Policy Awareness & Compliance

In progress

 

1. Introduction

This policy outlines the conditions, responsibilities, and conduct expected from all NT employees and contractors who operate company-provided vehicles or drive on official business in Saudi Arabia. It is designed to promote safe, lawful, and responsible vehicle use, ensure alignment with Saudi traffic laws and NT’s operational requirements, and protect company assets. NT provides vehicles for official duties and expects drivers to exercise high standards of care, ethics, and compliance at all times. Any deviation from this policy may result in corrective or disciplinary action. 

​1.1Scope:

1.       Applies to all NT staff, contractors, and representatives using company-provided vehicles or driving on company business.

2.       Includes both permanent fleet vehicles and short-term rentals.

3.       Encompasses driving within the Kingdom of Saudi Arabia and any cross-border use where approved.

1.2 ​Roles and Responsibilities:

1.       Employees must hold a valid Saudi or internationally recognized driver’s license, follow all traffic laws, and adhere to this policy.

2.       Supervisors/Managers are responsible for ensuring only authorized personnel are assigned company vehicles.

3.       Fleet Coordinator or Admin Officer manages vehicle records, maintenance schedules, and insurance compliance.

4.       HR & Compliance Teams ensure drivers receive orientation on safety, penalties, and reporting requirements.

2​.  Authorized Use of Vehicles

Company-provided vehicles are intended strictly for business purposes, including travel to project sites, official meetings, and transport of approved personnel or materials. Personal use is not permitted unless authorized in writing. Unauthorized passengers—such as friends, or hitchhikers—are strictly prohibited.

Key Points:

1.  Vehicles may not be lent or shared with unauthorized individuals.

2.  Transportation of non-NT staff requires prior management approval.

3.   NT has the right to inspect vehicle use logs and GPS data.

3.  Driver Qualifications and Licensing

All vehicle operators must maintain a valid driving license that is legally accepted in Saudi Arabia. This includes a Saudi-issued license or an international license for visitors, subject to legal limits. NT reserves the right to review driving records before assigning vehicles.

Key Points:

1.  Drivers must be medically fit and capable of operating vehicles safely.

2.  Expired or suspended licenses must be reported immediately.

3.  Driving privileges may be withdrawn for safety or legal violations.

4.​ Vehicle Care and Maintenance

Drivers are responsible for keeping vehicles clean, roadworthy, and mechanically safe. Smoking inside company vehicles is strictly prohibited. Preventive maintenance must be performed as per the manufacturer’s recommendations, and drivers must report any warning indicators or damages immediately.

Key Points:

1.  Regular service schedules must be adhered to.

2.  Unreported damage or negligence may result in cost recovery.

3.  Vehicles must be parked securely, locked, and keys stored safely.

5.​ Safety and Driving Rules

Safety is the top priority in all vehicle operations. Drivers must comply with Saudi traffic laws, NT’s internal safety procedures, and general safe driving practices. Mobile phone usage while driving is prohibited unless using approved hands-free devices.

Key Points:

1.  Seatbelt use is mandatory for all occupants.

2.  Driving under the influence of alcohol or drugs will lead to immediate termination.

3.  Drivers must not operate vehicles while ill, fatigued, or distracted.

4.  Report any fines or violations within 24 hours to the Admin Officer.

6.​ Fuel Expense Reimbursement

Fuel expenses incurred during the use of company-provided vehicles for official business purposes are eligible for reimbursement, provided proper documentation is submitted. Employees must retain original fuel receipts, clearly indicating the date, fuel station name, and amount paid. Reimbursement claims should be submitted within five working days through the designated expense reporting system.

Guidelines:

1.  Fuel receipts must be itemized and match the travel period and route.

2.  Only fuel costs for company-authorized routes will be reimbursed.

3.  Claims without original receipts or with unclear entries will not be processed.

4.  Misuse or falsification of claims may lead to disciplinary action.

5.  Abnormal or excessive fuel usage beyond expected mileage or usage pattern will not be accepted and may be flagged for investigation.

6.  Electric vehicle charging, if applicable, must follow the same documentation process.

Key Points:

1. Claims must be submitted through the Finance-approved format.

2.  Reimbursement is only allowed for approved business use.

3.  Any disputes will be reviewed jointly by Admin and Finance departments.

​7. Accidents and Incident Reporting

In case of an accident, drivers must follow Saudi protocols, including contacting Traffic Police or Najm (insurance support authority) depending on the incident severity. Immediate reporting to NT Management is required.

Response Steps:

1. Secure the scene and ensure everyone’s safety.

2. Call 920000560 (Najm) or Traffic Police in case of injury or fire.

3. Take photos, note vehicle and driver details, and wait for instructions.

4. Do not admit fault or settle without official assessment.

Key Points:

1.  Accident reports must be submitted to NT Admin and Insurance Team within 24 hours.

2. Costs incurred due to negligence or fault may be recovered from the employee.

3.  Substance use at the time of incident results in full liability and termination.

8.​ Penalties and Legal Obligations

Drivers must be aware of and comply with Saudi Arabia’s evolving traffic regulations. Repeated violations will result in suspension of vehicle privileges or further disciplinary action. Common fines include:

Sample Penalties (as per Saudi Traffic Law):

1. Using a phone while driving: SAR 500–1,500 and up to 24 hours jail.

2.  Running red lights: SAR 3,000 and potential vehicle impound.

3.  Eating while driving: SAR 150.

Key Points:

1.  NT is not responsible for personal traffic or parking violations.

2.  Repeated offenses will be escalated to HR for review.

3.  Employees may be charged for repair, replacement, or downtime caused by reckless use.

4.  To know more about traffic violations, please visit: https://www.moi.gov.sa/

1 Vehicle Return and Handover

Vehicles must be returned in clean, operable condition at the end of assignment, project, or employment term. Any damages or issues must be reported during the handover process.

9. Vehicle Return and Handover

Vehicles must be returned in clean, operable condition at the end of assignment, project, or employment term. Any damages or issues must be reported during the handover process.

Key Points:

1. Final inspection must be documented.

2. Fuel levels, cleanliness, and physical condition will be assessed.

3. Missing accessories or damage will be charged to the driver if not justified.

10. Policy Compliance and Review

All users must sign the Vehicle Acknowledgment Form before being assigned a vehicle. NT reserves the right to audit vehicle usage, maintenance logs, and driver behavior as part of compliance enforcement. This policy is subject to periodic review in line with new traffic regulations, insurance laws, or business requirements.

Key Points:

1. Signed acknowledgment is mandatory for policy enforcement.

2. Policy will be reviewed annually or as needed.

3. Drivers must seek clarification from HR or Admin for any ambiguities.

11. Forms and References

In progress

In progress

In progress

1.Organizational context

1.1 Introduction and Purpose

The purpose of this procedure is to explain how Norconsult Telematics (NT) identifies internal and external factors that influence its ability to provide professional consultancy services. This also includes understanding the needs and expectations of interested parties that affect our Integrated Management System (IMS) and influence our strategy and day-to-day operations.

Our goal is to ensure that our services are aligned with our strategic direction, operational goals, and customer expectations by regularly reviewing relevant business contexts and stakeholder needs.

1.1.1 Process Turtle Diagram

 

1.1.2 References

1.1.3 Terms & Definitions

1.2 Application and Scope

This procedure applies to all departments and services offered by Norconsult Telematics (NT). It supports compliance with Clause 4.0 of ISO 9001:2015 (Quality), ISO 14001:2015 (Environmental), and ISO 45001:2018 (Occupational Health & Safety).

The purpose is to help NT identify and respond to internal and external factors that affect our ability to deliver high-quality consultancy services. This includes:

1.  Understanding laws, regulations, and market trends that apply to our sectors (Telecom, ICT, Power Utilities, and Government).

2.  Monitoring competitors, technologies, and customer expectations.

3.  Aligning our policies, objectives, and resources with business opportunities and risks.

4.  Using this understanding to make informed decisions and manage risks effectively across all functions.

5. This procedure lays the foundation for risk-based thinking and ensures we are proactive in managing change and delivering consistent value to our clients.

1.3 Organizational Context

NT’s approach to planning and maintaining its Integrated Management System (IMS) is built on a continuous improvement model. We regularly assess internal and external factors that could affect our consultancy services, strategic direction, and ability to meet client expectations.

We use established tools such as SWOT (Strengths, Weaknesses, Opportunities, Threats) and PESTLE (Political, Economic, Social, Technological, Legal, Environmental) analysis to:

1. Understand our business environment

2. Identify challenges and opportunities

3. Assess organizational capabilities and gaps

4. Guide our strategy and operational planning

Only the issues that directly affect NT’s ability to meet its objectives are prioritized. For each key issue identified, we take the following steps:

1. Determine whether the issue needs immediate action or further study.

2. Develop realistic strategies and allocate resources to address it.

3. Link these findings to our risk management process and improvement plans.

This process ensures NT remains aligned with client needs, regulatory requirements, and changes in our operating environment—locally, regionally, and globally. It also strengthens our ability to plan effectively, manage risk, and seize opportunities.

We conduct a formal review of this context at least once a year, or sooner when launching new services, projects, or strategic initiatives.

1.3.1 Internal Issues

NT’s internal context focuses on the people, systems, values, and resources that influence how we operate. Understanding our internal strengths and weaknesses helps us make informed decisions and improve how we deliver services.

We use the Context & Interested Parties Matrix and SWOT Analysis Template to capture and analyze these internal factors.

1.3.1.1 Strengths

These are the qualities that give NT an edge in the consultancy market:

v What do we do better than others?

v What capabilities set us apart in terms of client delivery, quality, or innovation?

v  How do our tools, frameworks, or talent give us an advantage?

Examples may include our experienced consultants, proven methodologies, client relationships, and digital enablement capabilities.

1.3.1.2 Weaknesses

These are internal areas where we need to improve:

v What are our recurring issues or bottlenecks?

v Are there skill gaps or outdated processes?

v  What do internal reviews or client feedback tell us we could do better?

This helps us focus on areas such as resource allocation, cross-functional coordination, or system upgrades.

1.3.1.3 Opportunities

These are trends or conditions NT can leverage to grow:

v Are there new client needs in digital transformation or public sector reform?

v Are there market or regulatory changes creating new service opportunities?

v Are there technologies we can adopt to increase our efficiency?

v We also look at global best practices to identify gaps we can fill in our current offerings.

1.3.1.4 Threats

These are risks that may affect our ability to deliver or grow:

v  Are there potential disruptions due to regulatory changes or economic instability?

v  Are there new competitors in the Saudi or regional markets?

v  Could staffing issues, such as turnover or skills shortages, pose a risk?

Understanding these threats allows NT to take proactive actions through risk mitigation and strategic planning.

1.3.2 External Issues

Understanding external factors helps NT align its services with the evolving business environment. These external factors are identified using the Context & Interested Parties Matrix and further analyzed through the PESTLE Analysis Template. The goal is to recognize external risks and opportunities that may impact NT's consultancy services across sectors such as Telecom, ICT, Power Utility, and Government.

1.3.2.1 Political

We examine political factors that can affect how we operate, such as:

v  National regulations on local content or Saudization

v  Government incentives or restrictions on foreign consultancy services

v  Public-sector restructuring initiatives (e.g. Vision 2030 reforms)

v Political stability and government leadership priorities

v Influence of lobbying groups and policy shifts

1.3.2.2 Environmental

We consider environmental aspects that affect our business directly or indirectly:

v  Environmental regulations applicable to client sectors (e.g. utilities, infrastructure)

v  Government focus on sustainability and green energy projects

v  Clients’ environmental performance requirements

v  Stakeholder expectations for environmental reporting or responsibility

v Market shifts toward environmentally responsible services

1.3.2.3 Technological

Technology developments shape how NT delivers services and competes:

v  Emerging digital tools (e.g. AI, BIM, Digital Twin) relevant to consulting

v  Automation of client operations requiring advisory support

v  Advancements in telecom and smart infrastructure

v  Demand for integrated project monitoring systems

v Risks of cybersecurity and data handling in digital consultancy work

1.3.2.4 Social/Cultural

Social trends influence the needs and expectations of clients and employees:

v  Shifts in consumer or citizen expectations (e.g. demand for digital services)

v  Rising importance of local employment and workforce development

v  Changes in workforce demographics and lifestyle preferences

v Public demand for transparency, especially in government contracts

v Evolving norms around remote work, inclusion, and knowledge sharing

1.3.2.5 Legislative

We monitor laws and regulations affecting our services and operations:

v Compliance with Saudi Labour Law, MISA, GOSI, MoF, and Local Content Authority

v Evolving procurement rules and public sector contracting guidelines

v ISO compliance requirements (9001, 14001, 45001, 27001)

v Legal responsibilities for data protection and client confidentiality

v Licensing, tax, and registration obligations in KSA and other regions

1.3.2.6 Economic

We assess how economic factors impact our business environment:

v  Government spending on infrastructure and digital transformation

v  Inflation, interest rates, and budget allocations for key sectors

v  Oil price fluctuations and their impact on project investments

v Growth in adjacent markets like smart cities or energy efficiency

v Foreign investment trends and diversification strategies in the region

1.4 Interested Party Requirements

NT acknowledges that various stakeholders influence our ability to deliver consistent, high-quality consultancy services. Some expectations—such as legal or contractual obligations—are mandatory. Others, such as industry standards or voluntary commitments, may be adopted to enhance value or reputation.

Once we identify and agree to an expectation, we treat it as a requirement within our Integrated Management System (IMS).

1.4.1 Identifying Interested Party Requirements

Each department manager, in coordination with the QEHS Manager, is responsible for identifying stakeholders (interested parties) related to their function. These may include:

v  Clients and end users

v  Government regulators and municipalities

v  Employees and subcontractors

v  Partners and vendors

v  Certification bodies and auditors

Their needs and expectations are captured using the Context & Interested Parties Matrix. We assess how these needs may affect:

v  Our ability to meet NT’s objectives and service quality

v  Compliance with ISO and legal standards

v  Client satisfaction and retention

Each Head of the Business Unit in conjunction with the Head of Business Excellence and Gov. ranks the interested parties according to their degree of Priority and their Relevance (1 low, 4 high) to current objectives, policies and conformity of products and services. The spreadsheet multiplies these scores to generate an overall Power score that represents the Risk Priority Number (RPN) that is used to prioritize the adoption of any relevant need or expectation.

1.  Relevance – effects upon organizational activities

2.  Priority – effects on decisions the organization makes

3.  Power – combined effects of influence the interested party has (Risk Priority Number RPN)

1.4.2 Interested Party Scoring Matrix

 

1.4.3 Action Matrix

 

Department Managers, together with the Head of BXG, decide on how to address each need—either by updating internal processes, adjusting project activities, or aligning objectives. These decisions are submitted to Top Management for review and approval using the QEHS Context & Interested Parties matrix.

1.4.4 Monitoring and Review

Each Department Manager must reassess stakeholder needs:

v When new parties are identified

v  When requirements or regulations change

v  During audits or reviews

v  When mitigation strategies require revision.

Reassessments include updates to plans, resource allocations, and timelines. Any major changes must be reviewed with Top Management. The effectiveness of actions taken is monitored and evaluated regularly.

1.5 Process Matrix & Application

1.5.1 Process Matrix

NT uses a dedicated Process Matrix Template to map how each requirement of ISO 9001:2015, ISO 14001:2015, and ISO 45001:2018 is applied across our operations.

This template:

v  Aligns each ISO clause with NT’s core, management, and support processes

v  Shows how processes interact and depend on each other

v  Helps ensure that all applicable ISO requirements are addressed within the IMS

The Head of BXG, together with Top Management, is responsible for preparing, reviewing, and updating the Process Matrix to ensure it remains current and reflective of NT’s evolving service landscape.

1.5.2 Process Application

NT also uses a Process Application Template to clearly define how ISO requirements are applied at the functional level. This tool:

v  Maps ISO clauses to specific functions, departments, or project teams

v  Shows how responsibilities for quality, environmental, and OH&S requirements are distributed

v  Supports cross-functional coordination and helps assign accountability

v  Forms the basis for NT’s internal audit program

Together, the Process Matrix and Process Application templates serve as a roadmap for NT’s Integrated Management System. They are used by internal teams, auditors, and external stakeholders to understand how our processes align with ISO standards and contribute to continuous improvement.

These templates also ensure our consultancy services are delivered consistently across different domains, including Telecom, ICT, Power Utility, and Government sectors.

1.6 Forms & Records

All documents and records generated through this Organizational Context procedure are managed as per NT’s Documented Information Control Procedure. This ensures proper storage, version control, access rights, and retrieval.

The following templates and forms are used to support this procedure:

 

All records are stored in digital format and updated as part of our Management Review Cycle. It is the responsibility of each process owner to ensure that these documents remain up to date and are available during audits or upon request.