1.1 Area Support Head

The Area Support Head oversees the performance, compliance, and strategic alignment of all assigned branches. This role ensures sales and operational targets are met, regulatory requirements are fulfilled, and a positive team culture is maintained across locations.

Key Duties

• Oversee operational performance of all assigned branches through regular store visits.

• Directly supervise Branch Heads; conduct one-on-one leadership huddles.

• Review sales, expense, and operations reports to identify trends and issues.

• Monitor inventory turnover, FEFO compliance, and re-ordering patterns.

• Ensure all branches have valid permits and licenses; coordinate with the Company Pharmacist for inspections.

• Lead area-wide execution of campaigns, promotions, and system updates.

• Facilitate the Opening Huddle with each branch daily (via call if needed).

Decision-Making Authority

• Approve escalated concerns on complaints, staffing, inventory, and operations.

• Decide on reallocation of stock, manpower, and gondola layouts.

• Approve promotional adjustments with Marketing.

• Endorse major CAPEX and maintenance requests to Head Office.

1.2 Store Supervisor / Branch Head

The Branch Head manages day-to-day branch operations, leads the team, ensures regulatory compliance, and delivers consistent customer experience while achieving sales and performance targets. They are the primary accountability holder for everything that happens in the branch.

Key Duties

• Oversee daily operations for efficiency, compliance, and profitability.

• Ensure on-time store opening and closing; maintain full staffing and workstation readiness.

• Prepare and approve weekly work schedules; conduct daily team huddles.

• Monitor sales performance and implement push strategies.

• Review POS records, safe counts, and bank deposits daily.

• Oversee stock receipt, FEFO compliance, expiry tracking, and planogram adherence.

• Initiate and approve branch re-orders based on sales trends and minimum stock levels.

• Act as final escalation point for customer concerns at branch level.

• Maintain valid branch permits and licenses; ensure regulatory recordkeeping.

• Handle initial disciplinary concerns; recommend HR actions where appropriate.

Decision-Making Authority

• Approve local purchases up to ₱5,000 per transaction.

• Authorize refunds, discounts, and replacements within policy.

• Approve schedule changes, breaks, and overtime.

• Issue first warnings; recommend disciplinary actions to HR.

1.3 Pharmacist-in-Charge (PIC)

The PIC ensures the safe and legal dispensing of all medicines, maintains regulatory compliance, supervises daily pharmacy operations, and provides professional patient counseling. The PIC has final authority on all prescription and clinical decisions.

Key Duties

• Validate prescriptions, decide on substitutions, and dispense medicines accurately.

• Provide medication counseling and maintain patient privacy.

• Maintain a valid PRC license and meet CPD requirements.

• Ensure branch compliance with RA 10918, DOH, and FDA regulations.

• Supervise deliveries, enforce FEFO storage, and maintain the near-expiry tracker.

• Recommend and initiate re-ordering of all pharmaceutical SKUs.

• Supervise staff in pharmacy operations; train and coach Pharmacy Assistants.

• Act as Emergency Leader when the Branch Head is absent.

Decision-Making Authority

• Approve or reject prescriptions, substitutions, and pharmaceutical deliveries.

• Isolate and report expired, damaged, or recalled products.

• Approve SC/PWD and other government-mandated discounts on prescription items.

1.4 Pharmacy Assistant

Pharmacy Assistants provide customer assistance, support dispensing under PIC supervision, manage POS transactions, maintain gondolas, and ensure non-pharmaceutical SKU availability. They are the frontline face of Shield Drugstore.

Key Duties

• Greet and assist customers; refer all medical or clinical inquiries to the PIC.

• Retrieve items, assist in labeling and packaging under PIC guidance.

• Operate Qashier POS; apply correct discounts and issue receipts.

• Assist in receiving deliveries and conducting expiry checks.

• Alert the PIC or Branch Head when stock is low; initiate re-ordering of all non-pharmaceutical SKUs.

• Maintain assigned gondolas, price tags, and planogram compliance.

• Keep the store clean and presentable at all times.

Decision-Making Authority

• Organize gondolas per approved planogram.

• Flag expiry or shortage issues to the PIC or Branch Head.

• Process POS transactions within assigned scope.

1.5 Company Pharmacist

The Company Pharmacist ensures enterprise-wide compliance with pharmacy laws, health regulations, and Shield Drugstore SOPs. Based at Head Office, this role oversees all branches for regulatory readiness, license renewals, product registration, audits, and training.

Key Duties

• Ensure compliance with RA 10918, RA 9711, DOH, FDA, BIR, and LGU requirements.

• Lead and track timely renewal of all LTOs, business permits, PTRs, and certifications.

• Conduct internal audits — quarterly pharmacy-specific, plus announced and surprise branch inspections.

• Develop and deliver compliance training for all pharmacy-related roles.

• Maintain a masterlist of FDA-approved items with valid CPR numbers for all stocked products.

• Monitor FDA advisories for banned or recalled products and coordinate immediate action.

• Ensure expired and damaged medicines are disposed of through DENR-accredited haulers with Certificates of Disposal.

Decision-Making Authority

• Approve or reject branch-level corrective actions during and after inspections.

• Sign off on permit applications and renewals.

• Approve product quarantine, pull-outs, or releases.

• Recommend delisting of suppliers or non-compliant SKUs.

1.6 Brand and People Experience Department

The Brand and People Experience Department integrates people management with brand and customer experience. It is composed of the Department Head (expanded from HR), the Company Pharmacist, and the Branch Head of the Training Branch. The Department holds final authority over hiring, termination, promotion, discipline, customer service standards, training requirements, and all company-wide outreach and compliance programs.

Key KPIs

1.7 Required Forms and Reports by Role

Each role is responsible for maintaining the forms and reports listed below. All documents are completed accurately, submitted on time, and stored per company recordkeeping standards.

2.1 Opening, Mid-Shift, and Closing Routines

Opening Routine — Standard Time: 7:00 AM

Opening staff must arrive by 6:30 AM. Before entering, conduct a perimeter visual check for signs of forced entry, tampering, or suspicious activity. Follow the Security Opening Protocol: approach with awareness, stand to the side while unlocking, turn on main lights immediately upon entry, and sweep the sales floor, backroom, and pantry before admitting customers.

Once inside: turn on AC and promotional screens; check CCTVs; review the Endorsement Logbook from the previous shift; verify Qashier POS terminals, internet connection, and barcode scanners; confirm gondola FEFO and planogram compliance; check cash float and enter into Qashier; submit required opening photos via the branch Google Form (see Appendix A).

Mid-Shift Routine — 12:00–1:00 PM

Refill gondolas using FEFO; verify price tags; conduct a cleanliness sweep; monitor cash float; handle customer concerns. Update the Grab Merchant App — mark unavailable any item with fewer than 2 units (fast-movers) or 1 unit (high-value/regulated). Conduct the mid-shift huddle and record it in the Huddle Notes Logbook.

Closing Routine

Generate the Qashier Z-Read, count and reconcile cash (two-person count when possible), prepare deposit or remittance, return misplaced items, secure high-value items, log out of all systems, and complete the Endorsement Logbook. Confirm CCTVs are operational before locking up. Submit required closing photos.

Cleanliness Standards

All areas — entrance, floors, counters, gondolas, pharmacy counter, backroom — must be clean, dust-free, and organized at all times. Floors swept and mopped at least twice daily; high-traffic areas more frequently. Counters disinfected before and after shift changes. Gondola shelves and product packaging free of dust. No personal items, food, or gadgets in customer-facing areas.

Emergency spills: isolate with caution signage, wear PPE, clean using correct materials, dispose safely, take before and after photos, log in the Emergency Cleaning Log, and notify the Branch Head or PIC for biohazard or customer-injury incidents.

2.2 Housekeeping

Daily tasks (all shifts): sweep and mop floors; wipe counters, gondolas, and fixtures; empty trash bins; restock housekeeping supplies; keep restrooms clean. Weekly tasks (assigned by Branch Head): deep-clean gondolas (remove products, wipe, restock per FEFO); clean light fixtures, signage, and air vents; wipe glass doors and windows inside and out; reorganize storage and backroom.

Monthly tasks (coordinated with Area Support): pest control, deep floor cleaning or polishing, and full backroom reorganization. The Branch Head assigns daily tasks at the morning huddle. Completed tasks are signed off in the Daily Housekeeping Log or the Google Form photo submission per Appendix A.

2.3 Safety Protocols

The Branch Head acts as Branch Safety Lead and is responsible for implementing this section. The PIC acts as Emergency Leader when the Branch Head is absent.

General Safety Requirements

• Keep walkways, aisles, and exits free of obstructions at all times.

• Store cleaning chemicals separately from medicines, devices, and food items.

• Inspect electrical cords and outlets regularly; report defects immediately.

• Maintain and log storage temperatures for cold-chain products; escalate excursions immediately.

Fire Safety

Fire extinguishers must be accessible, charged, sealed, and inspected at least monthly. All staff are trained on the PASS method (Pull, Aim, Squeeze, Sweep). Fire and earthquake drills are conducted at least twice per year with attendance logs. Emergency exits are kept clear and marked at all times.

Emergency Response

• Fire: Activate alarm, evacuate, use extinguisher only if fire is small and safe, call emergency services, account for all personnel.

• Earthquake: Drop, Cover, and Hold; evacuate calmly after shaking stops; watch for aftershocks.

• Typhoon/Flood: Elevate stock and electronics; shut off power to affected areas; suspend operations per Head Office directive or LGU order. Follow the Typhoon Status Report protocol — submit to Operations group channel and create an Odoo ticket within 2 hours of the safety check, including a risk rating (Green/Orange/Red).

• Robbery or violent threat: Prioritize life and safety; comply with demands; call authorities when safe; secure CCTV footage; report to Head Office immediately.

• Medical emergency: Call EMS/911; render first aid within scope; keep first aid kit stocked.

Shoplifting Prevention and Response

People safety first — no physical confrontation or pursuits. Use service-forward deterrence: greet within 10 seconds, offer baskets, check in with customers in high-risk zones. If exit without paying is attempted, the Branch Head may calmly engage at the exit using a neutral script: 'Hi, it looks like this item may not have been processed yet. Let's go back and sort it out.' If the customer refuses or becomes aggressive, disengage immediately — do not pursue.

Prohibited: physical contact, bag searches, locking exits, public shaming by staff. All shoplifting incidents are documented in an Incident Report and filed in Business Center (Odoo) within the same shift.

Emergency Codes

Code White — violent or disruptive behavior. Code Red — weapon or robbery. Code Green — medical emergency. Emergency code reference is posted in the staff area (see Appendix E).

Safety KPIs

2.4 Uniform and Grooming Standards

All staff must wear the official company-issued uniform and ID at all times while on duty. Uniforms must be clean, pressed, properly fitted, tucked in, and unaltered. Specific styles and colors are defined in the Uniform Appendix and updated via official Head Office memo.

Grooming standards: clean, well-groomed hair tied back if long; clean trimmed nails (neutral polish only, no extensions or nail art); daily bathing and deodorant; mild fragrance; minimal accessories (wristwatch, wedding band, small stud earrings only). No dangling earrings, multiple piercings, or visible tattoos that may distract or offend.

Supervisors conduct daily visual checks during huddles. Non-compliance is documented and addressed under the progressive discipline policy. Uniform replacement requests go through the People and Brand Experience Manager with a turnaround target of ≤7 calendar days.

2.5 Branch Keys and Access Control

Only Head Office-approved custodians may hold branch keys. Exactly two key sets are authorized per branch — unauthorized duplication is strictly prohibited and carries financial liability for lock replacement. Designated key holders: Branch Head, PIC, and one Area Head-approved alternate. A duplicate of all keys is stored at Head Office in a sealed, tamper-evident envelope accessible only with written top-management authorization.

Keys must never be left unattended or stored unsecured. Lost or stolen keys must be reported within 30 minutes — locks are replaced immediately. Alarm codes and digital access credentials are updated upon staff turnover or suspected breach. At least two authorized staff should be present during opening and closing whenever possible.

All key transactions (issuance and return) are logged in the Key Control Logbook. Use Appendix B (Key Holder Registry) and Appendix C (Acknowledgment of Key Responsibility) for the required documentation.

2.6 Timekeeping, Shift Scheduling, and Attendance

HR.my is the official timekeeping platform. Employees log time-in and time-out using the branch internet (WiFi or LAN) only — logs made outside the approved branch IP address are invalid and will not be processed for payroll. Tardiness of more than 5 minutes is recorded as late. HR.my attendance records are the sole basis for payroll.

Schedules are prepared using the Official Google Sheet Template, reviewed and approved by the Area Head, submitted to HR for labor compliance review, and posted at least 3 days in advance. Standard hours: Monday–Saturday 7:00 AM–8:00 PM; Sunday 7:00 AM–7:00 PM. On legal and special holidays, branches follow the Sunday schedule. Pharmacist holiday coverage is coordinated in advance by the Area Head and Company Pharmacist.

Absences must be reported at least 2 hours before shift start. Sick leave of 2+ consecutive days requires a medical certificate within 5 working days of return. Three or more unexcused absences in a month trigger HR escalation. No-call-no-show is a major violation. Relievers and floaters are deployed by the Area Head in coordination with HR.

2.7 Document Filing — Delivery Receipts, Logbooks, and Regulatory Files

Warehouse deliveries must be accompanied by a WH-01/OUT Receipt, verified against Qashier, signed upon receipt, and filed in the Warehouse Delivery Folder by month. Local purchase receipts are filed with supporting documents and forwarded to Accounting with the weekly petty cash liquidation.

Delivery Discrepancy Resolution Protocol

When a delivery from the Warehouse is received with shortages, overages, or damaged items, the following protocol governs how the branch handles the goods while the discrepancy is under investigation. The branch does not wait for resolution before making stock decisions — it follows this protocol to protect both the patient and the business.

Resolution timeline: The Warehouse must acknowledge all reported discrepancies within 24 hours and confirm the corrective action (resupply, credit, or swap) within 48 hours. If no response is received within 48 hours, the Branch Head escalates to the Area Head and Head Office Finance. Unresolved discrepancies beyond 72 hours are escalated to the Company Pharmacist for regulatory items.

Required Logbooks

All branches maintain the following logbooks, each labeled with branch name, purpose, and period covered. Completed logbooks are archived for at least 5 years:

• Sales Logbook — daily POS-based sales summary, validated against Z-Read.

• Prescription Logbook — FDA/RA 10918 mandated; records all dispensed Rx medicines.

• Temperature Logbook — twice-daily temperature readings; deviations escalated immediately.

• Incident Logbook — all irregularities, accidents, complaints, and unusual events.

• Key Control Logbook — issuance and return of all branch keys.

• Shield Drugstore Treats Redemption Logbook — daily loyalty redemptions.

• Overstock Logbook — excess stock in storage beyond shelf quantities.

• Remittance Logbook — daily cash remittance or deposit records.

• Senior Citizen Logbook — mandatory audit trail for SC discount transactions.

• Endorsement Logbook — shift-to-shift handover notes; signed by outgoing and incoming staff.

Endorsement Logbook — Minimum Required Fields

Every outgoing shift must complete all five fields below before signing off. An Endorsement Logbook entry with fewer than five fields completed is considered incomplete — the Branch Head must follow up with the outgoing staff before the next shift begins. Use Appendix AI (Endorsement Logbook Template) for the standard format.

The incoming shift Lead is responsible for reading and acknowledging the Endorsement Logbook within the first 10 minutes of their shift. Both the outgoing and incoming Lead sign the entry. If a concern in the logbook requires immediate action, that action takes priority over opening routine tasks.

Regulatory Documents

Branches maintain a Regulatory Folder with current copies of: FDA License to Operate (LTO) and Pharmacy Permit, Business Permits (Mayor's, BIR, Barangay, Fire Safety, Sanitary), Pharmacist PRC License and PTR, OSH Compliance Certificates, and Data Privacy compliance documents. Renewal applications are initiated at least 60 days before expiry. Expiry dates are tracked in the Regulatory Compliance Tracker in Business Center (Odoo).

2.8 Daily Team Huddles

Two huddles are held every operating day. The Opening Huddle is facilitated by the Area Head (via call if needed) before the branch opens to customers. The Mid-Shift Huddle is led by the Branch Head or PIC. Each runs 10–15 minutes.

Opening Huddle Agenda

• WIFLE (What I Feel Like Expressing) — a quick check-in from each staff member.

• Mission, Vision, and Core Values reminder.

• Announcements and updates from Head Office or Area Head.

• Prior-day sales and performance review.

• Strategic priorities, sales push items, and assignments for the day.

• Motivational close from the Area Head.

Mid-Shift Huddle Agenda

• Quick WIFLE — one-line check-in from staff present.

• Sales vs. target update; gap analysis.

• Adjustments to close the sales gap (push items, coverage, promos).

• Next-day planning: deliveries, replenishments, schedule.

• Commitments from each staff for the rest of the shift.

All huddle notes are recorded in the Huddle Notes Logbook and signed by the facilitator. The Sales Gap Adjustment KPI measures whether mid-shift actions closed at least 80% of the gap between the daily target and actual mid-day sales.

2.9 Cold-Chain Temperature Excursion Response Protocol

A temperature excursion is any period during which a cold-chain product — including insulins, some vaccines, biological preparations, and temperature-sensitive medicines — is stored outside its required temperature range. Excursions are time- and temperature-dependent: a minor drift for a short period may be acceptable; a significant excursion or a prolonged drift may render products unsaleable and potentially unsafe. This protocol defines what to do the moment an excursion is detected, regardless of cause.

Required Temperature Ranges

Excursion Detection and Immediate Response

An excursion is detected when the Temperature Logbook entry, a thermometer reading, or a refrigerator alarm shows a reading outside the required range. The response timeline is measured from the moment the excursion is detected — not from when it may have begun.

1. Record the exact temperature reading, date, time, and the name of the staff member who detected it in the Temperature Logbook immediately.

2. Do NOT open the refrigerator or freezer more than necessary. Every opening accelerates the temperature change.

3. Identify the likely cause: power outage, refrigerator door left open, refrigerator malfunction, or thermostat issue.

4. If the cause is a power outage: check the main breaker. Do not restore power to a flooded or water-damaged circuit. If power can be safely restored, restore it and monitor the temperature every 15 minutes.

5. If the cause is a refrigerator malfunction: immediately contact Head Office for emergency repair authorization. In the meantime, transfer products to an alternative compliant cold storage if available, using an insulated carrier with ice packs. Log the transfer time and destination.

6. Notify the PIC and Branch Head within 15 minutes of detection, regardless of time of day.

7. Notify the Company Pharmacist and Head Office via official channel within 1 hour.

Excursion Assessment — Do Not Sell Until Cleared

Once the excursion is detected, all affected cold-chain stock is placed on hold. The Company Pharmacist, in consultation with the supplier or the Pharmacopoeia guidelines, determines whether the stock is still safe and effective. This determination is based on:

• The temperature reached (how far outside the required range).

• The duration of the excursion (how many hours or minutes outside range).

• The specific product — some medicines tolerate brief excursions; others (e.g., insulin analogues, live vaccines) are highly sensitive.

Quarantine and Disposal

Products that the Company Pharmacist determines are no longer safe or effective are:

• Tagged Red and placed in the quarantine area with a label: 'Temperature Excursion — Do Not Sell — Pending Disposal Authorization.'

• Logged in the Expired Product and Quarantine Log (Appendix T) with the reason code 'COLD-CHAIN-FAIL.'

• Disposed of per Chapter 5, Section 5.2 — disposal requires a Certificate of Disposal for pharmaceutical waste.

• Reported to the supplier for potential credit or replacement, supported by the Temperature Logbook documentation.

Documentation

Every excursion, regardless of severity or outcome, requires a completed Incident Report filed in Business Center (Odoo) within the same shift. The report must include: excursion start and end times (estimated if not directly observed), temperature readings at detection and during recovery, products affected (name, batch, quantity), cause identified, corrective action taken, and the Company Pharmacist's disposition decision.

Prevention

• Refrigerator doors must never be left open during stock checks — complete checks quickly and close immediately.

• Do not overload the refrigerator — air must circulate freely around products.

• Do not store food, beverages, or non-medicine items in the medicine refrigerator.

• The refrigerator thermometer is checked and recorded twice daily — opening and closing — without exception.

• During a typhoon suspension, cold-chain stock monitoring is a specific duty assigned to the Safety Checker per the Typhoon Protocol (Chapter 2, Section 2.3). Record refrigerator temperatures at every check.

3.1 Customer Service Protocols

The S.H.I.E.L.D. Service Framework

• S — Smile and Greet: Acknowledge every customer within 10 seconds. Warm, polite, respectful. If already serving someone, acknowledge newcomers with eye contact or a short verbal greeting.

• H — Hear and Understand: Proactively approach and ask how to help. Provide special assistance to elderly, PWD, pregnant women, and customers with small children.

• I — Inform and Assist: Provide information confidently and clearly — hesitation creates doubt. Escort customers to products; do not point. Only PICs may provide medication counseling; Pharmacy Assistants may support only if guided and authorized by the PIC.

• E — Ensure Accuracy: Only the staff directly handling a transaction confirms details — others support without interfering. PICs confirm compliance for all Rx items.

• L — Look After and Build Loyalty: Promote Shield Drugstore Treats at every appropriate opportunity. Actively inform eligible customers about enrollment benefits.

• D — Deliver with Care: End every transaction with a sincere thank you. Help carry purchases, open doors, and wish customers a good day.

Special Service Situations

• Elderly and PWD: All staff offer assistance — not only designated attendants.

• Sensitive concerns: If a customer appears uncomfortable or embarrassed, offer discreet assistance. Refer to the PIC for private professional support when appropriate.

• Peak hours: All staff support queue management; maintain calm and courteous service throughout.

Upselling

Upselling is intended to enhance customer health outcomes — not to add to the sale. Suggest only items relevant to the customer's current purchase or health concern. Frame suggestions as helpful advice: 'Since you're taking maintenance for cholesterol, you might also want to consider vitamin C for immune support.' Customers must always have the freedom to decline without pressure or judgment. Never use fear-based selling tactics.

Non-Negotiables

• No staff may refuse to assist a customer within scope.

• No rudeness, sarcasm, or indifference in any customer interaction.

• No personal devices in customer areas except for authorized business purposes.

• Prescription confidentiality must be maintained at all times — no reading aloud or exposing medical details.

• Service recovery is mandatory — every error or concern must be addressed immediately, never ignored.

Service Calibration Rubric

The S.H.I.E.L.D. Framework defines what we do. This rubric defines what each standard looks like in practice — at three observable performance levels. Branch Heads use this rubric during daily observation, mystery shopper scoring, and coaching conversations. Staff use it to self-assess. 'Excellent' is the expected standard, not the exceptional one.

Mystery shopper evaluations use this rubric directly — each standard is scored S (Satisfactory) or N (Needs Improvement), with one overall rating calculated. A branch scoring N on any two or more standards in the same visit triggers a service coaching session within 48 hours.

3.2 Complaint Handling

All complaints are handled following seven steps: (1) Listen actively without interruption. (2) Acknowledge and empathize sincerely. (3) Investigate and clarify — PIC leads for prescription-related issues. (4) Offer a resolution per company policy. (5) Escalate to Area Head if unresolved at branch level. (6) Close with reassurance. (7) Document in the Incident Logbook.

Escalation Matrix

3.3 Handling Irate, Repeat, and High-Risk Customers

All interactions follow the D-E-E-S-C-A-L-E workflow: Distance and stance → Eye contact and tone → Empathize → Summarize → Choices → Action → Limits → Escalate. Safety first. Professional boundaries always. PDPA compliance throughout.

Repeat complainants (2+ incidents within 30 days, or 3+ within 90 days) are handled through: (1) Track — document every incident factually before end of shift. (2) Coach — Supervisor or PIC sets boundaries in a private conversation. (3) Escalate to Area Head for case review within 3 working days. Outcomes range from verbal warning to temporary or indefinite service restriction. All restrictions cite specific behaviors, are proportionate, time-bound, and approved by the Area Head.

High-risk situations: Suspected forged/altered prescription — do not dispense; verify; document 'Refusal to Fill.' Intoxicated customer — maintain distance; use calm brief language; call Supervisor if unsafe. Mental health crisis — speak softly; reduce stimuli; call EMS if self-harm risk. Visible weapon — trigger Code Red; comply; call authorities when safe.

3.4 Shield Drugstore Treats Loyalty Program

Shield Drugstore Treats rewards everyday purchases with points redeemable at checkout. Enrollment uses the customer's mobile number as Member ID. Required fields: full name, mobile number, birthday, city or municipality (with barangay if possible), email (ask every time; optional if customer has none), and both consent types — service/operations consent (required) and marketing consent (ask; optional).

Earn rates: 1 point per ₱1 on eligible net purchases; bonus points for Medical Devices per current memo from Head Office. Redemption: 100 points = ₱1 off at checkout. Points are not convertible to cash and are valid for 2 years from transaction date.

Staff must attach the member to every eligible transaction before tender — all point calculations are system-determined. Branch staff have no discretion to change earn or redemption values. Unauthorized adjustments are a serious violation. Log all redemptions in the Redemption Logbook. Exclusions: transactions using employee discounts, gift certificates, or store credits must not have a Treats membership attached.

3.5 Customer Data Privacy and Prescription Confidentiality

Shield Drugstore is committed to full compliance with Republic Act 10173 (Philippine Data Privacy Act). All personal data — customer names, contact numbers, health information, prescription details, loyalty program data — must be processed lawfully, fairly, and only for declared purposes.

Prescription Privacy

• Only licensed pharmacists and authorized personnel may review, verify, and use prescription details.

• Hard copies of prescriptions are stored in locked files for at least 2 years.

• Digital records in Qashier and Odoo have access limited to authorized roles.

• Screenshots or photos of prescriptions are prohibited unless part of an authorized audit or online verification process.

• Prescription details must never be discussed in public areas or shared without the patient's consent.

Customer Data Handling

• Collect only the minimum information necessary for the declared purpose.

• Double-check accuracy before finalizing entries in POS or Business Center.

• Physical logbooks and forms filed in labeled, secured folders in the backroom.

Consent Forms

Required for: Shield Drugstore Treats enrollment, promotional campaigns requiring personal information, and any collection of sensitive health data beyond dispensing requirements. Consent forms follow the template approved by the Brand and People Experience Department. Signed forms are logged, dated, and stored in the Data Privacy Compliance Folder.

Prohibited Actions

• Discussing prescription details in public areas of the branch.

• Sharing customer data via personal devices or messaging apps (except authorized branch group chats).

• Leaving prescription records, consent forms, or customer information unattended.

• Using customer data for personal purposes of any kind.

Incident Response

Any unauthorized access, data loss, or suspected breach must be reported to the Branch Head within 1 hour of discovery and escalated to the Brand and People Experience Department the same day. An Incident Report is filed in Business Center (Odoo). Head Office determines if notification to the National Privacy Commission (NPC) is required — the legal deadline is 72 hours after confirming a breach.

3.6 Community Outreach and Public Health Campaigns

Shield Drugstore reinforces its role as the Health Partner ng Bayan through in-branch free services (BP monitoring, blood sugar screening, medication counseling) and community outreach (health fairs, barangay visits, school health drives, public health campaigns).

All outreach activities require Brand and People Experience Department approval at least 2 weeks in advance. Personal data collected during outreach requires consent forms aligned with Section 3.5. Post-activity reports with photos and attendance sheets are submitted within 7 days and filed in the Community Outreach Logbook and Business Center (Odoo). Prohibited: medical activities without proper permits, distributing unregistered or expired medicines, using outreach as a direct sales push.

3.7 Phone, SMS, and Social Media Communication

Phone calls: answer within 3 rings. Standard greeting: 'Good [morning/afternoon], Shield Drugstore [Branch]. This is [Name]. How may I help you?' Confirm and repeat critical information. Never provide medical advice beyond pharmacist scope. Place callers on hold only with their permission; provide updates every 60 seconds.

SMS/Text: respond within 1 business hour. Use clear, professional language. Always confirm order details with estimated pickup or delivery times. No abbreviations or slang.

Social media: acknowledge within 1 business hour; full response within the same business day. Use official Shield accounts only — personal accounts are prohibited for customer communications. Never provide prescription or sensitive health information over social media. Escalate negative comments, complaints, or potential PR risks immediately to the Brand and People Experience Department.

Prohibited: ignoring messages during business hours; unprofessional language or emojis in customer communications; sharing sensitive information over unsecured channels; using store channels for personal purposes.

3.8 Media Inquiry and Viral Complaint Response

This section defines the branch response when a customer complaint, service failure, or branch-related incident attracts public attention — whether through a viral social media post, a formal media inquiry, or a complaint escalated to a government body. Speed of internal escalation and disciplined public silence are both equally critical.

Core Rules — All Staff

• If a journalist, blogger, content creator, or any person identifying themselves as media contacts the branch — in person, by phone, or by message — the Branch Head takes the call and says exactly this: 'Thank you for reaching out. All media inquiries are handled by our Head Office communications team. I will make sure they contact you. May I have your name and contact number?'

• If the Branch Head is unavailable, the PIC applies the same script. No one else engages.

• Record the media contact's name, outlet, phone number, and the nature of their inquiry in the Incident Logbook. Escalate to the Brand and People Experience Department within 30 minutes.

Viral Social Media Complaint — Response Protocol

8. Any staff member who becomes aware of a viral post about their branch must notify the Branch Head immediately — do not wait for the post to 'blow over.'

9. Branch Head assesses the post within 30 minutes: Is it about this branch? Is the claim factually accurate? Are there identifiable staff members or customers in the content?

10. Branch Head notifies the Brand and People Experience Department via official channel within 1 hour, regardless of whether the claim appears true or false. Include: the link to the post, the platform, the number of views/shares at the time of reporting, a factual summary of what actually happened, and the names of staff involved.

11. The Brand and People Experience Department decides on the public response, if any. Branches do not respond on behalf of the company — not even to correct a factually wrong claim — without authorization.

12. File a full Incident Report in Business Center (Odoo) within the same shift.

13. If the post identifies a specific staff member: notify HR immediately. The staff member should be kept away from public-facing duties while the incident is under active investigation.

Government Agency or Regulatory Complaint

If a customer files a complaint with the FDA, DOH, PhilHealth, DOLE, DTI, or any other government body and the branch receives a formal notice, summons, or inspection order as a result:

• Do not respond to the agency directly without Head Office approval. Forward the notice to the Brand and People Experience Department and Company Pharmacist within the same day.

• Secure all records related to the complaint — transaction logs, CCTV footage, prescription files, logbooks — immediately. Do not alter, delete, or move any record.

• Head Office Legal and Compliance leads the formal response. The Branch Head provides a full factual account to Head Office within 24 hours.

• Cooperate fully with any government inspector or investigator — but do not volunteer information beyond what is directly asked, and do not sign any document without Head Office Legal review first.

Post-Incident Review

Within 7 days of a media incident or viral complaint being resolved or going quiet, the Brand and People Experience Department conducts a post-incident review covering: what triggered the complaint, whether the branch response was compliant with this section, what changes to operations or training are needed, and whether a staff coaching session is required. Findings are filed in Business Center (Odoo) and shared with the Area Head.

4.1 Prescription Validation and POS Modifier Input

Every prescription must be checked for completeness (patient name, age, date, generic drug name, strength, dosage, quantity, prescriber name, license number, PTR/PRC details), authenticity (originals only; no photocopies or altered prescriptions except a prescriber-authorized repeat Rx), and validity.

Validity Windows

• Antibiotics / anti-infectives / antivirals: 7 days from issuance (FDA Circular 2020-007).

• Dangerous Drugs (S2): up to 30 days; prescribers may issue up to three simultaneous same-day prescriptions for supply beyond 30 days.

• All other prescriptions: Shield internal policy of 2 months from issuance, unless the prescriber indicates otherwise.

Required Qashier POS Modifiers

• Walk-in or Prescription — selected correctly for every transaction.

• Prescriber — selected from list, or 'OTHERS' with prescriber name in the Notes field.

• Rx Verifier — entered; use -ONLINE-[Pharmacist] for remote verification.

• Switched? (Yes/No) — selected whenever a generic equivalent is dispensed.

• Antibiotic and DD/Regulated flags applied where required.

The Qashier Transaction ID is written on the back of every filled prescription for batch Form 4-A recording before EOD. Incorrect modifiers discovered after EOD require an Incident Report escalated to the Branch Head and PIC.

4.2 Dispensing Protocols

Scope: all branches; all Rx and OTC transactions. Only licensed pharmacists validate prescriptions, decide on substitutions, and provide counseling. Pharmacy Assistants may support dispensing only under direct PIC supervision. The Clarify-First principle applies: exhaust all reasonable clarification attempts before rejecting a prescription.

Standard Dispensing Workflow

14. Intake and Identity Check: Greet within 10 seconds. Receive and read the prescription. Confirm patient name and birthdate (or authorized caregiver identity). Capture allergy information.

15. Administrative Validation: Check all required fields; apply validity windows; initiate clarification if anything is missing or unclear. Set Qashier status to 'Hold for Clarification.'

16. Clinical Validation: Confirm indication, dose, frequency, interactions, contraindications, and allergy conflicts. Clarify with prescriber before proceeding if any clinical concern exists.

17. Substitution and Availability: Dispense by generic name. Offer therapeutically equivalent alternatives if prescribed brand is unavailable, with patient or prescriber approval.

18. Preparation and Accuracy Checks: Independent double-check — correct drug, strength, quantity, form. Barcode scan for all Rx and high-risk OTC. One prescription at a time; no distractions during counting.

19. Labeling: Affix label showing generic name, brand (if applicable), strength, quantity, directions, special warnings, patient name, pharmacy details, dispensing pharmacist, and date. Add auxiliary labels as needed. For polypharmacy: each item in a separate bag with its own label.

20. POS Documentation: Enter all required Qashier modifiers. Batch-record in Form 4-A before EOD. Write Qashier Transaction ID on back of prescription. File prescription in Daily Rx Jacket or DDB section.

21. Patient Counseling: Conduct per Section 4.3 protocol. Document in Form 3-A.

22. Final Handover: Barcode verify at handover; cross-match label to patient identity; provide receipt and labeled medicines; invite questions; endorse any pending issues in the Endorsement Logbook.

Clarify-First Ladder

(1) Call prescriber/clinic. (2) If unreachable, send text or email with a specific correction request. (3) Engage patient or caregiver to contact the prescriber while in store. (4) Obtain written confirmation and update Qashier status. (5) If unresolved after ≥2 contact attempts within 15–30 minutes, escalate to PIC or Area Head for final decision. The PIC has final authority.

Rejection is only appropriate after the Clarify-First Ladder is exhausted: suspected forgery, persistent legal non-compliance (especially dangerous drugs), or unresolved clinical risk. Return the prescription with a polite explanation and advise the patient on next steps.

Special Protocols

• Antibiotics: Always aim to dispense the full prescribed duration. If the patient insists on a partial fill, counsel them on the critical importance of completing the full course to prevent treatment failure and antimicrobial resistance.

• Dangerous Drugs: Verify all S2 formal elements before dispensing; record patient ID; reconcile entries same day.

• OTC Stewardship: Use WHAM or SCHOLAR-MAC triage frameworks for new OTC cases. Do not recommend when red flags are present (severe symptoms, prolonged duration, high-risk groups) — refer to a physician.

• LASA Medications: Separate in storage and gondola placement; pharmacist double-check required for all LASA dispensing.

4.3 Patient Counseling

Counseling is mandatory for all new prescriptions, high-risk categories (LASA, NTI drugs, antibiotics, dangerous drugs, pediatrics, geriatrics, pregnancy/lactation), device first use, and any patient who requests it. Conduct counseling at the discreet counseling spot — speak softly; avoid stating diagnoses in public.

Standard Counseling Workflow — Teach-Back Model

23. Prepare: Review Rx, allergies, concurrent medications, high-risk flags, and gather visual aids or device demo kit.

24. Open and Obtain Consent: 'Pwede po ba tayong mag-usap sandali tungkol sa paggamit ng gamot na ito? Pananatiliin po nating pribado ang usapan.'

25. Cover the 8 Core Points: (1) Indication. (2) Name/strength/form. (3) How to take or use — dose, route, timing, relation to meals; show measuring device for liquids. (4) Duration and what to expect. (5) Key precautions — driving, alcohol, sun, OTC/herbal interactions. (6) Side effects and danger signs. (7) Missed dose instructions. (8) Storage and disposal — write reconstituted suspension expiry date on label.

26. Teach-Back: 'Para masigurado ko lang po, paano po ninyo iinumin/gagamitin ang gamot?' Correct gently and re-demonstrate if using a device.

27. Adherence Support: Offer dosing schedule card; emphasize completing antibiotic courses.

28. Close: Provide brief written cues via labels; invite follow-up questions.

29. Document: Complete Form 3-A — date/time, medicines, high-risk flags, core points covered, teach-back result, pharmacist initials.

4.4 Prescription Documentation and Archiving

At-Counter: Write the quantity dispensed on the prescription and encircle it. Record Date/Time and dispenser initials. Write the Qashier Transaction ID on the back.

Logbook Entry (Form 4-A): Batch-record all prescriptions before EOD — Date, Transaction ID, Patient Name, Drug Name/Strength, Qty, Prescriber, Dispenser Name. Annotate the Rx ID at the back of each prescription below the Transaction ID.

Filing: Sort by Rx ID within date; place in a labeled Daily Rx Jacket (YYYY-MM-DD – Rx # range); file in the Locked Rx Cabinet under the current month divider. Keys held by PIC and Branch Head only.

Dangerous Drugs: File originals separately in a locked DDB section by YYYY-MM. Never release originals — issue a PIC-signed certified true copy when a copy is needed. Log all retrievals in Form 4-B.

Retention: Ordinary prescriptions — minimum 3 years. Dangerous drugs — per DDB requirements; do not destroy without PIC clearance. Disposal via cross-cut shredding, documented in Form 4-C. Ensure no patient identifiers are readable in waste.

Controls: Daily (PIC) — reconcile Form 4-A against Daily Rx Jacket before closing. Weekly (Branch Head) — spot-check 5 random prescriptions. Monthly (Area Support) — audit one full operating day including DDB segregation.

4.5 Pharmacy Operations in Absence of the Pharmacist-in-Charge

Under Republic Act 10918 (Philippine Pharmacy Act), a pharmacy must be under the direct supervision of a licensed pharmacist at all times it is open to the public. The absence of the PIC is not a minor operational issue — it has regulatory and patient safety consequences that must be managed through a defined protocol, not improvised.

Absence Categories

Emergency Absence Protocol — Step by Step

30. The Branch Head is notified of the PIC's absence as early as possible.

31. Branch Head immediately contacts the Company Pharmacist to request an emergency reliever PIC.

32. Branch Head contacts the Area Head simultaneously.

33. If a reliever PIC can be confirmed within 2 hours: the branch delays opening or suspends prescription dispensing until the reliever arrives. OTC, FMCG, and supplement sales may continue under Branch Head supervision.

34. If no reliever PIC can be confirmed within 2 hours: the Branch Head, in consultation with the Company Pharmacist, decides whether to: (a) continue limited operations (OTC and non-pharmacy sales only — no Rx dispensing), or (b) temporarily close the branch. This decision is documented and communicated to Head Office.

35. Document the absence, the time it was reported, every contact attempt for a reliever, and the operational decision made — all in the Incident Logbook before the next business day.

What Can and Cannot Be Done Without the PIC

Reliever PIC Requirements

• Must hold a valid, unexpired PRC License and PTR.

• Must be familiar with the branch's Qashier POS modifiers, prescription logbook format, and the GAMOT dispensing protocol (if applicable).

• A brief 15-minute handover with the Branch Head is required before the reliever PIC begins any dispensing.

• The reliever PIC's PRC License number is recorded in the Prescription Logbook for every transaction they handle during the relief period.

Chronic PIC Absenteeism

If a PIC has three or more unplanned absences in a single calendar month, the Company Pharmacist and HR are notified. HR assesses whether the PIC's employment situation requires a formal attendance intervention or a permanent reliever arrangement. Patient safety and regulatory compliance are the primary considerations — not convenience.

5.1 FEFO Policy Implementation

The First-Expiry, First-Out (FEFO) policy governs all product categories. The Gondola Monitoring Sheet (GMS) is the single source of truth, auto-populating Form 4A (near-expiry reporting) and Form 4B (return authorization). Red-shaded GMS columns are system-protected — do not edit them manually.

Yellow Dot = near-expiry; still saleable; reported via Form 4A. Red Dot = at or past the Return Date assigned by Warehouse; strictly NOT FOR SALE; no Red Dot item may appear on any customer-accessible gondola. If a qualifying item is not processed via Form 4A within the required thresholds, the branch assumes full financial accountability for that item's expiry.

FEFO Gondola Rules

• Earliest-expiry units always at the front of each shelf or peg.

• Never mix different lots on the same peg without a Lot Divider Card (showing LOT, EXP MM-YYYY, date checked, and initials).

• Yellow Dot applied to upper-right corner of qualifying packs — never covering EXP, lot, dosage, or name.

• New stock placed behind existing stock; GMS updated immediately after receiving.

• FEFO rules apply to endcaps, clip-strips, dump bins, counter displays, and cold-chain storage.

Accountability: 1st offense — written warning and coaching. 2nd offense — formal memo and retraining. 3rd offense — HR action. If non-compliance results in product expiration, the responsible party bears the financial loss equivalent to the Qashier price of the expired items.

5.2 Handling Expired and Post-Receipt Ineligible Products

Expired or ineligible items found on shelves or in stockrooms must be pulled immediately, tagged with a Red sticker, placed in a sealed, labeled quarantine tote box ('EXPIRED or INELIGIBLE – DO NOT SELL'), logged in the Expired Product Log, and verified by the PIC on the same day.

Return path (Warehouse): Generate Form 4B → Warehouse issues RAN within 1 working day → pack by lot/batch with required forms → dispatch within 2 working days of RAN. Non-returnable items are scheduled for disposal by Warehouse. A Certificate of Disposal is required for all regulated items.

Post-receipt ineligibility triggers: documentation mismatch (invoice vs. goods), unreadable EXP or lot, cold-chain failure, packaging integrity failure, rotation violation (older lot found while newer lots are already exhausted), regulatory threshold failure, or commercial terms failure (outside return window or no RAN issued).

5.3 Ordering and Replenishment

Replenishment uses FEFO data from the GMS and daily shelf counts. Order Sheet computations:

• ADS = Sales(Last 14 days) ÷ 14

• Safety Stock = ADS × Buffer Days

• ROP = ADS × Lead Time + Safety Stock

• Net Available = On-Hand − (Quarantine + Near-Expiry + For-Return) + In-Transit

• Order Qty = CEILING(MAX(0, Target Stock − Net Available) ÷ Case Pack) × Case Pack

Orders are submitted to Warehouse by 3:00 PM on designated order days. Branch Head approves; PIC reviews all Rx/OTC, cold-chain, and substitute decisions. Emergency orders are triggered when Net Available falls below ROP, below presentation stock minimum, or when cold-chain stock drops below 2 days cover.

Never order: items on Form 4B, near-expiry items below threshold unless Warehouse clears, obsolete/delisted SKUs, or items where an approved substitute exists.

5.4 Planogram and Visual Merchandising

Merchandising principles: Category-first flow by shopper need state, then brand block within sub-category. Good-Better-Best price ladder left to right. Eye-level placement (1.2–1.6 m) for A-class SKUs. FEFO-ready facing at all times. One price tag per facing — no double-tagging, no handwritten tags without authorization.

Daily (PA): face/front all shelves; fill to presentation depth; verify price tags; FEFO sweep; submit bay photos. Weekly (Branch Head): full planogram compliance audit; validate endcaps; submit exceptions to Warehouse and P&BE. Monthly (P&BE + Warehouse): micro-reset using last 4-week sales; rotate counter impulse; update master planogram.

Guardrails: No unauthorized reflows — submit a Planogram Change Request to P&BE and Warehouse. Remove damaged or defaced packs immediately. Do not place 4A or 4B items on promotional displays. Endcaps carry one message, maximum 5 sign elements.

5.5 Shelving Standards and Category Zoning

All branches follow the approved planogram. Products are fully front-faced, FEFO-compliant, and free of dust and damaged price tags. Facing standards: A-class (Top 20% sales) minimum 3–4 facings; B-class (next 30%) 2 facings; C-class (remaining 50%) 1 facing.

Category zoning: Pharmacy (Rx behind counter; fast OTC near pharmacy counter) → Supplements and Vitamins (front gondolas; premium at eye-level) → Medical Devices and Home Care (near pharmacy for endorsement) → F&B (near entrance or checkout; segregated from pharmaceuticals) → Groceries and Household Goods (side gondolas) → Galenicals (designated gondola near pharmacy counter). Cold-chain items are not self-service and require PIC oversight with daily temperature logs.

5.6 Backroom Stock Management

Standards: all stock stored at least 6 inches off the ground; separate zones for pharmaceuticals, F&B, and non-food items; quarantine area sealed and labeled; high-value and regulated items in locked cabinets. Maximum stack height: 5 ft. Fast-moving SKUs stored closest to gondola access points.

Tote boxes: standardized, labeled (SKU name, batch, expiry, date received), and segregated by category. FEFO order maintained within tote boxes (near-expiry in front/top). Yellow or red stickers applied where required. Each tote box movement is logged in the Backroom Stock Logbook or Odoo.

Replenishment: fast-movers daily; non-fast-movers at least twice weekly. Gondola shortages replenished within 30 minutes of identification. PIC oversees pharmaceutical issuance. Branch Head approves bulk pull-outs or high-value item issuance. Backroom access is restricted and CCTV should cover entry/exit points.

5.7 Cycle Counts, Quarterly Inventory, and Variance Reporting

Daily Cycle Count: Conducted via Qashier Stock-Take module using a 7-day category rotation (A-class categories on Days 1–2; B-class Days 3–4; C-class and high-value Days 5–7). Variances are auto-flagged in Qashier, investigated by PIC/Branch Head, and adjusted in Qashier only — Business Center (Odoo) is never edited directly by branches.

Quarterly Full Stock-Take: Last Sunday of March, June, September, and December after store closing. December co-validated by the Admin Team. Reports submitted to Warehouse and Head Office within 72 hours. Variances above ±2% of quarterly stock value are escalated to Head Office.

5.8 Handling Damaged, Returned, and Waste Items

Damaged (broken seals, leaked liquids, cold-chain failures), returned (customer returns per policy), and waste (expired, recalled, ineligible) items are tagged Red, placed in red-tagged quarantine tote boxes, and logged before end of shift.

Recording: Damaged items — Qashier Inventory Adjustment (Damaged). Customer returns — Qashier Refund function. Waste/Expired — Qashier Stock-Take Adjustment (Waste/Expired). For all items being returned or disposed, a WH-OUT/Return document is created in Business Center — this is the official link between branch Qashier adjustments and Warehouse processing.

Disposal: Non-returnable waste is destroyed under DOH/FDA guidelines, witnessed by PIC and Branch Head, logged in the Quarantine and Disposal Log. Controlled substances follow FDA/PDEA/DOH disposal rules. Certificates of Disposal are required for all regulated items.

5.9 Masterfile and Barcode Label Management

The Admin Team owns and maintains the official product masterfile in Business Center (Odoo). Branches have no authority to create or edit SKUs directly. Change requests (new products, corrections, deactivations) are submitted via the Product Masterfile Change Request Form and synced to Qashier within ≤3 working days.

All SKUs must carry a scannable barcode. If a product arrives without one, the Admin Team generates it. Branches reprint shelf labels using Qashier following the Shield standard template. Items without readable barcodes must not be sold until relabeled.

6.1 Cashiering and Daily Sales Reconciliation

Start of Day — Cash Float

Opening staff retrieves the cash float from the safe, counts denominations, records in Form 6A-Part A, enters the amount into Qashier POS, and has the Branch Head verify and countersign.

During Operations

Every transaction is processed through Qashier POS. Official receipts are issued for every sale. Discounts are applied using Qashier's built-in functions only — no manual computation except under the downtime protocol. Digital payments (GCash, Maya, cards) are confirmed on both POS and the customer's device. Card transactions are annotated with the cardholder name, last 4 digits, and card expiry. All digital payment transactions are logged on the digital payment summary slip.

End of Day — Reconciliation

Closing staff generates the Qashier Z-Read Report, counts actual cash on hand (two-person count when possible), and reconciles against Z-Read cash sales, e-wallet settlement reports, and card settlement reports. Results are recorded in Form 6A-Part B. The closing staff and Branch Head both sign before deposit or remittance is prepared.

Cash Deposit and Remittance

Verified cash is sealed in a cash envelope with Form 6A, Z-Read printout, digital payment summary slip, and merchant copies of terminal receipts. Bank-deposit branches deposit within the next banking day — a copy of the deposit slip is filed and forwarded to Head Office Finance. Remittances to Head Office are logged in the Remittance Logbook before release; the collecting staff signs as acknowledgment.

Variance Handling

Cash discrepancies are recorded in Form 6A-Part C. The Branch Head investigates the cause (common: discount mis-entry, short change, wrong posting, e-wallet settlement lag). Repeat unexplained discrepancies (3+ consecutive days) are escalated to Area Support and Finance.

6.2 Discounts — SC, PWD, Employee, Branch-Head, and Promo

Senior Citizen (SC) and PWD Discounts

Rate: 20% + VAT exemption. Coverage: prescription medicines, OTC medicines (up to 7 days without Rx; up to 30 days with Rx), vaccines, medically prescribed vitamins and minerals, prescribed nutritional supplements listed in PNDF/PEMDL, prescribed medical devices, adult diapers with prescription, and BNPC items (5% discount, capped at ₱1,300/week, logged in BNPC booklet).

Not covered: herbal/traditional supplements without therapeutic claims, general wellness vitamins (unless prescribed), food, cosmetics, or device consumables (batteries, tubing, masks). Requirements: Valid SC ID (OSCA or government-issued) or PWD ID (LGU/DOH/NCDA). Authorized representatives present their own ID, the SC/PWD ID, and an authorization letter. SC purchase booklet no longer required (AO 2024-0017); PWD purchase booklet still required. POS: 'Senior Discount' or 'PWD Discount' modifier. OR number written on the prescription; filed with Daily Sales Report. Incorrectly applied discounts are the employee's liability.

Employee Discount

Coverage: Medical equipment, medical devices, and generic medicines only. Rate: 10%. Requires a valid Shield Employee ID. Logged in Form 6B (Employee Discount Log). POS: 'Employee Discount' modifier.

Branch-Head Initiated Discount

Coverage: Medical equipment, medical devices, and generic medicines only. Rate: 10% for single transactions ₱5,000 and above. Branch Head authority only. Logged in Form 6D (Branch-Head Discount Log) with justification. POS: 'Manager Discount' modifier.

Promo-Based Discounts

Defined by Head Office Marketing. Applied via 'Promo Discount' modifier in Qashier with promo code or signage validation.

Discount Controls

No ID, No Discount — strictly enforced. Expired or fake IDs must be rejected and escalated. Incorrect discounts are the employee's liability and are deducted from payroll when necessary. Branch Head reviews the Qashier Discount Summary Report at EOD against physical logs (Forms 6B and 6D). Discrepancies are recorded in Form 6C (Discount Variance Report).

6.3 Refunds, Returns, and Void Transactions

Refunds and returns are permitted for: defective or damaged products verified at the time of purchase, incorrect item dispensed by the pharmacy, and manufacturer or regulatory recalls. Not permitted: medicines opened or partially consumed (except pharmacist dispensing error), items without an original receipt, opened personal care or consumable items, items excluded by DOH/FDA regulations.

Procedure

36. Customer presents the item and original receipt to the Branch Head or PIC.

37. Branch Head or PIC verifies the defect, damage, or dispensing error.

38. If eligible: process via Qashier's Refund function. For prescription items, PIC validates before proceeding.

39. Refunded item is tagged Red and placed in the quarantine tote box — never returned to saleable stock.

40. Document in the Incident Logbook and Qashier refund report.

Void transactions: same-day cancellations are processed in Qashier by the Branch Head or PIC with a documented reason. Post-EOD corrections require an Incident Report escalated to Branch Head and Area Support. All voids are reviewed during EOD reconciliation. No staff may process a refund or void on their own transaction.

6.4 Promos, Markdowns, and Price Override Protocol

All promos and markdowns must be approved by Head Office Marketing before execution. Branches are prohibited from implementing unauthorized price overrides.

Promo setup: Head Office issues a Promo Brief with mechanics, effective dates, covered SKUs, and display requirements. Branch Head acknowledges receipt within 24 hours. Qashier is updated by Head Office. Branches confirm activation before trading on the effective date. Promo signage is displayed per planogram standards and removed within 24 hours of promo end.

Emergency markdowns on near-expiry or overstocked items require Area Head approval and are documented in Form 5.2. All promo transactions are tracked via Qashier and reconciled with the Promo Brief during the EOD report.

6.5 Handling Overages and Shortages During EOD Closing

Both overages and shortages are recorded in Form 6A-Part C at EOD before the Branch Head signs off. Investigation steps: review Z-Read line by line; cross-check digital payment settlement reports; verify discount transactions against Forms 6B and 6D; identify the specific transaction causing the variance.

If the cause is identified and corrected, adjust and re-reconcile. If unresolved, the Branch Head documents findings and submits to Area Support and Finance. Persistent unexplained shortages (3+ days) are escalated to HR for investigation. Overages remain with the branch fund pending investigation and are never distributed — unresolved overages beyond 48 hours are remitted to Head Office Finance with a Variance Memo.

6.6 Petty Cash — Release, Usage, and Liquidation

Petty cash covers minor, urgent operational expenses that cannot wait for a regular purchase order. The Branch Head is the primary custodian; the PIC assumes custody in their absence.

Approved Uses

• Minor office and branch supplies not available through regular procurement.

• Emergency stock purchased locally when Warehouse supply is unavailable and patient care is at risk.

• Minor maintenance supplies required for immediate branch safety.

• Competitor monitoring purchases (Chapter 10, Section 10.1) — capped at ₱100 per visit.

Prohibited Uses

• Salary advances or personal loans.

• Regular purchases that can be processed through Warehouse ordering.

• Capital expenditures (furniture, equipment).

• Any expense not supported by a receipt or official document.

Procedure and Liquidation

Staff completes a Petty Cash Voucher (Form 7A) stating purpose and estimated amount; Branch Head approves (single disbursements above ₱1,000 require Area Head approval). Staff makes the purchase, secures the OR/DR, and returns change to the Branch Head. Original receipts are attached to Form 7A.

Petty cash is liquidated weekly or when the fund falls below 20% of the authorized amount. The Branch Head prepares a Petty Cash Liquidation Report (Form 7B) with all supporting receipts and submits to Head Office Finance. Emergency local stock purchases are also reported to Warehouse via a Local Purchase Report so Odoo records remain accurate.

6.7 Branch-Level Purchasing Procedures

Branch-level purchases are limited to emergency situations where Warehouse supply is unavailable and operations or patient care would be materially affected. Branch Head authority: up to ₱5,000 per transaction. Above ₱5,000: Area Head approval required before the purchase.

Procedure: (1) Branch Head confirms item is unavailable from Warehouse in the required timeframe. (2) Secure approval. (3) Purchase from an accredited or reputable supplier with OR or DR. (4) For medicines: PIC verifies product integrity, batch number, expiry, and FDA registration before placing in stock. (5) Label item 'Direct Purchase' and store separately. (6) Enter in Business Center (Odoo) as a Local Purchase entry. (7) Include receipts with the weekly petty cash liquidation.

Direct purchase stock must be physically segregated from Warehouse stock until formally recorded in Odoo. Mixing before Odoo entry is a compliance violation auditable by the Company Pharmacist and Area Support.

Local Supplier Accreditation Criteria

Branch-level local purchases may only be made from suppliers who meet all of the following minimum criteria. The Branch Head confirms eligibility before the first purchase from any new supplier. The Company Pharmacist maintains a pre-approved local supplier list for pharmaceutical items. For non-pharmaceutical items, the Branch Head determines eligibility using the criteria below.

Once a supplier passes all criteria, they are recorded in the Local Supplier Registry maintained by the Branch Head. Subsequent purchases from a registered supplier do not require re-verification unless the supplier's registration lapses, a quality issue arises, or a conflict of interest is identified. The Local Supplier Registry is reviewed by the Area Head during monthly branch visits and by the Company Pharmacist during quarterly audits.

7.1 Qashier POS

Qashier POS is the primary tool for all sales transactions, discount applications, receipt generation, inventory adjustments, and daily reporting. Every transaction must be processed through Qashier — no manual sales are accepted unless the offline/downtime protocol is in effect.

Core Daily Functions

• Transaction processing: item scanning, price validation, discount application (SC, PWD, Employee, Manager, Promo modifiers), e-wallet and card payments.

• Prescription modifiers: Walk-in/Prescription, Prescriber, Rx Verifier, Switched?, Antibiotic flag, DD/Regulated flag.

• End-of-day Z-Read report generation.

• Inventory adjustments: Damaged, Waste/Expired, and Stock-Take entries.

• Stock-Take module for daily cycle counts and quarterly inventory.

• Shield Drugstore Treats: member attachment, point accrual, and redemption.

• Refund and void functions (Branch Head/PIC authorization required).

Each staff member uses their assigned personal credentials. Credentials must not be shared. Staff are accountable for all transactions processed under their login. Branch Heads must ensure all staff log out at end of shift.

7.2 Business Center (Odoo)

Business Center (Odoo) is the enterprise system of record for inventory, purchasing, approvals, and reporting. Branches use Odoo for: receiving deliveries (Business Center Receipt module), creating WH-OUT/Return documents, submitting purchase requests, accessing the product masterfile, and filing incident tickets.

Critical rule: branches never adjust stock levels directly in Business Center. All stock adjustments are made in Qashier only. Business Center serves as the accounting and audit ledger. Unauthorized edits to Business Center are a serious compliance violation.

7.3 Handling System Downtimes and Offline Transactions

When Qashier POS is offline: activate the Manual Sales Logbook for all transactions (customer name if known, items, quantities, prices, total, payment method, timestamp). Collect cash and digital payment confirmations as normal. Back-encode all manual transactions into Qashier on the same day of restoration, before EOD reconciliation.

When Business Center (Odoo) is offline: continue operations using Qashier and manual logbooks. Record all deliveries, purchases, and stock entries manually; update Odoo within 24 hours of restoration. Extended outages (>4 hours) are escalated to the Area Head and IT Support.

Communication: the Branch Head notifies the Area Head via the official group channel within 30 minutes of discovering any system outage. Status updates every 2 hours until restoration. All downtime incidents are documented in Business Center (Odoo) after the system is restored.

7.4 Access Credentials, Password Management, and Tech Support

Password standards: minimum 8 characters, mix of letters and numbers. Never reuse passwords across systems. Change passwords every 90 days or immediately after a suspected breach. Access levels are role-based — staff may only access the functions assigned to their role. Requests for elevated access are submitted through the Business Center Approval App and approved by the Area Head.

Password reset: submit a request via the Business Center Approval App or email to IT Support (cc Area Head). Set a permanent password within 24 hours of receiving temporary credentials.

Tech support escalation: Branch staff report issues to the Branch Head, who logs a ticket in Business Center. For urgent issues (POS down, internet down), the Branch Head contacts IT Support and Area Head simultaneously. All tickets are tracked in Odoo until resolution.

7.5 Data Privacy and Cybersecurity Compliance

Shield Drugstore complies fully with Republic Act 10173 (Philippine Data Privacy Act). All personal data — customer names, contact numbers, health information, prescription details, and loyalty program data — must be processed lawfully, fairly, and only for declared purposes. This obligation applies to every system used in the branch.

PDPA Core Principles Applied Daily

• Purpose limitation: collect only what is needed for the declared purpose.

• Data minimization: access only the minimum necessary information.

• Accuracy: keep records correct and updated.

• Storage limitation: retain only as long as necessary per the retention schedules in this manual.

• Security: protect all personal data from unauthorized access, loss, or disclosure.

Secure System Use

• Log in using personal credentials only. Never leave a terminal unattended while logged in.

• Do not install unauthorized applications or plugins on branch computers or POS terminals.

• Report any unusual system behavior (unexpected popups, unfamiliar login activity) to the Branch Head and IT Support immediately.

Phishing and Breach Awareness

Do not click links or download attachments from unrecognized email senders. Shield Drugstore's official systems will never ask for your password via email or chat. Verify urgent financial or operational requests through a direct call before acting.

Data breach response: report to the Branch Head within 1 hour of discovery; escalate to the Brand and People Experience Department the same day; file an Incident Report in Business Center. Head Office determines if NPC notification is required — the legal deadline is 72 hours from confirming a breach.

Employee Data Protection

Employee personal data (timekeeping, payroll, health, disciplinary records) is managed by HR and accessed only by authorized personnel. Branch Heads may access their team's attendance and schedule data but must not share it outside the management chain. Confidentiality obligations continue after employment ends.

8.1 Internal Audit Preparation

Internal audits identify gaps, coach staff, and strengthen operations. They are not punitive. Scores below 85% trigger a 30-day improvement plan with a follow-up audit. Branches with repeat failures are escalated to the Brand and People Experience Department.

Audit Frequency

• Branch Head: daily opening/closing checklists; weekly gondola, filing, and key control reviews.

• Area Support: minimum monthly branch compliance audit; surprise spot-checks as needed.

• Company Pharmacist: quarterly pharmacy-specific audits covering dispensing, FEFO, and regulatory documents.

• Admin Team: quarterly inventory validation; December full stock-take co-validation.

Standard Audit Scope

Audits cover all chapters of this manual: opening/closing protocol compliance, uniform and grooming, gondola and planogram compliance, logbook completeness, regulatory document validity, prescription handling, POS modifier accuracy, cash reconciliation, petty cash documentation, huddle records, safety compliance, and data privacy adherence. After each audit, a formal report is submitted to Head Office with scores, findings, and corrective action due dates. All findings are closed via the CAPA entry in Business Center (Odoo) within 30 days.

8.2 Government Regulatory Inspections

Shield Drugstore cooperates fully with all government inspections — announced or unannounced. When an inspector arrives: inform the Branch Head and PIC immediately; receive the inspector respectfully; present all requested documents promptly; accompany the inspector throughout the visit.

Inspectors from FDA, DOH, LGU (Mayor's Office, Sanitation, Fire), BIR, and PDEA may visit at any time. Branches maintain a permanently accessible Regulatory Folder: LTO and Pharmacy Permit, Business Permits, pharmacist PRC License and PTR, sanitary and fire certificates, and OSH compliance records.

Violations cited during an inspection are immediately escalated to the Area Head and Company Pharmacist. A CAPA entry in Business Center (Odoo) is submitted within 5 working days, with closure dates assigned to each finding.

8.3 Permit and License Maintenance

The Company Pharmacist maintains a Regulatory Compliance Master Tracker covering all branches. Renewal applications are initiated at least 60 days before expiry. The tracker covers: LTO and Pharmacy Permit, Business Permits (Mayor's, BIR, Barangay, Fire Safety, Sanitary), Pharmacist PRC License and PTR, CPR numbers for all FDA-regulated stocked products, Certificates of Disposal for hazardous and expired medicines, and OSH and Data Privacy compliance certificates.

Expired permits are labeled 'Expired – For Record Only' and archived. Renewal requests are logged as Odoo tickets with due dates and responsible owners tracked by the Company Pharmacist.

8.4 Pharmacy Law, Labor Regulations, and BIR Compliance

Pharmacy Law

All pharmacy operations comply with RA 10918 (Philippine Pharmacy Act), RA 9711 (FDA Act of 2009), PDEA regulations for dangerous drugs, and DOH/FDA circulars as issued. Dispensing, documentation, and storage of regulated medicines follow the most current applicable guidelines.

Labor Regulations

Scheduling, overtime, holiday pay, rest days, leave entitlements, and disciplinary processes comply with the Labor Code of the Philippines and relevant DOLE regulations. HR validates all schedules for labor compliance before posting. Labor concerns raised by employees are handled through the Brand and People Experience Department.

BIR Compliance

All sales are processed through BIR-registered POS machines (Qashier). Official receipts are issued for every transaction. SC and PWD VAT exemptions are applied in compliance with BIR and DOH guidelines. BNPC discount logs are maintained per required format. Annual BIR renewals are tracked by the Company Pharmacist and processed by Head Office Finance.

9.1 Workplace Conduct Standards

All Shield Drugstore employees are expected to treat colleagues, customers, and management with dignity and fairness at all times — on the sales floor, in the backroom, on company devices, and in public when representing the brand.

Mobile Device Policy

Personal mobile phones, tablets, smartwatches, and earbuds are prohibited in customer-facing areas during shift. Devices may only be used in the backroom, pantry, or during break periods. Use of personal devices to photograph store operations, customer data, or colleagues without authorization is strictly prohibited and may violate the PDPA.

Social Media Policy

Employees must not post photos, videos, or comments about Shield Drugstore operations, customers, or colleagues on personal social media without written authorization from the Brand and People Experience Department. Complaints or concerns must be raised through internal channels, not posted publicly. Violations may result in disciplinary action.

Workspace and Pantry Policy

The branch workspace — gondolas, counters, pharmacy area, and backroom — must be clean and free of personal items during operating hours. Food and beverages are restricted to the designated pantry area and must never be near medicines, medical devices, or customer-facing areas.

Visitor and Vendor Policy

Non-staff visitors (supplier representatives, regulatory inspectors, personal guests) are received by the Branch Head or designated staff. Visitors are not permitted in the pharmacy dispensing area or backroom without Branch Head authorization. Sales representatives must schedule visits in advance and are not permitted to access Qashier POS or any business records.

Incident Reporting Obligation

Every employee has an obligation to report any incident — accidents, near-misses, theft, regulatory concerns, data breaches, or customer complaints — via the Incident Report form or the Business Center Odoo ticket system. Failure to report a known incident is a disciplinary offense. Retaliation against employees who report in good faith is strictly prohibited.

9.2 Progressive Discipline and Coaching

Conduct issues are addressed through a progressive discipline system designed to correct behavior. The goal is improvement, not punishment.

Zero-Tolerance Offenses

The following result in immediate HR escalation for potential termination regardless of prior record: internal theft or pilferage; falsification of records (timekeeping, sales, inventory, logbooks); unauthorized disclosure of confidential data; sexual harassment or workplace violence; dispensing controlled substances without pharmacist authorization; unauthorized duplication of branch keys.

Coaching

The Branch Head conducts regular coaching — not only when violations occur, but as a continuous performance development practice. Coaching is documented in the employee's coaching record and referenced during performance reviews. The Brand and People Experience Department provides coaching frameworks and refresher training for Branch Heads.

Employer-Side Discipline Timelines

The progressive discipline framework defines what happens to the employee at each level. This section defines what the employer — the Branch Head, Area Head, and HR — must do within defined timelines after an incident is reported. Failure to act within these timelines can weaken the company's legal position if a case reaches the NLRC or DOLE.

The two-notice rule for termination is a legal requirement under the Labor Code. A termination issued without the two-notice process is automatically deemed illegal dismissal by the NLRC, regardless of the merits of the underlying offense. HR must confirm every termination has followed this process before it takes effect.

9.3 Leave Filing, Attendance Correction, and Reliever Deployment

Leave Filing

All leave requests are filed in HR.my at least 2 days in advance (except emergency leave, which is filed within 2 hours of the absence). Leave types and entitlements follow the Labor Code and company policy. Sick leave of 2 or more consecutive days requires a medical certificate submitted to HR within 5 working days of return.

Attendance Correction

If time-in or time-out was not captured correctly in HR.my (e.g., during branch internet downtime), the employee submits an Attendance Correction Request Form to the Branch Head within the same payroll period. The Branch Head validates and submits to HR. Corrections submitted after payroll cut-off are applied in the next cycle.

Reliever Deployment

When a branch is short-staffed due to absences, the Branch Head immediately notifies the Area Head. The Area Head coordinates with HR to deploy a floater or reliever. Changes due to reliever deployment are updated in the Official Google Sheet schedule and communicated to HR. Relievers follow the same policies and procedures as regular branch staff.

9.4 Onboarding Procedures

All new hires undergo structured onboarding before beginning independent work. Onboarding is coordinated by the Brand and People Experience Department and delivered at the Training Branch.

Onboarding Checklist

• PDPA and confidentiality agreement signing.

• Operations Manual review and acknowledgment (signature required).

• Safety orientation: fire, earthquake, emergency protocols.

• System training: Qashier POS and Business Center access and core procedures.

• Uniform and ID issuance.

• Key holder clearance for qualified roles.

• Buddy system pairing with an experienced colleague for the first 2 weeks.

No employee may handle cash, operate POS, or dispense medicines independently until onboarding is complete and signed off by the Branch Head and, for pharmacy roles, the PIC.

9.5 Cross-Branch Assignments

Employees may be temporarily assigned to another branch to cover absences, support peak periods, or as part of a development rotation. Cross-branch assignments are initiated by the Area Head and coordinated with HR. The receiving Branch Head assumes supervisory responsibility for the duration. Timekeeping, attendance, and conduct reporting during the assignment are the receiving Branch Head's responsibility. The assigned employee follows the receiving branch's schedule, protocols, and policies while maintaining their home branch's employment terms.

9.6 Birthday and Store Celebration Guidelines

Employee birthdays may be acknowledged during the huddle with a brief greeting. Branch anniversary or milestone celebrations are coordinated with the Brand and People Experience Department. Guidelines: no celebrations during customer-facing operating hours; food is in the pantry or backroom only; costs charged to petty cash only with Area Head pre-approval; celebrations must not compromise cleanliness, safety, or security standards.

10.1 Monitoring Competitor Prices, Promotions, and Foot Traffic

Competitor monitoring is conducted covertly by cross-branch staff — never staff monitoring their own locality. The Area Support issues a quarterly rotation matrix ensuring the same staff does not revisit the same competitor within 60 days.

Monitoring Frequency

• Anchor SKUs and fast-moving OTC/generics: every 2 weeks (prices and promotions).

• Supplements, F&B, and Household: monthly.

• Medical devices and equipment: quarterly.

• Foot traffic (observed and invoice-based): monthly per major competitor branch.

• Event-driven: immediately when a competitor launches a major promotion, opens a new branch, or undercuts Shield by ≥3% on any Anchor SKU.

Covert Monitoring Protocol

No Shield uniforms, IDs, or branded items. Notes taken outside the competitor store. Visits not exceeding 10 minutes. Foot traffic measured via observed entry counts and invoice-based sampling (purchase a low-cost item under ₱100, record OR number and timestamp; repeat 30–60 minutes later; calculate transaction volume from the OR sequence difference). Invoice-based purchases are liquidated under Chapter 6, Section 6.6 (Petty Cash).

Reporting flow: Assigned Staff → Branch Head (weekly) → Area Support (weekly consolidation) → Head Office Marketing (bi-weekly). Any incidents during monitoring are logged in Form 5.1 and reported to Area Support.

10.2 Strategic Price Positioning for Key Products

Anchor SKUs are maintained at 20–30 items per branch, updated every 6 months by Head Office Marketing. Branches may add 2–5 local anchors based on seasonal needs (e.g., cough syrups in rainy season, mosquito repellents in dengue season).

Positioning Rules by Category

10.3 Price Adjustment Approvals

Triggers: competitor undercuts Shield by ≥3% on Anchor SKUs; supplier cost changes ≥2%; government regulations (DOH/FDA price ceilings, VAT); approved promotions; error corrections.

Approval Workflow

41. Branch Head completes Form 5.2 (Price Adjustment Request) with supporting documents.

42. Area Support validates and classifies: routine (≤5%, non-anchor) or escalated (anchor SKUs or >5%).

43. Authority: ≤5% non-anchor SKUs — Area Support Head approves. >5% or anchor SKUs — Head Office Finance and Marketing approval required. Promotional overrides — Head Office Marketing with Finance concurrence.

44. Head Office updates the Master Price File in Odoo/Business Center.

45. Branch receives an official Price Update Memo and implements before opening on the effective date.

Branch staff are prohibited from altering POS prices manually. Head Office has sole control of the Master Price File. Unauthorized price adjustments are a serious violation subject to disciplinary action.

10.4 Communicating Pricing Updates to Branches

Head Office issues a Price Update Memo via official email and Business Center (Odoo) announcement, stating: effective date/time, affected SKUs, old vs. new price, justification, and approver. Branches acknowledge receipt within 24 hours; failure to confirm is escalated to Area Support.

Branch execution on effective date: update confirmed in Qashier before opening; replace all affected shelf tags; display promotional signage per merchandising standards; brief frontliners during pre-shift huddle. Branch Head signs off on the Price Update Execution Log. Frontliners use positive framing when explaining price changes to customers — emphasizing value or promo benefit, not just a price increase. Price updates are internal information until the effective date — unauthorized pre-disclosure is a compliance breach.

11.1 PhilHealth GAMOT — Program Overview

GAMOT is a PhilHealth outpatient drug benefit that allows accredited pharmacies to dispense prescribed generic medicines to eligible PhilHealth members at no cost to the patient. The pharmacy is later reimbursed by PhilHealth at the approved unit cost per medicine, subject to the prevailing GAMOT list (PNDF-aligned).

Eligibility Conditions

• Patient must be an active PhilHealth member or a dependent of one.

• Prescription must come from a PhilHealth-accredited physician at a partner clinic or YAKAP Clinic with a valid MOA with Shield Drugstore.

• Medicine must appear on the current PhilHealth GAMOT formulary — check the posted list at the branch before dispensing.

• Quantity dispensed must not exceed the approved monthly supply per condition.

• One GAMOT transaction per PhilHealth member per medicine per month.

Branch Accreditation Requirements

• Valid PhilHealth Pharmacy Accreditation Certificate (renewed annually).

• Signed MOA with at least one YAKAP Clinic or partner physician for patient referral.

• PIC must have a valid PRC license on file with PhilHealth.

• Stock of GAMOT-listed medicines maintained at all times — stockouts must be reported to the Company Pharmacist within 24 hours.

11.2 GAMOT Dispensing Protocol

Step-by-Step Dispensing Workflow

46. Receive the prescription from the patient. Confirm it is from an accredited prescriber (check the current MOA list posted at the branch).

47. Verify the medicine is on the current GAMOT formulary. If not listed, do not dispense under GAMOT — inform the patient and process as a regular retail sale if they wish to purchase.

48. Verify PhilHealth membership status using the PhilHealth member portal or the patient's PhilHealth ID and MDR (Member Data Record). Confirm the member or dependent is active.

49. Check that no GAMOT transaction for the same medicine has been dispensed to this member in the current month. Use the GAMOT Dispensing Logbook to verify.

50. Dispense the approved quantity per GAMOT guidelines. Apply FEFO.

51. Complete the GAMOT Transaction Form (issued by PhilHealth). Fill in all required fields: patient name, PhilHealth number, medicine name (generic), quantity, unit cost, prescriber details, and branch stamp.

52. Have the patient or authorized representative sign the GAMOT Transaction Form acknowledging receipt.

53. Issue a regular branch official receipt marked 'GAMOT — PhilHealth Reimbursable.' The amount due from the patient is zero (₱0.00) for GAMOT-covered items.

54. Record the transaction in the GAMOT Dispensing Logbook: date, patient name, PhilHealth number, medicine, quantity, prescriber, and form serial number.

55. Enter the transaction in Qashier POS using the GAMOT modifier. The system will reflect zero patient payment.

56. File the PhilHealth GAMOT Transaction Form and prescription in the designated GAMOT Claims Folder, organized by month.

11.3 GAMOT Claims Filing and Reimbursement

Monthly Claims Preparation

Claims are filed monthly. The PIC or Branch Head prepares the GAMOT Claims Package by the 5th working day of the following month, containing:

• GAMOT Claims Summary Sheet (PhilHealth format) — one row per transaction.

• All original GAMOT Transaction Forms for the month.

• Copies of all corresponding prescriptions.

• Copy of the branch PhilHealth Accreditation Certificate.

• Copy of the PIC's valid PRC License.

Submit the Claims Package to the nearest PhilHealth office (or via the designated electronic submission portal if available). Retain a photocopy of the entire claims package at the branch before submission.

Reimbursement Tracking

After submission, the Branch Head logs the claims in the GAMOT Reimbursement Tracker: date filed, total amount claimed, PhilHealth reference number, and date of payment received. Head Office Finance reconciles all GAMOT reimbursements against branch records monthly.

11.4 GAMOT Stock Management

GAMOT medicines are stored and managed under the same FEFO and GMS protocols as all other pharmaceuticals (Chapter 5, Section 5.1). Additionally:

• Maintain a minimum stock level of 30 days' supply for each GAMOT-listed medicine stocked at the branch, based on average monthly GAMOT dispensing volume.

• GAMOT stock is tracked separately in the GAMOT Stock Ledger — updated each time GAMOT stock is received or dispensed.

• GAMOT stock may not be sold as regular retail unless the branch's GAMOT accreditation has lapsed and the item is not exclusive to the GAMOT program.

• Report any GAMOT stockout to the Company Pharmacist and Head Office within 24 hours. Post a notice at the branch informing patients of the stockout and the expected resupply date.

11.5 B2G and Institutional Supply Transactions

B2G (Business-to-Government) and institutional supply covers bulk medicine or health product supply to LGUs, government clinics, schools, barangay health centers, or NGOs under a formal purchase order or MOA. These are distinct from retail and GAMOT transactions.

Authorization and Documentation

• All B2G supply must be authorized by Head Office prior to execution. Branch Heads may not enter into B2G arrangements independently.

• Every B2G transaction requires a formal Purchase Order (PO) from the institution, reviewed and accepted by Head Office Finance.

• A Sales Invoice (not an OR) is issued for B2G transactions, prepared by Head Office Finance and provided to the branch for attachment to the delivery.

Dispensing and Delivery

• B2G medicines are pulled from branch stock based on the approved PO and dispatched with a WH-OUT or Branch Delivery Receipt.

• The PIC verifies that all medicines in the B2G delivery have valid FDA registration, are within shelf life, and match the PO specifications before release.

• A batch-level delivery record is maintained — medicine name, generic name, batch number, expiry date, quantity, and recipient's signature.

Qashier POS Entry

B2G transactions are entered in Qashier using the B2G modifier. Payment terms follow the PO (typically 30–60 days net). Head Office Finance monitors collection and reconciles against the Sales Invoice.

12.1 Scope and Coverage

This chapter covers all assistive and diagnostic medical devices sold at Shield Drugstore branches, including but not limited to:

12.2 Receiving and Inspection Protocol

At Delivery

57. Match delivery against the Purchase Order and WH-01/OUT Receipt — item description, model number, quantity, and serial numbers (if applicable).

58. Inspect each unit for physical damage: dented or torn packaging, cracked housing, missing components, or signs of tampering.

59. For electrically powered devices: test each unit for power-on functionality before accepting delivery. Do not sign the DR for any unit that fails to power on.

60. Verify that each unit includes: user manual (Tagalog/English), warranty card, certificate of conformance or calibration (where required), power adapter and accessories, and FDA CPR sticker or documentation.

61. Record the serial number of every unit received in the Medical Equipment Stock Ledger.

62. Tag each unit with a Shield Drugstore price tag and asset sticker (serial number and date received).

Rejection Criteria

Reject any unit exhibiting:

• Physical damage to the device or primary packaging.

• Missing components that are listed on the box as included.

• No FDA CPR documentation or supplier certification.

• Failed power-on test.

• Mismatch between serial number on box and unit.

Rejected units are tagged with a Red sticker, placed in the quarantine area, and reported to Warehouse and Head Office within the same shift. A WH-OUT Return is created in Business Center (Odoo).

12.3 Display, Storage, and Inventory

Display Standards

• Large equipment (wheelchairs, walkers) is displayed near the pharmacy counter — close enough for the PIC or Branch Head to endorse and demonstrate to customers.

• Small devices (BP monitors, glucometers, pulse oximeters) are displayed in locked glass cases or behind the counter. Customers may not self-select high-value devices.

• Each display unit has a clearly visible price tag, model name, and a brief feature card (prepared by Head Office Marketing).

• A minimum of one unit per model must be on display at all times if stock is available.

Inventory and Stock Ledger

Medical equipment is tracked in the Medical Equipment Stock Ledger in addition to Qashier POS. The Ledger records: item name, model, serial number, date received, unit cost, selling price, status (Available/Sold/Demo/Quarantine), and date sold or disposed. This provides serial-level traceability for warranty claims and recalls.

• Conduct a physical serial-number count of all medical equipment weekly, reconciled against the Ledger and Qashier.

• Variances between Ledger and physical count are reported immediately to the Branch Head and investigated.

12.4 Sales Protocol for Medical Equipment

Pre-Sale

• For prescription-required devices (e.g., oxygen concentrators, prescribed wheelchairs): the PIC verifies the prescription before the sale proceeds.

• For SC/PWD discount eligibility: the device must be on the prescribed list. Verify the prescription and the SC/PWD ID before applying the discount.

• The Branch Head or PIC provides a brief device orientation to every customer purchasing a powered device — this is not optional.

At Point of Sale

• The serial number of the unit sold is entered in Qashier using the Serial Number field or the Notes field.

• The warranty card is completed at the counter: store name, date of purchase, serial number, customer name, and contact number.

• Give the customer the warranty card, official receipt, user manual, and a printed 'Device Orientation Reminder' card with the branch contact number.

• Record the sale in the Medical Equipment Stock Ledger — serial number, date sold, OR number, customer name, and contact number.

12.5 Warranty Policy

Shield Drugstore's standard device warranty is:

• 7-day defective replacement — if the device fails due to a manufacturing defect within 7 days of purchase, replace with the same model at no charge.

• 1-year service warranty — for manufacturing defects arising between day 8 and day 365. The unit is referred to the supplier or service center. Shield Drugstore coordinates the referral and follows up on turnaround.

What the Warranty Covers

• Manufacturing defects in materials and workmanship.

• Failure under normal use conditions as described in the user manual.

What the Warranty Does Not Cover

• Physical damage caused by dropping, liquid spills, or improper storage by the customer.

• Damage from use of unauthorized accessories or power adaptors.

• Normal wear — consumable components such as batteries, tubing, masks, lancets, and test strips.

• Devices with tampered, removed, or unreadable serial numbers.

12.6 Returns, Exchanges, and Service Referrals

7-Day Defective Replacement

63. Customer presents the unit, original OR, and warranty card within 7 days.

64. Branch Head or PIC inspects the unit and confirms the defect is manufacturing-related (not physical damage from misuse).

65. If confirmed defective: replace with the same model from stock. Update the Medical Equipment Stock Ledger for both the returned unit and the replacement unit. Record the replacement OR number.

66. The defective unit is quarantined with a Red tag and a written description of the defect. A WH-OUT Return is raised in Business Center (Odoo) for supplier claim.

67. If the defect cannot be confirmed at branch level: escalate to the Branch Head and contact the supplier's service hotline. Document the outcome.

Beyond 7 Days — Service Referral

68. Customer presents the unit with OR and warranty card. Branch Head verifies it is within the 1-year warranty period.

69. Complete a Service Referral Form (kept at branch): customer name, contact, model, serial number, defect description, and date.

70. Contact the supplier's authorized service center. Provide the referral details and secure a Service Reference Number.

71. Give the customer the Service Reference Number and the service center's contact details in writing.

72. Log the referral in the Medical Equipment Service Log and follow up with the customer within 14 days.

Out-of-Warranty Returns

Out-of-warranty returns are not accepted. Inform the customer politely that the warranty period has lapsed and provide the supplier's service center contact for paid repair options.

12.7 Product Recalls

When a recall notice is received from the FDA or supplier for any medical device:

• Immediately quarantine all units of the recalled model — both display and stockroom.

• Pull the Medical Equipment Stock Ledger to identify all serial numbers affected.

• Contact all customers who purchased affected units using the contact numbers recorded at sale. Document each contact attempt.

• File a Recall Incident Report in Business Center (Odoo) within 24 hours.

• Follow recall return and disposal instructions from the supplier or FDA.

13.1 Grab Merchant Platform — Operations

Account and Credentials

• Each branch has one official Grab Merchant account. Credentials are held by the Branch Head and PIC only — never shared with Pharmacy Assistants without Branch Head authorization.

• The Branch Head is responsible for the Grab account's content accuracy, availability settings, and customer ratings.

• Credential changes (password, contact number) must be reported to Head Office IT within 24 hours.

Product Listing Rules

• Only items approved by Head Office Marketing may be listed on Grab. Branches may not add, remove, or reprice items independently.

• Prescription medicines may NOT be listed on Grab. OTC medicines, supplements, medical devices (non-prescription), and FMCG items may be listed subject to Head Office approval.

• All Grab prices must exactly match the in-store shelf price. Price discrepancies between Grab and POS are a compliance violation.

Daily Availability Management

Grab availability must be updated three times daily as part of the opening, mid-shift, and closing routines:

• Opening (before 7:00 AM): Log in to the Grab Merchant App. Mark unavailable any item with fewer than 2 units on hand (fast-movers) or 1 unit (high-value or regulated items). Confirm store is set to 'Open.'

• Mid-shift (12:00–1:00 PM): Re-verify stock levels and update availability for any items sold out during the morning.

• Closing: Cancel any pending orders that cannot be fulfilled. Switch store to 'Closed' before locking up.

13.2 Grab Order Handling

Incoming Orders

73. An order notification appears on the Grab Merchant App. The duty staff must accept or decline within 3 minutes.

74. Accept only if all items in the order are physically in stock and can be prepared within the estimated pickup window.

75. If an item is out of stock after acceptance: contact the customer immediately via the Grab chat. Offer a substitution if available. If no substitution is acceptable, cancel the order — never dispatch an incomplete order without customer consent.

Order Preparation

76. Pick items from the gondola using FEFO — earliest expiry first.

77. For OTC medicines: check that the item does not require a prescription. If a customer adds a note requesting a prescription item, do not fulfill it via Grab — contact the customer and explain that prescription medicines require an in-person visit.

78. Place items in a sealed Shield Drugstore branded bag. Include the itemized receipt printout inside the bag.

79. Mark the order as 'Ready for Pickup' in the Grab App once packing is complete.

Delivery Handover

Grab delivery riders pick up the order from the branch counter. The duty staff must: verify the rider's Grab order reference matches the bag's receipt before handover; never release a bag without confirming the order reference. Record the Grab Order ID and handover time in the Grab Order Log.

Prescription Items — Strict Rule

13.3 Grab Customer Complaints and Disputes

Missing or Wrong Item

80. Customer reports via Grab chat or branch phone that an item is missing or wrong.

81. Branch Head verifies using the Grab Order ID, packing record, and CCTV footage if available.

82. If the error was the branch's: issue a replacement or refund per the Grab platform's resolution process. Log the incident in the Incident Logbook and Business Center (Odoo).

83. If the error cannot be confirmed: escalate to Area Head. Do not issue replacements based on unverified claims.

Damaged in Transit

Damage during rider transit is the rider's/Grab's responsibility. Direct the customer to the Grab app's Help center for rider-related damage claims. The branch is not financially liable for transit damage but should assist the customer with the reporting process as a service gesture.

Negative Reviews

All Grab reviews below 4 stars must be reviewed by the Branch Head within 24 hours. If the negative review relates to product quality, missing items, or service, file an Incident Report in Odoo and take corrective action. Forward reviews that identify systemic issues to the Brand and People Experience Department.

Grab Merchant Disputes

If Grab rejects a reimbursement or holds payment, the Branch Head escalates to Head Office Finance within 24 hours with the Grab Order IDs, screenshots, and amounts in dispute. Head Office manages all formal dispute submissions to Grab.

13.4 E-Commerce — shielddrugstore.com

Current Operating Status

The shielddrugstore.com platform is in development / launch phase. Until Head Office issues a formal Go-Live memo with branch-specific instructions, the following interim rules apply:

• No branch staff may promise delivery, pricing, or product availability through the website to customers without Head Office confirmation.

• Customer inquiries received via website forms or chat are routed to Head Office and assigned to a branch by the Area Head.

• Order fulfillment from branches will be governed by a fulfillment SOP issued at Go-Live. Until then, do not pull stock for website orders without written Head Office instruction.

At Go-Live — Key Protocols (Framework)

Upon official launch, the following principles will govern branch participation:

• Order management: Branch receives pick list from the platform. PIC verifies no prescription items are included before picking. Items are packed and dispatched per the courier SOP provided at launch.

• Pricing: Website prices are set and maintained by Head Office only — no branch-level overrides.

• Returns: Website returns follow the same physical return policy (Chapter 6, Section 6.3) with an additional return window specified at launch.

• Complaints: Website customer complaints are handled by Head Office Customer Experience and escalated to the branch for investigation only.

13.5 Digital Channel Credentials and Security

• Grab Merchant App credentials: stored in the branch Key Control Logbook with the same security standard as branch keys.

• shielddrugstore.com admin access (when issued): Branch Head only. Password managed per Chapter 7, Section 7.4 standards.

• No personal accounts are to be used for any Shield Drugstore digital channel activity.

• Any suspicious login activity, unauthorized access, or credential compromise is reported to the Branch Head and IT Support within 1 hour.

14.1 What Constitutes a Financial Integrity Concern

Category A — Immediate Escalation (same shift)

• Cash shortage of ₱500 or more with no identified cause after EOD investigation.

• Void or refund transactions with no corresponding customer return or documented reason.

• Discount applied without a valid ID, prescription, or Branch Head authorization.

• POS override or price change not reflected in the Price Update Memo.

• GAMOT transaction with no signed Transaction Form or patient receipt.

• Petty cash disbursement with no Petty Cash Voucher (Form 7A) or receipt.

Category B — Escalation within 24 Hours

• Recurring cash shortage pattern: 3 or more consecutive days of unexplained shortage, any amount.

• Discount total in Qashier does not match Forms 6B or 6D for the same period.

• Missing petty cash funds — fund balance not reconcilable against vouchers and receipts.

• Local purchase without Branch Head or Area Head authorization.

• B2G transaction without a Head Office-approved Purchase Order.

Category C — Report to Head Office within 48 Hours

• Suspected internal theft by a staff member, regardless of amount.

• Falsification of any financial record — sales log, discount log, petty cash, or GAMOT form.

• Collusion between staff members on cash handling or discount application.

• A staff member's persistent shortfall across multiple days totaling ₱2,000 or more.

14.2 Escalation Path

Level 1 — Branch Head

The Branch Head is the first investigator for all Category A and B concerns. Upon discovery:

84. Secure the evidence — print Qashier reports, preserve CCTV timestamps, and collect all relevant forms before end of shift.

85. Complete a Financial Integrity Incident Report (use the Incident Report form in the Forms Book, tagged 'Financial Integrity').

86. Do not confront the suspected staff member alone — always have a witness and document the conversation.

87. Notify the Area Head via official channel on the same day.

88. File the Incident Report in Business Center (Odoo) before closing.

Level 2 — Area Head

The Area Head reviews Category A and B cases and leads all Category C investigations.

89. Review the Branch Head's Incident Report and supporting evidence within 24 hours.

90. Conduct a follow-up interview with the Branch Head and relevant staff — documented, witnessed, and signed.

91. Notify Head Office Finance and HR simultaneously for all Category C cases.

92. Recommend a course of action — coaching, written warning, preventive suspension, or termination referral — to HR within 48 hours.

93. File all investigation materials in Business Center (Odoo) under the staff member's record.

Level 3 — Head Office Finance and HR

Head Office Finance audits the branch records independently for all Category C cases and any case where the Area Head's findings are contested. HR determines the disciplinary outcome per the progressive discipline framework (Chapter 9, Section 9.2) and zero-tolerance offense list. Legal action is recommended when falsification, theft above ₱5,000, or collusion is confirmed.

14.3 Financial Integrity — Specific Protocols

Cash Shortage Investigation

When a shortage is identified at EOD:

94. Re-count cash in the presence of a second witness. Document both counts.

95. Review the Z-Read line by line for: any refund or void not matched to a physical return or documented customer interaction; any discount applied without the matching log entry; any transaction in the Z-Read that the closing staff cannot explain.

96. Cross-check e-wallet and card settlement reports for any missed posting.

97. If still unexplained: the closing staff and Branch Head both sign the variance record. The shortage is not deducted from wages at this point — investigation must be completed first.

98. If the investigation confirms negligence or misconduct: HR determines wage deduction eligibility per DOLE guidelines. Deductions are only lawful with written employee consent or a final NLRC ruling.

Discount Abuse Protocol

When discount abuse is suspected — SC/PWD discount applied with no ID, employee discount applied to ineligible items, or Manager discount without Branch Head involvement:

99. Pull the Qashier Discount Report for the flagged period.

100. Cross-reference against Forms 6B, 6C, and 6D.

101. For SC/PWD: check the Senior Citizen Logbook — every SC discount must have a signed entry.

102. Identify the staff member who processed the transaction from Qashier login records.

103. File a Financial Integrity Incident Report and escalate to Area Head.

Confirmed discount abuse is a serious violation. First confirmed instance: written warning and full reimbursement of the incorrectly applied discount. Second instance: suspension and payroll deduction. Third instance or deliberate falsification: termination referral.

Petty Cash Irregularity Protocol

When petty cash funds cannot be reconciled:

104. Perform an immediate physical count of the petty cash box in the presence of the Branch Head and one witness.

105. Match every disbursement against a signed Form 7A with an attached original receipt.

106. Any disbursement without a voucher or receipt is an automatic irregularity — document and escalate.

107. If the total of vouchers plus remaining cash does not equal the authorized fund amount: the difference is an unexplained shortage. Treat as Category B or C depending on the amount.

14.4 Whistleblower Protection

Any staff member who reports a financial integrity concern in good faith is protected from retaliation. Retaliation — including schedule changes, reassignment, verbal harassment, or any adverse employment action against a reporting staff member — is a zero-tolerance violation and will be investigated independently by the Brand and People Experience Department. Reports may be made directly to the Area Head, Head Office HR, or through the anonymous reporting channel maintained by Head Office.

14.5 Record Retention for Financial Integrity Cases

• All Financial Integrity Incident Reports: retained for 7 years minimum.

• Qashier reports, Z-Reads, and discount logs for the period under investigation: secured digitally in Business Center (Odoo) and never deleted.

• CCTV footage relevant to a financial integrity case: copied and secured immediately; physical recording overwrite must be prevented by notifying IT Support.

• Witness statements: signed, dated, and filed with the Incident Report.

APPENDICES — SUPPLEMENT

The following appendices are numbered AB through AH, continuing from the main Operations Manual v2.0. Insert after Appendix AA in the main manual's Appendices section.

14.6 Shield Drugstore Treats Program Integrity

Shield Drugstore Treats points have real monetary value — 100 points equals ₱1 redeemable at checkout. This means the Treats program is a financial asset of the company, and manipulation of the program by staff is a financial integrity violation, not merely a service or conduct issue. This section classifies Treats-related violations explicitly within the financial integrity framework.

Prohibited Conduct — Treats Program

Detection and Reporting

The Brand and People Experience Department conducts monthly audits of Treats enrollment and redemption data, looking for: enrollment spikes inconsistent with foot traffic; multiple enrollments from the same IP address or device; redemptions processed by the same staff member on transactions they also cashiered; unusually high point values on transactions where the item category does not support the earn rate.

Branch Heads must report any Treats irregularity they observe — including a staff member accessing a customer's account without authorization, or a customer complaining that their points have been used without their knowledge — as a Category C financial integrity concern (Chapter 14, Section 14.1) within the same shift.

Investigation and Consequence

Treats program integrity investigations are led by the Brand and People Experience Department with support from Head Office IT (for system logs) and Finance (for redemption value). Branch-level investigation is limited to securing the Qashier transaction records and CCTV footage and providing a factual account to Head Office. The Branch Head does not conduct the investigation.

Confirmed violations are prosecuted as theft under Philippine law in addition to the termination referral, if the value of the misappropriated points or the manipulated transactions warrants it. The company will file a formal complaint with the appropriate authorities for significant confirmed fraud.

Customers whose accounts were manipulated without consent are entitled to full restitution of their points balance. Head Office IT restores the correct balance and notifies the customer in writing.

APPENDICES — PATCH v2.2

Appendices AI through AL continue the numbering from the v2.1 Supplement. Insert after Appendix AH in the master appendices section.