1.1 This policy establishes transparent eligibility criteria, a structured evaluation process, and clear governance procedures for promoting employees to positions of greater responsibility, authority, and compensation within the Organization. The policy is designed to ensure that promotion decisions are fair, consistent, merit-based, and aligned with the Organization's talent management and succession planning strategies. By providing a clearly defined promotion pathway, the Organization aims to motivate high performance, retain top talent, support career development, and build a strong internal leadership pipeline.

1.2 This policy applies to all permanent full-time and part-time employees who have completed at least 12 months of continuous service with the Organization and have successfully completed their most recent probationary period. Employees on active Performance Improvement Plans or who have received a final written warning within the preceding 12 months shall not be eligible for promotion until the performance concern has been resolved. The policy covers both vertical promotions to a higher grade or level and lateral promotions to a different function at a comparable or higher level. It does not cover temporary acting assignments, which are governed by the Organization's acting appointment guidelines.

1.3 The HR department shall serve as the central coordinator for the promotion process, working in partnership with department heads, the Compensation and Benefits team, and the executive leadership team. HR's responsibilities include publishing the annual promotion calendar and guidelines, ensuring that all nominations are assessed against the established criteria, facilitating promotion panels and calibration sessions, preparing offer letters and compensation adjustments for approved promotions, maintaining promotion records and analytics, and ensuring that the process complies with this policy, the Organization's equal opportunity commitments, and applicable employment and anti-discrimination legislation.

2.1 To be eligible for promotion consideration, an employee must meet all of the following baseline criteria: a minimum of 12 months of continuous service in their current role at the time of the promotion cycle; a performance rating of 'Meets Expectations' (3) or above in the most recent annual performance review; no active Performance Improvement Plan or formal disciplinary warnings within the preceding 12 months; demonstrated competency in the current role as evidenced by performance review records and manager assessment; and alignment with any role-specific prerequisites such as certifications, qualifications, or training requirements defined for the target level. Meeting the eligibility criteria does not guarantee promotion; it establishes the minimum threshold for an employee to be considered through the evaluation process.

2.2 Promotion decisions shall be based on a holistic assessment of the following criteria, each of which shall be evaluated and scored as part of the promotion panel review: sustained high performance over at least two consecutive review periods, demonstrating consistent delivery of quality results and impact; demonstration of competencies, skills, and behaviors required at the next level, as defined in the Organization's competency framework and job architecture; leadership qualities including the ability to influence others, mentor colleagues, drive initiatives, and contribute beyond the scope of the current role; readiness for greater responsibility as assessed by the manager and supported by development activities, stretch assignments, or cross-functional contributions; and organizational need, including whether a vacancy or growth opportunity exists at the next level within the employee's function or a related function.

2.3 Promotions may be initiated through two channels: manager nomination, in which the direct manager identifies a high-performing employee who meets the eligibility criteria and prepares a promotion nomination form with supporting evidence; or employee self-nomination, in which the employee submits a promotion case to their direct manager during the published promotion cycle window, outlining their qualifications, achievements, and readiness for the next level. In both cases, the nomination shall be reviewed and endorsed by the next-level manager before proceeding to the promotion panel. Self-nominations that are not endorsed by the direct manager shall still be forwarded to the HR Business Partner for independent review to ensure fairness. The Organization encourages managers to proactively identify promotion-ready talent and to engage employees in career planning discussions during performance reviews and development planning conversations.

3.1 All promotion nominations shall be evaluated by a promotion panel convened for each department or business unit. The panel shall comprise the department head or their delegate, the HR Business Partner assigned to the department, and at least one cross-functional senior leader from outside the nominating department to provide an independent perspective. The panel shall review each nomination against the established criteria, considering the nomination form, performance review history, competency assessments, development plan progress, and any additional evidence of readiness. Panel discussions shall be documented, and decisions shall be supported by specific rationale. The panel shall produce a ranked list of recommended promotions for the department, which shall proceed to the calibration and final approval stages.

3.2 Following department-level promotion panel reviews, a cross-departmental calibration session shall be convened to ensure equity, consistency, and alignment in promotion decisions across the Organization. The calibration session shall be attended by all department heads and facilitated by the Head of HR or their delegate. During calibration, each department's recommended promotions shall be presented and discussed, the overall distribution of promotions shall be reviewed against the Organization's promotion budget, headcount plan, and diversity objectives, any inconsistencies or concerns shall be surfaced and addressed, and final recommendations shall be agreed upon. Final approval for all promotions shall be granted by the Chief Executive Officer or the executive leadership team, following the calibration session and HR's confirmation that all procedural requirements have been met.

3.3 Employees whose promotion nominations are not approved shall be informed by their direct manager in a private, face-to-face meeting within 10 business days of the final decision. The manager shall provide constructive, specific feedback on the areas where the employee's candidacy did not meet the promotion criteria, including the competencies, experiences, or performance dimensions that need further development. The manager and employee shall collaborate on an updated development plan that targets the identified gaps and positions the employee for consideration in a future promotion cycle. The HR Business Partner shall be available to support these conversations if needed. Unsuccessful candidates shall not be penalised or treated adversely as a result of their nomination, and the Organization shall ensure that the feedback process is respectful, encouraging, and focused on growth.

4.1 Employees who are approved for promotion shall receive a compensation adjustment that places their salary within the salary band for the new level, as defined in the Organization's compensation framework. The standard promotion increase shall typically range from 10% to 20% of the employee's current base salary, subject to the positioning within the target band and approval by the Compensation and Benefits team. Where the employee's current salary already falls within the lower portion of the new band, a smaller adjustment may be appropriate; where a significant gap exists, a phased adjustment over two cycles may be considered. The compensation adjustment shall take effect from the date the promotion is formally announced and communicated in writing. Promoted employees shall also be eligible for any additional benefits, allowances, or perquisites associated with the new level.

4.2 For each promoted employee, the manager and HR shall develop a transition plan that supports a successful move into the new role. The transition plan shall include a formal announcement of the promotion to relevant stakeholders, a 90-day onboarding period in the new role with defined milestones and performance expectations, knowledge transfer arrangements if the employee is moving to a new team or function, identification of a mentor or buddy at the new level, access to any training, certifications, or tools required for the new role, a check-in with the manager at the 30-day, 60-day, and 90-day marks to assess adjustment and address any challenges, and handover of the employee's previous responsibilities to ensure continuity. The transition period recognises that promoted employees need time to learn and grow into their new responsibilities and should not be expected to perform at full capacity immediately.

5.1 The HR department shall maintain comprehensive promotion analytics and shall track promotion data by department, level, function, tenure, gender, ethnicity, age, and other relevant demographic dimensions. Promotion analytics shall be reviewed quarterly by the Head of HR and annually by the executive leadership team to monitor equity in promotion decisions, identify any disparities or systemic barriers, assess the effectiveness of the promotion process, evaluate the correlation between promotion decisions and subsequent performance, and inform adjustments to the promotion criteria, process, or training. Where the analysis identifies statistically significant disparities in promotion rates between demographic groups, the HR department shall conduct a root cause analysis and recommend corrective actions.

5.2 This policy shall be reviewed at least annually by the HR department in consultation with department heads, the Compensation and Benefits team, and the executive leadership team. The review shall consider promotion analytics and equity data, feedback from managers and employees on the promotion process, changes to the Organization's job architecture, competency framework, or career pathways, market benchmarking data on promotion practices and compensation, and best practices in talent management and succession planning. Proposed amendments shall be approved by the HR Director and Chief Executive Officer. Significant changes to eligibility criteria, the evaluation process, or the approval workflow shall be communicated to all employees at least 60 days before the next promotion cycle.