Direct Purchase Procedure - Approved July 2024
Direct Purchase Procedure
For Official Use Only This document is the property of Oman Investment Authority. Neither the whole nor part of this document may be copied or used without prior written consent. Copyright © Oman Investment Authority (OIA); All rights reserved, uncontrolled if printed.
DOCUMENT CONTROL SHEET Creation and change record Date Author
Version Change Reference
May 2024
Administration directorate
1.0
N/A
Reviewer (s) Name
Date
Governance, Risk & Compliance Directorate
May 2024
Legal Directorate
May 2024
ADPO F&A
June 2024
Approver (s) Name
Date
OIA’s Steering Committee
July 2024
Distribution Copy No.
Name
Location
1
OIA
Headquarters
Issue Details Release Date
15/07/2024
Next Review Due Date
16/07/2026
2
Table of Content
1. Definitions and Interpretation ................................................................................................ 4 1.1 Abbreviations ....................................................................................................................... 4 1.2 Definitions ............................................................................................................................ 4 2. Introduction ............................................................................................................................ 6 2.1 Objectives of this Procedure ............................................................................................ 6 2.2 Effective Date ................................................................................................................... 6 2.3 Applicability...................................................................................................................... 6 2.4 Scope of this Procedure ................................................................................................... 6 2.5 Revisions........................................................................................................................... 6 2.6 Compliance with this Procedure ...................................................................................... 7 3. Confidentiality and Conflict of Interest .................................................................................. 7 4. Approval of the Category and Whitelist Items ....................................................................... 7 5. Direct Purchases Workflow..................................................................................................... 7 5.1 Financial Threshold (Ad Hoc Purchases within an approved budget) ............................. 7 5.2 Types of Direct Purchase Requests: ................................................................................. 7 5.3 Approval process .............................................................................................................. 8 6. Invoice Processing................................................................................................................... 9 6.1 Invoice Receipt: ................................................................................................................ 9 6.2 Invoice Review and Verification:.................................................................................... 10 7. Payment Process through the Finance Directorate.............................................................. 10 7.1 Financial Verification:..................................................................................................... 10 7.2 Approval for Payment: ................................................................................................... 10 7.3 Payment Processing: ...................................................................................................... 10 7.4 Notification of Payment: ................................................................................................ 10 7.5 Record Keeping: ............................................................................................................. 10 Annexure A.................................................................................................................................... 14 Annexures B .................................................................................................................................. 15 Annexure C.................................................................................................................................... 17
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1. Definitions and Interpretation In the context of construing and implementation of this Procedure, the following definitions and abbreviations shall apply:
1.1 Abbreviations Term
Abbreviation
AD
Administration Director
ADPO – F&A ADPO – P&C
Assistant Deputy President - Finance & Assurance Assistant Deputy President - People & Change
C&P
Contracts & Procurement Deputy President Investments Deputy President Operations
DPI
DPO DoA GRC
Delegation of Authority
Governance, Risk and Compliance
M
Manager
OMR
Omani Riyal
OIA SM
Oman Investment Authority
Senior Manager
1.2 Definitions Term
Definition
Financial transactions for items or services not on the approved Whitelist, intended for urgent and emergency needs that could impact business continuity, reputation or safety. Also referred to as the Budget Holder, assumes leadership for a specific department within OIA, overseeing both its operations and financial management. They are responsible for planning, allocating, monitoring and making decisions regarding the department's financial resources to ensure alignment with Organizational goals and optimize resource utilization. A classification or grouping of expenses that share common characteristics or purposes. This approach is used to organize financial transactions and facilitate the tracking, managing and analysis of spending behavior. Maintaining authorized restrictions on information access and disclosure, safeguarding personal and private data. A situation arising when an employee's interest conflicts with his/her fiduciary duties or responsibilities due to a direct or indirect involvement in the Direct Purchase.
Ad-hoc Purchase
Department Head
Category
Confidentiality
Conflict of Interest
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The approved administrative and financial authorities are assigned by the Board of Directors. A procurement method that allows OIA Directorates/Departments to procure goods or services that are listed on the approved Whitelist, thereby exempting these specific transactions from the standard procedures of the Contracts and Procurement Department. This approach offers a streamlined alternative for acquiring pre-approved items, enabling faster procurement while ensuring full adherence to all OIA policies and procedures. The date on which the Direct Purchase Procedure shall become approved by OIA President. A procedural response activated when a department fails to adequately plan for necessary goods or services beyond the approved Whitelist, leading to an urgent need to initiate a direct purchase due to oversight or negligence. This protocol ensures that operational continuity is maintained while addressing accountability and preventing recurrence A formal offer submitted by external entities for the execution of work, provision of services, or supply of materials consistent with the approved Direct Purchase Procedure and Whitelist. The department initiating procurement or contract processes in line with these Direct Purchase Procedure. Employees of OIA, whether full-time, part-time, temporary or on a contractual basis. An individual, company, or organization that provides goods or services to another entity, typically as part of a supply chain.
Delegation of Authority
Direct Purchase Procedure
Effective Date
Misplan Protocol
Offer
Requesting Department
Staff Members
Supplier / Consultant
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2. Introduction This Procedure, enacted as a guideline by OIA, sets forth a structured framework for the direct purchase of goods and services listed on the approved Whitelist. Designed to streamline the purchasing process by exempting specified transactions from the standard procedures of the Contracts and Procurement Department, this procedure is intended to enhance efficiency and responsiveness across all OIA procurement activities. It mandates compliance from all OIA personnel involved in the direct purchase process, providing them with precise guidelines to ensure consistency with the OIA's strategic objectives and adherence to regulatory laws and regulations. This Procedure reflects OIA's commitment to maintaining effective, transparent and accountable procurement practices. 2.1 Objectives of this Procedure a. Restrict direct purchase procurement activities solely to those approved within the Whitelist, aiming to establish a streamlined process and ensure sufficient controls wherever applicable; b. Set the key principles for direct purchases and other financial transactions to ensure the selection of Supplier / Consultant is justified and aligned with the approved Whitelist, and manage non-purchase payments transparently and compliantly, as stated in Annexure C; c. Provide direction and guidelines for various aspects of the Procedure and clarify the roles and responsibilities of each individual; and d. Ensure segregation of duties for compliance and control in Direct Purchase Requests. 2.3 Applicability This Procedure shall apply to all OIA personnel involved in the direct purchase process. 2.4 Scope of this Procedure This Procedure governs Direct Purchase Requests as per the approved Whitelist. Transactions outside this remit shall adhere to OIA's Contract & Procurement Policy and its accompanying procedures. This Procedure covers the entire process of initiating, approving, processing and recording direct purchases at OIA, including handling invoices and payments. 2.5 Revisions a. The Director of the Administration Department holds the prerogative to authorize amendments to this Procedure. All modifications must undergo thorough documentation and receive formal approval according to the DoA prior to circulation and implementation. b. The Whitelist is subject to a biennial review or as deemed necessary based on business requirements. 2.2 Effective Date This Procedure becomes effective from the date of its approval.
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2.6
Compliance with this Procedure Adherence to this Procedure is mandatory for all relevant stakeholders within OIA.
3.
Confidentiality and Conflict of Interest In accordance with Article 3.0 of OIA Procurement and Tendering Policy.
4.
Approval of the Category and Whitelist Items a. Adding or removing any category of items or specific items from the Whitelist necessitates approval from the DPO. b. The Requestor shall initiate and complete the Category Creation Form, providing the following mandatory information: c. "Category and sub-category name" d. "Applicable departments that will be using this Category" e. "Approval workflow based on Category and sub-category" f. The Requesting Department Chief / Director shall review and endorse the category creation form. g. The C&P Department shall review the category creation form to verify adherence to the Procurement and Tendering Policy. h. GRC shall review adherence to regulations and controls. Direct Purchases Workflow In applying the provisions of this Procedure, identical supplies and works or services shall not be split. The direct purchase workflow involves the following steps: 5.1 Financial Threshold (Ad Hoc Purchases within an approved budget) a. Director/Chief Approval: purchases not exceeding OMR 1,000. b. ADPO – F&A approval: purchase exceeding OMR 1,000 and up to OMR 10,000. c. DPO approval: purchases exceeding OMR 10,000 but up to OMR 100,000. d. President approval: purchases exceeding OMR 100,000 and up to OMR 200,000. e. Further details are in Annexure A. 5.2 Types of Direct Purchase Requests: a. Single Sourcing: This section applies solely to the items included in the whitelist. (i) Voluntary single sourcing: Applicable to technical and advisory work or services necessitating specific technical expertise, or in scenarios where competitive sourcing could disrupt the activity, leading to significantly higher losses than would be incurred through single sourcing.
5.
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(ii) Involuntary single sourcing: The acquisition of goods and services that are exclusively manufactured, imported, or provided by a single Supplier / Consultant. These items must be sourced directly from the production site or are available solely through a unique distributor or provider, whether in Oman, the GCC, or internationally. b. Competitive Sourcing This applies exclusively to items C07 and C08 (investment and finance related purchases) listed on the Whitelist. 5.3 Approval process a. Initiation and form completion: (i) Requestor: Responsible for initiating the Direct Purchase request, ensuring that requests align with organizational needs, approved the Direct Purchase Procedure along with the approved Whitelist categories, and completing the request form in the Oracle system. (ii) For event management/catering, the Requesting Department should complete the Event Request Form and the Facility Team shall process the request. b. Review and approval (i) Requesting Department's Line Manager reviews and approves Direct Purchase Request forms for necessity and budget alignment. (ii) Budget Holder/Department Head approves all Direct Purchase Request Forms, overseeing budget compliance. c. Evaluation - Direct Purchase Evaluation Form (DPEF): (i) A technical and commercial evaluation of all received bids must be conducted for all competitive sourcing activities and the Direct Purchase Evaluation Form (DPEF) provided in Annexure B should be filled out. For amounts less than or equal to OMR 1,000, DPEF is not required. (ii) All Direct Purchase Evaluation Forms (DPEF) must be approved by the Requesting Department's Line Manager and the Budget Holder/Department Head before any financial commitments are made. d. Negotiations: Negotiations are essential in the Direct Purchase process to secure better value and favourable terms and the Line Manager and Budget Holder/ Department Head to be part of these negotiations. Furthermore, it is imperative that the outcomes of these negotiations are documented and preserved as part of the official records. e. Award and notification: (i) Where applicable, the selected Supplier / Consultant must be formally informed of their selection through an email confirming the acceptance of their proposal. (ii) If the Supplier / Consultant is not listed in the system, the Requestor must inform the C&P Department to register the Supplier / Consultant.
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f. Factors to consider: (i) If the Requestor or any staff member of OIA associated with the Direct Purchase Request identifies a conflict of interest, as defined in Article 3 of this Procedure, they shall adhere to the following actions: - The staff member shall avoid soliciting offers from any company where a potential conflict of interest exists. - The staff member shall immediately report the conflict upon discovery. - Additionally, the staff member shall refrain from participating in or influencing the sourcing process in any manner, whether directly or indirectly. This precaution is essential to maintain the integrity and fairness of the Direct Purchase Procedure. (ii) Compliance and Transparency: Ensuring that valid justifications support single-sourcing requests to ensure compliance and transparency. (iii) Diversity and Equal Opportunity: Upholding transparency, equal opportunity, and diversity in Supplier / Consultant selection, with a preference for local Supplier / Consultant having Riyada certification. (iv) Should a situation arise where services or products (not included in the Whitelist) have expired due to business circumstances, this scenario typically represents a planning oversight and should be managed via Direct Purchase under the Misplan Protocol. (v) Any renewal, excluding C07 and C08, where competition among multiple vendors is possible, should be handled through the C&P process. (vi) For C07 and C08, where the respective business units undertake a competitive process to procure these services, approvals shall be followed as per the DoA and adequate segregation of duties shall be maintained. Invoice Processing Efficient invoice processing is crucial for timely and accurate payment to Supplier / Consultant. The following steps outline the invoice processing procedures: 6.1 Invoice Receipt: a. Where applicable, the Requestor shall receive the invoice from the Supplier / Consultant and verify its accuracy by comparing it against the delivered goods or services and any associated documentation. This verification process should occur after the goods or services are delivered. b. The Requestor shall input the invoice details into the Oracle system and link the invoice with the approved request. This Procedure verifies that the received goods or services correspond with the original order and the agreement (if applicable) made with the Supplier / Consultant. c. For procurement related to administration needs, such as hotel reservations, catering, ticket reservations, the administration team is responsible for receiving the invoice and affixing it with the request form. Subsequently, the Requesting Department should review, confirm, and approve the invoice.
6.
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6.2 Invoice Review and Verification: The Line Manager shall validate the goods or services that have been delivered. This entails verifying that the delivery adheres to the predefined standards and specifications that were established during the Direct Purchase process.
7.
Payment Process through the Finance Directorate
7.1 Financial Verification: The Finance Directorate is responsible for reviewing and verifying the accuracy of the invoice details against the order and other supporting documents before proceeding with the payment process. Additionally, the Finance Directorate shall ensure adherence to applicable tax regulations, quotations, engagement letters and agreements (if applicable), etc. 7.2 Approval for Payment: a. If all criteria/documentation are met, the Finance Directorate shall approve the invoice for payment in line with the DoA. b. In the event where an invoice fails to meet the established criteria or documentation requirements, the Finance Directorate shall reserve the right to request clarifications and may reject the payment if the process is found to be incorrect. 7.3 Payment Processing: a. The Finance Directorate shall process the payment to the Supplier / Consultant upon approval in accordance with OIA's financial policies and practices, ensuring that all payments are made in accordance with the terms and conditions set forth by OIA or as agreed upon between the involved parties. b. Payments made via credit cards for items within the purview of the Whitelist should be handled through the Direct Purchase process, and the Finance directorate must adhere to the Finance Policy and Procedures for Credit Cards. 7.4 Notification of Payment: Once the payment has been made, the Finance Directorate sends an email notification to the relevant stakeholders, including the Supplier / Consultant and the requesting department, regarding the payment status. 7.5 Record Keeping: The Requester and the Finance Directorate shall ensure that all documentation associated with the purchasing and payment process, including the Direct Purchase Form, invoices, delivery validation and payment records, contracts, agreements, is appropriately filed for future reference and audit purposes.
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Approval of the Categories and Whitelist Items Owner: Staff Members
The objective of the Whitelist within the Procedure is to manage it efficiently through a transparent system of review and approval, ensuring organizational integrity and adaptability.
Objective
Requestor
Requesting Department Line Manager Budget Holder/Department Head
Personnel involved
C&P GRC DPO
IM&T
IT systems used within the process
Oracle ERP
Procedure
Responsibility
Initiate and complete the Category Creation Form
Requestor
1
Department Line Manager, Budget Holder/Department Head, C&P, GRC
Review and endorse the Category Creation Form
2
Approve the Category Creation Form
DPO DPO
3 4
Approve the addition or deletion of any item in the Whitelist Create / delete the Category or Whitelist item in the Oracle ERP
IM&T
5
Direct Purchase Request Workflow Owner: Staff Members
To streamline the purchasing process, enabling the swift and efficient acquisition of necessary goods and services while ensuring transparency and fairness in accordance with approved Procedures and Whitelist.
Objective
Requestor
Requesting Department Line Manager Budget Holder/Department Head
Personnel involved
Finance Directorate
IT systems used within the process
Oracle ERP
Procedure
Responsibility
Initiate the Direct Purchase Request, ensuring alignment with organizational needs, approved Direct Purchase Procedures and Whitelist categories. Review and approve Direct Purchase Request for necessity according to the approved Direct Purchase Procedure together with the approved Whitelist.
Requestor
1
Department Line Manager
2
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Budget Holder/Department Head
Approve Direct Purchase Requests, overseeing budget compliance.
3
Submit a duly filled and authorized Direct Purchase Form (DPF) as per the DoA for Competitive Sourcing.
Requestor
4
Conduct negotiations to secure better value and favorable terms.
Requestor
5
Uphold transparency and diversity in supplier selection, preferring local suppliers with Riyada Certification. Ensure single sourcing requests are substantiated for compliance and transparency, aligning with the approved Direct Purchase Procedures. Formally notify the selected Supplier or consultant of their selection and confirm acceptance of their Offer.
Requestor
6
Requestor
7
Requestor/ Finance Directorate
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Reference & Related Documents
Direct Purchase Request (DPR) Quotations/Offers/Proposal
Direct Purchase Form (DPF) for Competitive Sourcing
Agreement
Receipt Notification
Invoicing and Payment Workflow Owner: Staff Members
To ensure efficient, accurate, and compliant management of financial transactions related to Direct Purchase Requests. This includes proper invoice processing, adherence to budgetary constraints, financial verification, and timely payments, all while maintaining transparency and good supplier relationships.
Objective
Requestor
Personnel involved
Line Manager
Finance Directorate
IT systems used within the process
Oracle ERP
Steps
Procedure
Responsibility
Receiving the invoice from the Supplier / Consultant and verifying its accuracy by comparing it against the order and any relevant delivery documentation. Entering the invoice details into the Oracle ERP system and linking them to the Direct Purchase Requisition number to verify alignment with the original order and agreement, while attaching all supporting documents. This includes, but is not limited to, the Direct Purchase Form (DPF), quotations, invoices and receipt notifications. Validating the delivery of goods or services against the Direct Purchase Procedures standards and specifications and agreements. Conducting an in-depth review of the invoice to ensure it aligns with the provided quotations, the contractual agreement (if applicable), and tax requirements.
Invoice Receipt and Accuracy Check Invoice System Entry and Requisition Linking Goods/Services Delivery Verification
Requestor
Requestor
Line Manager
Financial Invoice Review
Finance Directorate
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Approving the invoice for payment, given that all required criteria and documentation are met; reserves the right to request further clarifications or reject if necessary. Executing the payment to the Supplier following approval, adhering to the organization's financial policies. Notifying the Supplier / Consultant via email that the transaction has been completed. Ensuring all documentation related to the purchase and payment, including the Direct Purchase Form, invoice, delivery validation, and payment records, is accurately filed for audit purposes.
Payment Approval
Finance Directorate
Processing of Payment Supplier Payment Notification Documentation and Record Filing
Finance Directorate
Requestor/ Finance Directorate
Requestor/ Finance Directorate
Direct Purchase Request (DPR) Quotations/Offers/Proposal
Reference & Related Documents
Direct Purchase Form (DPF) for Competitive Sourcing
Negotiations Outcomes
Agreement
Receipt Notification Cancellation of Direct Purchase Request Owner: Staff Members Guidelines
This Procedure Manual should be read alongside the following documents: o DoA o Direct Purchase Request
Generally, the requester shall take utmost care in avoiding situations of Direct Purchase Requests (DPRs) cancellation whenever possible. Nevertheless, should the cancellation of a DPR become necessary, it must receive formal approval from the designated authority as outlined in the DoA. Cancellation of a DPR is permissible solely in circumstances where the goods or services are determined to be no longer required. Any cancellation must be supported by a compelling justification. A DPR cannot be cancelled if the goods or services have already been received.
IT systems used within the process
Oracle ERP
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Annexure A
Threshold
ADPO P &
ADPO F &
Authority
Directors
Governance Units
Chiefs/
(OMR)
DPO
SM
M
A
P
C
GRC
Legal
Approval of Ad Hoc Payments less than or equal to OMR 1,000
A
C
R/I
≤1k
Approval of Ad Hoc Payments greater than OMR 1,000 up to OMR 10,000 Approval of Ad Hoc Payments greater than OMR 10,000 up to OMR 100,000 Approval of Ad Hoc Payments greater than OMR 100,000 up to OMR 200,000
A
C
R/I
> 1k ≤ 10k
A
C
C
R/I
> 10k ≤ 100k
A
C
C
R/I
> 100k ≤ 200k
Note: The eligibility criteria for Ad hoc Purchases apply solely to Non-Whitelist Items combined with either urgency or impact or emergency conditions, as detailed below. Ad hoc items do not apply under the Misplan Protocol. 1. Non-Whitelist Items: The item or service requested must not be part of the pre-approved Whitelist of goods and services. This ensures that ad-hoc payments are reserved for truly exceptional needs. 2. Urgency and Impact - Business Impact: The request must be essential for the continuation of business operations and is likely to cause significant disruption if not addressed promptly. - Reputational Damage: The need should be critical enough that failure to address it promptly could damage the organization's reputation. 3. Emergency: may be executed in cases that are considered emergencies and may if not carried out lead to the potential risk to life, safety or the environment and are defined as follows: - Cases that pose an immediate danger to life and safety in situations that constitute, but are not limited to, natural disasters, workplace accidents or any medical condition. - Cases that pose a health risk related to any of the aforementioned cases, leading to immediate, long-term or permanent health risks if not addressed immediately. - Cases that threaten the natural environment, including plants and animals, which may cause considerable immediate or long-term damage if not immediately addressed. - Cases that lead to a danger resulting from service discontinuity or wide-ranging disruption if not dealt with immediately. - Cases that lead to unplanned and unforeseen business disruptions. 4. Timeframe: Following the fulfillment of the above criteria, the time frame for processing the request and completing the procurement must be within 30 days from the identification of the need.
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Annexures B
Direct Purchase Form
1. GENERAL DATA (T O BE FILLED BY R EQUESTOR ) Project Title Type of Sourcing
Direct Purchase Request (DPR) No.
Requesting Department
DR Approved Date
Project Duration
Request for Quotation Floated Date
No. Suppliers Invited
No. Suppliers/Consultants Submitted
Proposals Receiving Date Technical Evaluation Completion Date
Proposals Submission Date
2. PURPOSE OF REQUIREMENT (T O BE FILLED BY R EQUESTER )
Requester to insert background that led to the requirement Requester to insert brief scope + deliverables
Note:
Requester to define the requirements, whether it is a new project or continual services, if continual, please state the previous contractor and awarded value and the difference in scope if any.
3. LIST OF SUPPLIERS/CONSULTANTS ( T O BE FILLED BY REQUESTOR ) Sr. No Suppliers/Consultants List
Remarks
1 2 3
4. TECHNICAL EVALUATION ( T O BE FILLED BY R EQUESTER )
Sr. No
Suppliers/Consultants List
Tech Score 100%
Remarks Qualified Qualified
1 2 3
Disqualified
The minimum score for technical qualification is xx% Note: - Refer to Annexure 1 for detailed Technical Evaluation Report
Reasons: Disqualified Bidders: -
Any disqualification MUST be supported with strong justifications.
5. COMMERCIAL EVALUATION ( T O BE FILLED BY R EQUESTOR )
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The commercial evaluation was based on the combined analysis/least cost methodology with xx:xx weightage (technical: commercial) in accordance with the criteria established. The technical score and the price were allocated depending on the percentage difference from the highest technical score and the lowest price.
Refer to Annexure 2 for detailed Commercial Evaluation Report.
Combined Evaluation
Overall Weight 100%
Sr. No
Price OMR
Technical Weight xx%
Commercial Weight xx%
Final Price (Negotiation)
Bidders List
Ranking
2 1 4 3
NA
1 2 3 4
NA NA
6. R ECOMMENDATION (T O BE FILLED BY R EQUESTOR )
It's recommended to approve awarding the aforementioned project to [Insert winner name] on the basis of (The highest combined technical/commercial weightage bidder) for total amount of OMR [Insert awarded value] and duration of [Insert duration].
7. A PPROVAL S IGNATORIES
Signatories
Name
Signature
Date
Technical Evaluation Prepared by (Requested Department - Requestor)
Technical Evaluation Reviewed & Verified by (Requested Department - Manager)
Technical Evaluation Agreed by (Requested Department – Budget Holder/Department Head)
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Annexure C
C01 – Utilities
1) Electricity 2) Water 3) Telecommunications
C02 – Government fees and dues
1) Licenses 2) Permits 3) Taxes 4) Attestation 5) Notarizations 6) CR/SPV registration/renewal/ Amendments 7) OCCI Issuance/renewal fees of the Membership Certificates for Omani Companies
C03 – Insurance
1) HE President Life Insurance 2) Vehicle Insurance 3) Directors & Officers Insurance
C04 – Board and committees’ related fees and expenses
1) Board sitting fees and expenses 2) Audit committee sitting fees and expenses 3) Tender committee sitting fees and expenses
C05 – HR/Employee related expenses
1) Recruitment related expenses 2) Learning & Development – Trainings only
3) Ex-employee rewards 4) Employee engagements 5) Conferences – HR related 6) Conferences - business related
C06 – Obligatory services
1) Obligatory services - Existing
(License payments, subscription charges, and similar expenditures are required to maintain services following a historical purchase decision. OIA is obligated to fulfill these payments unless it has decided to discontinue or replace the service. Examples include annual licenses, fee payment to Bloomberg, TNR, Cambridge Associates, Aladdin, INTERACTIVE DATA (EUROPE) LIMITED, Rimes Technologies Corporation, Eagle
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Investment System, S&P, Factset Research Systems Inc, "Thomson Reuter, (Refinitiv)", Serengeti, MSCI Inc, SS&CIT, Convene, Nevotek, Team Mate, Decree platform, PLC (Practical Law) etc. 2) Obligatory services - New Any new procurement resulting in obligatory services will be routed through the C&P team.
C07 – Investment related purchases
1) Due Diligence, Tax & MFN fees 2) Legal services fees
C08 – Finance related purchases
1) Appointment of External Auditors 2) Valuation
C09 – Administration related purchases
1) Purchase DPO, DPI Vehicles and VIP Guests vehicles 2) Fuel charges 3) Rental (car, store, etc.) 4) Purchase of mobile phones in accordance with HR policy 5) Spare parts for existing systems, including the firefighting system, access control system, CCTV system, and duress alarm 6) Film and ribbon for the card printer, as well as tags and holders for access cards
C10 –Venue Reservation and Catering
1) Reservation of venues and catering for official business purposes such as workshops, training, summits, conferences, meetings, staff gathering
2) Catering and foods items. 3) Mixed (event and catering)
C11 – Media
1) Media – newspapers, advertisements, and announcements 2) Takatuf – Ruwad Oman program – Campaigns 3) Media monitoring: - Meltwater system – annual invoice based on renewal and new packages - Social media – digital content distribution - Newswire service for international news distribution
4) Events: -
Venue booking – set up by Admin and invoice processed by Media team. - Hospitality, food, flowers, etc. - set up by Admin and invoice processed by Media team
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- Event registration app/webpage 5) SMS services with Infocom – based on usage, the account is top-up 6) Online payments for subscriptions such as Shutter Shock, a Twitter subscription of USD 1,000 on a monthly basis, and Twitter online campaigns 7) Online payments for global newspaper subscriptions 8) Online paid media 9) Miscellaneous expenses for exhibitions and events (flowers, hospitality, etc.) are capped at a maximum of 300 OMR per exhibition/event
C12 – Translation services
*C13 – Gifts and Giveaways
ADPO P & C
Governance Units
Threshold
Authority
Directors
DPI/DPO
Chiefs/
(OMR)
SM
M
P
GRC
Legal
* Approval of investment and operations-related gifts/giveaways up to OMR 1,000 Approval of gifts/giveaways greater than OMR 1,000 and less than xxx
A
C
R/I
≤ 1k
A
C
C
R/I
> 1k
* The provisions concerning gifts and giveaways are contingent upon the Board’s approval of the delegation of authority. These provisions will not be effective until such approval is obtained.
Note:- - DPO is authorized to approve gifts related to operations, whereas DPI holds the authority to approve gifts pertaining to investments. - HR farewell gifts are governed by the HR Policy. Note on the responsibilities of parties involved in the Direct Purchase Process: - This Procedure outlines the responsibilities of all parties involved, advocating for a strategic division of responsibilities that capitalizes on the expertise of each Directorate or Department. The Requester is entrusted with managing the procedural mechanics, while the Finance Directorate is responsible for overseeing payment processes. Both roles are critical in maintaining comprehensive audit trails, which are vital for the thorough review and validation of the Direct Purchase process's integrity. - Furthermore, the Contracts & Procurement (C&P) Department and the Governance, Risk, and Compliance (GRC) Directorate are instrumental in ensuring regulatory compliance and control. This structured allocation of duties not only enhances the efficiency and precision of the Direct Purchases process but also fortifies the overall governance framework, ensuring that each step of the process adheres to established standards and procedures.
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