Employee handbook 2014 Edition by boohoo.com

EMPLOYEE HANDBOOK 2014 EDTION

WELCOME

WHO WE ARE

Welcome to our organisation! On behalf of all of the board of directors we would like to extend a very warm welcome – we’re glad to have you with us. We are all very proud of our organisation, and want you to feel proud to be part of it too. Whichever part of the business you are joining and whatever role you are doing, we really appreciate the contribution you make to our success. We only select the very best to join us, and we have big plans for the future that we will all deliver together. So, now you have joined us you can feel confident you have joined somewhere exciting, somewhere a little different and importantly somewhere where you can really make an impact, work hard and have fun.

From Manchester’s best kept fashion secret to one of the fastest growing international etailers, boohoo.com has quickly evolved into a global fashion leader of its generation.

Please take some time to read through this handbook and keep it somewhere safe. It contains lots of information that you will find useful. If you have any questions please ask a member of the HR team who will be very happy to help you.

Our philosophy is pretty simple: we don’t take fashion or life too seriously. And with up to 100 pieces hitting site every day and a new collection each week, we never stop - it’s 24/7 fashion at its best.

Best wishes,

With an exciting future ahead boohoo is set to cement its position as a global fashion leader and we are delighted you are going to be part of it!

Mahmud Kamani and Carol Kane

Combining cutting-edge design with an affordable price tag, we’ve been pushing boundaries since 2006 to bring our customers all the latest looks for less. We design, source, market and sell our own brand clothing, shoes and accessories to our loyal 16-28 year old consumers both in the UK and globally.

Our

PACT

PACT values that seal the deal for boohoo...

PA SSIONATE

AGILE

CREATIVE

TEAM

Believing in boohoo, and believing

Staying ahead of the pack,

Being unique, aspirational and

Listening and responding to create a

in ourselves.

embracing change.

always “boohoo”.

place where everyone’s contribution

Loving what we do and being

Moving fast and grabbing

Doing it our way, not being afraid

is important and valued.

inspired to be the best we can be.

opportunities with both hands.

to be different.

Building success through people and

Focused and committed to giving our

Being lean, effective and efficient.

Creative in thinking and design.

sharing in it together.

customers the experience they want.

Remembering to have fun along the way.

CONTENTS THE BASICS 2 2 2 2 3 3 4 4 4

INTRODUCTION YOUR INDUCTION PROBATIONARY PERIOD YOUR PAY BREAKS AT WORK HOLIDAYS CHANGES TO PERSONAL DETAILS RIGHT TO WORK REFERENCES

THE EXTRAS 7 7 7 7 7 8 8 8 8

PENSION BONUS SCHEMES HEALTH PLANS LIFE ASSURANCE CHILDCARE VOUCHERS EMPLOYEE DISCOUNT EYE TESTS THE BOOHOO CAR STAR AWARDS

THE BALANCE 10 10 10 10 10 11 11 11 11

MATERNITY LEAVE PATERNITY/PARTNER LEAVE ADOPTION LEAVE PARENTAL LEAVE FAMILY EMERGENCY LEAVE FLEXIBLE WORKING JURY SERVICE COMPASSIONATE LEAVE UNPAID LEAVE

THE IMPORTANT BITS 13 14 16 16 17 17 17 18 20 21 24 24 26 26 31 32

ATTENDANCE SICKNESS MEDICAL REPORTS COMPANY SICK PAY STATUTORY SICK PAY CAPABILITY AND ABSCENCE DRESS AND APPEARANCE PERSONAL RELATIONSHIPS PHONE USE AND MOBILE PHONES E-MAIL AND THE INTERNET DATA PROTECTION GIFTS FROM SUPPLIERS TRAVEL POLICY DISCIPLINARY PROCEDURES CAPABILITY AND PERFORMANCE LEAVING THE COMPANY

YOUR DEVELOPMENT 36 36 36 36 37

PERFORMANCE REVIEWS INTERNAL VACANCIES IDEAS AND CREATIVITY TIME OFF FOR TRAINING FURTHER EDUCATION

YOUR SAFETY 39 39 40 40 41 41 42 43

SECURITY OF PROPERTY HEALTH & SAFETY POLICY ACCIDENTS & REPORTING FIRST AIDERS FIRE PROCEDURES NO SMOKING ALCOHOL & DRUG ABUSE SOCIAL EVENTS

GETTING IT RIGHT 45 46 47 48 49 53

GRIEVANCE PROCEDURES ‘WHISTLE BLOWING’ ANTI BRIBERY EQUAL OPPORTUNITIES HARASSMENT AND BULLYING COMMUNICATION

55 ACKNOWLEDGMENT FORM

You will have regular reviews of your performance during the probationary period. These will take into consideration your progress and capabilities, timekeeping and absence.

INTRODUCTION

YOUR INDUCTION

This handbook is for all employees of The Kamani Group of Companies. It will give you general information about your employment with us and should be read in conjunction with your terms and conditions of employment.

When you join us you will be given the opportunity to spend time with each of the business areas to get an understanding of the ways we work and help you to get settled in quite quickly. On your first day, you will normally have a group induction which will give you an insight into where we have come from, what is important to us, where we are going and the structure we have in place to help us to succeed.

Most of the information is for your guidance, however there are some aspects that are contractual and these are clearly marked. These items form part of your contract of employment with us. We reserve the right to make any reasonable changes to the terms and conditions of employment and the contents of this handbook from time to time. Any changes will only be made when there is a sound business reason for doing so and you will be informed in writing, which may include email or online distribution of written documents, before any changes are introduced.

PROBATIONARY PERIOD All new employees will start with us on a minimum probationary period of six months. If we consider that a different probationary period is required from the beginning of your employment, this will be specified in your offer letter. Sometimes it may be necessary to extend the

At the end of your probationary period, provided that both you and your line manager are satisfied, you will be informed in writing of your appointment as a permanent employee.

YOUR PAY Your offer letter and contract of employment will specify the basic salary and benefits package that you are entitled to. It will also specify whether you are a monthly or weekly paid employee. For monthly paid employees, our pay day is the 17th of each month and you will be paid two weeks in arrears and two weeks in advance directly into your nominated bank account. For weekly paid employees, you will be paid on Friday of each week for the full previous week, directly into your nominated bank account. Please note that we reserve the right at any time during, or upon termination

THE BASICS

probationary period and if this is the case, you will be informed in writing and given the reasons for this.

BREAKS AT WORK

The holiday year runs from 1st January to 31st December and holiday entitlements are specified in your contract of employment. If you join or leave us part way through the holiday year your holiday entitlement will be pro-rated to reflect the length of time you have been with us during the year. For example, if your annual entitlement is 22 days and you join us on the 18th May your entitlement for the rest of the year would be 14 days.

You must get all holidays authorised by your line manager. This is arranged by completing an online request on hoosin for Head Office, and completing a holiday form at the warehouse, which is available on the shared resource. Once this form has been authorised by your line manager, it must be passed to the HR department for recording purposes.

Any breaks that you are entitled to during working hours are determined by the number of hours that you work each day. Your contract of employment will specify exactly what you are entitled to. All breaks at work are unpaid.

HOLIDAYS All our employees are entitled to paid holiday each year. This is to provide you with an extended period of leisure time where you can have a break from work, relax and return to work refreshed. It is important that you take your full holiday entitlement in each holiday year. Any holidays that are not taken will not be paid in lieu and will not be carried over to the next holiday year without authorisation from your line manager.

this as holiday in line with the normal procedures. We are all working within a 24 hour, 7 days a week business, and operating continuously to serve our customers is essential. This does mean that where your holiday entitlement is inclusive of bank holidays, you may be required to work on Christmas Day as well as all other designated bank holidays. Premium rates may be paid for certain days, however this is not contractual and is at the discretion of the organisation.

If your annual entitlement is 25 days and you left the organisation of the 16th September, your entitlement up to your leave date would be 18 days. The HR department will be able to advise you of your entitlement for the rest of the year once you have joined us, or before you leave. Bank holidays are not a contractual entitlement for all employees. Please refer to your contract for your specific entitlement. If you do not wish to work on a bank holiday you will need to request

You are encouraged to stagger your holiday throughout the year. You should give at least one monthâ&#x20AC;&#x2122;s notice when booking five working days holiday or more. Normally holidays for more than two weeks at any one time will not be authorised. Any exceptions to this will be at the discretion of your line manager. Once approval for holidays has been given, it will not normally be withdrawn. However we reserve the right to withdraw such approval should the circumstances warrant it. Where this becomes necessary due to the needs of the business, every effort will be made to minimise any inconvenience or hardship for you.

All holiday requests are granted at the Managerâ&#x20AC;&#x2122;s discretion and therefore no arrangements should be made before gaining authorisation. Any employee who takes annual holiday which has not previously been approved by their Line Manager may be subject to disciplinary action up to and including dismissal, as the absence will be deemed to be unauthorised.

We may also conduct periodic checks from time to time and if any employee is found working without the right to work in the UK, they will be summarily dismissed from the Company.

CHANGES TO PERSONAL DETAILS

Your offer of employment is made subject to us receiving satisfactory references. If unsatisfactory references are received, our offer may be withdrawn.

It is your responsibility to inform us in writing of any changes to your personal details. These include, your home address, contact phone number, bank or building society details, surname, next of kin or emergency contact details. You also need to ensure that you update HMRC of all your current personal information as we are unable to do this for you. You can update your details online at www.hmrc.gov.uk/reportchanges/index.htm

RIGHT TO WORK In line with the Immigration, Asylum and Nationality Act 2006 we need to ensure that all our employees have the right to work in the UK. You will need to provide us with evidence of your entitlement to work, and details of our requirements are in your offer letter.

REFERENCES EMPLOYMENT SUBJECT TO REFERENCES

Whilst you may have started work with us before all references have been obtained, should any prove unsatisfactory, your employment may be terminated immediately.

REFERENCES TO BE GIVEN ON TERMINATION Should you leave our employment we will provide a standard reference directly to your prospective or new employer following a written request from them. All reference requests should be passed to the HR department and must not be given by individual line managers.

MORTGAGE, RENT OR LEGAL REFERENCES Such references will only be given in response to a specific written request and no information will be supplied without your permission. All reference requests should be passed to the HR department and must not be given by individual line managers.

THE BASICS

of your employment, to deduct any overpayment made and/or monies owed to us by you, including but not limited to any excess holiday, outstanding loans, exam fees, advances and the cost of repairing any damage or loss to our property which has been caused by you. If the amount that is owed is significant, we will where possible agree a repayment schedule with you. This is contractual.

THE EXTRAS

THE EXTRAS HEALTH PLANS

We offer a contributory pension plan for all our employees which you are eligible to join after successful completion of your six month probationary period. Further details of contributions are outlined in your offer letter and once you are able to participate we will arrange a meeting with our employee benefit consultants who will be able to talk you through everything in more detail.

We have two different health plans available to you depending on your position within the organisation.

BONUS SCHEMES We want to be able to give you something back for helping us to achieve our successes and to recognise your hard work and commitment to the organisation. We run several bonus schemes across the different Companies. These schemes are discretionary and can be withdrawn or amended at any time. Your line manager will talk you through your departmental KPIs and the targets that the Company aims to reach. Details of the bonus payments you can achieve will be in your offer letter or you can speak to the HR department for more information.

1 • Health Cash Plan – Our Health Cash plan offers help towards a variety of everyday health care. It allows you to claim back money towards costs incurred within set limits. The plan allows for funds to be claimed back on treatment such as dental, optical, physiotherapy and many more treatments. Once you have successfully completed your qualifying period, a cash plan pack will be organised and issued to your home address. 2 • Private Medical Insurance – Private Medical Insurance will allow for treatment/consultation from a private facility. The cover provides prompt treatment combined with a private and personal care service. Once you become eligible to enter the scheme, an application form must be completed to apply for this cover. A membership pack will then be issued by the insurer. Before using private medical a referral should be made from your GP. Whether you are entitled to the Health Cash Plan or Private Medical Insurance,

LIFE ASSURANCE Whilst it may not be what anyone wants to think about, all our employees are entitled to life assurance. In the unfortunate event of your death whilst employed by us, your beneficiaries will be provided with a cash sum of up to two times your basic salary. Please ensure you keep us updated with personal details of your chosen beneficiaries to ensure we always have the most relevant information.

CHILDCARE VOUCHERS Childcare vouchers are an easy way for working parents to save on the cost of childcare. They can be used for a wide range of care, from nurseries and child minders through to holiday camps and breakfast clubs. By signing up for childcare vouchers, you can enjoy automatic savings in tax and National Insurance on vouchers up to the value of £243 per month. The savings are often worth hundreds of pounds a year which is a great help. For more information please contact the HR Department.

THE BOOHOO CAR EMPLOYEE DISCOUNT We want you and your nearest and dearest to be able to take advantage of what we do! You can enjoy an employee discount of 40% off all products on the Boohoo website. Details of how you can register for this discount will be given to you during your Company induction.

EYE TESTS All employees that are users of display screen equipment are entitled to have an eyesight test at regular intervals. We will refund up to a maximum of £20 per year for an eye test and further details of how to claim this back can be found in the eye care policy.

We have a branded Fiat 500 car that is available for you to book out and use for business or personal use. You will need to read and sign a copy of the car pool policy and also provide us with a copy of both parts of your driver’s license. Once we have all of these documents you will be ready to go! The use of the boohoo car may be amended or withdrawn without notice at any time.

STAR AWARDS We have a scheme in place to recognise those employees who go above and beyond their day job, exceeding our expectations and making a difference to the business. Managers can nominate members of their own team, but there is also the opportunity to nominate across departments if you feel someone has really had an impact on you. Winners of the awards are announced on a regular basis and everyone who is nominated will receive a token of appreciation from the organisation.

THE EXTRAS

PENSION

Where glasses are necessary for the use of Display Screen Equipment we will support with the cost of a basic pair of glasses. This does not apply to the cost of contact lenses or normal glasses. We will contribute up to £50 towards a pair of glasses and this can be claimed back in line with details in the eye care policy.

the relevant qualifying periods before your entitlement starts will be communicated to you in your employment offer letter.

THE BALANCE MATERNITY LEAVE

new date to your Line Manager and the HR department.

If you wish to return from maternity leave early, you must give us at least 28 days’ written notice of the date that you intend to return to work. If you return to work following your ordinary maternity leave you are entitled to return to the position that you were employed in prior to your maternity leave. If you return to work during or at the end of your additional maternity leave, you will wherever possible return to your previous role, however you may be required to return in a different role but on similar terms and conditions of employment.

We will then provide you with information on what you are entitled to leading up to and during your maternity leave. All employees regardless of their length of service or hours of work are entitled to take 26 weeks ordinary maternity leave and an additional 26 weeks maternity leave. As stated above, you are not able to start your ordinary maternity leave earlier than the beginning of the 11th week before the expected week of childbirth. However you can vary the date which you intend to start your maternity leave provided that you give 28 days’ written notice of the

For health and safety reasons, you are not able to return to work until at least 2 weeks after your baby is born. For those working in the warehouse this is a minimum of 4 weeks.

STATUTORY MATERNITY PAY In order to qualify for SMP, you must have completed 26 weeks continuous service at the 15th week before your expected week of childbirth and meet the average weekly earnings requirements. If you meet these requirements you will be entitled to 39 weeks of statutory maternity pay. If you are in any doubt as to whether you are entitled to SMP as a result of your earnings please contact the HR department who will be able to advise you.

KIT DAYS During your maternity leave, and following the birth of your baby it is possible to arrange ‘keeping in touch days’ without breaking your entitlement to maternity leave. You are entitled to 10 of these days and you will be paid for these days at your normal salary rate in addition to your maternity pay. Many employees find these useful to make the process of returning to work a little easier, and they are a good way of keeping up to date with any changes in the business.

THE BALANCE

All pregnant employees are entitled to maternity leave. You must inform us of your pregnancy by no later than the end of the 15th week before your expected week of childbirth. On or around the 20Th week of your pregnancy, your GP or midwife will provide you with a MATB1 form which you must give to your Line Manager or the HR department. You will need to let us know in writing the date which you intend to start your maternity leave (which cannot be earlier than the beginning of the 11th week before the expected week of childbirth).

RETURN TO WORK

For more details on maternity leave, please refer to the Maternity Leave Policy which is available on the shared resource or from the HR department.

PATERNITY/PARTNER LEAVE

If you meet the eligibility criteria you will be entitled to 2 weeks’ paternity/partner leave which will be paid at the Statutory Paternity rate. Leave can be taken either as one

For more information on Paternity/Partner leave, please refer to the Paternity/ Partner Leave Policy which is available on the shared resource or from the HR Department.

ADOPTION LEAVE If you are adopting a child, you may be entitled to adoption leave. If you want to request adoption leave, please discuss this with your line manager or the HR Department who will be able to provide you with more information of what you are entitled to.

PARENTAL LEAVE If you have one year’s continuous service with the organisation and have parental responsibility for a child who is under five years old (or under 18 for a disabled child) you are entitled to up to 18 weeks unpaid parental leave in order to care for your child. Leave must be taken in blocks of a minimum of one week (except when the child is disabled) and you may take up to a maximum of four weeks in any one year period. For more information about taking parental leave please contact the HR Department.

FAMILY EMERGENCY LEAVE We recognise that from time to time, you may need to take reasonable time off work to deal with emergency situations relating to a dependant. We therefore have a policy in place to allow you to do this, and this is available to all employees regardless of how long you have worked for the organisation. You can only take leave to care for a dependant under this policy. Leave to handle domestic emergencies will not be considered. You may take a reasonable amount of unpaid time off work in the following circumstances: • To help when a dependant gives birth, falls ill, is injured or assaulted • To make arrangements for the care of a sick or injured dependant • To cope when care arrangements for a dependant are unexpectedly disrupted You must notify your manager immediately with the reason for your absence or of a need to leave the workplace. You must also advise how long you expect to be away. This leave is intended to support with dealing with emergencies and should always be ‘reasonable’. For example,

taking two weeks off to care for a child with a common illness would not generally be considered reasonable. Taking a much shorter period of time to arrange alternative childcare would generally be considered reasonable.

FLEXIBLE WORKING We want to support a family friendly culture within the business, and to enable employees to balance family responsibilities with work. Any applications for flexible working will be fully considered and will only be declined if there is a sound business reason for doing so. Any changes that are made to your terms and conditions of employment as a result of flexible working will be permanent, unless otherwise specified, and may include the following: • The hours you are required to work • The times you are required to work • Where you are required to work To be able to request a change to your terms and conditions of employment, you must; • Have at least 26 weeks continuous service on the date that your application is made • Be the Mother, Father, Adopter, Guardian or Foster Parent of a child up to the age of 16 (or a disabled child up to the age of 18) or be married to or be the partner of the child’s Mother, Father, Adopter, guardian or Foster Parent; and

• Expect to have responsibility for the child’s upbringing You will need to complete an application form, which you can obtain from the HR Department and you will need to discuss the application with your Line Manager. We will then arrange a formal meeting to discuss the request in more detail before any decision is made. Any application must be made no later than 14 days before your child’s 16th birthday and no more than one application can be considered in a 12 month period, even if your application is declined. We will make sure that once we receive your request, we will arrange a meeting within 28 days of receiving your application, and that you are notified of the outcome of the meeting in writing within 14 days of the meeting taking place. If your application is declined, you will have the right to appeal our decision, and any appeal must be submitted in writing within 10 days of receiving your outcome letter.

COMPASSIONATE LEAVE In the unfortunate event of a bereavement, leave will be granted to allow you time off work to deal with the event for your immediate family. (“immediate family” means; partner, mother, father, sister, brother, children, grandparents or grandchildren).

The period of leave will normally be a maximum of three days paid leave, however this may be extended at the discretion of the organisation. Additional time off may be requested as holidays if required.

JURY DUTY If you are called to jury service you must inform your line manager as soon as possible of the dates you will be absent from work. You must keep your line manager informed throughout the duration of your absence with the date you are expected to return. You should inform the court that you will require all allowances that are available to you. This amount will be paid to you by the court, usually in the form of a cheque, and you will need to provide a copy of the breakdown of this payment to the HR department so that we can adjust your salary to reflect this allowance. We will ensure where possible that you do not suffer financially in any way for attending jury service.

UNPAID LEAVE Generally, unpaid leave is not granted by the organisation. However, in exceptional circumstances and at our discretion, unpaid leave may be considered. In such circumstances, you should submit the reasons for the request for unpaid leave in writing to your line manager.

THE BALANCE

To be eligible for paternity/partner leave you must have been continuously employed by us for at least 26 weeks at the end of the 15th week before the expected week of childbirth. If you wish to take paternity/partner leave, you must inform your line manager or the HR department of your request in writing.

or two weeks consecutively but must be taken in block weeks and within 56 days of your child being born.

THE IMPORTANT BITS ATTENDANCE The organisation aims to encourage all its employees to maximise their attendance at work, however we recognise that there are other times that employees may be absent from work.

UNUSUAL OR UNEXPECTED ABSENCE

Lateness All employees are expected to attend work on time. This means being ready to actually start work on time, not just entering the building at the designated start time. Punctuality is taken seriously within the organisation and repeat issues will be managed under the disciplinary process. If an employee is going to be late they must call their line manager in all instances to advise of this and explain the reasons.

If you have a medical appointment (e.g. dentist, doctor, hospital) you should inform your line manger as soon as you receive notification of the appointment, if the appointment will require you to be absent during working time. You should aim to keep disruption to a minimum and appointments that are arranged during working hours should be booked towards the beginning or the end of the working day. However, such appointments whenever possible should be made outside of normal working hours. Employees may be required to produce evidence of the appointment, if requested by the line manager, and you will be expected to attend work before and after the appointment if this is possible. Where it is practical and approved by the line manager that time lost due to attending the appointment can be made up, you will be entitled to absence with pay for the appointment. This applies when the employee is absent for only part of the day, i.e. is able to attend work before or after the appointment. Where the appointment requires a full day’s absence, you will be seen as taking sickness absence leave and the normal sick pay procedures will apply.

This does not apply to antenatal appointments which are addressed separately. Absence due to bad weather/traffic difficulties If you are unable to travel to work because of bad weather, or any other transport problems, you are required to inform your line manager as soon as possible, and in all cases, within one hour of normal starting time. Where it is practicable the line manager will authorise work from home (consideration will be given to the type of work undertaken, access to systems, and whether productive work is feasible). Where this is not possible (including for distribution roles and any other role which can only be undertaken whilst at the place of work), the decision regarding payment for that day will be at the discretion of the management and may include a requirement to take the absence as a day’s holiday or unpaid leave. Unauthorised Absence This covers any situation where an employee is absent from work without authorisation or prior notification. Examples include: • Taking sickness absence without proper notification to a line manager.

IMPORTANT BITS

This section addresses absence that is not related to sickness, holidays, maternity/ paternity/adoption/parental/dependents leave, which are covered elsewhere in the handbook.

Absence due to medical appointments

• F ailure to return to work at the end of a period of annual leave or other authorised absence. • O r where the employee asserts they have been given a leave of absence contrary to the opinion of their line manager. All cases of unauthorised absence will be communicated by your line manager to the HR department. The action taken will depend on the individual circumstances, however unauthorised absence may result in disciplinary action up to and including dismissal.

SHORT TERM ABSENCE For the purposes of this handbook and related polices, short term absence is defined as those lasting up to one week due to illness or injury. Other policies are in place for dealing with time off for other reasons. If an employee is frequently and persistently absent from work, this can damage

however in brief, employees must comply with the following:

efficiency and productivity, and place an additional burden of work on colleagues. The organisation aims to strike a reasonable balance between the pursuit of its business needs and the genuine needs of employees to take occasional short periods of time off work because of sickness. For employees with less than 6 months service, it is the policy of the organisation

• Notify his/her line manager by telephone that he /she is ill or unable to attend work for any reason. Notification should be as early as possible and a minimum of one hour before shift start time. Contact numbers for reporting absence may vary between sites and it is the employee’s responsibility to ensure they have the correct details to hand. In addition to the return to work interview and self certification you may be required to provide a doctor’s note or ‘fit note’ for a period of sickness not exceeding seven

days if the organisation specifically requests it. In these circumstances the organisation will reimburse the employee for the reasonable cost of obtaining a certificate if it has to be paid for, provided receipts are submitted. • Be examined by an occupational doctor or specialist nominated by the organisation and to authorise the release of any medical report from the doctor to the organisation. The organisation will meet all costs associated with any examination and/or medical report. • Cooperate with the employer with regard to the possible implementation of any adjustments to job duties, hours or working conditions resulting from recommendations made by his/her doctor, notwithstanding the fact that the advice on a ‘fit note’ is not binding on the employer. The ‘trigger’ point for further action relating to short term absences is three periods of absence in a three month rolling period.

LONG-TERM ABSENCE It is the organisation’s policy to support employees who are genuinely sick and unable to come to work. As a part of this, employees with over 6 months service at the start of a period of absence will (subject to a number of exceptions) continue to be paid full or part salary for defined periods of time, while absent

provided that they comply with the organisation’s rules on notification and the provision of ongoing medical evidence. Any payment made is completely discretionary and may exclude payment for the first three days. The operation of the discretionary sick pay scheme applicable to long term absence is detailed in full in the Discretionary Sick Pay Scheme Policy. The organisation reserves the right to amend or withdraw the discretionary sick pay scheme at any time. Any discretionary sick pay is inclusive of statutory sick pay. The organisation retains the services of an occupational health provider. Employees may be requested to consent to be examined by the occupational doctor (at the organisation’s expense) and to agree to allow the doctor or specialist to provide a medical report to the organisation. Failure to consent or delaying to consent, to such a report may result in decisions being made regarding employment without the benefit of medical information. Failing to attend a scheduled occupational medical appointment without notification or proper reason may result in disciplinary action. The position will be reviewed periodically and every step will be taken to support employees back to work. The organisation does not take such decisions lightly, however in some cases ultimately it may become necessary from a business perspective to consider termination of

employment. Further details of the organisation’s approach to absence can be found in the more detailed Absence Policy.

IMPORTANT BITS

any statutory obligation.

discretionary sick pay scheme in operation. Full details are available separately in the Discretionary Sick Pay Scheme Policy. The organisation reserves the right to withdraw or amend this policy at any time. Any discretionary company sick pay is inclusive of statutory sick pay, and the maximum period of payment is 3 months, with many payment periods being less than this, depending on the individual circumstances and application of the policy. Each period of absence will be recorded and a return to work interview and self certification form will be completed in conjunction with the line manager on return to work. Full details of the organisations approach to short term absence can be found in the more detailed Absence Policy,

SICKNESS You acknowledge that on commencement of your employment you have disclosed all and any previous or existing medical problems, which may, at any time in the future, affect your ability to perform your work related duties. This information must be supplied in the medical questionnaire which is issued to all employees after a job offer has been accepted. The organisation does not use medical screening during the recruitment process. Should it later transpire that an employee has failed to disclose any such problems that make it impossible for them to continue to carry out work related duties, they may be liable to dismissal subject to the organisation complying with

to pay only statutory sick pay during periods of sickness absence. For employees with greater than 6 months service there is a

HOLIDAY ENTITLEMENT DURING LONG-TERM ABSENCE

An employee on sick leave may apply to take his/her accrued holiday entitlement while on sick leave. The holiday dates must be requested and approved in accordance with this policy. Failure to request holiday within the holiday year may result in loss of the holiday entitlement as it is not the policy of the organisation to roll unused holiday entitlement over in to the next holiday year.

There may be occasions when the organisation considers it necessary to request details from a medical practitioner on the health of an employee. Where medical reports from an employee’s medical practitioner are necessary, the employee will be fully informed of his/ her rights under the Access to Medical Reports Act 1988 and/or Data Protection Act 1998 and his/her permission will be sought for the report to be obtained. The circumstances in which the organisation will seek a medical report include, but are not limited to: • F requent short-term absences where the trigger point of three periods of absence in a three month rolling period has been reached. • Long-term absence where an employee has been absent for a period of 4 weeks or more or is likely to be absent for a period of 4 weeks or more. In the circumstances detailed above the organisation reserves the right to require the employee to attend an occupational medical appointment instead of requesting a medical report from the employee’s medical practitioner, as described earlier in this handbook. Full details of the policy and process relating to medical reports can be found

in the Access to Medical Reports and Occupational Medical policy. Where the employee has any queries regarding his or her rights under the Access to Medical Reports Act 1988 and/or Data Protection Act 1988 or the procedure to be followed he/she should contact a member of the HR Team.

DISCRETIONARY COMPANY SICK PAY (DCSP) The organisation’s approach to discretionary company sick pay is detailed above and in the separate Discretionary Company Sick Pay Policy.

STATUTORY SICK PAY (SSP) SSP is payable for up to 28 weeks in any 3 year period. Each day for which SSP is claimed must be a ‘day of incapacity for work’. The first 3 days of a period of incapacity are called ‘waiting days’ during which no SSP is paid. Qualifying days are those on which the employee is entitled to receive SSP (i.e. those days on which the employee would normally have worked) minus the three waiting days.

CAPABILITY POLICY – ABSENCE The purpose of this policy is to outline the approach that will be taken in addressing the capability issues that have arisen due to sickness absence. More detail regarding the organisation’s approach to capability not related to sickness absence can be found later in this handbook. Whilst it is accepted that employees may be sick from time to time, the organisation is concerned whether this sickness impedes on the ability of an employee to do his or her job. This could be because the level of absence means that the employee is missing vital training. Or it could be that the persistent but intermittent pattern of absence makes it difficult for the organisation to plan the allocation of work duties.

PROBATIONARY PERIOD

LEVELS OF ABSENCE

This policy applies to employees who have satisfactorily completed their probationary period. Issues arising during the probationary period will be dealt with separately.

The organisation does not set an acceptable level of absence. Where absence is impacting on the performance of the individual or the organisation, action will be taken. The organisation has a Capability Policy – Sickness Absence which can be found on the shared resource. Steps that may be taken under this policy include: medical reports, occupational health reports, medical suspension, home visits and reallocation of work duties. Where there are persistent and intermittent periods of absence, the organisation might decide that disciplinary action is appropriate.

DRESS AND APPEARANCE This section is designed to guide you on the required standards of dress within the organisation. As a fashion organisation, we encourage people to demonstrate their individual sense of style. However, within certain operational areas, including, but not restricted to the Burnley Distribution Centre, there are specific requirements regarding uniform and personal protective equipment. The management of the organisation will be the sole judge of what is and is not appropriate and department or function specific policies

IMPORTANT BITS

An employee who is absent on sick leave will continue to accrue his/her full statutory holiday entitlement. However, contractual holiday over and above the minimum statutory holiday entitlement provided for by the Working Time Regulation 1998 will not accrue during any paid or unpaid period of sick leave once an employee has been continuously absent for a period of 6 months. For the purpose of calculating the period of continuous absence, the organisation may disregard a return to work that is less than 10 working days.

MEDICAL REPORTS

which will be communicated separately take precedence over the more general requirements specified in this handbook. All employees are required to be neat,

Employees who meet with clients and partners and therefore represent the organisation must present a positive image of the business and are required to ensure they dress appropriately. Employees who are required to wear a uniform must ensure they do so during working hours unless advised otherwise by their managers. Uniforms must always be clean and worn in a presentable fashion. The uniforms issued must not be altered in any way without the organisation’s permission.

clean and tidy while at work, whether working on the organisation’s premises or elsewhere. Employees who are not covered by any specific uniform and personal protective equipment policies are permitted and encouraged to wear casual clothing to work. However, certain items that are not permitted are: • Scruffy trousers • Micro or very short mini skirts or very short shorts • Very low cut t-shirts, shirts and transparent clothing • Tracksuits and football shirts 19

Employees who occupy roles that require protective clothing e.g. hard hats, safety shoes, gloves are required to wear this clothing while carrying out their duties whenever required by law or by company rules. Any employee who disregards these rules will be subject to disciplinary action. In serious cases, where an employee’s appearance is, in the organisation’s view, unacceptable, the employee will be required to return home to change. In these circumstances, the employee will not be paid for the duration of his or her absence from work.

The organisation recognises that employees who work together may form personal friendships and in some cases close personal relationships. While it does not wish to interfere in these personal relationships, it is necessary for the organisation to ensure that all employees behave in an appropriate and professional manner at work. The following principles have been devised and apply to all employees regardless of their job or level of seniority. • A ny employee who is involved in a close personal relationship with a colleague, contractor, client, customer or supplier must not allow that relationship to influence his/her conduct while at work. Intimate behaviour during work time, for example kissing, touching or holding hands, is expressly prohibited. This rule applies during all working time, whether at the normal workplace, on client’s premises or elsewhere. Any breach of this rule will be regarded as a serious disciplinary offence leading to disciplinary action up to and including dismissal. • A ny employee who embarks on a close personal relationship with a colleague working in the same department/ section must declare the relationship to his/her manager. If the relationship

is between a manager/supervisor and an employee whom he/she supervises, the relationship should be declared to a senior manager. The information declared will be recorded on the personal files of both employees and be treated in strict confidence. • I n order to avoid a situation in which an employee has managerial authority over another with whom he/she is having a close personal relationship, the organisation reserves the right to elect to transfer one or both of the employees involved in the relationship to a job in another department/ section. In these circumstances the organisation will consult with both of the employees and seek to reach a satisfactory agreement regarding the transfer of one or both of them. • S imilar principles apply to an employee who begins a close personal relationship with a client, customer contractor or supplier. If the employee’s job allows him/her authority over the client, customer, contractor or supplier, the relationship must be declared to the employee’s manager. In these circumstances, the organisation reserves the right to transfer the employee or change aspects of the role following consultation with him/her. • Any employees who are members of the same family ie. brother, sister, mother, father, cousin, grandparent or grandchild are not permitted to work in the same team or department.

IMPORTANT BITS

Where uniforms are issued by the organisation they remain the property of the organisation. Employees must take responsibility to ensure that good care is taken of them, and return any uniforms issued on termination of employment.

PERSONAL RELATIONSHIPS AT WORK

TELEPHONE, MOBILE AND TABLET USE

company will meet the costs associated with rental and business calls. You must ensure that the mobile phone and

PERSONAL PHONE CALLS DURING WORKING HOURS

accessories are kept in good condition at all times and that your mobile phone is charged and available for use during working hours. These should not be used for personal use.

The organisation expects that in the majority of circumstances, the use of personal mobile telephones would only occur during normal break periods. The organisation may from time to time, carry out employee monitoring. Employee monitoring may be necessary to detect and/or investigate unauthorised or excessive use of the organisation’s telecommunications systems and to maintain compliance with regulatory practices or procedures relevant to the company.

MOBILE PHONE USE If the company provides you with a mobile or smart phone, for business purposes, the 21

COMMUNICATION OUTSIDE OF NORMAL WORKING HOURS The organisation will endeavour to ensure that communication via the mobile or smart phone outside of normal working hours is not excessive. This includes email and calls. However, due to the nature of the organisation, communication outside of normal working hours is required at times to ensure business continuity and flexibility. Members of the management team/key employees who are issued with a mobile or smart phone are requested to respond to urgent messages as soon as they are able and to prioritise business communications as needed. The organisation does recognise the need to maintain a healthy work life balance for all employees and any employee who has any concerns about communicating with the management team outside of normal office hours can discuss this with their line manager or a member of the HR team.

Abuse of the text, email or voice messaging facility on a mobile or smart phone may result in disciplinary action. The sending and/or receiving of any material which is, in the opinion of the organisation inappropriate, i.e. defamatory, offensive or obscene, untrue or malicious, may constitute gross misconduct and result in summary dismissal. If you receive an inappropriate text or voice message you must notify your line manager immediately. The organisation monitors the use of its mobile and office phones. Company mobile and smart phones may be used, within reason, for personal calls, however where the organisation deems this to be excessive, it reserves the right to deduct from your pay the cost of personal calls made or alternative arrangements may be agreed to repay these costs. The Social Media Policy referenced later in this handbook is also applicable to company mobile, tablets and smart phones.

LOSS OR DAMAGE Where a company mobile, tablet or smart phone is issued it is the responsibility of the employee to take all reasonable precautions to ensure it is not stolen, lost or damaged. It must not be left in a visible place e.g. an unattended vehicle. PIN

access must be set up by the employee to prevent unauthorised access. In the event that the phone is lost or damaged the employee must advise their line manager immediately. If the employee is asked to return their mobile phone it must be returned with all accessories immediately. In the event of a failure to return a mobile or smart phone at the end of employment or a return after the final day of employment, the organisation retains the right to deduct the cost of any handset and/or accessory that is not returned or is returned in a damaged condition, from your final salary payment.

USING MOBILE TELEPHONES WHILE DRIVING It is a criminal offence to drive (or have another person drive) a motor vehicle while using a ‘hand-held’ mobile telephone. Driving includes sitting in a stationary vehicle while the engine is running and a hand held mobile phone will include any ‘hands-free’ mobile phone if it is held at any point during the call. If you wish to make a call while driving you should only use the mobile phone once the vehicle has been parked in a safe place and the engine has been switched off. If you incur a fixed penalty or fine in relation to the use of a mobile phone

while driving you will be responsible for the associated costs.

PERSONAL MOBILE AND SMART PHONES Employees must ensure that personal mobiles are switched off at all times during working hours and that their mobile phones do not interfere with work. Where employees have personal smart phones, the relevant sections of the Social Media Policy will also apply. If any aspect of the policy relating to mobile and smart phones is breached the organisation reserves the right to withdraw the company phone and take disciplinary action up to and including dismissal.

E-MAIL AND INTERNET E-MAIL AND INTERNET USE FOR WORK PURPOSES Many employees will be required to use e-mail and the internet regularly for work purposes, and this is of course acceptable when it is fulfilling work duties. However, it is important that employees are mindful of the need to use e-mail and the internet appropriately. In particular: • No obscene or offensive language should ever be used in e-mails. • E-mails of a discriminatory, derogatory or defamatory nature must never be sent. • E-mail must never be used as a form of communication that could cause harassment or be abusive to someone.

IMPORTANT BITS

Company telephones are primarily provided to enable employees to carry out their duties. However it is recognised that there may be times when an employee has to make a personal call during work time. If this is the case, permission should be obtained from the relevant line manager before the call is made. All personal calls should be kept brief and it is not expected that they would be made on a regular basis.

INAPPROPRIATE USE

E-MAIL FOR PERSONAL PURPOSES Employees should not send personal e-mails during work time, unless the e-mail relates to an urgent matter that needs addressing immediately. During official breaks (e.g. lunchtime) employees may access their personal e-mail accounts. However, in responding to e-mails the code of conduct relating to work e-mails (as detailed above) applies. Employees may only use their work e-mail address for work purposes. They are not to send personal e-mails using this address.

Using a blog to criticise or damage the reputation of the organisation may result in disciplinary action, up to and including summary dismissal.

INTERNET SITES THAT CANNOT BE ACCESSED

STORAGE, PASSWORDS AND COPYRIGHT

Under NO circumstances can any pornographic internet site be accessed during working hours and at any time using a computer belonging to the organisation. Any other internet sites that contain offensive, obscene or otherwise unacceptable material must not be accessed using a computer belonging to the organisation or during working hours. A more detailed social media policy exists which explains the restrictions regarding the use of Facebook and other social networking sites, this policy must be complied with at all times.

Employees are required to archive their e-mails appropriately and to delete information that is no longer required. Further details regarding this can be obtained from the IT department. Access to the organisation’s computers is password protected. Employees are required to use their passwords and not put in place any process which bypasses the requirement for a password. Passwords must not be stored by the computer. Employees must ensure that their line manager has a record of their most recent password, this is important to allow their e-mail account to be accessed, if required, during their absence. Passwords must not be disclosed to any other person.

DOWNLOADING OF MATERIAL

If you do use email inappropriately including some of the emails above, you may be liable to disciplinary action up to and including summary dismissal. During an employee’s absence (for holiday, sickness or any other reason) the organisation reserves the right to access the employee’s email account. This is necessary to ensure that any business issues are addressed in a timely manner.

During official breaks (e.g. lunchtime) employees may access the internet for personal use. However, only appropriate sites may be accessed.

INTERNET USE FOR PERSONAL PURPOSES Employees should not use the internet for personal purposes during work time.

Viruses and similar problems can bring an entire network to a standstill. It is important therefore that all employees are aware of the need to act responsibly and minimise the risk of this occurring. To help protect the organisation’s network, employees must not download any documents on to a computer belonging to the organisation without being confident that it comes from a legitimate source. Should you

have any doubt then the matter should be referred to the IT department. No software can be downloaded onto a computer belonging to the organisation without the express agreement of the Head of IT.

ON-LINE BLOGS Employees must not contribute to online blogs during working hours or using a computer belonging to the organisation, unless this forms part of their designated work role and responsibilities and is work related. Employees must not contribute to any blog which criticises the organisation or its employees or otherwise brings the organisation into disrepute, at any time (this includes during personal time). If the employee is dissatisfied with some aspect of their employment this should be addressed using the grievance procedure.

Copyright rules do apply to articles on the internet. If there is any doubt whether the material can be used the Head of IT should be contacted for specific advice.

MONITORING The organisation reserves the right to monitor the e-mail and internet use on any computer which belongs to

the organisation. If an employee is found to have used e-mail or the internet in an inappropriate manner disciplinary action may be taken. This could include summary dismissal depending on the nature and severity of the offence. During periods of garden leave or notice periods with the organisation, employees may have their emails subject to increased scrutiny to prevent misuse of the company communications system.

BULLYING AND HARASSMENT If an employee feels that they are being harassed or have been harassed or bullied or are offended by material received from a colleague, the employee should immediately inform their line manager of the situation.

SOCIAL MEDIA The organisation recognises that social media has an important part to play for our business and can be a very valuable tool. However, certain restrictions are in place to ensure that this is properly managed within the organisation. The organisation has a full and detailed social media policy which is issued to all employees at induction and can also be found within the central library of HR

IMPORTANT BITS

• E-mails should not be copied to people inappropriately. • If an employee receives an offensive e-mail this should be reported to his/her line manager. It should not be passed on to other employees. • Internet sites should only be accessed if they are appropriate to the work that is being carried out. • E-mail content and language should remain consistent with the organisation’s best practice. • E-mail messages should remain concise and appropriate. • Care should be taken when selecting whether to ‘reply all’ or reply to sender only, giving consideration to confidentiality and who the message is intended for. All employees are asked to consider the range of communication tools available before selecting email. We are an organisation which thrives on communication and email should not be used as a substitute for personal interaction, discussion and problem solving.

documents and policies on the shared resource. All employees must ensure they have read and fully understood the requirements of this policy before engaging in a social media or networking activity.

DATA PROTECTION & CONFIDENTIALITY DATA PROTECTION

organisation will need to keep information for purposes connected with an employee’s employment. You have consented in your employment contract to the data being used as set out in the contract. The Data Protection Act 1998 requires that eight data protection principles be followed in the handling of personal data. These are that personal data must: • B e fairly and lawfully processed • Be processed for limited purposes and not in any manner incompatible with those purposes • Be adequate, relevant and not excessive • B e accurate • N ot be kept for longer than is necessary • B e processed in accordance with individuals’ rights • B e secure • N ot be transferred to countries without adequate protection. Please refer to the more detailed Data Protection Policy for further information.

CONFIDENTIALITY The organisation takes the confidentiality of all information gained during the course of employment very seriously, and this is done with the aim of protecting the best interests of the organisation including protecting confidential future plans for 25

Acceptance of corporate hospitality must be transparent and employees must always receive approval from their head of department before accepting. The following areas are exempt: • B usiness and travel expenses incurred while attending events/conferences/ seminars, sponsored or supported by third parties. • Normal business lunches and meals

growth. This is covered comprehensively in the terms and conditions of employment issued to each employee and the non disclosure agreements each employee is required to sign.

GIFTS FROM SUPPLIERS The acceptance of gifts from third parties is not permitted with the exception of gifts of a very low monetary value, for example pens, diaries, and other small promotional items. Employees must not

(with the exception of lunches/ meals offered as part of a tendering/ procurement exercise) • Gifts provided by frequent flyer loyalty schemes or similar arrangements. Advice is available department.

from

the

POLITICAL ACTIVITY IN THE WORKPLACE The organisation recognises the right of every individual to hold political opinions and to take part in political activity in his or her own time, however it also recognises that politics is a subject on which individuals hold many different views. It

is therefore the organisations policy that employees may not take part in any type of political activity while at work. The organisation’s Dignity at Work policy has the stated aim of providing a working environment in which all employees feel comfortable and in which everyone is treated with respect and dignity. Political activity, in particular expressing strong political views in the work place can be contrary to the achievement of that aim. The organisation does not wish to interfere with what employees do outside work in their own time, but it is important that employees do not conduct themselves in a way which could be detrimental to the business, its relationships with customers, or its image or reputation. This means that political activity must not: • Interfere in any way with the work of any employee of the organisation • Bring or risk bringing the organisation’s name into disrepute • Take place on any premises owned or occupied by the employer: or • Involve any criminal activity or behaviour. If outside work, an employee chooses to express a political opinion, whether during discussions with other people, via email or on any social networking website, the employee must not: • Mention the organisation’s name alongside any political statement or opinion • State or imply that the organisation endorses any particular political opinion: or,

IMPORTANT BITS

The Data Protection Act 1988 (DPA) regulates the way in which certain information about employees is held and used. The organisation considers that many of the principles in the Act represent good practice, hence the need for us to comply with the Act.

accept and keep any gifts offered during a tendering/procurement process under any circumstances. When refusing a gift would cause major offence (such as from religious leaders) it should be accepted and donated to charity. All gifts should be recorded.

Throughout employment and for as long a period as is necessary following the termination of employment, the

• S ay or write anything that might bring the organisation’s name into disrepute. All employees are required to adhere to this policy. Breaches of this policy may lead to disciplinary action and in serious cases, for example incidents of harassment or intimidation of colleagues, may lead to summary dismissal. Any employee who is offended by or concerned about a colleague’s behaviour should raise the matter with a manager or use the company’s grievance procedure.

TRAVEL POLICY

Please refer to the more detailed travel policy stored with all other HR related documents in the shared resource. All employees are required to familiarise themselves with the document in full before undertaking any travel. Approval forms must be completed before travelling. Where the proposed travel relates to overseas locations, line managers must ensure there is no risk to employees. Where travel to a high risk location is essential, the line manager should carry out a thorough risk assessment and obtain director level approval for the travel. 27

•

DISCIPLINARY PROCEDURE

•

The organisation aims to ensure that there will be a fair and consistent approach to the enforcement of standards of conduct throughout the organisation. This policy and procedure is designed to help and encourage all employees to achieve and maintain standards of conduct, attendance and job performance. This policy also aims to resolve problems of conduct or performance and wherever possible to avoid dismissal. This applies to all employees.

•

PRINCIPLES • N o disciplinary action will be taken against an employee until the case has been fully investigated and a disciplinary hearing has taken place. The employee will be advised in

writing of the nature of the complaint against him/her. This may include correspondence sent via email as well as delivered by post/in person. The employee will be given the opportunity to state his/her case before any decision is made. The employee will have the right to be accompanied by a colleague or certified trade union official during the disciplinary hearing and appeal process. There is no right to be accompanied at the investigation stage. Managers will take into account any mitigating circumstances when reaching decisions on appropriate disciplinary penalties. Generally, no employee will be dismissed for a first breach of discipline, except in the case of gross misconduct. The penalty for this will be summary dismissal, i.e. dismissal without notice or pay in lieu of notice. An employee will have the right to appeal to a higher level of management against any disciplinary penalty imposed. The procedure may be implemented at any stage if the employee’s misconduct warrants such action. In poor performance cases where the reason is not within the control of the employee, the organisation’s capability policy and procedure will be used instead. But poor performance resulting from negligence, lack of application or attitudinal problems for example will be dealt with under the disciplinary procedure.

PROCEDURE Minor faults will be dealt with informally by managers. Where the matter is more serious, the following procedure will be used. Stage 1 • Verbal Warning If the employee’s conduct or performance does not meet acceptable standards, the disciplining manager or member of the HR team will normally give him or her a formal verbal warning. Despite the name, the verbal warning will be confirmed in writing and issued following a hearing as with the other levels of sanction. The employee will be advised of the reason for the warning, that it is the first stage of the disciplinary procedure and of his or her right of appeal. A record will be kept of the verbal warning and will be kept on the employee’s file. The warning will be disregarded for disciplinary purposes after 6 months, subject to the employee’s satisfactory conduct and performance. Stage 2 • Written Warning If the offence is a serious one, or if a further offence (of any kind warranting disciplinary action) or no improvement occurs within six months of the verbal warning, a written warning will be given to the employee by the disciplining manager or a member of the HR team. This will give details of the complaint, the improvement required and the timescale.

IMPORTANT BITS

It is our policy to achieve best value for money in this area of expenditure. Business travel should only be undertaken where there is no viable alternative (such as video conferencing).

The organisation will meet the full costs associated with travelling on behalf of the business. This includes: accommodation, meals, incidentals and other approved items. Standard rates apply for meals and incidentals and receipts/invoices will always be required. Expenses in excess of standard rates will only be reimbursed where the employee can demonstrate that the excess is justifiable in the circumstances. The organisation will refund tips for service where tipping is expected and customary. Receipts/invoices will always be required.

reach the prescribed standards, dismissal will normally result. Only an appropriate senior manager can take a decision to dismiss. The employee will be provided, as soon as is reasonably practicable, with written reasons for dismissal, the date on which his or her employment will terminate (in accordance with the employee’s notice entitlement) and will be notified of his or her right of appeal.

Stage 3 • Final Written Warning If there is still a failure to improve conduct or performance, if there are further issues (related or unrelated) warranting disciplinary action or if the employee’s misconduct is sufficiently serious to warrant only one written warning but insufficiently serious to justify dismissal, a final written warning will normally be given to the employee by the disciplinary manager or a member of the HR team. This will give details of the complaint, will warn that dismissal will result if there is no satisfactory improvement (or further issues related or unrelated which warrant disciplinary action) and will advise of the right of appeal. A copy of this final written warning will be placed on the employee’s file but will be disregarded for disciplinary purposes after 12 months. Subject to the employee’s satisfactory conduct and performance.

Alternatives short of dismissal may be considered, e.g. transfer to other departments and/or duties. Any of the above stages of disciplinary action may be omitted depending on the seriousness of the misconduct.

Stage 4 • Dismissal If conduct or performance is still unsatisfactory and the employee fails to 29

GROSS MISCONDUCT If the employee is accused of gross misconduct, the organisation may suspend him or her from work on full pay while it investigates the alleged offence. This is normally for no more than ten working days, although may be longer if required, for example in cases where there is a requirement for a lengthy/ complex investigation process or where an investigation process is unavoidably delayed, for example due to absences or other issues with availability of those participating in the investigation process. The employee will be kept fully updated with likely timescales and progress, and the organisation will explain the reasons for the suspension in writing.

The employee shall not attend his or her place of work during suspension other than for the purpose of attending disciplinary proceedings, including investigatory interviews. The employee shall not contact any other employees, suppliers or customers of the organisation, except the employee’s companion without the organisation’s consent. Examples of gross misconduct are: • Theft, fraud • Any involvement in bribery, giving, receiving or facilitating bribes • Unauthorised entry to computer records or deliberate falsification of records • A serious breach of the organisation’s rules on e-mail usage, internet usage and access or social networking policy, health and safety policy, harassment policy or data protection policy • Fighting or assault • Deliberate or reckless damage to organisation property • An inability to perform job duties through being under the influence of alcohol or drugs • A serious breach of the organisation’s safety rules or a single error due to negligence which causes, or could have caused, significant loss, damage or injury to the organisation, its employees or customers. • Conviction of a criminal offence that makes the employee unsuitable or unable to carry out his or her duties • A serious act of insubordination such as a deliberate refusal to carry out proper instructions

• A cts of bullying, harassment or discrimination • A serious breach of trust or confidentiality including divulging information or engaging in dialogue with competitors without authorisation.

This list is not intended to be an exhaustive one and only gives an indication of the types of offence that may be considered as gross misconduct. If, on completion of the investigation and the full disciplinary procedure, the organisation is satisfied that gross misconduct has occurred, the result will normally be summary dismissal, i.e. dismissal without notice or pay in lieu of notice.

INVESTIGATIONS The organisation is committed to ensuring that all potential infringements of disciplinary rules are fully investigated. This may entail carrying out interviews with the employee concerned and third parties such as witnesses, colleagues and managers, as well as analysing written records and information. It may also involve a search of the employee’s person and/or property. The investigation report will be made available to all the parties concerned. The identity of witnesses will be kept confidential where necessary. Where an employee is called to attend an investigatory interview it will be made clear that this is not a disciplinary hearing and the right to be accompanied will not apply.

IMPORTANT BITS

It will warn the employee that, if there is no satisfactory improvement (or further issues arise) further disciplinary action will be taken and it will advise the employee of his or her right of appeal. A copy of this written warning will be placed on the employee’s file but will be disregarded for disciplinary purposes after 12 months subject to the employee’s satisfactory conduct and performance.

DISCIPLINARY HEARING Prior to the meeting the employee will be informed of the nature of the allegations that are to be addressed. The employee will be given reasonable notice of the meeting to enable them to prepare and they will have the right to be accompanied by a colleague or a certified trade union representative.

will specify who the appeal should be addressed to. The appeal should be made in writing, stating the grounds on which the disciplinary sanction should be reviewed. Where possible, a more senior manager to the one who made the original decision will be appointed to hear the appeal. In rare circumstances where this is not possible, alternative arrangements will be agreed with the employee.

APPEAL HEARING

APPEALS If the employee wishes to appeal against a disciplinary decision, he or she must do so within seven days of receipt of the disciplinary outcome letter. The letter 31

At the appeal hearing, the employee will be given opportunity to state the ground(s) on which the appeal is made. The hearing will be adjourned when all the evidence has been heard. The manager or director conducting the appeal will consider the merits of the appeal before reaching a decision which may also include information from the manager who imposed the original decision, regarding their reasons for the sanction. An appeal hearing is intended to focus on specific factors that the employee feels have received insufficient consideration, such as:

CAPABILITY POLICY – PERFORMANCE

Where an appeal against dismissal fails, the effective date of termination will be the date on which the employee was originally dismissed.

PERFORMANCE MANAGEMENT

Additional notes: • N otetakers will be present at formal disciplinary meetings in order to take a written record of the meeting. Where feasible they will also be present at investigation meetings. • Timescales above will be extended where there are good reasons to do so. • The organisation reserves the right to seek assistance from external facilitators at any stage in the procedure in the interests of seeking a satisfactory outcome for all those concerned. • For senior managers and employees serving probationary periods or within the first two years of employment, the organisation reserves the right to speed up the decision making process. It may choose to follow a truncated version of the above procedure in such circumstances. • The procedure is for guidance only and does not form part of employees’ contractual rights.

‘Capability’ is the ability of the employee to perform the job she or he is employed to do in an effective manner.

The organisation’s approach to capability forms part of the total performance management approach used within the organisation. The aim of this policy is to improve the capability of employees at work, making them work more effectively. It is hoped that this can be achieved without any disciplinary action – but it is accepted that, in certain cases, this will be necessary as a final resort. This policy, therefore links to other policies within the organisation including policies relating to performance review, induction, discipline and learning and development.

ASSESSMENT OF CAPABILITY The assessment of capability is an ongoing process and starts at the stage of recruitment where the employee is assessed as being capable of doing the job. It is likely that the employee will need additional training upon commencement and this should be addressed during the departmental induction process.

On an on-going basis, capability is assessed through the performance review process. If any capability difficulties are addressed during this process the manager conducting the appraisal and the employee being appraised are required to draw up an action plan together to address the issue. More details of the capability policy and process can be found in the Capability Policy stored on the central resource, however the responsibilities of the employee are: • To work effectively and perform to the highest standard achievable. • To speak to their line manager if they are struggling in any area of their work – acknowledging that the need for assistance is not seen as a weakness. • To work with the line manager to agree an appropriate way to address any capability difficulties. • To attend any learning and development activities that are planned to enhance his/her performance at work. • To identify any learning and development activities that might enhance work performance. The employee must however be aware that there is a limited budget for learning and development activities and it may not always be possible to give permission to pursue identified activities.

IMPORTANT BITS

The appeals hearing will be normally held as soon as reasonably possible. Where it is not possible to complete within these timeframes the employee will be advised. The decision of the appeals officer will be final and will be confirmed in writing as soon as is practicable.

• An inconsistent/inappropriate harsh penalty. • Extenuating circumstances. • Bias of the disciplining manager. • Unfairness of the hearing. • New evidence subsequently coming to light.

LEAVING THE ORGANISATION

MONITORING OF CAPABILITY ISSUES

Where there are serious capability issues, these may ultimately result in dismissal, if interventions do not achieve the desired outcome. During your probationary period, or first two years of employment a truncated version of the disciplinary process may be utilised. 33

REDUNDANCY The organisation is committed to ensuring a stable and secure work environment for all employees. However, there may be occasions when due to relocation, a need to restructure or adverse economic

factors that it is necessary to consider redundancy. All affected employees will be consulted with in full, and the organisation will always do its utmost to find alternatives to redundancy. Please refer to the full redundancy policy available on the central policy resource area for more information, or contact a member of the HR team.

RETIREMENT There is no default retirement age in operation. Any employee wishing to discuss retirement should contact the HR department in the first instance. Please also refer to the full retirement policy which is available on the central policy resource area.

POST TERMINATION RESTRICTIONS Because of the highly competitive nature of our business, we do utilise reasonable post termination restriction clauses in our contracts of employment, which specify timeframes within which working for our competition is prohibited. We ask you to ensure that you are aware of the requirements of your contract of employment in advance of making any decision to leave the organisation as great importance is placed on their enforcement when appropriate.

EXIT INTERVIEWS All employees leaving the organisation will be requested to complete an exit interview. Feedback regarding why people decide to leave is very important to us and helps us to learn and improve.

IMPORTANT BITS

The line manager is responsible for monitoring the performance of employees. If the employee is not achieving the agreed targets after interventions have taken place a further meeting will take place between the employee and the line manager. At this stage it is likely to be appropriate to involve the HR department in the discussions. Possible outcomes of this discussion include: • Identification of further training or interventions. • Moving the employee to a different role. • Disciplinary action.

If an employee wishes to leave employment, then this should be confirmed in writing in the form of a resignation letter. The organisation will formally acknowledge the resignation and specify the last day the employee will be expected to work, the date the employment will terminate (if different) and any holiday entitlement accrued but not taken. The Organisation reserves the right to ask you to take any outstanding holiday during your notice period.

The length of notice that the employee is required to give is specified in each person’s terms and conditions of employment. Where the terms and conditions of employment provide for it, the organisation may pay the employee in lieu of notice in order to facilitate his or her early departure from the organisation. Alternatively, the organisation may, if contracts of employment allow for it, place employees on ‘garden leave’ for the duration of the notice period.

YOUR DEVELOPMENT

YOUR DEVELOPMENT PERFORMANCE REVIEWS

policy in place to recognise the contribution, understanding and expertise that everyone at any level within the organisation can offer.

Your line manager will hold regular reviews with you to assess your performance. Once you have completed your probationary period, which is usually after six months, your line manager will hold a more formal review with you. This meeting will allow you to gain feedback on how you are getting on as well discussing your thoughts on your role and any issues that you may be experiencing.

INTERNAL VACANCIES We encourage our employees to look out for other opportunities that may come up within the organisation. Provided that you have six months’ service in your current 37

TIME OFF FOR TRAINING Once you have six months service with us, you can request time off for further study and training, provided that it will help you role, we welcome applications for internal vacancies for you to develop your career with us. All vacancies are distributed on a monthly basis via email, but you can always check out our careers website for the up to date vacancies.

IDEAS AND CREATIVITY We value the views and opinions of all our employees and we have a suggestions

You will have the right to appeal any decision you are not happy with and you can do this by submitting your appeal in writing within 14 days of receiving our decision. Please note you can only make one request in every 12 month period.

FURTHER EDUCATION We strongly support employees looking to further themselves with further education qualifications. You may apply for us to help you with flexible working hours and also with contributions towards the cost of your tuition fees. Please contact your line manager or the HR department for more information.

YOUR DEVELOPMENT

Once a year, we have a formal performance review process which will normally be held between January and February and will give you the opportunity to review your objectives for the year as well setting new goals for the year ahead. This is also a great opportunity for you to see how you have contributed to our successes. Your salary will be reviewed on an annual basis in line with inflation and your performance; however it will not automatically be increased.

We are keen to find out your ideas to help the organisation grow and develop, and any ideas that are taken forward and implemented will be rewarded with a thank you gift that represents the level of impact of the idea. Please refer to our Suggestions Policy on the shared resource for further information.

to do your job better. You must submit your request in writing to your line manager and the HR department and the request must outline the following information: • The subject of the training • The dates of the training • Where the training will be taking place • Who will be providing the training • Any qualifications you will get out of the training • Why you think the training will help you to do your job better and how it will help us Once we have received your request we will hold a meeting with you within 28 days to discuss the request in more detail. We will then provide you with an outcome within 14 days of the meeting and will only turn down your request if we have a good business reason for doing so.

YOUR SAFETY SECURITY OF PROPERTY You are responsible for your own personal property whilst at work. We cannot accept responsibility for any loss or damage and therefore any personal property should be brought to the workplace at your own risk. If you lose or find any property on our premises you should report it to the onsite security immediately. You are property, issued to and you care of

also responsible for any equipment or documents you whilst in our employment should ensure that you take this property at all times.

EMPLOYEE SEARCHES

HEALTH & SAFETY We are committed to providing for the health, safety and welfare of all our employees. We have certain obligations under the Health and Safety at Work act 1974 and all relevant regulations and codes of practice made under it from time to time. We will ensure the following: • T hat you are always provided with a safe work premises, equipment and working environment. • That we will provide you with all information, training and supervision that you need to work safely. • That we will appoint safety representatives at each of our sites. As an employee, you also have obligations under the act and these are outlined below for you;

YOUR SAFETY

We reserve the right to be able to carry out employee searches at any time, which may include a search of any of the following: • Bags • Lockers • Personal – including clothing and footwear • Vehicle The purpose of this is to minimise the risk of loss to the organisation and any other criminal activity that may be occurring on our premises.

We aim to create a discreet, fair, nondiscriminatory and consistent method of conducting these searches for the benefit of the organisation and all our employees. Please refer to the Search Policy for more information which can be found on the shared resource, or speak to a member of the HR department.

• Y ou must comply with any safety instructions or directions given by the organisation. • You must take reasonable care for your own health and safety and for others who may be affected by what you do. • You must cooperate with the Company to ensure that the health and safety policy is complied with at all times. • You must report all accidents or incidents that have led to or may lead to an injury and cooperate with any investigations into these. • You must use equipment or protective clothing that you have provided with in accordance with any training you have received. • You must report any potential risk, hazard or equipment malfunction to

the appropriate person at the earliest possible opportunity. • Please ensure that you are familiar with the Health and Safety policy and emergency procedures.

• N ature of the injury or condition in place where the accident occurred.

Please note that failure to follow any of the above and the Health and Safety Policy may lead to disciplinary action up to and including dismissal. This is contractual.

ACCIDENTS & REPORTING ACCIDENTS

If employees are lifting something: • Check the load is not too heavy or difficult to lift. Always bend your knees NOT YOUR BACK. • Stay close to the load. Do not stretch to reach it. Make sure you have a firm hold of the load you are to carry. Dropping the item may cause damage to you or it. • Lift the load by straightening the knees – KEEP YOUR BACK STRAIGHT.

First aid boxes are also available throughout all of our sites and your first aiders will be able to advise you of your nearest first aid kit.

PREVENTING ACCIDENTS Trailing electrical flexes should be kept to a minimum. If necessary the layout of the office or warehouse space should be altered to reduce the number of trailing flexes. Where this is not possible, cable cover should be used. Desk drawers and filing cabinets should be kept shut except where access to a file is required. When files have been removed the drawers should be shut and

The Property Manager/Health and Safety Manager has a duty to ensure that escape routes are kept free from hazardous items. Please ensure that any spillage of water or drinks are dealt with immediately.

FIRST AIDERS Each site has a number of first aid trained employees. Details of who these employees are can be found in the kitchen areas and on notice boards alongside the fire safety information.

FIRE PROCEDURES Details of the fire procedures, exits and assembly points are displayed in the kitchen areas and on the notice boards throughout the buildings. Specific details

will also be covered with you as part of your induction, as well completing an online fire safety assessment. You must ensure that you familiarise yourself with the organisations emergency procedures to minimize the dangers caused by fire.

places, we operate a strictly no smoking policy across all sites. Employees who are found smoking in an area designated a non-smoking area may be subject to the organisation’s disciplinary procedures up to and including dismissal.

Fire Wardens are appointed throughout our various sites. They are primarily responsible for the effective evacuation of the site for which they are responsible. In the event of a fire alarm, the Fire Warden for your area will be in charge of the evacuation and you must follow their instructions. Regular fire drills will be held at all sites to ensure that our fire procedures are effective and to ensure that you are familiar with them. These drills are important and must be taken seriously. After completing the online assessment, you should ensure that you know where the fire extinguishers are located and which fire extinguisher is suitable for each type of fire. Please remember to always ensure fire doors remain closed at all times as they are there to prevent the rapid spread of fire.

NO SMOKING We have a duty to ensure, as far as practicable, the health, safety and welfare of all our employees. In line with the law regarding smoking in confined

Employees are not permitted to smoke during working hours other than on breaks. Any employee found taking excessive smoking breaks during working hours will be subject to the Company disciplinary procedures.

YOUR SAFETY

Please ensure that you familiarise yourself with who these people are and how you can contact them, so that you are able to do so in the event of an emergency.

As above, equipment should only be moved by physically suitable people and in sufficient numbers to make the task as safe as possible.

If an accident occurs it is vital that immediate action is taken: • Make the area safe for yourselves and others • Obtain assistance from a first aider as soon as possible (see below) • Reassure the casualty • Report the accident (see below) All accidents and near misses must be reported to the Property Managers at Head Office or the Health and Safety Manager at the warehouse. When an accident is reported the following information must be recorded: • Date and time of incident • Full name and address of person(s) affected • Person completing entry if different from above • Job role of person(s) affected

not left open until the file is returned. All lifting and carrying of boxes and files should be carried out by physically suitable people.

ALCOHOL & DRUG ABUSE Employees who admit to alcohol and/ or drug dependency and seek help will be treated sympathetically by the

possibility that the drugs could affect your judgment or ability to carry out normal duties. The possession, use or distribution of drugs for non-medical purposes by employees on our premises is strictly forbidden. Misconduct outside work in connection with a controlled substance may lead to disciplinary action being taken against an employee, particularly if this affects the organisationâ&#x20AC;&#x2122;s image and reputation.

to be intoxicated at work will be subject to disciplinary action on the grounds of gross misconduct. If we suspect an employeeâ&#x20AC;&#x2122;s performance or conduct has been impaired through alcohol abuse, we reserve the right to suspend without pay and to require the employee to undergo a medical examination to determine the cause of any problem. If an employee refuses to undergo a medical examination, this may result in us being forced to consider appropriate action under the disciplinary procedures without the benefit of a medical report which may be to an employeeâ&#x20AC;&#x2122;s detriment. No employee should bring any alcohol on to our premises at any time or carry any alcohol in any Company vehicle or on their person whilst on business or during working hours without permission from your line manager. Any alcohol purchased for consumption away from the premises must remain unopened.

ALCOHOL Consumption of alcohol on any of our premises is strictly forbidden at all times. Any employee who is found consuming alcohol on the premises or who is found 43

We may provide alcohol for employees at certain events. However employees should be aware of their own limits when consuming alcohol and are expected to be responsible for their own behaviour towards other individuals at such events. Please refer to our Social Events Policy which can be found on the shared resource for more information.

DRUGS Employees taking prescribed drugs are required to notify your line manager and the HR department particularly if there is a

We reserve the right to search employees and/or any of their property on our premises at any time if there are reasonable grounds to believe that prohibited substances are in existence. If an employee refuses to comply with these search procedures it may be

We reserve the right to inform the Police of any suspicion we may have with regard to the use of controlled drugs by any employee on our premises. We reserve the right to introduce drug and alcohol testing at any time for health and safety reasons.

SOCIAL EVENTS As a token of our appreciation for the work that you all do for the organisation, and to foster team spirit and good working relationships, we aim to offer employees the opportunity to attend social events from time to time. We may also run work-related social events to which clients and business partners, as well as employees, are invited. Due to the nature of our business, such events are likely to be fairly frequent. We need to ensure that all employees attending work related events understand the required standards of behaviour and the consequences of any inappropriate behaviour. Please refer to our Social Events Policy for more details which can be found on the HR shared resource.

YOUR SAFETY

organisation. However employees will still be expected to comply with the following provisions at all times:

Any act of random, excessive drunkenness may be regarded as gross misconduct which may result in disciplinary action up to and including summary dismissal.

If employees are required to undergo treatment and rehabilitation, we will determine in consultation with our medical adviser an appropriate period of time. During any period of rehabilitation, we will determine whether an employee is fit to return to work. If an employee is not judged fit to return to work any further time off will be unpaid leave.

treated as gross misconduct and will be subject to disciplinary action up to and including summary dismissal.

GETTING IT RIGHT GRIEVANCE PROCEDURES The organisation believes that all employees should be treated fairly and with respect. If you are unhappy about the treatment you have received or about any aspect of your work, you should discuss this with your line manager, who will attempt to resolve the situation on an informal basis. As an organisation we are committed to trying to ensure all concerns are resolved as quickly as possible. There may be times when you donâ&#x20AC;&#x2122;t feel comfortable discussing your concerns with your line manager, or have tried this and the matter is still not resolved. In these cases you should contact a member of the HR team who will discuss ways of dealing with the matter with you.

MEDIATION Depending on the nature of your grievance it may be appropriate for the matter to be dealt with by way of mediation involving a third party mediator. Mediation will be used only where all parties involved in the grievance agree.

THE PROCEDURE Making the complaint The first stage of the grievance procedure is for you to put your complain in writing. This written statement will form the basis of the subsequent hearing and any investigations, so it is important that you set out clearly the nature of your grievance and indicate the outcome that you are seeking. If your grievance is unclear, you may be asked to clarify your complaint

before any meeting takes place Your complaint should be headed â&#x20AC;&#x2DC;formal grievanceâ&#x20AC;&#x2122; and sent to your line manager. If your complaint relates to the way in which your line manager is treating you, the complaint may be sent to a member of the HR team. Further attempts may be made to resolve the matter informally, depending on the nature of your complaint. However if you are not satisfied with the outcome you may insist on the matter proceeding to a full grievance hearing. Before proceeding to a full grievance hearing it may be necessary to carry out investigations of any allegations made by you, although the confidentiality of the grievance process will be respected. If any evidence is gathered in the course of these investigations, you will be given a copy far enough in advance of the hearing for you to consider your response. In exceptional circumstances, the evidence given by individuals may have to remain confidential. Where confidentiality is necessary, this will be explained to you and an appropriate summary of the evidence gathered will be given to you. The Grievance Hearing The hearing will be held as soon as is reasonably practical and subject to the

GETTING IT RIGHT

When attempts to resolve the matter informally do not work, it may be appropriate for you to raise a formal grievance under this procedure. A formal grievance should be concerned with the way in which you have been treated by the organisation or managers acting on its behalf. If your complaint relates to bullying or harassment on the part of a colleague, the matter should be dealt with under the bullying and harassment

procedure. The HR department will be able to talk you through each procedure in more detail. Grievances may be concerned with a wide range of issues, including the allocation of work, your working environment or conditions, the opportunities that you have been given for career development or the way in which you have been managed.

need to carry out prior investigations. In most cases it will be conducted by your line manager and attended by a HR representative. At the meeting you will be asked to explain the nature of your complaint and what action you feel should be taken to resolve the matter. Where necessary, the meeting may be adjourned to allow further investigation to take place. You have the right to be accompanied at a grievance hearing by either a work colleague or certified trade union representative. The organisation reserves the right to refuse to accept a companion whose presence would undermine the grievance process. Your companion will be allowed to address the hearing, however they may not answer questions on your behalf. You should ensure that you attend the meeting at the specified time. If you are unable to attend because of circumstances beyond your control, you should infirm your line manager as soon as possible. If you fail to attend without explanation, or if it appears that you have not made sufficient attempts to attend, the hearing may take place in your absence. While you will be given every opportunity to explain your case fully, you will be asked to focus on matters that are directly relevant to your complaint.

or member of the HR team. They will consider the grounds of your appeal and assess whether or not the conclusion reached in the original appeal hearing was appropriate. The appeal hearing is a consideration of the specific areas regarding which you are dissatisfied and not a rehearing of the original grievance. Following the appeal meeting you will be informed of the outcome as soon as possible and generally within seven working days. The outcome of this meeting will be final.

‘WHISTLE BLOWING’

you are dissatisfied with the outcome you may make a formal appeal. Appeal Your appeal should be made in writing to the next level of management, and your grievance outcome letter will have advised you who you contact. You should clearly state the grounds of your appeal. This should be done within seven working days of the written notification of the outcome of the grievance. An appeal meeting will be arranged as soon as practicable. The appeal hearing will be conducted by either a more senior manager, alternative management team member

Whistleblowing is where an employee raises concerns about underhand or illegal practices within his or her organisation or an associated organisation. The policy of this organisation is to operate within the country’s laws and all employees are expected to co-operate in this by adhering to all laws, policies and procedures. The organisation is committed to maintaining an open culture with the highest standards of honesty and accountability, where employees can report any legitimate concerns in confidence. All malpractice is taken seriously. The organisation offers protection to any employee who honestly and reasonably

believes that underhand or illegal practices are taking place, and complies with all applicable laws relating to the

for more detail. This can be found with all other HR related policies on the shared resource.

prohibition of retaliation against goodfaith whistleblowers. The organisation undertakes to protect the employee from any personal claims and from any victimisation, harassment or bullying occasioned as a result of his or her disclosure. The organisation also undertakes not to initiate any disciplinary action against good –faith whistleblowers. The aim being that the career of any employee should not in any way be harmed or hindered as a result if his or her disclosure (whether the item reported proves to be true or not, provided the reporting was carried out in good faith). The organisation would expect all employees to report any of the following: • A criminal offence • A failure to comply with a legal obligation • A miscarriage of justice • The endangering of an individual’s health & safety • Damage to the environment Deliberate concealment of information relating to any of the above In the event an employee has reason to believe that underhand or illegal practices are taking place, the employee is encouraged to make his or her disclosure immediately either to his or her own manager or directly to the HR Manager or Head of HR. Please see the full Whistleblowing Policy

and helping to ensure that there is honesty. Open and fair competition in all the sectors in which we operate. Where there is a level playing field the organisation can lead the market through innovation and agility and by delivering excellent products and service to its customers. Transparent, fair conduct helps to foster deeper relationships of trust between the organisation and its business partners and customers. It is vital for the organisation’s reputation and future growth. The organisation does not tolerate any

ANTI-BRIBERY The organisation is committed to applying the highest standards of ethical conduct and integrity in its business activities in the UK and overseas. Every employee and individual acting on the organisation’s behalf is responsible for maintaining the organisation’s reputation and for conducting company business honestly and professionally. The organisation considers that bribery and corruption has a detrimental impact on business by undermining good governance and distorting free markets. The organisation benefits from carrying out business in a transparent and ethical way

GETTING IT RIGHT

Following the hearing you will be informed in writing of the outcome within seven working days, unless further investigations

are required, in which case you will be kept updated of progress. You may discuss this outcome informally with either your manager or a member of the HR team. If

form of bribery, whether direct or indirect, by or of, its employees, officers, agents or consultants or any persons or companies acting for it or on its behalf. The board and senior management are committed to implementing and enforcing effective systems throughout the organisation to prevent, monitor and eliminate bribery in accordance with the Bribery Act 2010. The organisation has an anti-bribery policy outlining the organisation’s position on preventing and prohibiting bribery which has been circulated by email to all employees and forms part of the company induction at all levels. All employees and other individuals acting for the organisation are required to familiarise themselves and comply with the organisation’s anti-bribery policy with immediate effect. This policy can be found on the shared resource. A bribe is a financial advantage or other reward that is offered to, given to, or received by an individual or company (whether directly or indirectly) to induce or influence that individual or company to perform public or corporate functions or duties improperly. Employees and others acting for or on behalf of the organisation are strictly prohibited from making, soliciting or receiving any bribes or unauthorised payments.

including dismissal where appropriate. Employees and other individuals acting for the organisation should note that bribery is a criminal offence that may result in up to 10 years’ imprisonment and/or an unlimited fine for the individual and an unlimited fine for the organisation. The success of the organisation’s antibribery measures depends on all employees, and those acting for the organisation, playing their part in helping to detect and eradicate bribery. All employees and others acting for, or on behalf of, the organisation are encouraged to report any suspected bribery. The bribery policy tells you how to do this. The organisation will support any individuals who make such a report, provided that it is made in good faith.

EQUAL OPPORTUNITIES AND DIGNITY AT WORK POLICY The organisation is an equal opportunity employer. The organisation is committed to ensuring equal opportunities, fairness of treatment, dignity, work –life balance and the elimination of all forms of discrimination in the workplace for all employees and job applicants. We aim to create a working environment in which all individuals are able to make best use of their skills, free

from discrimination or harassment, and in which all decisions are based on merit. As a result, the organisation has adopted this policy as a means of helping us to achieve these aims. A key objective of this policy is to enable us to provide a working environment in which people feel comfortable and confident that they will be treated with respect and dignity. It is our policy to treat all workers and job applicants equally, irrespective of their sex, marital status, civil partnership status, trans-gender status, sexual orientation, race, colour, nationality, ethnic origin, national origin, culture, religion, age or disability (‘protected characteristics’ as described in the Equality Act 2010) Discrimination by or against an employee is generally prohibited unless there is a specific legal exemption. Discrimination may be direct or indirect and it may occur intentionally or unintentionally.Direct discrimination occurs where someone is treated less favourably because of one or more of the protected characteristics. Direct discrimination may occur even when unintentional. It may also, in some cases, occur by association – i.e. where a person is put at a disadvantage due to a characteristic of another person. Indirect discrimination occurs where someone is disadvantaged by an unjustified provision, criterion or practice that also puts other people with the same Protected Characteristic at a particular disadvantage.

Harassment related to any of the Protected Characteristics is also prohibited, and this is covered in more detail in our Bullying & Harassment Policy. Victimisation is also prohibited. This is less favourable treatment of someone who has complained or given information about discrimination or harassment or supported someone else’s complaint.

This equal opportunities policy applies to all stages of the recruitment and selection process as well as throughout employment. Overall responsibility for this policy and equal opportunities lies with the Head of HR. The organisation will continue to review the effectiveness of this policy in achieving its objectives and employees are invited to comment on this policy and suggest ways in which it may be improved. This can be done through contacting any member of the HR team.

ANTI- HARASSMENT AND BULLYING We do not tolerate any form of harassment or bullying under any circumstances. While implementing and upholding the policy is the duty of all of our managers and supervisors, all employees have a responsibility to ensure that harassment does not occur.

The principles of non-discrimination and equality of opportunity also apply to the way in which employees treat visitors, clients, customers and suppliers. All employees have a duty to act in accordance with this policy and treat colleagues with dignity at all times, and not to discriminate against or harass other members of the organisation regardless of their status.

We will not tolerate harassment or bullying of • Job applicants • Employees • Contractors • Agency workers • The self employed • Ex employees This policy also applies to work related functions which are held outside of normal working hours, either on or off premises, such as Christmas parties,

GETTING IT RIGHT

As part of its anti-bribery measures, the organisation is committed to transparent, proportionate, reasonable and bona fide hospitality and promotional expenditure. Such expenditure must be authorised

in advance, in accordance with the procedures set out in the organisation’s anti-bribery policy. A breach of the organisation’s anti-bribery policy by an employee will be treated as grounds for disciplinary action up to and

leaving celebrations, work lunches and other social events.

HARASSMENT Harassment is unwanted conduct relating to a relevant protected characteristic, which has the purpose or effect of violating an individual’s dignity, or creating an intimidating, hostile, degrading, humiliating or offensive work environment for them. Harassment will also occur where a colleague is treated less favourably because he or she has rejected or refused to submit to sex-based harassment, sexual harassment or gender reassignment harassment.

EXAMPLES OF HARASSMENT Employees must recognise that what is acceptable to one employee may not be acceptable to another. Examples include: • Verbal – crude language, open hostility, offensive jokes, suggestive remarks, innuendoes, rude or vulgar comments, malicious gossip and offensive songs. • Non verbal – wolf whistles, obscene gestures, sexually suggestive posters/ calendars, pornographic material (both paper based and generated

Bullying is a gradual wearing down process comprising a sustained form of psychological abuse that makes victims feel demeaned and inadequate. Bullying is defined as offensive, intimidating, malicious or insulting behavior, or an abuse or misuse of power which has the purpose or effect of intimidating, belittling and humiliating the recipient, leading to a loss of self esteem for the victim and ultimately self-questioning his or her worth in the workplace and society as a whole.

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on a computer, including offensive screen-savers), graffiti, offensive letters, offensive e-mails, text messages on mobile phones and offensive objects. Physical – unnecessary touching, patting, pinching or brushing against another employee’s body, intimidating behavior, assault and physical coercion. Coercion – pressure for sexual favours (e.g. to get a job or be promoted) and pressure to participate in political, religious or trade union groups etc. Isolation or non-cooperation and exclusion from social activities. Intrusion – following, pestering, spying etc.

Workplace bullying can range from extreme forms such as violence and intimidation to less obvious actions, like deliberately ignoring someone at work. These can be split into two categories: The obvious: • Shouting and swearing at people in public and private • Persistent criticism • Ignoring or deliberately excluding people • Persecution through threats and instilling fear • Spreading malicious rumours • Constantly undervaluing effort • Dispensing disciplinary action that is totally unjustified • Spontaneous rages over trivial matters. The less obvious: • Withholding information or supplying incorrect information • Deliberately sabotaging or impeding

work performance • Constantly changing targets • Setting individuals up to fail by imposing impossible deadlines • Blocking applications for holiday, promotion or training. The actions listed must be viewed in terms of the distress they cause the individual. It is the perceptions of the recipient that determine whether any action or statement can be viewed as bullying.

can bring a formal complaint in the form of a grievance, with the procedure adapted to take account of the sensitivities of such situations. Each step and action under the formal complaints procedure will be taken without unreasonable delay, taking into account the rights of both the alleged victim and the alleged harasser or bully. Please see the full Anti-Bullying and Harassment Policy which can be found with other HR documents on the shared resource.

ACTION Any harassment or bullying will be classed as gross misconduct, for which employees may be summarily dismissed.

SOLUTIONS There are two types of solution available – informal and formal. Informal Employees can choose to solve the matter themselves by approaching the harasser or bully, telling him or her that their behavior is unwelcome and that it must stop. Otherwise a formal complaint will be made using the procedure outlined below. Formal Where informal solutions fail, or serious harassment or bullying occurs, employees

GETTING IT RIGHT

People can be subjected to harassment on a wide variety of grounds. Some examples are: • Sex based (purely because of gender) or sexual • Sexual orientation • Trans-sexualism (gender reassignment) • Being married or a civil partner • Race, nationality, ethnic origin, national origin or skin colour • Disability itself, or a reason relating to it • Age • Employment status, e.g. part time, fixed term• Membership or non-membership of a trade union • Carrying out health and safety duties • Religion or religious beliefs or lack

BULLYING

of either • Deeply held personal beliefs or lack of them • P olitical beliefs • C riminal record • H ealth, e.g. AIDS/HIV sufferers • P hysical Characteristics • S ocial class • Willingness to challenge harassment – being ridiculed or victimized for raising a complaint. Harassment is normally characterised by more than one incident of unacceptable behavior particularly if it reoccurs, once it has been made clear by the victim that they consider it offensive. One incident may constitute harassment however if it is sufficiently serious. Harassment on any grounds, including the above, will not be tolerated. Harassment at work is unlawful under the Equality Act 2010 and in some cases may constitute a criminal offence.

The Organisation reserves the right to review, revise, amend or replace any part of this handbook and introduce new material at any time. Any changes will be notified to you in writing either by letter or email. I confirm that I have read and understood the contents of the organisation’s Employee Handbook and confirm my agreement with the contents and the statement above.

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We recognise that good employee communications will help to improve both organisational and individual performance, and support the decisionmaking process. Our aim is to ensure that everyone: • Has the information they need to do their job • Understand our values, priorities and vision • Knows how their role can help achieve our objectives • Is informed about decisions that affect them and/or their department in a timely manner.

COMMUNICATION PRINCIPLES In order to help achieve these aims, the following principles should be followed in all parts of the organisation: • W e understand that email has great benefits for the business, however we ask everyone to focus on face to face communication and relationship

building as a priority. • Ours is a fast paced and agile business and good, clear and timely communication is essential. Everyone has their part to play in supporting this. • Depending on your level and/ or role, there will be times when communication by telephone contact or email on company phones is required out of ‘normal working hours’ in order to support the management of a 24 hour, 7 day business. We appreciate your flexibility. To develop and support a culture of effective communications we will provide regular updates regarding business strategy and developments. Managers will communicate directly and openly with their teams, and communication on an individual basis will occur during the performance review process.

HOOSHOO All employees who have a work email address or telephone number will be featured on our Hooshoo page which is an internal contact details list. On your first day you will have your photograph taken in our studio so that all your contact details can be updated. Please ask one of the HR department to send you the link to the page so that you can easily get in contact with anyone within the organisation.

GETTING IT RIGHT

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ACKNOWLEDGEMENT FORM

COMMUNICATION

THE

GLOBAL

FASHION

LEADER

SOCIAL GENERATION FOR A