safe, healthy, and high-performing workplace, all employees are expected to maintain sobriety while on duty. The use of any addictive substances (e.g., drugs or narcotics) during working hours is strictly prohibited. Violations will be subject to disciplinary action, including possible termination.

INFECTIOUS DISEASE POLICY

When an employee is diagnosed with an infectious disease, they must immediately report it to the Human Resources representative. All medical information is kept conﬁdential.

The HR Department will coordinate with the nearest medical center to assess the severity of the illness and recommend appropriate action.Exceptions apply to food-related infections. -

In cases where the infected employee works in the F&B department, the Company reserves the right to transfer them to another role. If the illness is food-related (e.g., food poisoning, gastrointestinal illness), they will not be allowed to directly handle food or interact with customers until recovery is conﬁrmed.

Recruitment, employment, training, promotion, and career development decisions are based on professional qualiﬁcations, job requirements, and individual merit. PMC provides equal opportunities to all employees and applicants, regardless of gender, background, or personal differences.

The Company respects individual differences while ensuring fairness and equality across all departments and projects. Distinctions in performance evaluation are based solely on job results and contributions to organizational growth.

The Company encourages employees to introduce friends or family members for job opportunities, as long as these individuals meet the qualiﬁcations and follow PMC’s hiring policies. These recommendations are evaluated objectively without favoritism or bias.

The Company also promotes team-building and interpersonal connection among employees. However, it takes seriously any behavior that may lead to favoritism, abuse of power, or inappropriate inﬂuence in the workplace. Employees are expected to uphold professionalism and prioritize collective goals over personal interests.

Anti-Harassment Policy

Any harassment or acts of deﬁance by employees are prohibited. This includes demeaning, insulting, shameful, sexual, or threatening behavior toward any employee based on gender, race, ethnicity, physical or mental disability, age, pregnancy, religion, veteran status, national origin, or any other status protected by law. Inappropriate behaviors include:

Verbal harassment: yelling, insults, threats, humiliating or discriminatory speech.

Written or visual harassment: inappropriate texts, images, or communication.

Physical harassment: any unwanted or inappropriate physical contact.

Sexual harassment: any form of unwanted sexual advances, gestures, or coercion, especially those involving power imbalance.

Workplace Health, Safety, and Environment

The Company is committed to maintaining a healthy, safe, and supportive work environment. This includes policies and practices that protect the physical and mental well-being of employees.

Employees are encouraged to actively contribute to a culture of health, safety, and environmental responsibility. PMC fosters awareness of sustainability, corporate responsibility, and a positive working environment for all.

Shift Change and Overtime Procedure

Employees may request to change shifts or work overtime; however, they must register and submit their request to the Department Head and General Manager at least 03 days in advance, unless otherwise approved by the General Manager under special circumstances.Shift changes and overtime work must be approved by both the Department Head and General Manager, and subsequently submitted to the Company's HR Department.

7. WORKING HABITS

Employees should arrive 20 minutes before their shift to prepare for work. In case of unavoidable lateness, they must inform the Department Head.

Employees must follow the working schedule or shift assignment given by the Department Head or authorized personnel. Refusing to comply will be considered a disciplinary violation. Employees are not allowed to swap shifts or working hours with each other without prior approval from the Department Head.

Employees must clock in and out daily (applies to departments with scheduled shifts);

If an employee fails to clock in and out, their wages may not be paid for that shift and it may be considered as absenteeism;

Employees must not clock in/out using someone else’s name. Doing so may result in termination.

Employees are not allowed to work outside of PMC during or outside working hours for any organization or individual involved in a business related to the Company's ﬁeld of operation. This includes cooperation with other business entities similar to PMC while under contract with PMC. Violation of this regulation may be considered a breach of labor contract.

Always keep the workplace clean and tidy.

Maintain polite behavior, do not make noise or cause disruption at the workplace.

WELFARE POLICIES

1. LEAVE POLICY

Except for other cases as regulated by law, the annual leave regime for employees is speciﬁed as follows:

• According to Article 6 of Decree No. 45/2013/ND-CP, the probationary period is counted as the period of working for the employer to determine the number of annual leave days. Therefore, if an employee continues to work for the Company immediately after the probationary period, the probationary period is included when calculating annual leave entitlement.

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• • •

Employees who have not completed 12 months of work will have their annual leave calculated on a prorated basis according to the number of months of official work in the year;

To request leave, employees must ﬁll out the "Leave Request Form" (using the correct template) and submit it to the HR Department along with any supporting documents (if needed). In urgent or special cases, employees may notify by phone in advance and complete the documents afterward. Leave requests missing necessary supporting documentation will be considered invalid. Only leave requests that are fully completed and approved are valid;

The Company does not accept annual leave requests that exceed the allowed quota without approval from the General Director. In such cases, the exceeding days will be counted as unpaid leave and the employee must write an unpaid leave request;

Leave requests must be submitted at least 3 days in advance. In case of sudden or urgent matters, the request must be submitted no later than 1 day after returning to work;

Leave will only be granted based on the employee’s actual leave days and will be recorded in the HR system. Any employee who takes leave without submitting a request or without approval from a competent authority will be considered absent without permission and be subject to disciplinary action under Article 113 of the Labor Code and the Company’s internal rules.

2. HOLIDAY POLICY

Employees are entitled to 11 days of paid leave per year on public holidays as stipulated in Article 112 of the 2019 Labor Code:

New Year’s Day (January 01 of the Gregorian calendar);

Lunar New Year (05 days: the last day of the old lunar year and the ﬁrst 4 days of the new lunar year, or the last 2 days of the old year and the ﬁrst 3 days of the new year);

Hung Kings Commemoration Day (the 10th day of the 3rd lunar month);

Victory Day (April 30 of the Gregorian calendar);

International Labor Day (May 01 of the Gregorian calendar);

National Day (September 02 of the Gregorian calendar, and 01 additional day before or after as prescribed);

If a public holiday falls on a weekend, the compensatory day off will be on the next working day

For 24/7 service industries, employees in various departments may still be scheduled to work during public holidays and Tet, and will be given compensatory leave as arranged by the Department Head in accordance with the Company’s regulations.

Working on public holidays or Tet will be compensated with three days off.

Department Heads must arrange reasonable work schedules for their teams to ensure that all annual leave and compensatory days off are taken, avoiding any backlog that may affect employees’ entitlements.

3. HEALTHCARE WELFARE POLICY (SICK LEAVE, CHILD’S SICKNESS, WORK ACCIDENTS)

Before recruitment, all candidates must undergo a health check at a qualiﬁed medical facility at district or higher level. Only candidates meeting health standards are eligible for employment;

Annually, the Company organizes health check-ups for all employees. At any time, if an employee becomes ill, they are entitled to sick leave as prescribed by law, internal Company policy, and current regulations;

Sick leave days are only accepted when accompanied by a medical certiﬁcate from a licensed health facility (excluding Sundays);

Sick leave: Requires a medical certiﬁcate with full and accurate information (from either public or private healthcare facilities that issue social insurance-covered medical certiﬁcates);

Child sickness: Requires a certiﬁcate from the hospital, clinic, or designated facility specifying the need for the employee to take leave to care for their child;

Work accidents: Comply with current Social Insurance Law and applicable case-by-case regulations;

For sick leaves resulting in hospitalization or surgery (even from non-insurance-covered medical facilities), employees are eligible for reimbursement from the Social Insurance Agency if approved.

Sick leave beneﬁts are speciﬁed as follows:

Eligibility conditions:

In cases of illness or accidents requiring leave from work, a medical certificate from a healthcare facility is mandatory. (Note: If the illness or accident results from self-inflicted harm, alcohol abuse, drug use, or use of other addictive substances, the employee will not be entitled to sick leave benefits.)

If an employee has a child under 7 years old who is ill, the employee must take leave to care for the child and provide a medical certiﬁcate from a healthcare facility conﬁrming the child's illness.

For the employee:

Under normal working conditions, the employee is entitled to:

Up to 30 days/year, if the employee has contributed to social insurance (SI) for less than 15 years.

Up to 40 days/year, if the employee has contributed to SI for 15 to less than 30 years.

Up to 60 days/year, if the employee has contributed to SI for 30 years or more.

Employees diagnosed with illnesses that require long-term treatment as listed by the Ministry of Health (such as cancer, tuberculosis, mental disorders, etc.) are entitled to a maximum of 180 days of sick leave per year (including public holidays, Tet holidays, and weekends). If treatment continues beyond 180 days, the employee will still be entitled to extended sick leave beneﬁts at a reduced rate

Sick leave to care for a child (per child) is granted as follows:

Up to 20 days/year for children under 3 years old.

Up to 15 days/year for children from 3 to under 7 years old.

Note: In cases where both parents participate in social insurance, and one parent has already exhausted their entitled days but the child is still ill, the other parent is still eligible to take leave as per the entitlements stated above

Entitlements:

For regular sickness and child care leave: The allowance is equal to 75% of the salary based on the monthly salary subject to social insurance contributions of the month immediately preceding the leave. The maximum number of days covered is 24 days, unless otherwise specified. Employees who are on sick leave for more than 3 days must obtain confirmation from a medical facility to be eligible for benefits. Employees on maternity leave cannot receive both salary and this allowance at the same time.

For long-term illness: During the ﬁrst 180 days, the allowance is still 75% of the salary. From day 181 onwards, the allowance is calculated as follows:

45% of the salary if the employee has contributed to social insurance for less than 15 years.

55% of the salary if the employee has contributed to social insurance from 15 to under 30 years.

65% of the salary if the employee has contributed to social insurance for 30 years or more.

Note: From day 181 onwards, if the allowance amount is less than the minimum wage, employees will be entitled to the minimum wage. For employees with multiple instances of long-term illness in a year, the ﬁrst 180 days will still be covered at 75%.

Convalescence and Rehabilitation Leave:

Eligibility: If after recovering from an illness, the employee’s health is still weak and needs further rest or rehabilitation, the following applies:

Number of leave days:

10 days/year for treatment after long-term illness.

7 days/year for treatment after surgery.

5 days/year for other cases.

Entitlement Rate:

25% of the minimum wage/day (if convalescence is done at home).

40% of the minimum wage/day (if convalescence is done at a designated facility).

4. MATERNITY WELFARE POLICY

Female employees who become pregnant must notify their Department Head and the HR Department during the ﬁrst month of pregnancy. The maternity leave application must be submitted to HR Administration at least 10 weeks prior to the expected delivery date.

For newly hired employees, if a female employee becomes pregnant, she must inform the Company. Concealing pregnancy may result in immediate termination of the labor contract.

Due to the nature of the Company’s business requiring frequent interaction with customers, PMC encourages female employees to plan pregnancy only after working at the Company for at least 2 years.

During pregnancy, employees are entitled to leave for up to 5 prenatal check-ups, one per medical appointment. If additional appointments are needed due to illness or doctor’s orders, the employee is entitled to leave for each appointment. After each visit, the employee must submit a medical certiﬁcate to the HR Department to be eligible for social insurance coverage. For leave without this certiﬁcate, the Company will consider it as unpaid leave, annual leave, or leave without pay (with written request).

According to current legislation, female employees who have contributed to social insurance for at least 6 months within the 12 months prior to childbirth will be entitled to a maternity allowance equal to 6 months of basic salary (calculated on the average basic salary of the 6 months prior to childbirth) and an additional 2 months of salary from the State at the time of leave. For leave before the expected delivery date, the employee is entitled to unpaid leave from the Company. The total pre-birth leave shall not exceed 2 months.

From January 1, 2016, pursuant to Article 34, Section 2, Chapter III of the 2014 Social Insurance Law, male employees contributing to social insurance who have a wife giving birth are entitled to 5 to 14 days of paternity leave. The duration of paternity leave is specified in the birth certificate and must fall within 30 days from the child’s date of birth. Specifically:

Male employees who are contributing to social insurance are entitled to paternity leave when their wives give birth, with the maternity leave beneﬁts as follows:

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5 working days for a normal delivery;

7 working days if the wife undergoes a cesarean section or the baby is born before 32 weeks of gestation;

In the case of twin births, the employee is entitled to 10 working days; for each additional child beyond two, the employee is entitled to an extra 3 working days per child;

In the case of a twin birth via cesarean section, the employee is entitled to 14 working days of leave.

In case an employee returns to work earlier than the stipulated leave period: in addition to the actual salary paid by the Company, the employee is still entitled to maternity allowance paid by the Social Insurance Authority. The condition is that the employee must have taken at least 4 months of maternity leave and must provide conﬁrmation from a medical facility regarding the necessity and suitability of returning to work early.

According to regulations, the maternity leave period includes public holidays, Tet holidays, and weekly rest days.

During the period of raising a child under 12 months old, female employees are entitled to a 01-hour work reduction per day.

Employees are responsible for submitting complete and valid documents as required by the Social Insurance Authority to proceed with payment. If the employee fails to provide valid or sufficient documents, the Company shall not be held liable for the payment process.

Procedures and submission timeline for receiving maternity beneﬁts include:

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A certiﬁed copy of the child’s birth certiﬁcate (provided by the employee).

Hospital discharge papers (provided by the employee).

Document submission deadline to the Company: no later than 30 days from the date of childbirth.

Procedures and submission timeline for post-maternity convalescence beneﬁts include:

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Maternity settlement documents (already approved by the Social Insurance Authority): provided by the Company.

Original hospital discharge papers: provided by the employee.

Document submission deadline to the Company: no later than 05 days from the end of the maternity period, calculated from the date of childbirth.

4. WELFARE POLICY FOR EMPLOYEES WITH LOSS OF WORKING CAPACITY AND RE -TIREMENT

Welfare policies for employees with loss of working capacity and retirement shall be settled in accordance with the provisions of the Labor Code and the Law on Social Insurance in effect at the time the employee loses working capacity or retires.

6. TAX POLICY FOR DEPENDENTS

According to the provisions of the Personal Income Tax Law regarding dependent relief, dependents include the following individuals:

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Biological children, adopted children, stepchildren, and grandchildren (in place of deceased parents) who are under 18 years old (including those who turn 18 during the year), or over 18 years old but disabled and unable to work; children currently studying at universities, colleges, vocational schools, or other institutions without income or with income not exceeding the threshold prescribed by law.

Spouse of the employee who is beyond working age or of working age but is disabled and unable to work, has no income or has income not exceeding the legal threshold.

Biological parents, adoptive parents, parents-in-law, stepparents of the employee who are beyond working age or of working age but are disabled and unable to work, have no income or have income not exceeding the prescribed limit.

Other individuals who are beyond working age or of working age but are disabled and unable to work, have no income or have income not exceeding the allowable level, and are directly supported by the taxpayer, including: blood siblings, aunts, uncles, nephews/nieces (if the taxpayer is the legal guardian), paternal and maternal grandparents, grandchildren (if the taxpayer is their legal guardian), and other individuals who are legally supported by the taxpayer.

The income threshold for identifying a dependent eligible for deduction is a monthly income of not more than 1,000,000 VND.

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Individuals registered as dependents must submit a “Dependent Registration Form” together with copies of relevant documents such as identity cards or birth certiﬁcates. The HR Department will provide tax ID numbers for these dependents if the dependents do not already have them.

Each dependent may only be claimed by one taxpayer for deduction purposes. If more than one person qualiﬁes to claim the same dependent, they must reach an agreement to determine who will claim the deduction.

7. POLICY ON FULFILLING LEGAL OBLIGATIONS

The Company supports employees in fulﬁlling their legal obligations when requested by competent legal authorities. Official employees will be allowed time off with full pay on the days required. Any expenses incurred while fulﬁlling such legal obligations with the authorities will not be reimbursed by the Company.

Upon receiving a notice of conscription or legal duty, employees must immediately inform their direct supervisor, who in turn must notify the Human Resources Department. Employees must submit a copy of the official summons or notice from the competent authority as soon as possible so that the Company can arrange work coverage during their absence. Other supporting documents issued by legal authorities may also be submitted. Upon completing their legal obligations, employees have the right to return to their previous position.

8. WELFARE POLICY FOR EMPLOYEES IN DIFFICULT CIRCUMSTANCES

The Company is always ready to support employees facing difficulties in any situation. If an employee encounters hardship due to natural disasters or other special circumstances, they will be supported by the Company. This ﬁnancial support is deducted from the Company’s Welfare Fund.

When employees face risks or difficulties while working for the Company due to natural disasters, accidents, or issues related to customers, the project HR officers and the Project Management Board are responsible for informing the HR Department. They will coordinate with the HR Department to review and submit the support request to the Board of Directors for approval on a case-by-case basis.

9. HEALTH INSURANCE POLICY

PMC is continuously dedicated to caring for and improving the quality of life for its employees. One of the distinguishing features of PMC compared to other companies is the provision of occupational accident insurance for all employees.

For employees who have signed official labor contracts, the Company will fully participate in social insurance (SI), health insurance (HI), and unemployment insurance (UI) on their behalf.

- For employees on probation, part-time, internship, or other non-standard work arrangements who are not yet eligible for government-mandated insurance, the Company has a policy to purchase private health insurance to support them. In the event of illness, these employees will be supported with medical treatment costs, including check-ups and medicine, during the year in which the insurance was purchased. (According to current legislation)

Note: In such cases, employees must submit relevant documentation to the HR department, including prescriptions, hospital discharge papers, and any supporting documents.

10. WELFARE POLICY FOR MANAGEMENT POSITIONS

Under suitable conditions, the Company may organize an annual Family Day for key management positions to create a family-like environment where employees get to know one another better, leading to empathy in work and improved performance. This is a meaningful gesture to honor their contributions and encourage the support of their families, as well as to motivate employees after the efforts they put into their work.

Under suitable conditions, to ensure the best health conditions for senior positions, the Company will provide health insurance packages and, in addition to mandatory insurance, may consider offering premium health care packages from insurance providers for the best services.

11. CORPORATE BOND ISSUANCE

Bonds are an effective tool for raising capital. Issuing bonds helps businesses attract large amounts of capital from investors efficiently.

Under appropriate conditions, employees of the Company will be allowed to purchase corporate bonds issued by the Company. The beneﬁts of participating in corporate bond investment for employees include:

Being part of the Company’s growth, enhancing connection between employees and the Company;

Enjoying high and stable interest rates compared to conventional savings;

Having ﬂexible short- and long-term investment options in government bonds;

Having access to diversiﬁed and risk-hedging investment portfolios.

The Company will establish speciﬁc policies for employees who meet the criteria set by the Company or contribute ideas for the Company’s development.

SALARY PAYMENT

AND SALARY REVIEW POLICY

1. OBJECTIVES

Salary and bonus payments to each individual and department aim to encourage employees to work efficiently, complete tasks according to their assigned positions, and contribute to the completion of the company’s business and production plans.

Ensure the livelihood of employees working for the company in a professional and stable environment, helping them earn an income at least equal to the minimum wage level applied to company employees.

Comply with the regulations of the Labor Code on wages and labor regimes.

2. SALARY PAYMENT PRINCIPLES

General principles -

Salary scales must be approved by the Trade Union Executive Committee before being implemented and must be regularly reviewed and updated.

time of application, replacing all previous salary-related documents.

stipulating the minimum wage levels applicable from July 1, 2024, to employees working under labor contracts.

Decree 145/2020/ND-CP , issued on December 14, 2020, by the Government, details and guides the implementation of several provisions of the Labor Code on working conditions and salaries for employees.

In cases not yet speciﬁcally regulated, the company will comply with state policies on salary and bonus payments.

Salary Allocation Principles

The salary distribution must be linked to business performance, productivity, and quality of work within the company, and comply with the relevant state regulations on employee wages.

Employee salaries are determined based on the company’s business results and each individual's contribution. Those who are more proactive, take initiative, work overtime, are willing to take on new responsibilities or more complex tasks, or take on leadership roles will receive a higher salary than those who work passively or are in entry-level roles.

Based on business performance, the company will increase salaries for employees whose performance aligns with the approved salary fund by the General Director.

3. SUBJECTS AND SCOPE OF APPLICATION

This policy applies to salary regulations, social insurance beneﬁts, and other welfare policies for employees with the following types of labor contracts:

Indeﬁnite-term labor contracts;

Deﬁnite-term labor contracts from 12 to 36 months;

Seasonal or project-based labor contracts, or apprenticeship/internship contracts;

Other types of labor relationships will be decided by management authorities in speciﬁc cases.

4. Salary Calculation Methods

Piece-rate salary:

An employee's piece-rate salary is based on the number of completed units that meet quality standards and the unit price per product delivered by the employee. This salary calculation method is commonly applied to collaborators in the ﬁeld of Community Development Department.

Time-based and package-based salary:

Time-based salary is calculated based on the monthly wage divided by the number of working days the employee actually works.

Due to the nature of the service industry, which operates 24/7 and includes shifts, the nature of the work may involve employees being assigned ﬂexible schedules, including night shifts, weekend shifts, and public holidays. The company ensures a working time not exceeding 48 hours per week. In special cases, if an employee has accumulated unused leave exceeding ﬁve days in a month (i.e., not having taken at least 3 days off), the department will arrange compensatory rest of at least 3 consecutive days within a maximum period of 90 days.

Package-based salary: For employees in senior or managerial roles, the company may apply package salaries based on mutual agreements. In such cases, monthly wages are not broken down by standard working days or hours, but instead are paid based on outcomes and the scope of work. The package salary may be reduced if the employee takes unpaid leave exceeding ﬁve days in any month during the applicable period.

5. PRINCIPLES OF SALARY CALCULATION

Salary calculation for employees is based on their recorded working hours, using the attendance timesheet submitted by HR personnel of each department to the HR Department by the 28th day of the following month.

Salaries are calculated based on accurate and clear data, ensuring employees receive correct and timely payments.

Employees have the right to request a review of their salary details directly with the person in charge of payroll if discrepancies are found.

SALARY PAYMENT

For official employees, interns, and those currently working, salaries are transferred to personal bank accounts on the 10th of each following month.

For employees who receive salaries in cash, payments are made on the 11th of the following month.

Note: If the salary payment date falls on a Saturday or Sunday, the payment will be made on the following Monday. For employees who receive salaries in cash, payments are made on the 11th of the following month.

SALARY INCREASE POLICY

Each year, the company leadership considers salary increases for employees once. Employees are eligible for annual salary increases if they meet the following criteria:

Basic English communication skills.

Timely completion of report requirements with visual documentation.

No disciplinary action or written warning on record.

Always fulﬁlling assigned responsibilities without violating labor regulations.

Salary increases can also be proposed when employees perform well, take on additional responsibilities, and achieve outstanding results. In such cases, Department Heads or Site Managers or the General Director of the building can evaluate and recommend the increase to the HR department for early salary adjustment consideration.

8. SALARY REVIEW PROCEDURES

When it is time for salary review, the Human Resources Administration Department shall review and compile the list of employees eligible for salary review. This list will be sent to departments requesting department heads at each project to submit evaluation forms (according to the provided template) to the Human Resources Administration Department. Afterwards, the Human Resources Administration Department will consolidate all evaluation feedback and make recommendations to the Company’s Board of Directors for approval. Once approved, the Human Resources Administration Department shall prepare the Decisions or Contract Appendices or Employment Contracts and submit them to the General Director for signature, according to the approved adjustment levels, and deliver the Decisions or Appendices or Contracts to the employees. For employees who are not yet eligible for salary review, clear explanation shall be provided so that they understand the policy and remain committed to their work.

The increase level for each salary grade shall be based on the Company’s salary scale system and decided by the Board of Directors.

9. ALLOWANCES

Responsibility Allowance: Management-level staff shall receive a monthly responsibility allowance which is calculated into their salary based on their position. The allowance amount is clearly stated in the Income Conﬁrmation Agreement.

Business Travel Allowances:

For employees on business trips to other provinces with overnight stays, they will receive an allowance: travel expenses will be reimbursed based on actual receipts, in accordance with the company’s standard ﬁxed rates.

For employees who frequently travel for work within the city, they may be provided with a taxi card (used within the prescribed limit) or a fuel allowance paid monthly together with the salary, as approved by the General Director.

10.1. Productivity Bonus:

Monthly, based on business and production results, the Company will consider and decide on productivity bonuses. Productivity bonuses are granted monthly according to the levels speciﬁed in issued decisions.

In case an employee violates internal regulations or is subject to disciplinary action, the entire productivity bonus may be withheld or deducted from the monthly salary according to the disciplinary decision.

10.2. Year-End Bonus:

Annually, if the Company operates with a proﬁt, the Company will consider distributing year-end bonuses according to the levels issued in the decision from the Board of Directors.

The bonus amount for each employee depends on their work performance, workload, level of responsibility, initiative, and compliance, as per the Company’s regulations.

The Human Resources Administration Department is responsible for preparing a preliminary year-end bonus report based on annual performance results and the employees’ work efforts (working hard, working long hours, handling difficult jobs, multitasking, etc.).

The HR department is also responsible for collecting salary data before the designated date to submit to the Board of Directors for review and decision.

For special cases, the Board of Directors will make a decision on bonus levels for speciﬁc employees.

POLICIES FOR SECURITY AND CLEANING UNITS

1. RECRUITMENT AND INITIAL SELECTION POLICY

Although PMC is a management unit that provides a full range of services at buildings, and signs service provision contracts or directly manages security, cleaning, and waste collection services, all employees must still be recruited in accordance with legal regulations and work requirements at PMC. PMC requires that recruitment and initial selection for security, cleaning, control, waste collection, and pest control staff must be completed before they start working at the Project.

The recruitment and initial selection criteria for security and cleaning staff include but are not limited to the following:

A valid Curriculum Vitae (CV) certiﬁed by the local Ward/Commune authority within 6 months prior to the date of employment.

A health certiﬁcate in accordance with Form TT14/2013, with a stamp and issued within 6 months before the employment date.

A copy of the national ID card or citizen ID card as prescribed by law (with original for veriﬁcation).

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Criminal Record Certificate No. 2 (issued by the Department of Justice, confirming criminal background, issued within 3 months prior to the date of employment). Alternatively, a certificate of good conduct (with official stamp from the local People's Committee or the commune/ward of residence).

Educational qualiﬁcations (certiﬁed true copies; mandatory for security staff).

Certiﬁcate of professional security training.

Certificate of fire prevention and firefighting training.

Health insurance card (required for employees working over 5 months).

Employee proﬁle photo in the company’s standard format (4x6 cm photo).

Hepatitis B test result (required for F&B department staff).

Conﬁdentiality agreement and other speciﬁc commitments (to be signed at the time of submitting the application).

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Introduction:

Introduce staff to the Property Manager, key personnel at the building, general regulations, and instructions for staff regarding common areas of the building.

2. PERSONNEL TRAINING POLICY FOR SECURITY AND CLEANING UNITS

In addition to professional training courses in accordance with the laws and regulations of authorized agencies, for employees working in security and cleaning services, based on PMC’s vision and mission, the Company considers personnel in security and cleaning units as representatives of PMC when performing tasks. Therefore, PMC requires them to undergo training based on the Company’s standards and internal regulations before working at projects to ensure safety for personnel, buildings, and residents/customers.

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Professional orientation and training:

Includes departmental goals; responsibilities of the department; communication and customer care skills; the Company’s strategy and mission; how to handle typical situations and conditions at the building.

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• Departmental regulations: Regulations on uniforms; work schedules; shift arrangement and coordination; lunch break timing; prior registration before starting shifts; departmental tasks; how to handle issues raised by residents/customers.

Security and Safety:

General ﬁre safety and emergency procedures; labor safety; lost and found procedures; access control; key handover procedures with residents/customers; what to do when customers are not satisﬁed.

Customer interaction skills: Understand customer needs and expectations; handle special requests from customers; etiquette and proper conduct; honesty and transparency; maintain a professional demeanor with customers; demonstrate a respectful and courteous attitude; deliver services as committed to customers.

Professional operational skills: Workplace attire; Punctuality; Adhering to shift schedules; Responding to urgent tasks; ID card management; Shift change protocol; Attendance; Weekly training sessions; Site cleanliness; Building patrol; Entry/exit logs; Security booth logs; Daily and weekly reports; Supervision and inspection; Emergency response protocols: Fire incidents, power outages, ﬂooding, natural disasters, etc.; Security and safety records; Incident reports.

WORKING HOURS AND WELFARE POLICY

Implementing legal regulations on labor and welfare, the working hours and welfare policy ensures that employees’ health and performance are protected, and operations are not disrupted. PMC requires all service providers to sign labor contracts that comply with Vietnamese labor laws and implement legal working hour and welfare policies in accordance with Article 105 of the 2019 Labor Code.

At PMC and its Property Manager/ General Manager (GM/PM), regular checks are conducted annually or biannually on working hour compliance, work schedules, and employee rotation at project sites to ensure legal commitments and employer responsibility are fully enforced in accordance with the law.

4. STAFF RECRUITMENT PROCESS

A. ABBREVIATIONS

AD: Authorized Directors

PM/GM:

Property Manager/ General Manage

BS: Building Service

CT: Contractor

HR:

TD:

Human Resources Department

Training Department

B. IMPLEMENTATION

RECRUITMENT - CLEANING AND SECURITY STAFF

Check the staffing and send requests to the Contractor

Check staffing, clarify demands, agree on the implementation plan with Contractors/ BS/ PM

Send personnel request to the Contractor, sign a service contract

As soon as there are needs

Within 1 day after receiving the request

Relevant Documents Requirements

Based on Contract with the Developer

Attach to the signed contract with the Contractor

Receive personnel records

Within 7 days from the date of receiving the request Appendix 02, Appendix 03 attached

The two parties discuss and agree on personnel on the aspects:

Quantity and quality of personnel according to the industry's regulations

Arrange the priority of receiving employees based on the urgency level Key positions (management, security, experienced cleaning): reception time 7-15 days

Remaining employees: reception time maximum 20 days The contractor sends the records with the list of personnel provided by PMC

Within 2 days after receiving the personnel records

Evaluate personnel records and list of required personnel records

Recruitment round 2: Direct interview; Physical and mental test

Relevant Documents

Research /appraise Information on the work process of the candidate. Submit to the authorized Directors for approval

Receive personnel or return personnel if not qualiﬁed

Send new contractor staff list to HR Department. Send updated information on the staff situation every Thursday

Publish new staff list in the Project newsletter

Immediately after the end of recruitment round 1 According to the Interview evaluation form

- To assess generally about appearance, style, communication skills, professional skills

- If the candidates do not meet 60% of the training requirements (according to the professional skills list of the position), a report will be made on the same day to the BS, PM to have a handling plan for the subcontractor according to the contract terms, or suspend the personnel and return the personnel to the security unit.

- On a weekly and monthly basis, the BS must report to the PM on the personnel situation and service quality according to the service supply contract

Within 1 day after receiving the personnel request

Within 1 day after receiving approva

Every Thursday

During the last week of the month

- Check/conﬁrm that candidates are not on the company’s dismissal/forced resignation list.

- Candidates on the Company's "black" list will not be rehired or candidates who are relatives (siblings/spouses) do not work in the same department

If qualiﬁed, receive staff to work at the project (with training time according to…..). If not qualiﬁed, return staff to the project

NEW STAFF

Update information changes (if any) and list of conﬁrmed candidates for departments in the building; introduce staff to key tenant representatives (if needed)

Prepare the training plan for new employees and notify relevant departments for coordination

Prepare equipment and tools for new employees

Welcome new employees: greet, introduce the building, and conduct the ﬁrst onboarding steps

As soon as the information is available.

At least 01 day before the new employee’s ﬁrst working/trial day. Appendix 05 (provided by the contractor).

Welcome the new employee and give a tour of the building (can be combined with the training step).

Training and implementation of procedures

x x 5 x 5.1 x 5.2 x 5.3 x 5.4

Instructions for implementing human resource procedures, taking ﬁngerprints for attendance, requesting to complete ﬁles, etc

Send a List of employees who have participated in training with the centralized training results to HR, and Managers.)

Receive employees and feedback on the employment status of employees to BS, PM

Monitor the completion of employees' personal ﬁles

As soon as information is available

Relevant Documents

Each employee of the security and cleaning unit must spend at least 5% of their total working time to participate in professional skills training courses. The training content is coordinated by both parties, in which the training location is held at the building managed by PMC, training time is conducted on weekends

Within the ﬁrst 2 days

Within 01 day from the end of training Appendix 06b attached Appendix 06b attached

Within 01 day from the end of training

Within 30 days for Criminal Record No. 2 and within 7 days for the remaining documents Appendix 02 attached

Professional training according to job requirements

Assess the knowledge and practice for cleaning and security employees and send the results to Personnel Managers to Consider official acceptance Blood test, drug test

Evaluate the probation/training results to consider officially accepting employees and send the results to the Contractor, PM

Accept or terminate according to the human resources procedure

During the training/probation period (7 working days)

In the ﬁrst 7 working days and before the end of the training/probation period

After the ﬁrst 20 – 30 working days and before the end of the training/probation period

At least 5 days before the end of the training/probation period

Appendix 06a, 07a attached

Employees meet the requirements when the total score is over 50

UNIFORM HANDBOOK

1. PURPOSE

To regulate the uniform standards of employees in the Company.

To unify the management, issuance, use, liquidation and compensation of the Company's uniforms.

To guide PMC employees on the process of receiving, using, exchanging, issuing new, laundering and retrieving uniforms in accordance with the Company's standards.

To ensure that each employee is always equipped with the neatest and most convenient uniforms for work

To ensure that the most impressive image is shown through the employees' uniforms to promote the professional image of PMC.

2. SCOPE OF APPLICATION

Applicable to all officers and employees of PMC, including official employees, trainees, interns, seasonal probationary employees, collaborators who use uniforms issued by the Company.

RELATED REGULATIONS

PMC employee handbook.

Flowchart for coordinating uniform management.

PMC appearance standards handbook.

Replacement Policy (For employees with at least 2 years of service)

Replace every 03 years with 1 item (1 more if worn out earlier)

Replace every 02 years with 1 item (1 more if worn out earlier)

Replace every 02 years with 01 item

Replace every 05 years with 01 item

Replace when lost

One set provided annually.

One new ao dai is provided annually.

After 1 year, employees will receive one additional long-sleeve shirt to replace one old item.

After 1 year, employees will receive one additional pair of trousers to replace one old pair.

After 1 year, one used pair of shoes may be exchanged for one new pair.

Distributed based on the highest number of personnel working in a single shift at the building.

Hair bow (Service Staff)

Replacement period (For employees with at least 2 years of service)

After 01 year, 01 new shirt is issued to replace 01 old shirt

After 01 year, 01 new pair of pants is issued to replace 01 old pair

After 01 year, 01 new hairnet is issued to replace 01 old hairbow

After 01 year, 01 new shirt is issued to replace 01 old shirt

After 01 year, 01 new pair of pants is issued to replace 01 old pair

After 01 year, 01 new apron is issued to replace 01 old apron

After 01 year, 01 new hat is issued to replace 01 old hat

03 or 05 pairs per building.

Every 02 years, 01 new pair of boots is issued to replace 01 old pair

(Water-resistant sandals)

Replacement

(For employees with at least 2 years of service)

After 01 year, 01 new set issued to replace 01 old set

Replacement every 02 years

After 18 months, 1 new set issued to replace 1 old set

Replacement every year

After 01 year, 01 new shirt issued to replace 01 old shirt

After 01 year, 01 new pair of pants issued to replace 01 old pair

One-for-one replacement: 01 old pair exchanged for 01 new pair.

After 02 years, 01 new set issued to replace 01 old set

Replacement Policy (For employees with at least 2 years of service)

Replace once every 05 years

After 02 years, 01 new shirt issued to replace 1 old one

After 02 years, 01 new pair issued to replace 01 old one

Replace once every 05 years

New employees will be issued a uniform. After signing an official labor contract, they will be issued new uniforms according to the Company's regulations.

5. REGULATIONS ON THE USE OF UNIFORMS:

Uniforms are the Company's property issued to employees in the Company. Employees must use them when working at their job positions with the purpose of maintaining the image of PMC employees to be always neat, professional and convenient for work.

Uniforms are labor protection equipment, so employees must wear the correct standards to contribute to ensuring safety and hygiene for the employees themselves.

Employees in the Company are responsible for using uniforms properly, according to the prescribed standards. Preserve and keep uniforms clean to contribute to maintaining the Company's image and saving on clothing costs for the Company.

Employees are only allowed to use uniforms for work purposes and are not allowed to take them out of the workplace, except for Company business purposes. Do not wear unqualiﬁed uniforms (torn, dirty, etc.) or let others use your uniforms. Do not destroy your own uniforms or use Company uniforms for the wrong purposes.

In case the uniform cannot be used directly due to objective reasons (a conﬁrmation note from the direct manager is required), employees can return their uniforms to the Human Resources Administration Department to propose liquidation and replacement. The Company will consider this on a case-by-case basis.

At the end of each year, there will be a plan to sew additional winter and summer uniforms next year for employees in the Company to replace or supplement those employees who are still lacking uniforms. Employees have the right not to register for additional uniforms every year if they do not need to use them.

In case the employee themselves loses or damages the uniform, the employee can register to issue additional uniforms to meet the prescribed uniform norms and is responsible for compensating an amount of money equivalent to the value of the additional registered uniform.

Employees who leave the Company are responsible for returning all the uniforms issued according to regulations immediately upon the end of their working period at the Company, otherwise they will be compensated an amount of money equivalent to the value of the uniforms not yet returned to the Company.

In case of issuance: If the issued quantity reaches the regulated limit but a new issue is still required due to wear or damage, a return form must be completed. One copy is kept by the warehouse, the other is stored in the employee’s ﬁle, with one additional copy submitted to the Administration Department as a basis for data entry.

In case of return: After the warehouse completes the return form as requested by the Administration Department, the assets shall be inspected. If they are no longer usable, they must be destroyed (the destruction form is provided in Appendix 1.4). In case of loss or failure to return, a compensation form must be issued in accordance with regulations (the compensation form is provided in Appendix 1.5).

6. UNIFORM MANAGEMENT:

Management by Levels – Presented speciﬁcally in the following ﬂow chart:

Responsible Department Description

Human Resources, Recruitment, Admin/HR

Flowchart (Using standard symbols)

Admin/HR

Notify new staff/resigned staff/arising issue

Recruitment sends the hiring plan to the Admin Department weekly/monthly. HR notiﬁes the Admin Department about new hires (monthly/weekly). HR compiles a list of employees needing uniforms and sends to Admin staff for distribution and allocation.

HR also informs when staff resigns, or uniforms are damaged/lost for timely collection and replacement.

Required documents include: Uniform handover formUniform return formReport template

Receive and verify information

Admin

Prepare and distribute/collect uniforms

Admin veriﬁes the information and coordinates the collection or issuance of uniforms. They also handle cases of damaged, lost, or excess uniforms.

Issue or collect uniforms and related forms such as: Uniform issuance/return formUniform tracking sheet

Responsible Department Description Flowchart (Using standard symbols)

Admin/ Storage Distribution Collection

Admin Issue distribution/ Collection form

Admin/ Storage

Return to storage

Completion handover

HR: Personal ﬁle management

Admin: Monitoring & control

Storage: Inventory tracking

Procurement --> Storage input

The admin team must always ensure inventory control and proper distribution and collection of uniforms. In case of any discrepancy, the status of the uniform must be checked prior to collection or distribution.

For distribution: If the number of uniforms issued is insufficient, a note is made and the shortfall will be supplemented. If the number is sufficient, proceed to warehouse input and ﬁle the return or destruction form depending on the condition of the returned uniforms (damaged, torn, moldy, faded, etc.). Uniforms still in good condition are stored for future use. Admin handles all processes as per regulations.

For collection: After receiving the returned uniforms, admin will record them in inventory, inspect their condition, and classify into two categories:

Usable: return to warehouse. Unusable: ﬁle destruction request

All forms must be stored and submitted to the HR department within 3 working days of the collection date.

Forms include:

Uniform issuance/ collection form

Asset destruction form Return form

Based on uniform quantity regulations, if inventory is insufficient or missing uniform types/sizes, admin will compile a purchase request to supplement inventory.

UNIFORM MANAGEMENT FLOW EXPLANATION BY LEVELS

At the Company level:

For administrative staff:

Upon onboarding new employees or when staff resign, or in the event of damaged/missing uniforms at the project, the administrative secretary shall inform the Human Resources and Administration Department. This department will then proceed with the issuance or collection of uniforms based on the pre-deﬁned standards and regulations.

The Administration Department shall verify the data and then notify the warehouse department to issue or collect uniforms. The uniform issuance form is provided in Appendix 1.2. The uniform return form is provided in Appendix 1.3.

The warehouse must always ensure the inventory level as regulated, to guarantee timely and adequate uniform issuance. In case of returns, the asset status must be inspected and recorded accordingly.

For Company Uniform Management Staff:

Newly received uniforms must be checked for quantity.

Returned or used uniforms must be accounted for.

Damaged or unusable uniforms must be documented for disposal.

A minimum stock level must be maintained to ensure uniform availability.

Weekly reports on remaining stock levels must be submitted to the HR department.

For on-site HR Representatives at each building:

To ensure adequate uniform stock for operations, by the end of June and December each year, HR officers and on-site HR representatives must report the uniform status of each department to the central HR office.

Uniform usage by individual employees must be recorded weekly.

Maintain updated digital records of uniform distribution at each project, including issuance date, quantity, size, and current condition.

Submit weekly reports on the uniform status.

Responsible for retrieving uniforms from employees. Uniforms must be collected, a handover report must be completed, and uniforms must be cleaned, folded, and returned in plastic packaging to the Company in the following cases: employees resign, transfer, or are no longer eligible for uniform usage.

For each employee:

Employees are provided with uniforms appropriate to their job positions free of charge.

Used uniforms can be collected for laundry service up to twice per week (if any).

In case a uniform is damaged or torn due to the employee’s fault, the replacement cost will be charged to the employee.

When an employee terminates their labor contract with the Company, they must return all issued uniforms and related equipment to the HR Administration Department. If not returned, the cost will be deducted from the ﬁnal salary in accordance with Company policy.

Employees are not allowed to take uniforms outside of the Company premises unless speciﬁcally authorized by their department head.

Uniforms must be ironed and kept clean at all times.

Name tags are part of the uniform and must be worn on the left chest area.

All uniform items must be worn while on duty, and must always be kept clean, free from damage, wrinkles, stains, and unpleasant odors.

Each employee is responsible for maintaining and wearing their uniforms properly in accordance with Company regulations.

(Refer to the PMC Uniform Handbook for further details.)

8. Uniform Handover Record

UNIFORM

HR STAFF: NGUYEN KIM HOA

EMPLOYEE:

PHONE

Suit jacket -

Name tag

Hairbow

Maternity skirt / Short skirt

Technical shirt

Technical trousers

Technical shoes

Landscaping uniform

Yellow trainee uniform

Trainee shoes

Orange shirt

Asset Management Responsibilities:

Employees commit to using company property for the intended purposes. Uniforms must be worn in accordance with the company’s regulations.

Employees are responsible for maintaining and preserving company property in good working condition at all times.

In case of loss or damage to any company-owned items, the employee must compensate in accordance with the company’s regulations.

Worn-out, damaged, or expired items may be exchanged at the HR Department.

Receiving/Returning Uniform (Signature)

Department Representative (Signature)

WORKING PROCEDURES

Identifying manpower needs

Assessing and approving manpower needs

Publishing job vacancies

Screening applications

Organizing interviews

Announcing successful candidates

Explanation

Step

HR Dep., General Manager, Business Development

HR Department

General Manager, HR Dept.

HR Department

General Manager, HR Dept.

HR Department

Identifying Recruitment Needs

Recruitment needs are determined based on the following factors:

New project contracts signed by the Business Development;

Comparison between the approved staffing plan of each project and the actual number of employees currently assigned, to assess adequacy;

Evaluation of manpower at each project (including positions with resignation requests or resignation notices).

02 Job Announcement Step Step

Assessing Recruitment Needs

After evaluating and conﬁrming the actual recruitment needs, the Head of Human Resources considers the possibility of internal transfers or concurrent roles.

03

Internal announcements;

Notiﬁcation of Equal Employment Opportunity Policy in alignment with other policies and action plans in the Employee Handbook; Email announcements;

Discussions during orientation and management training programs; Posting on bulletin boards;

External announcements via the Internet and the Company’s website; Notiﬁcation to employee unions regarding the Company's policy;

Notiﬁcation to the Company’s recruitment sources; Clear indication on the Company’s recruitment postings.

04

The Human Resources Department shall receive and screen applicants’ proﬁles based on recruitment criteria appropriate to the job position and requirements.

Candidates whose proﬁles meet the requirements will be invited for a direct interview.

The Human Resources Department conducts the preliminary interview. If the candidate meets the requirements, they will be referred to the General Manager for further interview.

A candidate is considered qualiﬁed when they successfully pass the interviews conducted by the HR Department and the General Manager of the project requiring recruitment.

For certain positions requiring high levels of expertise, candidates must attend a direct interview with the General Director or the Operations Director/O&M Director

Application Screening Interview Onboarding

The Human Resources Department contacts candidates who have passed the interview to provide detailed information on required documentation and the scheduled onboarding date.

ONBOARDING PROCESS

DESCRIPTION RESPONSIBLE

Receive employee records

Draft contract and decision

Issue uniform and prepare working conditions

Conduct orientation ceremony for new employees

Onboard employees at project site

Step

The HR officer requesting the onboarding of new personnel must ensure that the employee's records are completed at least 3 days prior to the onboarding date.

Step

The Recruitment Officer shall complete the recruitment process and forward it to the relevant department to prepare the Employment Contract and Onboarding Decision. These documents must be ﬁnalized and submitted to the Head of the Human Resources Department no later than 2 days prior to the employee’s onboarding date. The HR Department Head is responsible for the ﬁnal review and submission to the General Director for approval.

03

Based on the job position, the Human Resources Department shall distribute the appropriate uniforms and provide necessary tools and equipment in accordance with the company’s standard regulations prior to the official employee onboarding ceremony.

•

• •

At 9:00 AM every Saturday, the Human Resources Department organizes the New Employee Orientation Ceremony, including the following activities: Signing of the Employment Contract; Introduction to the company: industry of operation, business structure, organizational chart, and key policies outlined in the Employee Handbook; Welcome the new employees; Guidance for new employees to attend the company’s basic training courses before assignment to speciﬁc projects.

• The General Managers are responsible for receiving new employees at the project site and providing them with training on job-speciﬁc skills as well as the company’s rules and regulations.

05

The process is carried out as follows

Identify training needs

Assess training needs

Approve training needs

Prepare training documents and programs

Approve documents and training programs

Conduct training

End-of-course evaluation

Approve post-training policies

Organize implementation

Archive training documents

Explanation

HR, Training Department, General Manager

HR, Training Department

General Director, Training Director

HR, Training Department

General Director, Training Director

All

HR, Training Department, General Manager

General Director, Training Director

HR, General Manager

HR, Training Department

Based on PMC’s strategic direction regarding the number and quality of human resources each year, the Human Resources Department and the Training Department shall coordinate with General Managers of each building to conduct assessments and develop training plans. Training plans for the second half of the year must be submitted to the HR Department no later than 3 months before the scheduled implementation date.

Based on individual development goals, employees who wish to pursue training (such as attending external or self-funded courses) to improve their professional knowledge and job performance at PMC must complete the Training Proposal Form and submit it for approval in accordance with this policy.

02 Assessing Training Needs

The Human Resources Department and the Training Department shall analyze and align the company's objectives with individual development goals in order to develop PMC’s biannual training plans.

The training plan must ensure a balance between corporate goals and personal development objectives. Priority should be given to training courses that are directly related to the employee’s current responsibilities, as well as specialized programs relevant to the company’s operations.

03 Approval of Training Needs

Based on the proposal submitted by the Human Resources Department and the Training Department, the General Director shall review and approve the training plan.

04 Preparing Training Documents and Program

The Human Resources Department and the Training Department shall carry out the necessary procedures in accordance with the Training Regulations, including compiling the required training documentation.

Coordinate with relevant departments to develop a detailed and comprehensive training program.

For internal training courses, the assigned trainer must prepare a teaching outline or syllabus.

05 Approval of Training Documents and Program

The General Director shall approve all documents related to training activities.

Training content must be reviewed and approved prior to implementation.

Training Implementation

For courses organized centrally at the company headquarters:

The Training Department coordinates with trainers and supporting departments to arrange the training schedule;

General Managers of each building assign participants to attend the courses. The list of participants is submitted to the responsible HR staff at the project site and reported to the Training Department.

For courses organized individually at each building:

The Training Department coordinates with trainers and General Managers to ﬁnalize the training schedule;

General Managers coordinate with Technical Supervisors to compile the list of participants;

Technical Secretaries are responsible for tracking course progress and reporting to the General Manager, Technical Supervisor, and the Training Department.

For practical training sessions:

General Managers are responsible for arranging conditions for practice and assigning instructors for participants who have completed the theory sessions;

General Managers also monitor the quality of practical training delivery.

After the completion of the training course, participant evaluations and assessments will be conducted;

Based on the assessment results, the Human Resources Department and the Training Department shall coordinate with General Managers to develop and implement post-training policies applicable to the employees; The Human Resources Department and the Training Department shall also collect feedback from participants to draw lessons and improve future training programs.

Policy Approval

The General Director shall approve the policies applicable to employees who have completed training, based on proposals from the Human Resources Department, the Training Department, and General Managers; Approve the action plan for applying the training outcomes to actual work practices.

Implementation

Organize the implementation of approved policies for employees who have completed training;

General Managers and the Human Resources Department shall provide support and monitor the employees’ performance during the implementation process.

Record Keeping

The Training Department is responsible for maintaining records related to training courses, updating training information, and ﬁling follow-up forms that monitor the post-training work performance of the participants.

Identify transfer needs

Notify the employee about transfer

Step 1: Identify transfer needs

Step 2: Notify the employee about the transfer

5. PROMOTION PROCESS

Step 3: Issue transfer decision

Step 4: Archive employee records

PMC has an internal promotion policy for any employee who demonstrates the potential to take on a higher position. Employees eligible for promotion must meet speciﬁc criteria regarding job performance, personal qualities, competencies, and potential for future development. Once approved by the General Director, the employee will assume the new responsibilities. The trial period for the new position typically ranges from 2 to 6 months. After this probationary period, if the employee receives a favorable evaluation from their direct supervisor, a formal promotion decision will be issued.

4. EMPLOYEE TRANSFER PROCESS

6. REWARD AND DISCIPLINARY PROCEDURE

a) Rewards

The reward policy aims to promptly recognize and encourage achievements, contributions, and the timely handling of individual disciplinary violations, thereby ensuring fairness in treatment. Through this, PMC seeks to motivate individuals and teams to promote creativity, talent, and dedicated work efforts that contribute to the company’s development.Rewards must be given in a timely, appropriate, fair, and transparent manner. They also serve as a basis for evaluating career advancement and talent development.

The reward policy applies to all employees. The reward level depends on the company's business performance and the employee’s length of service in accordance with PMC’s regulations.

The C&B Department is responsible for preparing a proposal to the Board of Directors listing the employees eligible for rewards and the corresponding amount, at least 07 days prior to the scheduled payment date.

b) Disciplinary Action

Objective:

The following behavioral regulations aim to ensure that employees maintain high standards in performing their duties and in delivering services to clients. Any non-compliance with these regulations that affects the company’s operations will be subject to disciplinary action.

General Principles

After receiving three “reprimands,” the employee will be subject to a “warning.” If the employee receives two “warnings” within one month or three within one year, they will be subject to dismissal. Dismissal is considered the most severe disciplinary action, and in such cases, the employee will not be eligible for any bonuses or compensation.

Management reserves the right to apply more severe or more lenient disciplinary actions than those listed below. Disciplinary decisions will be based on actual circumstances, context, and the severity of each speciﬁc incident.

Before issuing disciplinary action for a violation not speciﬁcally mentioned in this Employee Handbook, the Human Resources Department and the Board of Directors must be consulted, regardless of the severity of the case.

In any disciplinary case, all related documents and evidence must be immediately submitted to the Human Resources Department.

As a general rule, all disciplinary levels must be clearly explained to the employee, and the employee must be given the opportunity to present their explanation.

Violations Subject to “Reprimand” – Level B (Deduction of 25% of salary advance and quarterly performance bonus)

Hot-tempered behavior or loss of self-control;

Being unkempt or poorly groomed;

Failure to wear the correct uniform or dress code during working hours; Not wearing a name tag while on duty;

Being late to work without a valid reason;

Improper behavior such as loitering, wandering, or leaving the premises without notice; Making negative remarks or spreading rumors about other employees without clear evidence;

Smoking in non-designated areas within company property;

Littering in company areas;

Failing to follow rules or instructions regarding company security;

Refusing to present identiﬁcation when requested by authorized personnel;

Violating safety procedures and regulations;

Using transportation or elevators designated exclusively for clients without permission.

Violations Subject to “Warning” – Level C

(Deduction of 50% of salary advance and quarterly performance bonus)

Receiving three written reprimands;

Carelessness or engaging in personal matters during working hours;

Inefficient work performance or failure to follow instructions from supervisors, or being absent without notice;

Unauthorized shift changes without prior approval from supervisors;

Failure to comply with company policies, regulations, or speciﬁc work procedures;

Submitting falsiﬁed medical certiﬁcates;

Providing false or misleading information or documents;

Spreading rumors that damage the company or colleagues;

Interfering in the work of other employees beyond one’s job description;

Sharing or displaying offensive images, publications, or videos with intentional or malicious content;

Arbitrarily posting or pasting documents on the company’s bulletin board;

Acts of vandalism such as writing on walls, drawing graffiti, or defacing company property;

Tampering with emergency equipment or ﬁre safety systems;

Bringing or consuming alcohol or other addictive substances within company premises

-

Violations Subject to Dismissal

Receiving two written warnings within one month or three within one year;

Engaging in inappropriate or excessive personal relationships with clients or residents at the building beyond standard professional conduct;

Supporting or encouraging inappropriate, offensive, or provocative behavior toward clients or colleagues;

Being absent, threatening, intimidating, or causing disruption to anyone in the company, including clients residing at the building and fellow employees;

Intruding into clients' private matters, such as spying, stealing, or peeking into their workspace;

Committing acts of sexual harassment or morally inappropriate behavior toward clients or within the company for any reason;

Deliberately or recklessly damaging property belonging to the building, clients, the company, or colleagues;

Being under the inﬂuence of alcohol, drugs, or other controlled substances during working hours.

Operating or using the company’s machinery, vehicles, or equipment without proper authorization;

Physically assaulting or engaging in ﬁghts within the company;

Inciting work disruptions, participating in activities that delay work progress, or encouraging others to slow down productivity;

Provoking or instigating superiors or colleagues to ﬁght or engage in conﬂict;

Refusing to follow orders or instructions from supervisors;

Deliberately reducing work productivity or causing delays;

Any acts of dishonesty, fraud, or deceit;

Colluding with others to forge documents or misuse company papers and ﬁles for personal gain;

Disclosing conﬁdential information that could beneﬁt competitors or outsiders, resulting in damage to PMC, its clients, or employees.

Entering client rooms or restricted office areas without authorization;

Accepting or requesting anything in exchange for promotion, favorable treatment, or better working conditions;

Stealing or misappropriation of property belonging to clients, the company, or colleagues;

Accepting gifts from clients without prior written approval from the department head before taking them outside the company;

Bringing ﬂammable, explosive, or dangerous weapons into the company without permission;

Engaging in or promoting gambling, lottery, or other forms of games of chance within company premises; Selling, soliciting donations, distributing documents or materials of any kind without prior approval, regardless of purpose or timing;

Promoting depraved ideologies, committing inappropriate acts, or engaging in sexual harassment or solicitation;

Conducting personal business using the company’s name or position for personal gain, including activities that may damage the company’s reputation such as using phones, contacts, or suppliers;

Distributing unauthorized documents or printed materials within the company premises without approval from the Administration Department.

Note: The above list of violations is not exhaustive. All violations not speciﬁed here but contrary to the company’s rules and culture may still be treated as disciplinary offenses under PMC’s internal regulations.

Temporary Suspension

In certain cases, an employee may be temporarily suspended from work for investigation, not exceeding 14 days. This particularly applies to violations involving personal harm, serious breaches of safety regulations, ﬁre prevention, food hygiene, or dishonesty. In such cases, the employee must sign a written “Warning Notice” and the suspension must be approved by both the Human Resources Department and the General Manager for investigation purposes.

If the suspended employee is not entitled to salary during the suspension, the Accounting Department must be informed to deduct the unpaid days from the payroll. However, if the employee is found not guilty or is reinstated to their position, they shall receive full back pay for the suspension period.

7. TIMEKEEPING AND PAYROLL PROCESS

Timekeeping

Review and implementation of payroll

Payroll approval

Salary disbursement

Record keeping

Department Secretary, Administrative Secretary

HR Department

General Director, Chief Accountant, Head of HR

HR Department, General Accountant

HR Department

The HR staff in charge at the building is responsible for timekeeping. Receive reports on contract renewals from HR personnel.

The HR staff in charge at the project must complete and conﬁrm the timekeeping data no later than the 28th of each month and submit it to the C&B Department.

The timesheet must be veriﬁed and approved by the General Manager.

Based on the timesheets submitted by the projects, the C&B Department reviews the data and proceeds with payroll calculation.

No later than the 4th of the following month, the C&B Department must complete the timesheet review and submit the payroll data to the Board of Directors for approval.

The C&B Department and the Accounting Department shall complete the payment authorization process and disburse salaries to employees.

8. EMPLOYMENT TERMINATION PROCEDURE

Receive resignation request

Evaluate resignation request

Approve the resignation

Handover of work

Complete resignation procedures

Archive records

HR Dept., General Manager

General Director, Director

HR Dept., General Manager

General Director, Training Director

HR, Training Department

Step

Receiving the Resignation Request

Employees who intend to resign must submit a written Resignation Letter

03 days for probationary contracts;

30 days for ﬁxed-term contracts (from 1 to 3 years);

45 days for indeﬁnite-term contracts.

The Resignation Letter must follow PMC’s prescribed format, clearly stating the date of submission and the proposed last working day

Employees must submit the Resignation Letter to the General Manager

Upon receipt, the General Manager shall forward the request to the Human Resources Department for processing.

Resignation Request

Upon receiving the employee's Resignation Letter, the Human Resources Department shall evaluate and consider the resignation request, including: Evaluation of the

Understanding the reasons behind the resignation, such as work pressure, desire for a career change, or personal reasons;

Conducting a direct interview with the employee and contacting the employee’s department to verify the actual reasons for leaving.

Based on the identiﬁed reasons, the Human Resources Department may consider approving the resignation or discussing alternative arrangements with the employee to assign a more suitable role in line with their aspirations.

Approval of the Resignation Request

After reviewing the case with the Human Resources Department, the Board of Directors shall approve the employee’s Resignation Letter

The Human Resources Department must then inform the General Manager and the employee of the relevant details, including the schedule

Step Step

04

At the project:

Handover Process

Handover of assets and equipment used at the project

Handover of ongoing work tasks

Handover of ﬁnancial-related matters at the project

At the Human Resources Department:

Return of uniforms and name tags

Return of assets, tools, and equipment provided by the Human Resources Department (e.g., computers)

• With the Accounting Department:

Completion of handover procedures related to ﬁnancial matters managed by the Accounting Department

05

•

Completion of Resignation Procedures

Payroll staff conﬁrms the ﬁnal income and entitlements with the resigning employee.

The Human Resources Department completes the necessary procedures, including the Resignation Decision and the Mutual Agreement on Termination.

Finalization of social insurance records.

Settlement of all outstanding matters related to the employee’s resignation in accordance with the signed Mutual Agreement on Termination.

Filing of the employee's resignation documents.

EFFECTIVE IMPLEMENTATION

This Employee Handbook may be amended, supplemented, or revised as necessary. Such decisions shall be made by the General Director of PMC and the Human Resources Department, in accordance with the provisions of the Labor Code and relevant legal documents pertaining to labor relations.

ORGANIZATION CHART

OPERATION AND MAINTENANCE DEPARTMENT

TRAINING DEVELOPMENT FOR STANDARDS AND COMPLIANCE LEGAL DEPARTMENT

DEVELOPMENT HUMAN RESOURCES DEPARTMENT

EMERGENCY PREPAREDNESS TEAM

ENERGY MANAGEMENT

HA NOI

QUANG NINH

HAI PHONG

BAC NINH

HUNG YEN

DIRECTORS MANAGEMENT

DIRECTOR

BOARD OF SUPERVISORS

EXECUTIVE ASSISTANTS

ACCOUNTING DEPARTMENT CANTEEN MANAGEMENT

SOUTHERN

HO CHI MINH

BINH DUONG

DONG NAI

VUNG TAU

LONG AN CAN THO

KIEN GIANG

OUR VISION OUR MISSION

The humility, tolerance, and passion for learning are nurtured and widely spread among PMC’s members. We have made endless efforts in applying international standards and hospitality suitable to Vietnamese culture. With an aim at bringing to our clients, partners, and PMC members pleasant moments and tranquillity. This is also to cover the part that the hustle and bustle of daily life have taken from each one of us.

OUR VALUES

We are going to be a leading company in maintaining professional ethics, values, and commitments that have been made with customers, partners, and PMC members.

PMC’s core values – our principles and behaviors in the working environment as well as the community are a ﬁrm foundation for the company’s success.These values shape our corporate culture, enable us to attract high-calibre employees, and ensure that we provide a consistently high-quality level of service, as well as creative and effective business solutions to customers.

Hanoi: 57 Huynh Thuc Khang, Dong Da Dist.

Ho Chi Minh: 93 - 95 Ham Nghi, Nguyen Thai Binh, 1 Dist.

Binh Duong: M06-14 Unitown, Hoa Phu Dist., Thu Dau Mot City

Da Nang: 36 Tran Quoc Toan, Hai Chau Dist.

Website: http://pmcweb.vn

Email: pmc@vnpt.vn

SHAREHOLDERS AND STRATEGIC PARTNERS

Hanoi: 57 Huynh Thuc Khang, Dong Da Dist.

Ho Chi Minh: 93 - 95 Ham Nghi, Nguyen Thai Binh, 1 Dist.

Binh Duong: M06-14 Unitown, Hoa Phu Dist., Thu Dau Mot City

Da Nang: 36 Tran Quoc Toan, Hai Chau Dist.

0904 615 855

pmcweb.vn

pmc@vnpt.vn