dhl careers

DHL INTERNATIONAL (UK) LTD EMPLOYEE HANDBOOK 1st December 2003 1 Contents An Introduction to DHL Our DHL Values ........................................................................ Using your Handbook/You and DHL ........................................ 4 5 SECTION 1 Your Terms & Conditions of Employment On First Joining DHL................................................................. Getting Started ........................................................................... Working Out Your Pay .............................................................. Company Benefits ..................................................................... Hours of Work ........................................................................... Holidays ..................................................................................... Special Leave ............................................................................. Sickness ..................................................................................... Trust and Confidentiality........................................................... Disciplinary Rules and Procedures ........................................... Grievance Procedure ................................................................. Leaving DHL ............................................................................. Right to Vary Terms .................................................................. 7 8-9 10 11 12 13-16 17 18-20 21 22-25 26-27 28 29 SECTION 2 DHL Policy Summaries & General Information 2 Discretionary Benefits ............................................................... Health and Safety ...................................................................... Security ...................................................................................... Caring for our Customers........................................................... Developing Our People ............................................................. Travel ......................................................................................... Driving for DHL ........................................................................ Other Information ...................................................................... 31 32-33 34 35 36 37 38-42 43 SECTION 3 2 DHL Benefits Pension, Life Assurance, Disability Income Benefit & Private Medical Insurance ..................................................... 45-46 2 Contents Cont’d SECTION 4 DHL Policies 2 Contractual Changes .................................................. Disciplinary ................................................................. Disability .................................................................... Equal Opportunities ................................................... Flexible Working – General Request........................... Flexible Working – Statutory Request ........................ Grievance ................................................................... Harassment & Bullying .............................................. Maternity..................................................................... Paternity...................................................................... Adoption Leave........................................................... Sickness Absence ....................................................... Data Protection ........................................................... Expenses ..................................................................... Loss or Theft of a Portable System ............................. Performance Management ......................................... Recruitment & Selection ............................................ Tachograph .................................................................. Whistleblowing .......................................................... 48 49-52 53-55 56-57 58-60 61-63 64-65 66-69 70-73 74-76 77-79 80-81 82-84 85-92 93-96 97-98 99 100-101 102-104 3 Our DHL Values             We excel in the service we provide to our customers We have a ‘can do’ attitude to everything we undertake We aim to be totally reliable We are willing and able to change in pursuit of continuous improvement We work together to achieve success We are open and honest We trust and respect our colleagues We value everyone’s contribution We recognise our social responsibilities We enjoy what we do We take pride in our professional approach We balance our work and home lives 4 Using Your Handbook “Providing you with a permanent source of information and reference.” Your Employee Handbook contains most of what you need to know about working for DHL. It‟s divided into four clear sections, making it quick and simple to use; providing you with a permanent source of information and reference. These sections are Terms & Conditions of Employment, Policy Summaries, General Information, Pensions & Insurance and DHL Company Policies. If you‟ve any questions about information in the Handbook, please ask your direct supervisor or manager. Section One of this Handbook forms part of your Contract of Employment and as such we strongly advise you to read it all. See page 28 – Right to vary these terms. You and DHL “We are proud of our people” As part of DHL we expect you to work hard, give your best and achieve your goals. DHL wants you to succeed and is willing to offer support, training and opportunity: helping develop your skills, learn new ones and discover others you never knew you had. The more you put in, the more you‟ll get out and the more fun you‟ll have doing it. HUMAN RESOURCES POLICY OF DHL INTERNATIONAL (UK) LTD We believe in our employees and value the relationship we have with them. We want that relationship to be close and based on mutual respect. We’ll do all we can to foster a spirit of mutual co-operation and understanding so that everyone can benefit. We actively encourage a high level of two-way communication throughout our organisation ~ we see it as being of prime importance. We’re an international company, relying on teams of people with diverse and varied backgrounds. We do not discriminate between people on grounds of sex, race, colour, ethnic origin, age, disability, sexual orientation, religion or marital status. We work hard to ensure our selection and employment policies are applied consistently. We aim to eliminate out-dated attitudes and negative stereotypes and provide a working environment free from sexual, racial or any other form of discrimination or harassment. DHL will not tolerate any form of behaviour that is offensive to others and fails to respect their individual rights and feelings. DHL is committed to providing equal opportunities for all. We wish to retain and develop our people and for you to obtain satisfaction from working with us. We’ll generate an environment in which your individual contribution to our company’s growth and success will be identified, recognised and encouraged. DHL wishes to provide you with opportunities through internal promotions or transfers. DHL aims to provide good working conditions, security and competitive rewards ~ we are proud of our people. If you do have a concern, you should talk with your supervisor or manager immediately. 5 SECTION 1 6 On First Joining DHL Here‟s a list of information you need to provide on first joining the DHL team. References As DHL is a listed agent under the Aviation Security (Air Cargo) Agents Regulations 1993, your offer of employment is conditional on receipt of satisfactory and complete references for the last full five years. You must provide us with full details, including dates and addresses, of any previous employers, schools or colleges attended and any career breaks. As such, we would request that upon starting with DHL you complete a „Release of Information Form‟ enabling us to obtain full five-year references, using a third party if required. Your employment is subject to the Company receiving satisfactory references on your behalf. In the event of an unsatisfactory reference being received by the Company or of a reference being refused, inadequate or inaccurate your employment may be terminated. Criminal Records Checks Any offer of employment for a position requiring access to restricted areas (i.e. airside) is subject to a Criminal Records Check in accordance with statutory requirements. Should the outcome of the Criminal Records Check be that security clearance is denied, the offer of employment will be rescinded. Driving Licence Checks Any employee wishing to drive on the Company Insurance will be subject to a driving licence check, initially upon joining and subsequently at regular intervals during their employment with DHL. Medical Questionnaire At DHL many of our jobs are quite physically demanding; that‟s why we require completion and satisfactory clearance of a medical questionnaire before confirming your employment. P45 & National Insurance Details When you join us the Payroll Department will require your P45 Income Tax Form (which you will receive from your last employer) and your National Insurance Number. If you‟re unable to supply these items you should notify Payroll immediately to avoid paying unnecessary tax. Emergency Contact Details Form In the event that we need to contact either yourself or your next of kin, we require you to complete an Emergency Contact Details Form. Bank/Building Society Account Details Your salary is paid directly into your Bank/Building Society Account. We require the following details:      Bank/building society name Address of the branch that holds your account Sort code of branch Name and number of account to which your salary should be credited Roll number (building societies only) We can arrange to pay a fixed lump sum from your salary into a second, separate account on request. HR will require all relevant details (as above) in writing. 7 OF EMPLOYMENT Getting Started “The chance to see how we do things” Probationary Period When you join DHL in a position graded up to Level 10, the first three months are counted as a probationary period. This period may be extended at your manager‟s discretion. Your appointment is officially confirmed at the end of this period, when HR has received approval from your department manager. We‟ll give you as much training and help as you need to meet the required DHL standards. Providing Personal Information All personal details requested on DHL‟s Application Form are mandatory. In case of an emergency we request the details of someone to contact. We treat all information in strict confidence. If there are any changes to your personal details, such as a change of address or your marital status, you must inform both your manager and HR. During your employment a file, both manual and computer based, will be kept containing data in relation to your application and subsequent career progression. This data is retained in confidence by the HR Department and is subject to the Data Protection Act (1998) and its subsequent amendments. Your Personal Appearance Always remember that as a DHL employee you‟re representing one of the leading service organisations in the world and it‟s vital you‟re dressed and groomed appropriately at all times ~ because to our customers you are DHL. So jeans, denims or unauthorised T-shirts ~ anything which could be considered “casual dress” ~ is strictly out! Managers may set specific standards they feel to be appropriate to the area and work under their control. You are expected to be suitably business-like in your dress code. Grooming of hair and beards should be neat and tidy. Uniforms Some of our jobs require you to wear a uniform. The DHL uniform is an important part of our corporate identity and gives a positive professional image. If you‟re required to wear a uniform we‟d ask you to wear it all the time you are at work. Do not wear it outside of company business. Do not alter your uniform in style or make fashion additions. Adjustments to skirts and trouser lengths are permitted, however they may only be altered to a length that‟s suitable for working in a business environment and acceptable to your manager. You‟re responsible for keeping your uniform clean and in good repair. Uniforms are generally not replaced earlier than 18 months after issue. Footwear must be appropriate for your job and must be approved by your manager ~ generally black or grey in colour. If in doubt ask your manager for guidelines. Protective clothing and footwear will be issued by the company where necessary and must be worn at all times for your safety. You should take care of your uniform or protective clothing as it remains the property of DHL. On leaving DHL you‟ll be expected to return all items issued to you or incur a charge deducted from your final pay. 8 Getting Started Cont’d Uniform Tax Rebate You can claim a Tax Rebate for the laundry of a logo'd DHL uniform. You need to write directly to the Tax Office when you start to wear a uniform and they will adjust your tax code. Use of Computers and Communications Equipment During the course of your work you may be required to make use of the Company‟s computers and communications equipment. If so, you are required to acquaint yourself thoroughly with the details contained in the policies governing these areas which deal with the principles and practices of computer usage and current legislation concerning data protection. Any failure to follow the regulations detailed therein may render you liable to disciplinary action. Employment Outside the Company Due to the requirements of the Working Time Directive you may not normally be permitted to undertake any outside employment unless this has been authorised in writing by the Company. 9 Working out Your Pay “DHL encourages and rewards hard work, achievement, enthusiasm and team spirit ~ it’s what we’re built on.” Method of Payment If you‟re a permanent employee on fixed hours (full or part-time) your salary is paid into your bank/building society account by direct credit transfer on the last working day of the month. If you‟re a part-time employee on variable hours or temporary employee, your salary is paid every two weeks, one week in arrears, usually on a Friday. Similarly, any employee working under 10 hours per week is also paid fortnightly. DHL keeps one week in hand. Variable Payments Any overtime or shift allowance you earn during the two weeks before your monthly pay day will be added to the following month‟s salary. Part Payments Any salary for part of a month is paid as a fraction of your annual salary. Number of days worked in a month ______________________________________ Number of working days in a year If you work a five day week, there are 260 days in your working year. If you work a four day week, there are only 208 days in your working year. Deductions from your Salary We all pay Income Tax and National Insurance and you‟ll find these deductions recorded on your payslip. Any optional contributions will be deducted and shown. Any „bounced‟ cheques, fines, accident penalties or loans may be deducted from your wages. You‟ll be notified in advance by your supervisor or manager. Incentive Schemes DHL encourages and rewards hard work, achievement, enthusiasm and team spirit ~ it‟s what we‟re built on. We have various incentive schemes operating and you‟ll be eligible to join one (permanent employees only) so be sure to ask your manager for details of the scheme appropriate to your position. The basis of these schemes may vary from time to time dependent on business objectives and are subject to Company discretion. Salary Review We complete a general salary review each year for implementation on the 1st January. 10 Company Benefits Private Medical Insurance You‟ll be eligible for private medical insurance once you‟ve been with us 12 months, unless your contract states otherwise. This benefit is taxable for those defined by the Inland Revenue as a “higher income” person. You can join at your own expense at a discount rate before you become eligible for free insurance. DHL provides for single, married or family membership for full time employees and part time employees working 18 hours and over per week. Single membership is provided for part time employees working less than 18 hours per week. Appropriate deductions will be taken from your salary. Pensions DHL offers a comprehensive pension package to all permanent employees. Full details can be found in the Pensions Scheme booklet. Life Assurance DHL covers all permanent employees for a lump sum “death in service” as stated in the Pensions & Insurances Section. This is paid irrespective of how, when and where you die. Disability Income Benefit Permanent employees may be eligible for Disability Income Benefit if absent from work through sickness or disability for longer than 26 weeks. This is subject to company discretion and the rules of our insurance scheme, which may vary from time to time. However, you may be required to comply with reasonable requests from the Insurers in order for DHL to be able to cover you with this policy. Please also refer to Page 29 „Retirement‟ regarding eligibility for employees over the age of 65. 11 Hours of Work “Committed to providing excellence and service...” You‟ll be notified of the actual hours of work required of you. Being a world-wide operation committed to providing excellence and service we may find it necessary to change your hours of work from time to time, though, wherever possible we‟ll keep to your given schedule. Overtime and split shifts may be necessary. Please note, that it‟s a condition of your employment you accept reasonable changes in your hours or pattern of working. If you‟re required to work a rotating shift, you may be asked to work different hours on different weeks so as to average the number of hours agreed contractually, e.g. if you‟re contracted to work a 40 hour week you may be required to work a two week rotating shift of 36 hours one week and 44 hours the next. Overtime/Lieutime DHL tries to keep overtime to a minimum, but it‟s a condition of your employment to work overtime when requested. Nevertheless, please realise we cannot guarantee overtime work. Any overtime will be paid as stated in your offer of employment letter, for employees up to Grade 10. Overtime periods of less than half an hour will not be paid. You must get authorisation before working any overtime. Lieutime is payable only to employees of Level 11, whose contract states their eligibility. Shift/Unsocial Hours Allowance Shift allowance covers all employees contracted to work between 1900 and 0800 hours; an additional allowance will be paid for working Saturday and/or Sunday. Detailed guidelines on shift allowance rates are available from the HR Department. Hours worked and paid as overtime won‟t be eligible for shift/unsocial hours allowance. Timesheets Your timesheets are very important; they may be used to calculate your salary, allowances, etc. if you‟re paid fortnightly. If you‟re paid monthly you must complete a timesheet to cover overtime or any absence, especially sickness. Timesheets must be completed on time otherwise your pay could be delayed ~ so remember to get them done and handed in. Don‟t be tempted to falsify your timesheet records – any proven allegation of falsification of records would be considered as Gross Misconduct which could render you liable to Summary Dismissal. Working Time Directive The above Directive regulates all contractual hours of work and shift patterns. Should an employee wish to undertake hours or a shift pattern which exceeds or is at variance with these regulations they will be required to complete an „Opt-out‟ form which must also be authorised by the line management. It should be noted however, that no employee is under an obligation to opt-out and therefore this can only be done at individual employee‟s request. 12 Holidays At DHL the holiday year runs from the 1st March to the 28/29th February. As a permanent employee you will be entitled to paid holiday unless your contract states otherwise. Normal Holiday Entitlement If you work a five day week with the same number of hours per day your holiday entitlement is as follows: Table 1 First year (See table 2) 2nd holiday year.......................22 days 3rd holiday year .......................23 days 4th holiday year .......................24 days 5th holiday year .......................25 days 6th holiday year .......................26 days subsequent years .....................26 days The company or your department manager can dictate when two days are to be taken. Holidays for people Working Irregular Hours If you don‟t work a standard five day week with the same number of hours per day we‟ll calculate your holiday entitlement on an hourly basis. 37.5 hour week If you‟re contracted to work a 37.5 hour week then your holiday entitlement is as follows: Table 1a First year See Table 2 2nd holiday year ...................165.0 hrs 3rd holiday year....................172.5 hrs 4th holiday year....................180.0 hrs 5th holiday year....................187.0 hrs 6th holiday year....................195.0 hrs subsequent years..................195.0 hrs 40 hour week If you‟re contracted to work a 40 hour week, your holiday entitlement is as follows: Table 1b First year See Table 2 2nd holiday year ......................176 hrs 3rd holiday year.......................184 hrs 4th holiday year .......................192 hrs 5th holiday year .......................200 hrs 6th holiday year .......................208 hrs subsequent years.....................208 hrs 13 Holidays cont’d If you‟re contracted to work any other number of hours each week your holiday entitlement will be calculated for you on a pro rata basis and we‟ll advise you accordingly. Holiday Entitlement during your First Year with DHL On joining the DHL team, your first year‟s holiday entitlement will be calculated and confirmed by your manager or HR. For your information, this is calculated as follows: The number of half months from your start date to the end of next February multiplied by 22 and divided by 24. The result is rounded off to the nearest whole number ~ this figure is called the resultant. Table 2 Incomplete year holiday entitlement (when you join or leave) “Resultant” 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 Entitlement for 37.5 hrs per week employees (in hrs) 7.5 15.0 22.5 30.0 37.5 45.0 52.5 60.0 67.5 75.0 82.5 90.0 97.5 105.0 112.5 120.0 127.5 135.0 142.5 150.0 157.5 165.0 172.5 180.0 187.5 195.0 Entitlement for 40 hrs per week employees (in hrs) 8 16 24 32 40 48 56 64 72 80 88 96 104 112 120 128 136 144 152 160 168 176 184 192 200 208 14 Holidays cont’d New Employees who‟ve already Booked a Holiday If you‟ve got a holiday booked when you join DHL we‟ll do our best to honour it. If the holiday you‟ve booked exceeds your first year‟s entitlement then the excess will be taken as unpaid leave. Applying for Holiday Leave Holiday requests are normally granted on a “first come, first serve” basis, so the sooner you can book your holiday the better. You need to complete an entry on your Holiday Record Card and give it to your supervisor or line manager for approval. Obviously, workloads have to dictate just how many people can be absent at any one time. Unpaid and Untaken Holiday DHL only grants unpaid holiday in exceptional circumstances, because of the demands on our business. Any holiday not taken during the holiday year in which it is awarded will be forfeit. Any holiday granted in excess of entitlement will be deducted from your salary. If your Contracted Hours change If a job or shift change alters the number of hours you work each week your holiday entitlement will also change (See Tables 1, 1a or 1b). This is how your new entitlement is calculated:  From 37.5 to 40 hrs Hours already taken will be multiplied by 40 and divided by 37.5.The result is rounded up to the nearest half-hour.  From 40 to 37.5 hrs Hours already taken will be multiplied by 37.5 and divided by 40. The result is rounded up to the nearest half-hour. Any change in hours will be calculated and confirmed by your manager. Holiday Entitlement for Leavers It‟s easy to calculate your holiday entitlement when you leave; simply multiply your Full Year Entitlement by the number of complete half months worked in the year and divide by 24. The resultant is then rounded up (See Table 2). If you‟ve not taken all your holiday entitlement on leaving then we‟ll pay you in lieu for the outstanding days or hours. If you‟ve taken more leave than you‟re entitled to we‟ll deduct an equal sum from your final salary. 15 Holidays cont’d Public Holidays DHL tries hard to keep all local public holidays, wherever possible. However, you may be required to work as DHL promises to deliver around the clock around the world and to many countries that won‟t necessarily be celebrating our local holidays. If you would have normally worked on the day in question as part of your normal working week you may:       have the day off as holiday and get your normal salary OR work the public holiday and get your normal salary and shift allowances and have a day’s leave in lieu and get half a day’s pay for working a normal full day (whole day’s pay for Christmas and, for England & Wales, Good Friday) and get overtime paid at time and a half (double time for Christmas Day and, for England &Wales, Good Friday) for any overtime above the day’s normal work. If you would have normally been rostered off on a public holiday you will either:  have the day off as part of your break and  have a day off in lieu and  get your normal salary OR    work the holiday and get your normal salary and shift allowances and have a day in lieu and be paid at time and a half (double time for Christmas Day, and for England and Wales, Good Friday) for hours worked on the holiday plus shift allowances as applicable. Lieu Days You can choose how to take a lieu day, either as holiday or payment at your normal hourly rate, but you must decide which at the time it‟s earned. You can‟t change your mind later. However, in certain circumstances operational requirements may make it difficult for you to take the day as holiday and your manager may request that you select the latter option. 16 Special Leave Maternity Leave If you become pregnant while you‟re working for DHL you‟ll need to let your department manager know as soon as is reasonably practicable. Similarly, you should notify the HR Department who will issue you with a copy of the Company‟s Maternity Guidelines which explains your rights, the processes that will follow, along with eligibility for maternity leave and maternity pay. HR will also be able to answer any additional questions you might have. You must provide HR with your MAT B1 Certificate as soon as you receive this from your GP or midwife. For further details please refer to the Maternity Policy in Section 4 of this Handbook. Paternity Leave If you‟re going to be a father you will be entitled to either Statutory Paternity Leave or three day‟s paid special leave after your partner gives birth. For further details please consult the Paternity Leave Policy in Section 4 of this Handbook. Parental Leave Providing you have at least 1 years‟ continuous service you will be entitled to up to 13 weeks‟ unpaid parental leave up to your child‟s 5th birthday (up to age 18 in the case of a child with disabilities). The amount of leave per calendar year is restricted to four weeks and must be taken in one-week blocks. For further details please refer to the Leave of Absence Policy in Section 4 of this Handbook. Time Off For Dependants In the event of a family emergency you may request unpaid time off to care for someone defined as a „dependent‟. For further details please refer to the Leave of Absence Policy in Section 4 of this Handbook. Special Leave In the sad case of a bereavement or family illness, you should talk to your department manager who may grant you special leave. Such leave may be without pay after the first three days. Other Special leave, e.g. time off for sitting public exams, may be granted. The usual rule is up to three day‟s paid special leave per annum with no special leave during the first six months service. Territorial Army Service If you‟re a member of the T.A. we will try our best to allow you time off for training. Some days will have to be taken from your annual holiday allowance if a shift exchange cannot be arranged. Half of your two week annual camp will be given as special paid leave, whilst you take the other half as holiday. Jury Service If you‟re called for jury service you must inform your supervisor or manager immediately. Your Jury Summons Form should be returned to the summoning officer within seven days. A Loss of Earnings Certificate must be given to HR to be completed which you must then take to court with you. At the end of your service the court issues a statement showing how much you‟ve been paid by the court. Hand this into the Payroll Department together with your Special Leave Form, signed by your manager. DHL only pays your basic salary less the earnings allowance payable by the court. DHL only allows time off for duties which it views to be in the company‟s best interests or are required under law. 17 Sickness Being responsible for your absence DHL expects you to have a good attendance record ~ as a service business we depend on it. We have set ground rules for sick pay designed to provide you with good financial support if you suffer a serious or long-term problem. However, unjustified or repeated short-term absence may lead to disciplinary action as this has a seriously disruptive impact on our business. We therefore trust you to have a responsible attitude toward your own wellbeing. DHL at all times reserves the right to discontinue payment of sickness benefit if it‟s satisfied that the rules have been abused or broken. Sick pay will not usually be given if it is satisfied your illness is due to criminal acts, sports-injury, wilful misconduct, negligence or use of alcohol/illegal drugs for which treatment is not actively being sought. What to do if you‟re unwell If you become ill you must phone your supervisor/manager as soon as possible before your shift is due to begin letting them know what‟s wrong and how long you think you might be off work, so they can arrange cover. If your supervisor/manager isn‟t available and you are unable to contact the next appropriate senior member of staff then you should contact a HR Advisor. If you‟re personally unable to contact us then it‟s your responsibility to make sure someone does it for you. If you can‟t return on the date you specified you must call in again in advance of your shift and let us know the new date you‟ll be back. When you return to work you must report directly to your supervisor/manager who will conduct a „Return to Work Interview‟. If you return to work within a calendar week you will be required to complete a Timesheet and a Self-Certification Form explaining the nature of your illness. If you find yourself absent over a week you must again call your supervisor/manager and let them know what‟s happening. You must obtain a doctor‟s Medical Certificate which must be given or sent to your supervisor/manager immediately. If you‟re not fit to return to work when your Medical Certificate expires, then you must contact your supervisor/manager on or before the expiry date explain the situation and send another Medical Certificate without delay. DHL reserves the right to refer employees to our medical advisor or to ask your doctor to provide reports to our medical advisor for long or repeated absences or if there‟s suspected abuse. If you fail to inform and update the Company of your medical position or if you fail to attend for medical treatment as soon as possible then you may forfeit the right to company sick pay. 18 Sickness Cont’d “Good financial support if you suffer a serious or long-term problem.” Company Sick Pay Scheme You‟re eligible for sickness payments as follows, unless otherwise stated in your contract: Short Term Sick Pay (known as STSP) fr employees whose start date is after 1 st May 2003  0-6 months‟ service, you will not have any entitlement to STSP  6-12 months‟ service, you will be eligible to one day‟s STSP per completed month of service  12+ months‟ service, you will be eligible to up to two weeks STSP per 12 month rolling period as described below Short Term Sick Pay (known as STSP) fr employees whose start date is before 1 st May 2003  0-3 months‟ service, you will not have any entitlement to STSP  3-12 months‟ service, you will be eligible to one day‟s STSP per completed month of service  12+ months‟ service, you will be eligible to up to two weeks STSP per 12 month rolling period as described below In any other 12 month period your self-certified sick pay eligibility will be equal to the same number of days normally worked in two weeks i.e. up to eight days paid absence if you‟re a four day a week employee or up to ten days paid absence for a five day a week employee. All short-term absences in excess of your eligibility will be unpaid, however any unpaid sick days will be counted as sick leave when calculating any subsequent sick pay eligibility. STSP will be paid at the normal daily basic rate, less any payments made under the Statutory Sick Pay arrangements. This excludes overtime, allowances and shift payments. Long Term Sick Pay (known as LTSP) for employees whose start date is after 1 st May 2003 For any period of illness lasting over a week covered by a doctor‟s Medical Certificate. The first week of any illness is covered by STSP (detailed above)  0-12 months‟ service, you will not be entitled to LTSP  12-36 months‟ service, you will be eligible to up to 13 weeks LTSP per 12 month rolling period  36+ months‟ service, you will be eligible to up to 26 weeks entitlement per 12 month rolling period. Long Term Sick Pay (known as LTSP) for employees whose start date is before 1 st May 2003 For any period of illness lasting over a week covered by a doctor‟s Medical Certificate. The first week of any illness is covered by STSP (as above). LTSP benefits will be paid at the normal basic rate less any Statutory Sick Pay, as follows:   3-12 months service, up to 13 weeks LTSP in any 12 month period. Over 12 months service, up to 26 weeks LTSP in any 12 month period. If you‟re absent before or during your first anniversary of service you won‟t be eligible for the 26 weeks cover until you‟ve been back at work for at least two weeks. Similarly, if you‟re absent on your three month qualification or when your STSP increases, these do not apply until you‟ve returned to work for at least two weeks. If you‟ve been sick for longer than 26 weeks you may become eligible for Disability Income Benefit. Please see the Benefits Section in this Handbook. 19 Sickness Cont’d Holiday entitlement during long term sickness During a period of long-term sickness you will continue to accrue holiday entitlement for the first eight weeks at your normal contractual rate after which your pro-rated entitlement will reduce to 20 days per year. Accrued holiday entitlement must be used in the holiday year in which it is awarded and you can opt to request annual leave during your absence period. Any accrued entitlement not used within the holiday year in which it is awarded will be forfeit. Upon your return to work you will resume accrual at your normal contractual rate dependent on your length of service. Linking Absences If an illness recurs forcing you to be absent on more than one occasion your manager may link the periods together, providing you produce a doctor‟s Medical Certificate that links the absences. When absences are linked together only the first week of the original absence (or equivalent number of days) is paid as STSP the rest as LTSP. In normal circumstances, absences may only be linked to a previous absence that has occurred during the last rolling 12 month period. Please see page 18 for details on sick pay entitlement and eligibility. Injury compensation claims If you make a successful claim against a third party for an injury then any sickness payment made by DHL will be viewed as a loan and must be repaid once you‟ve been compensated. If you fall ill while on holiday If you‟re ill for a week or more of your holiday and can submit a Medical Certificate to your manager without delay then the period may be recorded as sick leave rather than holiday. Please refer to page 18 for details on your eligibility to sick pay benefits. Statutory Sick Pay Statutory Sick Pay will only be paid for properly certified sickness and notified absences. The rules for payment of SSP are laid down by the Department of Social Security. Medical and Dental Appointments Generally, you should make appointments in your own time. If you do need to make an appointment in working hours you must get your manager‟s approval prior to any appointment and time lost should be made up. Time off is allowed for antenatal care with a hospital/doctor‟s appointment card. For further details on appointments associated with pregnancy please refer to the Maternity Policy in Section 4 of the Handbook. 20 Trust and Confidentiality While you‟re working with DHL you may, from time to time, have access to and be entrusted with confidential information belonging to DHL and other members of the Group, their customers or suppliers. This includes information or trade secrets relating to corporate strategy, business development, business methods, costing information, discounts and other selling policies and practices, names of customers and suppliers, terms of business, expenditure levels, management accounts and other matters. During your employment you must not (except in carrying out your usual duties) or thereafter without prior written consent of DHL or under order of a competent court: a) b) Divulge to any person ( including people within DHL unless authorised) firm or company or make use (for your own benefit or for the benefit of any third party other than DHL or any member of the Group) and shall, during your employment use your best endeavours to prevent the publication or disclosure of any of the confidential information or trade secrets of DHL or any member of the Group or their respective customers or suppliers which may have come to your knowledge during your employment. This restriction will cease to apply to information or knowledge, which after your employment has ended has come into the public domain. c) You are not permitted to make any statement to the media or any other outside body concerning your job or an incident which occurs during the course of your duties, either during your employment or any time thereafter. You are not permitted to write, broadcast or publish information concerning the company or its customers or provide any information to any third party for such purposes. You are not permitted to make use of your employment for the purpose of authorship, journalism or similar pursuit, gratuitously or for reward, neither may information concerning incidents within the company be given to the media. When your employment ends you must surrender to DHL, without keeping copies, all original and copy materials, equipment, documents, computer programmes and property belonging to DHL, any member of the Group or their customers or suppliers (as appropriate) or received or obtained by you in connection with your employment and which may be in your possession or under your control. For further details please refer to Whistleblowing – Public Interest Disclosure Policy in Section 4 of this Handbook. “Garden Leave” In certain circumstances where an employee has resigned and there is potential for a conflict of interest such as, but not exclusively, an intention to join a competitor whilst handling sensitive or confidential information in the current job, the company reserves the right to request that the employee serve his or her notice without attending work. Where this discretionary decision applies the employee is required to be available and contactable at home during their normal working hours, through to the date of leaving the company. Acceptance of gifts In order to ensure consistency, integrity and accountability, any “gifts”, or products and services defined as “gifts”, must be disclosed to your line manager. A “gift” is defined as any item of cash or goods or any service that is provided for personal benefit at less than its commercial value. This includes all forms of corporate hospitality. Failure to comply with these guidelines will constitute a breach of regulations and may lead to disciplinary action. 21 Disciplinary Rules and Procedures “Our aim is to encourage improvement.” IMPORTANT: READ THIS SECTION. As a representative of DHL you must reflect our commitment to excellence of service and we therefore expect a high standard of conduct from you. We understand people make mistakes. However conduct or performance considered unsatisfactory could lead to disciplinary action. Our aim is to encourage improvement. Disciplinary Rules You must conform to DHL‟s working rules and carry out reasonable instructions of executive staff and appointed supervisors. Below are DHL‟s rules and Conditions of Employment, which if you do not observe could render you liable to disciplinary action. The level of disciplinary action will depend on the gravity of the offence. If no improvement is made subject to a verbal and/or one or more written warnings this will normally lead to dismissal. The list is not exhaustive nor is it exclusive: 1. 2. 3. 4. 5. You must achieve and maintain the required standards of performance. In carrying out your work you must not neglect your duties and responsibilities. Your attendance must be satisfactory. You are required to attend punctually in accordance with your hours of work. All absences from work must be authorised and you must observe the absence procedure. You are required to wear the DHL uniform issued whilst working and you must be of reasonable appearance at work at all times. DHL property must be treated with due care and may not be taken from the company‟s premises or used for private purposes without management permission. This includes unauthorised use of company-vehicle and computer equipment. All reasonable instructions must be observed by you and you must not conduct yourself in a manner likely to prejudice working relationships with customers, visitors or other employees or with anyone else when representing DHL. You must take reasonable care for health, safety and security of both yourself and of others who may be affected by your acts or omissions at work. You must co-operate with DHL so as to enable the company to perform or comply with any duty or requirements relating to the health and welfare of its employees and of others. You are required to comply with all issue of safety equipment or clothing as instructed. Whilst on company premises and/or company business you must not undertake private work of any kind. 6. 7. 8. 9. 9a. 10. 22 Disciplinary Rules and Procedures Cont’d 11. You must adhere to all the company‟s driving regulations and maintain acceptable driving standards. The company communications and telephone systems should not be used excessively for private use. 12. The following is a list of examples that DHL considers to be Gross Misconduct ~ actions that could render you liable to Summary Dismissal. This list is not exhaustive nor is it exclusive: 1. 2. 3. Theft from the Company or its employees, customers or suppliers. Flagrant unauthorised absence Provoking or participating in any form of violence at work, or against a fellow employee, or when representing DHL outside of working hours (including training, conferences, meetings on or off site, charity events and organised parties or events). Malicious damage to DHL property or clients‟ property. Failure to protect and safeguard company property resulting in serious loss or damage. Being under the influence of alcohol or illegal drugs during working hours. Drug dealing to DHL employees, customers, and suppliers and/or on company premises or events. Wilful insubordination of a reasonable instruction. Flagrant disregard or serious breach of DHL rules or of conditions of employment. Gross inefficiency or neglect of duty. Breach of confidentiality. Criminal conviction, police caution or imprisonment, whether or not in relation to DHL affairs and a criminal offence (other than a minor traffic offence) committed in the course of employment. Threatening or abusive language or behaviour towards other employees, customers or to anyone else when representing DHL. Falsification of records, misuse of the expenses procedure or making untrue statements with the intent of deceiving or defrauding the company. Any act of prejudice, discrimination or harassment relating to race, ethnic origin, disability, age, nationality, religion, sex, sexual orientation or marital status. Dishonesty or knowingly aiding and abetting another employee to act dishonestly. Grossly unacceptable behaviour when representing DHL, or behaviour which renders the continuation of your employment untenable. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 23 Disciplinary Rules and Procedures Cont’d Disciplinary Procedure Department managers are responsible for the discipline of their staff. Any alleged misconduct or failure to follow DHL‟s rules will be investigated and may be dealt with as a disciplinary matter by your teamleader, supervisor or manager. The outcome of any disciplinary action will depend on how seriously or frequently that rule has been breached. It is management prerogative to undertake investigations at any time, calling upon relevant witnesses The nature of the company‟s business may make it necessary on occasions to submit you, your belongings, personal effects, and your vehicle to a search. Performance issues will normally be addressed through counselling and training but continued poor performance may also be addressed through the disciplinary procedure. Following the investigation stage a disciplinary hearing may be held, the conclusion of which could result in disciplinary action being taken. During the hearing you will be given the chance to explain your side of events. You will receive a minimum of one working day‟s notice in writing prior to the hearing. Where written statements have been taken from witnesses, or other written information exists which will be relied on at the hearing, you will be issued with copies for consideration beforehand usually at the time you receive notice of the hearing. At each formal stage a.) to e.) below you will be entitled to be accompanied by a workplace colleague who may take notes, ask questions and speak on your behalf. Should you be unable to secure such a representative, or require assistance in doing so, you should contact the HR Department who will be able to direct you to a workplace colleague who is trained and experienced in the role of an Employee Representative. Should your representative, once selected, be unable to attend the hearing on the appointed date you are entitled to one deferral of the hearing for up to five days so the hearing can be re-scheduled to accommodate your representative, or for you to select an alternative representative. a.) Your teamleader, supervisor or manager as above will deal with a minor disciplinary matter. Usually you will be counselled and given some positive advice on improving your performance or conduct and if necessary a formal verbal warning, which will be noted on your file which will remain valid and may be referred to for 6 months. b.) A further minor breach of discipline or a more serious matter will be dealt with by your supervisor or manager as above. You‟ll usually receive a written warning which will remain valid and may be referred to for 12 months. c.) A further minor breach of discipline or a more serious matter will be dealt with by your manager as above who will usually decide to issue a final written warning which will remain valid and may be referred to for 24 months. d.) Finally, if you continue to break the rules you will be subject to dismissal. This will be dealt with by your manager as above. e.) Gross Misconduct will be dealt with by your manager as above and may result in Summary Dismissal without notice or pay in lieu. 24 Disciplinary Rules and Procedures Cont’d In certain circumstances at stages (c) to (e) when considered appropriate your manager may move you to another position. This would either be on the same or a lower grade/salary applicable to that area‟s salary level. Alternatively, you manager may tell you to remain at home for up to two weeks (with or without some or all pay) or may fine you up to two weeks basic pay as appropriate to any damage you‟ve caused. Bonus or incentive payments may only be withdrawn for the quarter in which you are issued with a disciplinary warning. Suspension during investigations During investigations into any serious matter a supervisor, manager or a member of executive staff may suspend you from work on full basic pay until the appropriate authority is available to deal with the matter or until the investigation is complete. In this event whilst under suspension you may NOT enter any DHL premises without the express permission of Management. Usually, you will receive written confirmation of your suspension and any queries you might have should be discussed only with your supervisor, manager or the HR department. In the case of allegations of Gross Misconduct where there is a danger to the individual or others or a realistic prospect that the investigation might be prejudiced suspension will be considered appropriate. Right to Appeal You have the right to appeal against a final written warning or a decision to dismiss only. In either case you will usually receive confirmation in writing of your manager‟s decision within five working days after the disciplinary hearing. This letter will state the next line manager who will hear your appeal, if submitted. The company must receive this within ten days of the date stated on that letter. Your appeal should be made in writing to the next line manager stated in the company‟s letter to you. You must state the reason for the appeal which is either, (1) new evidence previously unavailable or (2) the original outcome is considered too severe. If you fail to appeal within this period you will forfeit your right of appeal and DHL reserves the right to refuse any such appeal. A different manager at the same level or a manager senior to the one who took the original decision will hear your appeal as soon as is practical for both parties. You will have the right to be accompanied by a workplace colleague, who can take notes, ask questions and speak on your behalf. Once again, you should contact the HR Department should you require assistance in securing such a representative. A member of HR will also normally be present to take notes on the company‟s behalf. The manager will inform you of his or her decision after your appeal and this will be confirmed in writing usually within another five working days of its conclusion. The result of this appeal hearing is final. Probation Under exceptional circumstances if your performance is unsatisfactory and you are within your probationary period DHL reserves the right to dismiss without recourse to the disciplinary procedure. Prosecution DHL may initiate civil or criminal proceedings for any harm done to its personnel, property, funds or those of its clients. Termination of Employment If DHL has to end your employment your notice period will depend on length of service. During probation, where appropriate, notice will be one week. After this, unless otherwise stated in your contract notice will be four weeks. Notice will be longer for service over four years as prescribed by employment legislation. In cases of Gross Misconduct, you can be dismissed without notice (See Disciplinary Rules). 25 Grievance Procedure “We actively encourage a high level of two-way communication throughout our organisation...” For DHL to succeed in providing a positive working environment, ensuring no employee suffers from dissatisfaction, discrimination or harassment, we need to know if a problem exists. We understand that voicing a grievance may seem daunting to some but we would always encourage you to speak-up ~ we will listen. Formal Grievance – Stage 1: In the majority of cases problems can be easily and quickly resolved through sensible dialogue with the person or persons concerned. However, if you find you have an unresolved grievance you should raise it with your immediate line manager. It is for you to request that this be formally pursued and a written summary of your grievance should be given to your manager at the time. Your manager will acknowledge your written grievance in writing, where possible within five working days. You are entitled to explain your grievance in person at each stage and your manager will arrange a meeting with you to investigate the matter. You may be accompanied by a workplace colleague who can make representation on your behalf. Should you choose a representative, who subsequently is unable to attend, you have the right to a deferral of up to five days maximum in order to find a substitute. Normally, your manager will attempt to arrange this meeting within ten working days although business needs may occasionally mean a slight delay. Following a full investigation your manager will present his/her findings to you in writing with a conclusion to the grievance. If you feel you are not satisfied with the outcome to the grievance you are entitled to refer the matter further to the next line manager for consideration. This should be done in writing within five working days of receipt of the initial conclusion. Formal Grievance – Stage 2: A different manager at the same level or a manager senior to the one who took the original decision will hear your appeal as soon as is practical for both parties. You will have the right to be accompanied by a workplace colleague. The process outlined for Stage 1 grievances also applies for Stage 2. The manager will consider all of the information available from the initial investigation, along with any new factors which may have arisen and will make a decision accordingly which will be provided to you in writing. Formal Grievance – Stage 3: You will have the right to one final line of appeal should you feel that the matter has still not been satisfactorily resolved. Again, you should request this in writing. At each stage the previous manager‟s written conclusion will refer you to the appropriate line of appeal. A different manager at the same level or a manager senior to the one who took the original decision will hear your appeal as soon as is practical for both parties. You will have the right to be accompanied by a workplace colleague. Again, the above process applies. The written conclusion at this third stage is the final right of appeal and the issue will be closed. For further details please refer to the Grievance Policy in Section 4 of this Handbook. 26 Grievance Procedure Cont’d Acts of Discrimination Harassment and Victimisation DHL believes no employee should have to suffer discrimination (for example on race, sex, disability or religious grounds, grievances about which should be channelled through HR) or harassment (behaviour which is unwelcome and offensive) or victimisation (treatment which is less favourable than that shown to others) in the work place. You can use the Grievance Procedure to raise and resolve concerns relating to either. Again, you should approach your immediate line manager. However, if you feel you can not discuss these with your manager you can contact HR who will pursue the matter with the appropriate manager. Any proven act of discrimination harassment or victimisation will be considered an act of “Gross Misconduct” rendering the offender liable to “Summary Dismissal”. For further details please refer to the Harassment & Bullying Policy in Section 4 of this Handbook. 27 Leaving DHL Giving in Your Notice If you decide to leave DHL you‟re legally required to give written notice of termination of your Contract of Employment to your department manager. The notice period will be four weeks for employees up to Grade 11. Employees Grade 1A and above are required to give 3 months notice. Employees still on probation are required to give one week‟s notice, unless the individual‟s Contract of Employment states otherwise. Notice Period Following a resignation we‟ll expect you to continue working normally until your final day. Should this not happen then it will be treated as a disciplinary issue. If the nature of your role is very sensitive, e.g. Sales Executive, we may give you less confidential or sensitive work to do during your notice period or you may be required to stay at home “on garden leave”. References It‟s not our policy to give open letters of reference but HR will supply a letter stating your employment with DHL and our willingness to give a reference to any prospective new employer. Company Property Please remember to return all company property, including your uniform and any ID/Security pass you may still have in your possession. A deduction will be made from your final pay for any items not returned or for any loans/advances outstanding.   Security passes - deduction £50 Uniform - depending on items you fail to return. Retirement All employees will normally be required to retire from the company upon reaching the age of 65. If you intend to continue working after your 65th birthday, you should be made aware of changes to your terms and conditions of employment as governed by the rules of the following policies:a) b) You will not be covered by the DHL Life Assurance Scheme If you are a member of the DHL UK Pension and Death Benefit Scheme, you will not be able to pay any more monies into the Scheme. Payment of your benefit will be deferred until you decide to retire or you reach the age of 75 years, whichever is the sooner. The DHL PHI Scheme (disability scheme) will no longer apply. c) (If you wish take further advice on the above subject, you will need to contact an Independent Financial Advisor (IFA). The EAP can help you locate an IFA in your area. You can contact them on 0800 0727072.) d) If you are a member of the private healthcare scheme your membership will continue up to the end of the year that you reached 65 years of age after this ALL cover ceases. (If you wish to carry on your cover privately you will need to talk to the medical advisors at Remedi on 0800 854917). 28 Right to vary these Terms Circumstances change and DHL reserves the right to vary or add to the Terms and Conditions laid out in this section at any time. Changes may be notified personally, in the form of a replacement page for you to incorporate into your Handbook by post, through the Intranet, internal computing systems or by company notice. These Terms and Conditions supersede all those in previous versions of the Employee Handbook. 29 SECTION 2 1 30 Discretionary Benefits “Look out and take advantage.” DHL Sports and Social Club ~ Why not join and join in DHL has a very active Sports and Social Club ~ it‟s enormous fun and is there for everyone‟s enjoyment. Sporting activities and social events are held both locally and nationally. Joining the Sports and Social Club couldn‟t be easier; you simply have your subscriptions paid direct from your monthly salary. Monthly Lucky Draw You can enter a monthly draw by authorising set deductions from your salary. The total amount collected is allocated to seven prize winners with a bonus if you win first prize and are a member of the Sports and Social Club. Ask HR for details of both the Sports and Social Club and the Monthly Draw. Giving to Charity It‟s possible for you to make a regular contribution to your favourite charity (tax-free) via the Payroll Department. Simply ask HR for details. Travel Benefits ~ Season Tickets DHL runs an interest free loan scheme helping cover the cost of public transport season tickets. This benefit is taxable for those of a “higher income” as defined by the Inland Revenue. Please ask HR for details. Travel Discounts DHL endeavours to find discount travel opportunities for its employees and often publicises discounted scheduled flights, package holidays, insurance and travel deals through its normal communication channels ~ e-mail, company magazine, “Know your Benefits” pack and notice boards ~ so look out and take advantage! The HR Department will communicate details of any benefits or discounts available. 31 Health and Safety “...Everybody’s responsibility.” Health and safety at work is a serious matter and everyone‟s concern. Mostly, it‟s a matter of common sense and good housekeeping ~ being aware and responsible for your own welfare, the welfare of those you work with and the environment you all work in. It‟s our duty to inform all employees of the DHL Health and Safety at Work Policy and to draw your attention to any revisions, additions or amendments. Health and Safety at work is a prime objective of the company and is everybody‟s responsibility. Although there is a significant amount of legislation governing how we all ensure our workplace is as safe as it can be, a lot of it is about common sense, good housekeeping and ensuring that you work within company procedures, your limitations and your training. It is the Duty of All Employees to Know Their Responsibilities, in particular:     Know the company safety policy ~ organisation and arrangements. Take care of your own health and safety and that of others who may be affected by your acts or omissions. Co-operate with management to enable them to carry out their obligations. Ensure your workplace is kept neat and tidy at all times and that good housekeeping is given the highest priority. All managers have access to the company Occupational Health and Safety Manual and you should acquaint yourself of its whereabouts and content. Accidents Always report accidents or near misses to your manager/supervisor regardless of how minor they may appear. 32 Health and Safety Cont’d Work Equipment Never use any equipment which you have not been trained and instructed to use. Always report any damage to plant, equipment or property to your manager/supervisor. Never tamper with equipment provided for your and others‟ safety, such as fire extinguishers, personal protective equipment or machine guards. Personal Protective Equipment If you are issued with any equipment for your personal protection, such as safety shoes or high visibility clothing you must wear this in accordance with any instruction or training you are given at the time of issue. Failure to do this may result in disciplinary action. If you suffer an injury whilst not wearing any protective equipment issued to you, in the opinion of the company this injury could have been avoided DHL will not extend the support normally shown to an absent employee. Hazardous Chemicals Read and abide by the warnings and safe practice techniques you‟ve learned. Remember – If in doubt, never touch always ask. First Aid All company locations are required to have adequate first aid arrangements including employees who are trained as first aiders. It is every employee‟s responsibility to be aware of the local first aid arrangements. Fire Evacuation Be aware of the local fire warning and evacuation procedures in your workplace. Never block fire exit routes and doors, ensure fire doors are kept closed at all times and be aware of and report any possible sources of fire. Discuss fire evacuation arrangements with your local Fire Wardens. Smoking To safeguard the health of all employees and for safety in the workplace smoking is not permitted on DHL premises except in officially designated smoking areas. At your request and at their discretion, your supervisor/manager may allow you to take a smoking break but this won‟t be considered working time and must be made up. Smoking is prohibited in DHL vehicles unless the regular driver permits it. Any proven breach of these rules will be dealt with under the DHL Disciplinary Rules and Procedures (Page 22). 33 Security It’s everyone’s responsibility When you consider the nature of our business it‟s not surprising security is such an essential element. Security of both company and customers‟ property is your responsibility. We trust all our employees to have a responsible attitude towards all company and customer property and to ensure nothing falls into unauthorised hands. Be vigilant and question or report suspicious circumstances. Identity Cards and Passwords Always wear your identity card visibly (unless you wear overalls, when it should be kept inside, for safety). If you don‟t have your ID card then you must get a visitor‟s card from reception. Any ID cards, room keys or access cards issued to you are not transferable and remain at all times the property of DHL to be returned to the company on leaving. ID cards are colour-coded to restrict access to certain areas. Keep all passwords and system codes to yourself. If necessary your manager may request that you provide your password in order to gain access to a DHL system. Taking care of visitors Visitors should only enter and leave the building via the main reception and must wear the visitors pass provided. You must collect your visitor and accompany them at all times. You should ensure that all visitors sign the visitors‟ book on arrival and departure. Challenge anyone not displaying an ID card or visitors pass and escort him or her to reception. A parent or guardian must accompany children under the age of 12 at all times. Looking After Property We trust you to take proper care of all DHL property and not to remove anything from our pre mises without permission from your supervisor/manager. DHL will exercise the right to stop and search, at random, employees, their property and/or vehicles whilst on DHL business or on DHL premises. You are asked to comply. At the end of the day please ensure you leave your place of work or company vehicle as clean and tidy as possible. Always lock away important documents and valuable items. You can be charged for the loss or damage of company property if this could have been avoided. It‟s your responsibility to ensure company and client documents and property taken outside of the office aren‟t lost or stolen and that no unauthorised persons handle them or read them. If you find any personal or company property that does not belong to you please inform Security immediately. Never open a shipment by yourself If you need to open a shipment a supervisor or manager must be present. If you‟re out on the road you must gain permission via radio or telephone and maintain contact while opening the package. This is as much for your protection as for anyone else's. If you get a split or damaged package you must report it immediately. Failure to comply with security measures is viewed extremely serious and could lead to disciplinary action. Your personal property Be smart, don‟t leave money or other valuables unattended. Always lock away your personal belongings. DHL does not accept liability for loss or damage of employees‟ personal belongings or damage to private vehicles occurring in company car parks, so please be careful. Covert Surveillance Equipment The company retains the right to use covert surveillance equipment to detect those parties involved in criminal activities. Use of such equipment will be strictly controlled and in line with legal regulations. 34 Caring for our Customers “We keep your promise” Customer Care DHL is committed to excellence in customer care. Our aim is that every DHL employee should understand why it‟s so important and be committed to delivering it round the clock in their every da y work. Being a high performing company means delivering the same high standard of service to all our internal customers (colleagues and other departments within DHL) as it does to our external ones. We must all find ways to help each other through more effective communications, more co-operation, more understanding. Dealing with Customer Complaints It‟s essential that you treat all customer complaints seriously. It doesn‟t matter if the complaint directly concerns you or not, always listen carefully and take notes if necessary. Don‟t make promises you can‟t keep. If you can‟t deal with the problem then make sure you get someone who can ~ your supervisor/manager, or whoever the responsible person may be. Try to „own the problem‟ so the customer has a single point of contact, rather than being bounced around from person to person ~ always give your name. Get back to people as promptly as possible and they‟ll feel they can rely on us to sort their problems out. Remember: to our customers you are DHL. 35 Developing Our People “Encouraging you to achieve and exceed...” Our people are our most important asset and are recognised as the best in the industry. In order to maintain this competitive edge it is vital that the development opportunities provided are in line with business goals. DHL will do everything possible to help growth and development. Regular performance appraisals help chart your progress and offer you the opportunity to tell us your aspirations and needs. Performance Appraisal It‟s company policy to set standards for your work performance and to encourage you to achieve and exceed these standards by giving the relevant training and guidance you may need. The appraisal process is a systematic and objective review of your performance and competency strengths and areas for improvement and is intended to: • Identify your training needs • Develop your career progression • Ensure mutual confidence and understanding of the requirements of your job • Encourage you to achieve DHL’s and your own standards and to recognise your achievements • Improve two-way communication and understanding You‟ll receive your first review six months after joining us and all subsequent reviews annually. During your appraisal you should raise any matter that affects your day-to-day activity, causes for concern or additional support / development that you may require. Training and Development The company‟s objective is, “To build capability across the organisation, to deliver business needs and to underline that DHL is a committed Investor in People.” Good training is the key to success. We aim to achieve this by providing a framework within which individuals develop themselves to achieve their full potential, consistent with the needs of the organisation. Following a period of Induction programmes designed for each role there are further learning and development opportunities provided through the training department and we would encourage you to participate in these learning opportunities after discussion with your line manager. Membership of Professional Bodies To help promote excellence wherever possible DHL will pay for membership of one professional body or institution providing it‟s directly related to your job. Applying for other positions Vacancies will usually be advertised via the DHL International (UK) Ltd Intranet site in the form of a summary of current vacancies available within DHL. By accessing the relevant vacancy you can obtain the job description, requirements and closing date for applications. Ask your supervisor for details of how to log-in. If a vacancy interests you, first let your department manager know you‟re applying for another position. Then send a letter of application with a CV to HR. Make sure your letter explains your interest in the job and details any relevant experience or qualifications you have. If you‟re successful in your application we may have to ask you to delay transfer until a replacement can be found for you. You normally can‟t apply for another position until you‟ve been in your current job for 18 months. In certain circumstances managers may fill a vacancy outside the stated procedure. 36 Travel If travelling on company business please read the following: How & When Your department manager will authorise all aspects of your travel arrangements including type of transport, class and likely duration. If you have to stay away while on company business DHL will pay reasonable hotel expenses. Taxis should only be used when absolutely necessary. Claiming Travel Expenses To claim your expenses back submit an Expense Claim Form to your manager for authorisation. Any receipts and/or bills relating to the journey must accompany claims. Where invoices are obtained to support expense claims you should ensure VAT is shown separately. Any misuse of the expense procedure will result in disciplinary action being taken, including dismissal. Rail Travel Generally, trains should be used rather than air travel, dependent on cost, time and distance, at your manager‟s discretion. Train travel will be at standard class. Private Cars Under certain circumstances DHL will agree to the use of your private car on company business if a company car cannot be provided. You may claim back a mileage rate according to the engine capacity of your car. However, a rule of „reasonableness‟ applies which means the cost of mileage against the cost of using public transport should be considered. Reimbursement for the cost of petrol or rail/coach fares may be more appropriate than mileage allowance. A private car may only be used with the express approval of your department manager. DHL‟s insurance policy stipulates that under no circumstances are company or client goods to be carried in a private car unless prior arrangement has been made with the Fleet Manager. If authorisation is given you must obey the following rule: the carriage of goods is subject to the car owner‟s warranty that, whenever the vehicle is left loaded and unattended, all doors and boot must be locked and all windows closed securely. Air Travel Air travel will normally be at the cheapest class available, never at a cost greater than the economy fare. Air travel must be booked through Travel House. Your journey must be authorised in advance by the relevant member of the Senior Management Team via your manager. For further details please refer to the Expenses Policy in Section 4 of this Handbook. 37 Driving for DHL COMMERCIAL AND COMPANY CAR DRIVERS Good driving has always played a vital role in DHL‟s success and growth ~ that‟s never changed. What has changed are our standards and expectations ~ they‟re even higher. Driving on DHL insurance To drive on our insurance you must: • be over 21 years of age • hold a Category B (Cars) community model driving licence* • have one year’s continuous driving experience since passing your test** • passed the DHL Interview Driving Assessment** * Foreign licence holders from outside the EU must produce a Community Model licence within six months of joining. **Commercial drivers only. During Probation If you drive a commercial vehicle for the company you will receive during your probationary period a One Day Defensive Driving Course to compliment the assessment you would have had prior to being offered employment. The training will take place within eight weeks of starting. The training will be off the job but will be in a vehicle similar to the one you normally drive. For couriers the training will incorporate an assessment and then an exercise to monitor how you drive under simulated conditions. Driving Bans and Penalty Points You won‟t be accepted as a new driver on our insurance until a year after the end of any driving ban. If your licence currently has more than six points you‟re not acceptable as a new driver on our insurance. Driving Licence Endorsements/Disqualifications If you get any endorsements, disqualifications, or lose your licence notify the Fleet Department immediately. A failure to do so may invalidate our insurance cover and may render you liable to disciplinary action and costs. Accident Record If you‟ve had more than one blameworthy accident (where we can‟t claim against another driver for damage) in the last 12 months, or three within three years, you‟re not acceptable as a new driver. 38 Driving for DHL cont’d “Commitment to excellence...” Drive Safely DHL‟s standards and expectations are always high ~ we expect our people to perform, but not at any cost. Your safety when driving and the safety of other road users are our prime concerns. The DHL rule is simple: obey the rules, drive safely and take no chances. When driving, obey the Highway Code and pay due care and attention to other road users. Keep your distance from other vehicles, especially in poor conditions. Always give yourse lf plenty of time to stop. Always wear your seat belt and make sure your passengers do the same, it‟s the law. If you‟re off sick because of a „seat-belt-preventable injury‟ DHL won‟t extend the support normally shown an absent employee. If your driving is proven to be dangerous or negligent this will be viewed as „Gross Misconduct‟ rendering you liable to „Summary Dismissal‟. Vehicle Damage due to your negligence You may be liable to disciplinary action and repair costs up to £50 should vehicle damage result from your negligence. This does not include vehicle accidents. Routine Maintenance and Reporting Defects You should keep a clean, tidy and well-maintained vehicle. You‟re responsible for making sure your vehicle meets all legal requirements regarding its general condition: oil, water and tyre pressure (including spare). We suggest these are checked at least once a week and before any long journeys are taken. You should report any defect you notice immediately. Complete a Vehicle Defect Report Form. Remember ~ Failure to report a defect may cost the life of a colleague who drives the vehicle after you. Accidents If the worst happens and you find yourself in an accident, be as polite and co-operative as possible with the other parties involved (whoever you consider at fault) but don‟t admit liability. You‟ll need to give your name and DHL‟s name and address plus the name of our insurers: American Int. Underwriters (UK) Ltd American Int. Building 2-8 Altyre Road Croydon CR9 2LG You‟ll also need to get the name and address of the other party or parties involved; the make of vehicle and registration; the name of insurance company and policy number. 39 Driving for DHL cont’d Report the accident to the police within 24 hours (immediately if any personal injury is apparent). Always try to get an independent witness, partly for your own protection and because this greatly assists our insurance claims. After an accident Report an accident to your manager immediately. You must complete an Accident Report Form within 24 hours. We have two types of report form: Accident Damage and Theft Only (Personal items aren‟t covered on DHL insurance). After any accident we conduct an Accident Analysis to determine what happened and why. After a Blameworthy Accident (an accident caused as a consequence of your actions, whereby complete recovery of costs is not achievable) you will be dealt with in accordance with the company‟s Accident Penalty Strategy, which may include disciplinary action. However, the decision to take action will be made locally. Inability to drive due to medical reasons If you‟re unable to drive (driving being essential to your job) or work at all due to a medical condition, our normal policy and pay during sickness will apply (See Sickness Section). If you‟re fit to work, but can‟t drive, for a medically certified period of time, your job may be changed. Where there is such a transfer the salary for that job will be at the appropriate rate for the role, grade and area for any normal sick entitlement period remaining. In situations where it is medically established that an individual will be unable to return to driving for DHL, every effort will be made to seek suitable alternative employment, again with salary being appropriate for the role, grade and area. However, should such a position be unavailable, there may be no alternative but to terminate employment. COMMERCIAL VEHICLES Driving a DHL commercial vehicle means you carry our name wherever you go. Our rigorous company driving rules and standards serve as a reflection of our professionalism and commitment to excellence. The Way We Work You mustn‟t take a DHL vehicle without signing for it first. Make sure you record all the vehicle‟s movements. Always check recording procedures at your particular location. Generally, the information required is the date; the time you go out and return; the Tachometer reading (where fitted) out and on return. LGV drivers must record time spent driving and duty. Remember ~ DHL vehicles are not to be used for personal business or transport without prior written authority. You must inform your Fleet Controller of your mileage on a weekly basis so regular servicing can be conducted. 40 Driving for DHL cont’d If your vehicle is fitted with a Two Way Radio make sure you use the correct call sign, speak clearly, be brief and professional. The use of bad language over the radio is considered „Gross Misconduct‟, which may render you liable to „Summary Dismissal‟. Carriage of Passengers The carriage of unauthorised persons is not permitted in a DHL Commercial Vehicle. Fuel Card A Fuel Card will be issued to you, so you can buy fuel and oil (absolutely nothing else). These cards aren‟t transferable between vehicles, being marked with your vehicle‟s make and registration for security. The card is always kept on the vehicle key ring. Your mileage and fuel quantity must be entered on all receipts; these being handed in with the keys and card at the end of every day. You must report a lost card to your supervisor immediately. Remember ~ no spare fuel cans may be carried on commercial vehicles. Any proven misuse of your Company Fuel card will be considered „Gross Misconduct‟ and may render you liable to „Summary Dismissal‟. Parking Fines Finding a suitable place to park can often be difficult, especially in town centres for example. If you do get a fine you should notify your supervisor immediately. Parking fines are paid by DHL only with management approval. Ultimate responsibility for fines is yours ~ forget to hand a ticket in and the fine plus any surcharges will be deducted direct from your salary. Remember ~ commercial vehicles are not allowed through Royal Parks. Driving Bans If you‟re legally disqualified from driving while employed as a DHL driver it will be viewed according to the period of the ban. For a ban of less than 13 weeks we‟ll try to find you temporary work if possible, or you‟ll have to take special unpaid leave. If the ban is for more than 13 weeks and there is no suitable alternative employment available or, you should refuse any suitable alternative employment that we may be able to offer, then your employment may be terminated. If you wish to drive for DHL again, read the earlier section on bans. Remember ~ within this policy all bans are counted as a Blameworthy accident and can result in loss of driving status. SECTION 2 DHL POLICIES & GENERAL INFORMATION 41 Driving for DHL Cont’d COMPANY CARS You are held personally responsible for your company car: that means making sure your car is properly maintained (check with the person responsible for fleet maintenance at your location). A Company Car Policy will be issued to you from the HR Department. Only DHL insured drivers may drive your car, on completion of a Temporary Transfer of Company Car Form. Your company car must never be used for private commercial purposes. You may be issued with a Fuel Card similar to that issued to our commercial drivers. Your Fuel Card is only for the purchase of fuel and oil. You should sign your card immediately. Your card is transferable between vehicles, so please remember to enter the registration and correct mileage on all garage receipts, and keep them for at least three months in case of queries. Report a lost card to the Fleet Department immediately. You‟re responsible for any parking fines or other traffic violations. Failure to pay fines could result in disciplinary action and any unpaid fines, administration costs will be deducted from the employee‟s salary. You can claim reasonable parking charges incurred on company business back on expenses. Driving Bans If you‟re disqualified from driving you‟ll lose your company car. If driving is essential to your job, your continued employment will be viewed according to the ban period, as stated in the Commercial Vehicle Section. On Leaving DHL Deliver the keys, fuel card and car to the Fleet Supervisor. Please note that if you return the car in a poor condition the Company may deduct a valet charge from your final salary. 42 Other Information Notice Boards Important Information is posted on notice boards located in each of our offices. Please make a point of checking them regularly. Employee Survey We recognise the importance of effective communication and aim to provide all employees with mechanisms for upward feedback. Entertaining Company Guests Make sure you have approval from your department manager before taking it upon yourself to act as host to DHL guests. Expenses will be authorised accordingly. Bank, Building Society and Visa References All requests for references must be directed to HR. DHL only applies for travel visas under the company name for non courier business trips. Letters confirming employment will naturally be given for employees seeking their own visas. Any irregular use of DHL writing paper or falsification of references is considered „Gross Misconduct‟. 43 SECTION 3 44 DHL Benefits Introduction This section has been designed to explain the benefits to which you may be entitled. This should be viewed as a guide only as it is not intended to give the full detailed rules and conditions. For further details on each of the sub-sections below, please refer to the „Know Your Benefits‟ information pack which can be obtained from the HR Department. The benefits that we provide for you are part of your salary package and are intended to provide you and your family with some financial security. SUMMARY OF BENEFITS Pension The company provides a pension scheme for eligible employees. Please refer to the Pension Scheme booklet for further details. Life Assurance The company provides a lump sum to your dependants or next of kin if you die while working for DHL. In order for DHL to provide you with Life Assurance cover, you may be required to comply with reasonable requests from our Insurers – for instance, to complete a medical questionnaire or examination. Death in Service In the unfortunate event of your death whilst working for DHL, we provide the following benefits: All permanent employees under the age of 65 are covered by life assurance (regardless of pension scheme membership) to the value of: Employees ~ three times Basic Salary as a tax free cash lump sum. Managers and positions at grade 1A and above ~ four times Basic Salary as a tax free cash lump sum. Who receives this lump sum is at the discretion of the Trustees. However, they are guided by the Nomination Form, which you should complete to indicate to whom you would like the monies to be paid. Disability Income Benefit In the event of you being unable to work due to long-term incapacity, DHL has arranged an insurance policy to provide you with an income. Your pension contributions will continue so that you will still get a pension. Permanent employees who are absent through sickness or disability for longer than 26 weeks may receive: Two-thirds Basic Salary less State Incapacity Benefit. Payments under this scheme will cease at age 65. However, if you become eligible for other State payments, such as Pension, these may be taken into account, so that you receive two-thirds basic salary less any other State benefits. Your contributions to the pension schemes are also maintained. The benefits are increased at the rate of inflation or 5% a year, whichever is lower. To qualify, you will be requested to undergo a medical examination and/or provide medical evidence that you‟re unable to work. The benefits are provided through a reputable insurance company and are dependent upon the rules of the insurer‟s policy. 45 DHL Benefits Cont’d The payments will continue to be paid until you reach retirement age or are able to return to work. Private Medical Insurance For eligible employees, DHL provides private health insurance. This enables you to have consultations with specialists and treatment at a time and place that suits you. This policy covers you for private consultations and medical treatment, agreed in advance with the Health Insurer. All permanent staff are welcome to join the Health Scheme after 12 months continuous employment with DHL, unless otherwise stated in their contract of employment. If you don‟t join at the first chance, you will have the opportunity do so on 1st January of every subsequent year. DHL provides the following cover: Full-time staff ~ May choose single, married, family or single parent cover. Part-time staff (18 hours or more) ~ May choose single, married, family or single parent cover. Part-time staff (under 18 hours) ~ Employee only cover. If you are not entitled to free cover, you may choose to buy additional cover at the discounted rate at any time. No changes to the level of cover will be accepted during the year, unless there are changes to your personal circumstances. You will be required to pay tax on the value of the premiums DHL pays on your behalf. We will notify you each year of the tax cost and new policy terms. If you are over the age of 65, please refer to „Retirement‟ on page 28 of this Handbook. If you‟ve any queries regarding any company benefits or require application forms to join, contact the HR Department at LHR. 46 SECTION 4 47 Policy Title: CONTRACTUAL CHANGES OVERALL STATEMENT: DHL International (UK) Ltd is committed to ensuring a professional and effective change process when dealing with employment contracts. We are committed to fairness, equity and legal compliance when dealing with all employment contract issues. This policy highlights the different aspects and elements associated with changing employment contracts within DHL International (UK) Ltd. OBJECTIVES OF POLICY:    To ensure principles of contractual changes are followed guaranteeing a fair and equitable process that meets both the business and the individual‟s needs. To ensure that any change to a contract is necessary. To ensure that any changes made to an employment contract meet the business needs of DHL International (UK) Ltd. PRINCIPLES OF POLICY:   The Human Resources Department must be contacted before any changes are made to an employment contract. It is not our intention to vary someone‟s contract unnecessarily, causing potential disruption to their lifestyle or preferred way of working. There are, however, occasions when change is unavoidable, for business reasons. MANAGER‟S ACCOUNTABILITIES: Any changes under 21/2 hours can be submitted on a (green) „Notification of Change to Employment Terms‟ form. When authorised, Human Resources will then send confirmation of the changes to the individual. All changes to and employment contract must first be discussed fully with the Human Resources department. Changes which do not impact on the part-time or full-time nature of someone‟s contract, but which are over 21/2 hours will need to be authorised by means of a Human Resources Requisition as this would add to your FTE count. This will need to be authorised as per a new head. Managers are required to discuss changes to employment contracts with the Human Resources Team before initiating the communication with the employee. HR ACCOUNTABILITIES: Human Resources will ensure that all decisions regarding employment contract changes are legally compliant and that all staff are treated fairly and equitably. 48 Policy Title: OVERALL STATEMENT: DISCIPLINARY The following procedure is intended to ensure fair and equitable treatment of all employees where there are allegations of misconduct or performance issues. This policy is separate and distinct from the grievance procedure Our disciplinary policy is detailed in the Employee Handbook and is based on the Advisory, Conciliation and Arbitration Service‟s (ACAS) Code of Practice. Disciplinary procedures ensure both that individuals know the conduct expected of them and also that disciplinary matters, when they arise, are dealt with fairly and consistently. This also has the benefit of protecting DHL International (UK) Ltd in the event of a claim or complaint against the company. OBJECTIVES OR POLICY:     To seek improvements in employees performance and/or conduct rather than implementing a method of imposing inappropriate sanctions against them To ensure that our disciplinary procedures are fair and are followed To ensure legal compliance and based on the ACAS code of practice To ensure all staff are aware of the policy and procedure relating to disciplinary issues. PRINCIPLES OF POLICY:  Whilst fair and consistent procedures are important from a legal point of view, equally important is that our employees are treated with respect at all times, in line with the principles behind our company values It is recognised that all staff should conduct themselves in a manner consistent with the effective and efficient operation of the Company and should recognise and uphold high standards of conduct in their dealings with customers, each other and the Company That minor breaches of disciplinary rules and inadequate standards of work performance and conduct will normally be remedied by counselling or an informal warning from the employees immediate supervisor. DHL International (UK) Ltd recognises that it is not possible to strictly prescribe a management response to all forms of conduct or capability. However, the following procedural stages are available in the event that recourse to formal disciplinary procedure is considered necessary.    PROCESSES: The vast majority of our people willingly perform their roles and abide by the standards of conduct and performance that have been established in DHL International (UK) Ltd. Occasionally, however, disciplinary action may be required – in order to maintain company standards, emphasise what is expected of an individual and to encourage improvement. 49 REASONS FOR DISCIPLINARY ACTION 1. Incapability or poor performance; generally, an inability to achieve and maintain the required standards of performance can be addressed through effective performance management, coaching and training. Occasionally this is not successful and improvement is not achieved through performance management, despite coaching tools, objective-setting and reviews. In such cases progressive disciplinary action may be necessary to ensure the required standards of performance are achieved and maintained. Misconduct; cases of misconduct relate to a breach of behavioural standards rather than performance standards. They are generally considered to be within the employee‟s control, e.g. poor time-keeping. Gross misconduct; actions that render you liable to summary dismissal. Gross misconduct is best defined as that behaviour which is unacceptable to DHL International (UK) Ltd which is outlined in the Employee Handbook. The list is not exhaustive nor exclusive. 2. 3. Department managers are responsible for the discipline of their staff. Any alleged misconduct or failure to follow DHL International (UK) Ltd‟s rules will be dealt with as a disciplinary matter by your teamleader, supervisor or manager, depending on how seriously or frequently that rule has been breached. Performance issues may be addressed through counselling and training, but continued poor performance may also be addressed through the disciplinary procedure. When an allegation of a breach of the company‟s rules arises, it will be investigated by your teamleader, supervisor or manager, depending on the seriousness, and the employee will be interviewed to discuss the matter. A different supervisor or manager to the one conducting the disciplinary hearing will conduct the preliminary investigation. Following the investigation stage a disciplinary hearing may be held, the conclusion of which could result in disciplinary action being taken. During the hearing employees will be given the chance to explain their side of events. They will receive as much notice of the hearing as is practicable in writing, but a minimum of one working day‟s notice prior to the hearing. Where written statements have been taken from witnesses, or other written information exists which will be relied on at the hearing, the employee will be issued with copies for consideration beforehand, usually at the time of notice of the hearing. In such cases, the given notice period should reflect the time the employee will need to consider the documentation, and should be in excess of the minimum of one working day. At each formal stage a) to e) below, employees will be entitled to be accompanied by a fellow DHL International (UK) Ltd employee who may take notes, ask questions and speak on the employee‟s behalf. The details of the incident or issue, the full allegations, and the specific rule or procedure that has been breached will be outlined in writing which the employee will be issued with prior to the hearing. Should the representative, once selected, be unable to attend the hearing on the appointed date, the hearing may be deferred up to 5 working days upon the employee‟s request. a) A minor disciplinary matter will be dealt with by the teamleader, supervisor or manager as above. Usually the employee will be counselled, reminded of the company‟s expectations of them and performance shortfalls will be highlighted. Where disciplinary action is necessary in a performance management or conduct issue, it may result in a formal verbal warning, effective for six months, which will be noted on the employee‟s personal file. b) A further minor breach of discipline or a more serious matter will be dealt with by a supervisor or manager as above. The employee will usually receive a written warning, effective for one year, which will be noted on the employee‟s personal file. c) A further minor breach of discipline or a more serious matter will be dealt with by a manager as above who will usually decide to issue a final written warning, effective for two years, which will be noted on the employee‟s personal file. 50 d) Finally, where there are repeated breaches of the company‟s rules, the employee will be subject to dismissal. This will be dealt with by a manager as above. e) Gross Misconduct will be dealt with by a manager as above and may result in Summary Dismissal without notice or pay in lieu. In certain circumstances at stages c) to e), where it is considered appropriate, a manager may decide to move the employee to another position (on the same or lower grade/salary) or may tell the employee to remain at home for up to two weeks (with or without some or all pay) or may fine the employee up to two weeks basic pay as appropriate to any damage they have caused. Bonus or incentive payments may only be withdrawn for the quarter in which the employee is issued with a disciplinary warning. Suspension During Investigations: During investigations into any serious matter, a supervisor, manager or a member of executive staff may suspend an employee from work on full basic pay, until the appropriate authority is available to deal with the matter, or until the investigation is complete. In this event, whilst under suspension, an employee may NOT enter any DHL International (UK) Ltd premises without the express permission of Management. An employee will receive written confirmation of a suspension, and any queries the employee might have should be discussed only with a supervisor, manager or a member of the Human Resources department. In the case of allegations of Gross Misconduct where there is a danger to the individual or others, or a realistic prospect that the investigation might be prejudiced, suspension is appropriate. Right to Appeal: Employees have the right to appeal against a final written warning or a decision to dismiss only. In either case the employee will usually receive confirmation in writing of the manager‟s decision within five working days after the disciplinary hearing. This letter will state the next line manager who will hear the next stage of the appeal, if submitted. This must be received by the company within ten days of the date stated on that letter. Any appeal should be made in writing to the next line manager stated in the company‟s letter to the employee. The letter must state the reason for the appeal, which is either (1) New evidence not available at the dismissal stage, or (2) The original penalty is considered too severe and the reasons why. If the employee fails to appeal within this period, the right to appeal will be forfeited and DHL International (UK) Ltd reserves the right to refuse any such appeal. Any appeal will be heard as soon as is practical for both parties, by a manager senior to the one who took the original decision. The employee will have the right to be accompanied by another DHL International (UK) Ltd employee who can take notes, ask questions and speak on behalf of the employee they are supporting. A member of Human Resources will also be present to take notes on the company‟s behalf. The manager will inform the employee of his or her decision after the appeal and this will be confirmed in writing usually within another five working days of its conclusion. The result of this appeal hearing is final. Probation: Under exceptional circumstances, if an employee‟s performance is unsatisfactory, DHL International (UK) Ltd reserves the right to dismiss without recourse to the disciplinary procedure. Prosecution: DHL International (UK) Ltd may initiate civil or criminal proceedings for any harm done to its personnel, property, funds or those of its clients. 51 Termination of Employment: If DHL International (UK) Ltd takes the decision to terminate an employee‟s employment the notice period will depend on length of service. Employees are entitled to one week‟s notice if still in the probation period. After this, unless otherwise stated in the employee‟s contract the entitlement is four weeks; longer for service over four years as prescribed by employment legislation. For cases of Gross Misconduct, employees can be dismissed without notice. (See Disciplinary Rules in the Employment Handbook) MANAGERS ACCOUNTABILITIES: Managers must ensure that all actions and plans are documented and that the policies and regulations regarding performance management and discipline and dismissal are followed. All copies of hearing notes should be kept on record in compliance with the Data Protection Act 1998 HR ACCOUNTABILITIES: HR will provide the support and advice required to ensure that the disciplinary procedures are followed at all times. 52 Policy Title: OVERALL STATEMENT: DISABILITY DHL International (UK) Ltd. seeks to fulfil its obligations to all employees and the community by ensuring that people with disabilities are afforded equal opportunities to enter employment and progress within the company. We will comply with the requirements of the Disability Discrimination Act 1995 and will ensure that our procedures allow for fairness in the selection of disabled applicants and support in meeting their training and development needs. If employees become disabled whilst in employment with DHL International (UK) Ltd, reasonable action will be taken to accommodate their disability by making adjustments to their existing working conditions or through relevant training. OBJECTIVES OF POLICY:     To ensure that we do not discriminate against applicants or current employees on the grounds of their disability. To explain the main elements of the Disability Discrimination Act 1995 (DDA) and DHL International (UK) Ltd‟s responsibilities to all employees. To explain some key concepts which underlie the DDA. To create an environment which allows disabled people to contribute fully to DHL International (UK) Ltd and in which they are valued. PRINCIPLES OF POLICY:    All employees with a disability are protected by legislation which protects them from discrimination and detrimental treatment. DHL International (UK) Ltd has a legal obligation to make reasonable adjustments to facilitate the employment of a disabled applicant or the continuing employment of an existing employee. A disability should not bar a person from employment unless it would significantly impede that person from doing the work in question, and there is nothing the employer can reasonably be expected to do to overcome this. Everyone needs the chance to realise their full potential and disabled people can represent a valuable and untapped resource for DHL International (UK) Ltd. Many cases are quite individual in nature and it would be impossible to cater for every eventuality in this policy. If you require further assistance or clarification regarding a disabled employee or applicant, please contact the HR department.   53 PROCESSES: WHAT CONSTITUTES A DISABILITY? For a person to be protected by legislation, there are four main elements which must be satisfied:     The person must have an impairment that is physical or mental. The impairment must adversely affect “ability to carry out normal day-to-day activities”. The adverse effect must be “substantial”. The adverse effect must be “long-term”. Physical or Mental Impairment The requirement that the impairment has a substantial effect on ability to carry out day-to-day activities ensures that minor physical impairments that would not normally be regarded as disabilities are not covered by the Act. Included under the Act are conditions that can be controlled by medication, special aids, etc. and mental illnesses, which are clinically recognised, for example, depression and schizophrenia. Individuals who have progressive conditions such as HIV, cancer or multiple sclerosis which will, in the future, impair their ability, will fall within the definition of disabled. Other conditions which are covered include facial disfigurement, dyslexia, learning difficulties, and heart disease. This list is not exhaustive. The following conditions are excluded:        Addiction to or dependency on nicotine, alcohol or any other substance (other than as a result of the substance being medically prescribed). However, the addiction or dependency may lead to substantial, long-term conditions which are covered by the Act e.g. liver disease; Seasonal allergic rhinitis (e.g. hay fever), except where it aggravates the effect of another condition; Tendency to set fires; Tendency to steal; Tendency to physical or sexual abuse of other persons; Exhibitionism; Voyeurism; Someone with an impairment may be receiving medical or other treatment which alleviates or removes the effects (though not the impairment). In such cases, the treatment is ignored and the impairment is taken to have the effect it would have had without the treatment. The only exception to the rule about ignoring the effects of treatment is with the wearing of spectacles or contact lenses. In that case, it is the effect while the person is wearing corrective lenses which should be considered. Substantial and Long-Term Effect “Substantial”, under this Policy, is classed as more than “minor” or “trivial”. The Policy is not intended to cover someone who has a short-term or temporary disability and the effect of an impairment must therefore be “long-term” to fall within it. An impairment has long-term effects if it has lasted for at least 12 months, or the period for which it lasts is likely to be at least 12 months, or it is likely to last for the rest of the life of the person affected. If an impairment could recur, rather than have a continuous effect, it will also qualify. An impairment that would have an effect if action were not taken to correct it, (e.g. diabetes), will also qualify. 54 Discrimination: Unless the treatment is justified, DHL International (UK) Ltd must not treat any employee or job applicant less favourably, because of a reason relating to his or her disability, than other people to whom that reason doesn‟t apply, including other disabled people. Reasonable Adjustment: DHL International (UK) Ltd as an employer must make “reasonable adjustments” to reduce or remove any physical feature of our premises or our employment arrangements which causes a substantial disadvantage to a disabled applicant or employee compared to a non-disabled person. Recruitment: DHL International (UK) Ltd will not discriminate against any disabled person when recruiting unless the disability renders them unable to perform a key function of their job or if the adjustments required are too expensive or impractical. DHL International (UK) Ltd will ensure that none of the following leads to discrimination against disabled applicants:  The job description/person specification.  Advertising  Application forms.  The selection process (including interview timing and location).  The assessment technique; or  The terms of employment offered. Dismissal on the Grounds of Capability: Dismissal of a disabled employee for a reason relating to the disability will need to be justified. DHL International (UK) Ltd would have to demonstrate that:   DHL International (UK) Ltd had tried to put the person onto the Disability Income Benefit Scheme and that the application had been rejected by our insurers DHL International (UK) Ltd could not re-deploy the person to another suitable alternative position MANAGERS ACCOUNTABILITIES: Managers will ensure that all people with a disability will be treated fairly and according to DHL International (UK) Ltd‟s values. HR ACCOUNTABILITIES: HR will provide guidance to employees and managers regarding the processes and the steps required to ensure that people with disabilities are not discriminated against. 55 Policy Title: EQUAL OPPORTUNITIES POLICY STATEMENT 1. 1.1 DHL is an equal opportunities employer and is committed to promoting equal opportunities for all employees at all levels and in all aspects of employment including the recruitment, training and promotion of employees. DHL opposes all forms of unlawful or unfair discrimination including (but not limited to) discrimination on the grounds of colour, race, religious belief or political opinion (whether such belief is actual or perceived), ethnic or national origin, sex, sexual orientation, marriage or disability and is committed to eliminating discrimination in the work place. 2. PRINCIPLES 2.1 DHL is committed to ensuring that individuals are treated equally and fairly and that decisions on recruitment, selection, training, conditions of work, promotion and pay, career, management and every other aspect of employment are made using objective and job related criteria and are based on people's personal skills and potential contribution. 2.2 Each and every DHL employee must act in accordance with and promote this policy. Discrimination will not be tolerated in any form and DHL worldwide is committed to eliminating it from the workplace. 2.3 All employees have a personal responsibility to behave in a manner that is not offensive to others. Breach of this policy will render any employee responsible liable to disciplinary action, including the possibility of summary dismissal. 3. DISCRIMINATION 3.1 DHL will not condone direct or indirect discrimination on the grounds of colour, race, religious belief or political opinion, ethnic or national origin, sex, sexual orientation, race, marriage or disability. Such discrimination is unlawful under the Race Relations Act 1976, the Sex Discrimination Act 1975, the Disability Discrimination Act 1995, The Fair Employment Act ( Northern Ireland) 1988 and European law. Indirect discrimination occurs where an apparently neutral provision, criterion or practice is applied which would put persons of a particular sex, sexual orientation, nationality, racial or ethnic origin, religious belief or political opinion at a particular disadvantage compared to other persons and which cannot be justified on legitimate objective grounds concerning the needs of DHL's business. 4. VICTIMISATION DHL will ensure that any person who brings a complaint of discrimination, or gives any evidence or information related to an act of discrimination, will suffer no detriment as a result of their actions. 5. REASONABLE ADJUSTMENTS TO WORKING CONDITIONS 5.1 DHL will, where it is practicable to do so, seek to make reasonable adjustments to accommodate those who have a disability. 5.2 Further, DHL will seek to be as flexible as possible, subject to business requirements, in respect of any employee who has childcare responsibilities. 5.3 Any employee who wishes DHL to consider such adjustments should raise the matter with his or her immediate Line Manager in the first instance. The employee's Line Manager will then discuss employees request with HR in the first instance and then inform the employee of the next steps in the procedure. 56 6. TRAINING DHL fully supports this Equal Opportunities Policy. All employees responsible for the implementation of the policy should request special training if they have any doubt about its application. You should address any question in relation to the policy or any request for special training to your HR Business Manager in the first instance. 7. TAKING ACTION AGAINST DISCRIMINATION 7.1 If an employee believes that he or she has suffered any form of discrimination contrary to this policy they should: Act promptly; Make a note of the discriminatory behaviour and keep a diary of incidents as they occur; if appropriate, speak informally to the person the employee believes is responsible and ask them to stop. If the employee feels unable to contact the person responsible directly they could ask a colleague to go with them or approach the person on the employee's behalf; 7.1.4 If the behaviour concerns a specific incident the employee should raise the matter with their Line Manager. If the behaviour of the Line Manager is the cause of concern the employee should contact the Line Manager's Manager without delay. 7.1.5 If the matter cannot be dealt with informally the employee should raise the matter as a grievance using DHL's formal grievance procedure. A copy of the grievance procedure can be obtained from the employee's Line Manager or direct from the HR Intranet site. 7.1.6 All formal complaints will be dealt with using the Grievance procedure. The matter will be investigated and a response given to the employee. 7.1.7 If an employee who raises a grievance under this policy requires any support or assistance from someone outside their own department they should contact the HR Department. 7.2 Nothing in this policy limits an employee's right to pursue any complaint before an Employment Tribunal or a Fair Employment Tribunal in Northern Ireland. 7.1.1 7.1.2 7.1.3 8. DISCIPLINE 8.1 All formal complaints will be investigated. 8.2 If the investigation reveals that the complaint is valid and there has been a breach of this 8.3 8.4 8.5 8.6 9. policy, disciplinary action will be taken to prevent its recurrence. If the issue is a sensitive one the employee reporting the incident will not normally be questioned during any formal process in the presence of the person alleged to have discriminated against them. Discrimination is regarded by DHL as gross misconduct and may result in summary dismissal. Any employee who has been disciplined and is dissatisfied with any disciplinary action taken should appeal in accordance with DHL's disciplinary appeal procedure. If an employee makes a complaint maliciously and it is unfounded the employee may be subject to disciplinary proceedings EMPLOYEES' OBLIGATIONS 9.1 All employees are responsible for ensuring that this policy is adhered to and that each employee fully understands DHL's equal opportunities policy so as to achieve a discrimination free working environment. 9.2 In particular, all employees are required to be supportive of any individual who states they have been discriminated against and to take full account of their feelings in handling any complaint, including the obligation that employees maintain complete confidentiality relating to all aspects of the case and do not mention or discuss the case unnecessarily with any person not involved in the investigation. 9.3 Any employee who is a witness to an act of discrimination will be encouraged to give evidence. July 2003 57 Policy Title: FLEXIBLE WORKING – GENERAL REQUEST OVERALL STATEMENT: DHL International (UK) Ltd seeks to support employees in various domestic and family situations. The Company recognises the importance of helping employees‟ balance their work and home lives by offering flexible working arrangements enabling them to balance work with other priorities. This includes the right of employees to request changes to their working patterns. This policy applies to all DHL employees. Any employee requesting the right to flexible working through their statutory right should refer to the Flexible Working (Statutory Request) Policy. Being flexible in our attitude with our employees will help us create opportunities to match their needs whilst ensuring we retain high performers. Flexible working includes a range of options that both the company and the employee may wish to investigate. These could include, job sharing, part time working, reduced hours, compressed hours, term time working, swapping hours, voluntary reduced working time, flexible shift working and home working. This list is not exhaustive and the company will seek to consider all options in line with the business requirements. OBJECTIVES OF POLICY:     To ensure that the treatment of all employees is legal, ethical and fair and that any request for flexible working is fully considered and is legally compliant. To ensure that both the individual and DHL‟s needs are met through „operational flexibility‟. To ensure that DHL provides an environment whereby employees can balance working life with individual needs whilst maintaining the level of service required to meet customers‟ needs and expectations The company will give full consideration to all requests for flexible working, whilst also recognising that staffing levels must at all times remain in line with the demands of the business. PRINCIPLES OF POLICY:   Any flexible working arrangement must meet the business needs and the customer‟s service requirements. Employees in all areas of the company and at all levels regardless of sex, race, disability, seniority, current working pattern or employment status will be considered for flexible working. Any request will be considered on the basis of the particular work involved and possible detrimental effects the change could have on the employee, their team or the business performance. Employees requesting flexible working must:  Be a permanent employee  Have at least 26 weeks‟ continuous service as at date of request  Not have applied for flexible working arrangements within the last 12 months Any request for flexible working must be fully considered in accordance with the set procedures and time limits, as detailed in the time line below Employees requesting Flexible Working must complete a „Right to Request Flexible Working and Eligibility Form (General Request). This must be submitted with their written request to their line manager. The company will ensure that the employee‟s request is seriously considered whilst also seeking to ensure that business needs are met. This includes the need to consider the following criteria:  The cost of the proposed arrangement  The effect of the proposed arrangement on other staff  The level of supervision that the employee requires  The structure of the department and resources  Other issues specific to that department  An analysis of tasks specific to that role, including their frequency and duration  An analysis of the workload of the role A request may be refused solely on the grounds that there is a significant and recognised business reason for doing so. Any such outcome will be fully discussed with the employee concerned.      58    Employees will be provided with the necessary support and relevant information during the course of an application Agreed changes to terms and conditions of employment following a request for flexible working will be permanent. If future business needs arise that require the employee to reconsider their working hours/arrangements, they will be fully consulted with in line with the company‟s policy on Contract Changes If the employee‟s personal circumstances change and they request to revert to their previous terms and conditions of employment, whilst this cannot automatically be guaranteed, it will be fully considered in line with costs, business needs and current staffing levels amongst other factors. SUMMARY: Timeline Employee applies for flexible working arrangements via written notification and completion of „Right to Request Flexible Working and Eligibility – General Request‟ form  WITHIN 28 DAYS  Manager and employee (along with employee‟s representative if required) meet to discuss the application  WITHIN 14 DAYS  Manager writes notifying employee of their decision  REQUEST REJECTED  Employee has a right to appeal against decision within 14 days. Appeal must be set out in writing, confirming grounds for appeal.  WITHIN 14 DAYS  Employee and manager meet to discuss the appeal  WITHIN 14 DAYS  Manager writes notifying employee of the final decision  REQUEST ACCEPTED  Employee and manager discuss change and HR informed.  MANAGERS ACCOUNTABILITIES: Managers must ensure that any requests for flexible working are discussed with the HR Department. All requests for flexible working must be put in writing and should be considered within the timeframe detailed above. Managers must ensure that all requests are fully considered and investigated and, that the outcome is fully discussed with the individual making the request. Whilst DHL is committed to considering all requests for flexible working, managers and employees must be realistic in recognising that the full range of flexible working options will not always be appropriate for all jobs across all areas of the business. Should this be the case, the outcome or suitable alternatives will be fully discussed with the employee. Managers must notify the HR Services team of any change in the employee‟s contract. 59 HR ACCOUNTABILITIES: HR will ensure that all decisions regarding flexible working are legally compliant and that all staff are treated fairly and equitably. HR will offer advice and suggestions regarding any changes, and will ensure that all appropriate changes are made to personal files, contracts and information systems. The Human Resources Manager will ensure that the policy is kept up-to-date with regards any changes in legislation. 60 Policy Title: FLEXIBLE WORKING – STATUTORY REQUEST OVERALL STATEMENT: DHL International (UK) Ltd seeks to support employees in various domestic and family situations. The Company recognises the importance of helping employees‟ balance their work and home lives by offering flexible working arrangements enabling them to balance work with other priorities. This includes the right of employees to request changes to their working patterns. This policy applies to employees with children whose age falls within the statutory requirements as detailed below. We are committed to treating all employees fairly and equitably and this policy highlights the main provisions DHL International (UK) Ltd provides for employees who wish to apply for Flexible Working arrangements. Flexible working includes a range of options that both the company and the employee may wish to investigate. These could include, job sharing, part time working, reduced hours, compressed hours, term time working, swapping hours, voluntary reduced working time, flexible shift working and home working. This list is not exhaustive and the company will seek to consider all options in line with the business requirements. OBJECTIVES OF POLICY:   To ensure that the treatment of all employees is legal, ethical & fair and that any request for flexible working is fully considered and is legally compliant. Employees in all areas of the company, and at all levels regardless of sex, race, disability, seniority, current working pattern or employment status will be considered for flexible working. Each application will be considered on the basis of the particular work involved and any detrimental effect the change could have on the employee, their team or the business performance. To ensure that DHL provides an environment whereby employees can balance working life with individual needs whilst ensuring operational needs are met. The company will give full consideration to all requests for flexible working, whilst also recognising that staffing levels must at all times remain in line with the demands of the business.   PRINCIPLES OF POLICY:  Eligible employees (whose children fall within the statutory requirements) have a right to request a flexible working pattern. This includes employees with children under the age of six, or disabled children under the age of 18. In order to be qualify for flexible working the employee must meet the following criteria:  Make the request no later than two weeks before the child‟s appropriate birthday  Have responsibility for the upbringing of the child  Be making the application in order to care for the child  Be either the mother, father, adopter, guardian or foster parent of the child  Be married to, or be the partner of the child‟s mother, father, adopter, guardian or foster parent  Have worked for DHL International (UK) Ltd for 26 continuous weeks as at the date the application is made  Be a permanent employee  Not have applied for flexible working arrangements under the right within the last 12 months Any request for flexible working must be fully considered in accordance with the set procedures and time limits, as detailed in the time line below. Employees requesting Flexible Working must complete a „Right to Request Flexible Working and Eligibility‟ form which must be submitted with their written request to their line manager. The company will ensure that the employee‟s request is seriously considered whilst also seeking to ensure that business needs are met. This includes the need to consider the following criteria:  The cost of the proposed arrangement  The effect of the proposed arrangement on other staff     61          The level of supervision that the employee requires The structure of the department and resources Other issues specific to that department An analysis of tasks specific to that role, including their frequency and duration An analysis of the workload of the role  A request may be refused solely on the grounds that there is a significant and recognised business reason for doing so. Any such outcome will be fully discussed with the employee concerned. Employees working on a part-time basis should not be treated less favourably than comparable full-time employees. Employees will be provided with the necessary support and relevant information during the course of an application. Agreed changes to terms and conditions of employment following a request for flexible working will be permanent. If future business needs arise that require the employee to reconsider their working hours/arrangements, they will be fully consulted with in line with the company‟s policy on Contract Changes. If the employee‟s personal circumstances change and they request to revert to their previous terms and conditions of employment, whilst this cannot automatically be guaranteed this will be fully considered in line with costs, business needs and current staffing levels among other factors. SUMMARY: Timeline Employee applies for flexible working arrangements via written notification and completion of „Right to Request Flexible Working and Eligibility‟ form  WITHIN 28 DAYS  Manager and employee (along with employee‟s representative if required) meet to discuss the application  WITHIN 14 DAYS  Manager writes notifying employee of their decision  REQUEST REJECTED  Employee has a right to appeal against decision within 14 days. Appeal must be set out in writing, confirming grounds for appeal.  WITHIN 14 DAYS  Employee and manager meet to discuss the appeal  WITHIN 14 DAYS  Manager writes notifying employee of the final decision  REQUEST ACCEPTED  Employee and manager discuss change and HR informed.  62 MANAGERS ACCOUNTABILITIES: As a Manager, you must ensure that any request for flexible working is discussed with the HR Department. All requests for flexible working must be put in writing and should be considered within the statutory time limits as detailed above. Managers must ensure that all requests are fully considered and investigated and, that the outcome is fully discussed with the affected employee. Whilst DHL is committed to considering all requests for flexible working, Managers and employees must be realistic in recognising that the full range of flexible working options will not always be appropriate for all jobs across all areas of the business. Should this be the case, the outcome or suitable alternatives will be fully discussed with the employee. You must notify HR of any change in the employee‟s contract. HR ACCOUNTABILITIES: HR will ensure that all decisions regarding flexible working are legally compliant and that all staff are treated fairly and equitably. HR will offer advice and suggestions regarding any changes, and will ensure that all appropriate changes are made to personal files, contracts and information systems. The Human Resources Manager will ensure that the policy is kept up-to-date with regards any changes in legislation. 63 Policy Title: OVERALL STATEMENT: GRIEVANCE For DHL International (UK) Ltd to succeed in providing a positive working environment, ensuring no employee suffers from dissatisfaction, discrimination or harassment, we need to know if a problem exists. We understand that voicing a grievance may seem daunting to some but we would encourage employees to raise issues, so that they can be resolved at the lowest level possible. OBJECTIVES OF POLICY: We wish to encourage all employees to be open and honest about any issues that affect them and to ensure that issues can be addressed in a constructive way. Issues may include their work, their employers, clients or fellow workers actions towards them. The Employee Handbook forms part of the contract of employment, and specifies that grievances should be heard in a timely manner, and that employees will be listened to if they raise a grievance. It is key to the Grievance Policy that all grievances are dealt with as early as possible in the process to minimise issues such as employee dissatisfaction and to ensure a positive working environment. PRINCIPLES OF POLICY: All employees should:      Be able to raise an issue informally with their manager and have the opportunity to have it resolved, before being required to raise the matter formally. Expect to have any grievance dealt with as quickly as possible. Be given a fair hearing by their immediate supervisor or manager concerning any grievances they may wish to raise. Have the right to appeal to a more senior manager against a decision made by their supervisor or manager. Have the right to be accompanied by a fellow employee of their choice when raising a grievance or appealing a decision. FORMAL GRIEVANCE STAGES: Formal Grievance – Stage 1: In the majority of cases, problems can be easily and quickly settled through sensible dialogue with the person or persons concerned. However, if you find you have an unresolved grievance you should raise it with your immediate line manager. It is for you to request that this be formally pursued and a written summary of your grievance should be given to your manager at the time. Your manager will respond to your written grievance in writing, where possible within five working days. You are entitled to explain your grievance in person at each stage and your manager will arrange a meeting with you to investigate the matter. You may be accompanied by a fellow DHL International (UK) Ltd employee, who can make representation on your behalf. Should you choose a representative, who subsequently is unable to attend, you have the right to a deferral of up to five working days maximum, in order to find a substitute. Normally, your manager will attempt to arrange this meeting within ten working days, although business needs may occasionally mean a slight delay. Following a full investigation, you manager will present his/her findings to you in writing with a conclusion to the grievance. If you feel that the grievance has not been resolved to your satisfaction you are entitled to refer the matter further, to the next line manager, for consideration at an appeal. This should be done in writing within five working days of receipt of the initial conclusion. 64 Formal Grievance – Stage 2: The process outlined for Stage 1 grievances also applies for stage 2. The manager will consider all of the information available from the initial investigation, along with any new factors which may have arisen and will make a decision accordingly, which will be provided to you in writing. Formal Grievance – Stage 3: You will have the right to one final line of appeal, should you feel that the matter has still not been satisfactorily resolved. Again, you should request this in writing to the next line manager. At each stage, the previous manager‟s written conclusion will refer you to the appropriate line of appeal. Again the above process applies. The written conclusion at this third stage is the final right of appeal and the issue will be closed. MANAGEMENT‟S ACCOUNTABILITIES: Fully investigate all grievances within the specified timeframes, and present findings to the individuals verbally and in writing. Ensure that all actions and plans are documented and adhere to the policies and regulations regarding the grievance procedure. HR ACCOUNTABILITIES: HR will provide the support and advice required to ensure that the grievance procedures are followed at all times. HR should attend all hearings and determine if any grievances should result in any further investigation to consider disciplinary action against any individual. 65 Policy Title: POLICY STATEMENT: HARASSMENT AND BULLYING DHL aims to create a working environment, that is free from sexual, racial, or any other form of discrimination, harassment or bullying. Any form of behaviour, which is offensive to others and fails to respect their individual rights, will not be tolerated. To this end, all allegations of such behaviour will be treated seriously and, where necessary, relevant disciplinary action will be taken against those failing to fulfil their duties under this policy. OBJECTIVES OF POLICY:    To ensure that all employees who work at DHL are treated with respect and dignity and can work in an environment free of bullying, intimidation and harassment. To provide a work environment that is safe from violence in any form. To provide a mechanism for employees to resolve stressful situations that arise relating to harassment and bullying quickly, effectively sensitively and confidentially. PRINCIPLES OF POLICY:  DHL recognises that the existence of harassment and/or bullying can create a threatening and intimidating work environment, which adversely affects the job performance, health and well being of employees. Victims of harassment and/or bullying should be assured that no action will be taken against them for raising a genuine complaint. DHL aims to build on our existing culture in which harassment and/or bullying are unacceptable and where employees are confident in raising complaints without fear of reprisal. DHL encourages every individual to challenge any form of harassment and/or bullying in an appropriate manner and in so doing to help create a pleasant and more effective working environment All employees have a responsibility to help ensure a working environment in which the dignity of other employees is respected     DEFINITION: WHAT IS HARASSMENT? Workplace harassment is any conduct related to race, colour, religion, nationality, gender, disability, sexual orientation, age (or any other personal characteristic) that is unwanted by the recipient. It is unwelcome and offensive behaviour, which is imposed by one person on another. Harassment may be conduct, which is physical, verbal or non-verbal. It may be persistent or an isolated incident and may be directed at one or more individuals. The source of harassment may be a single work colleague or several colleagues, and the perpetrator can be any member of staff (supervisor, manager or contractor). Forms of harassment (this list is not exhaustive nor is it exclusive)  Physical contact 66      Jokes, offensive language, gossip, slander, sectarian songs and letters Posters, graffiti, obscene gestures, flags, bunting and emblems Isolation or non-co-operation and exclusion from social activities Coercion for sexual favours and pressure to participate in political/religious groups Intrusion by pestering, spying and stalking DEFINITION: WHAT IS BULLYING? Workplace bullying is any persistent behaviour, directed against individual(s), which is persistent, offensive, abusive, intimidating, malicious or insulting behaviour, abuse of power or unfair penal sanctions, which makes the recipient(s) feel upset, threatened, humiliated, isolated or vulnerable, which undermines their self confidence and which may cause them to suffer stress. Forms of bullying (this list is not exhaustive nor is it exclusive)               Verbal or physical threats and intimidation Persistent negative comments Humiliating someone in front of others Unjustified, persistent criticism Offensive or abusive personal remarks Setting unattainable targets Constantly changing work targets in order to cause someone to fail Reducing someone‟s effectiveness by withholding information Ostracism Belittling someone‟s opinion Monitoring work unnecessarily and intrusively Undervaluing work done Removing areas of responsibility without justification Imposing unfair sanctions The means of harassment and/or bullying is not always face-to-face; this can also take place via email. Please refer to the Firm‟s UK Information Security Policy located on the Intranet. PROCEDURES: As a company, DHL has a responsibility to ensure that employees are not subjected to harassment or bullying of any kind. Where possible and appropriate, attempts will be made to deal with complaints informally so as to minimise any risk to confidentiality. Given that harassment and/or bullying are forms of misconduct, however, it may be necessary to take formal action in order to resolve an issue. Whilst we will ensure that managers and supervisors are equipped with the necessary skills to deal with harassment and/or bullying issues, we also recognise that there are instances when this is not suitable, for example when the manager or supervisor is the cause of the complaint. In such circumstances, Human Resources will be available to give informed advice in strict confidence. Their objective will be to provide guidance on the process for complaints (content, recording, and timeframe) The decision to progress a complaint will rest predominantly with the individual, except in cases where the incident is of such a serious nature as to necessitate further action. Full records of complaints and investigations will be kept and limited access will be allowed to these so as to preserve confidentiality. This will enable us to monitor the number of complaints within the company and to ensure that individual complaints have been resolved without victimisation of the complainant. 67 Procedure: The aim of this procedure is to protect employees from harassment and bullying and enable them, where necessary, to raise a complaint without fear of retaliation or victimisation. Where applicable, every effort will be made to resolve an issue informally. Given the nature of certain incidents, however, it may be necessary to resort to the grievance or disciplinary procedure immediately. Complaints Procedure: Victims of harassment or bullying should raise the complaint with their line manager or a member of Human Resources. The complaint procedure can be informal or formal and the employee may decide which procedure to follow. Informal Procedure: 1.0 The employee who feels that s/he has been harassed or bullied should, if possible, tell the perpetrator that the behaviour is unwanted and should ask him or her to stop. A work colleague can act as a witness to this. Alternatively, the relevant line manager can speak to the alleged perpetrator as long as this is with the complainant‟s knowledge. At this stage, most cases of harassment or bullying can be resolved. If this is not the case, it will be necessary to resort to formal procedures. Where applicable, the immediate line manager, alternatively if the immediate line manager is the alleged perpetrator, this should be escalated to his/her superior and be made aware of the alleged incident of harassment or bullying within a reasonable timeframe. This will allow the matter to be resolved promptly, thereby minimising the impact on both the individual and the department. 2.0 Employees should record any incidents of harassment or bullying, noting in particular the names of those involved (including witnesses) and the date, time and nature of the incident. Formal Procedure: 1.0 Formal procedures can be followed when the employee chooses to pursue them if an informal approach has not resolved the issue. The employee‟s line manager or, where this is inappropriate, a senior manager or member of HR, should investigate the complaint by interviewing the person against whom the allegations have been made, the complainant and any relevant witnesses. All individuals being interviewed have the right to be accompanied by a work colleague. Such interviews should be conducted in a confidential manner. The person investigating the complaint should make a written, confidential account of the findings and this will be kept by Human Resources. Only the complainant, the Investigating Officer and Human Resources should have access to these findings. To fully investigate the matter, however, it may be necessary to agree with the complainant on what can be discussed with the alleged harasser. Depending on the nature of the alleged offence, it may be necessary to separate the individuals involved pending investigation into the complaint. This may involve removing both parties from the workplace for a temporary period as a precautionary measure. If disciplinary action is justified, a disciplinary hearing should be arranged as soon as possible. The hearing will be conducted in accordance with the company disciplinary procedure. (Please refer to the Firm‟s Employee Handbook or the intranet site) The complainant will be informed of the outcome of the disciplinary hearing. However, he or she will not be entitled to know the level of this action as the perpetrator must be warranted the 2.0 3.0 4.0 5.0 6.0 68 same level of confidentiality as the complainant. 7.0 Any disciplinary action should reflect the severity of the offence. Typically, this may result in the transfer of the perpetrator or, for more serious cases, dismissal. If it is necessary to separate the individuals concerned, the perpetrator will usually be transferred, (unless the complainant strongly wishes to transfer and this is practical). Once the issue of harassment or bullying has been addressed, either informally or formally, the situation will be monitored, by either the line manager, or where this is not appropriate, by a more senior manager or a member of the Human Resources department. Retaliation against an individual who complains of harassment or bullying should be treated seriously and recourse to the disciplinary procedure is likely to ensue in such cases. 8.0 9.0 69 Policy Title: OVERALL STATEMENT: MATERNITY DHL International (UK) Ltd seeks to support our staff in various domestic and family situations. This includes provision for those employees who are pregnant and links in with our Vision and Values. We are committed to treating all employees fairly and equitably and this includes our treatment of pregnant women. This policy highlights the main provisions DHL International (UK) Ltd provides for women who wish to take Maternity Leave. OBJECTIVES OF POLICY:   To ensure that the treatment of all employees affected is legal, ethical & fair To help employees balance work and home life responsibilities. PRINCIPLES OF POLICY:    All pregnant women whether working on a full or part time basis are covered by legislation protecting them from discrimination and detrimental treatment. All women are entitled to a bank of core benefits if they fall pregnant. Compulsory maternity leave will apply to any woman whose pregnancy is a minimum of 24 weeks. Employees with less than 26 weeks service by the 15th week before the expected week of childbirth will be entitled to 26 weeks ordinary maternity leave. Employees with more than 26 weeks service by the 15th week before the expected week of childbirth can take a full entitlement of 52 weeks (ordinary and additional) maternity leave. All employees must notify their manager if they wish to take Maternity Leave. It is important that employees follow the procedures outlined in the Policy in order to ensure they receive their full entitlements.  PROCEDURES: Maternity Leave can be broken down into the following categories ANTENATAL CARE: All employees are entitled to time off for antenatal visits regardless of length of service. This includes doctor‟s appointments, relaxation classes and parentcraft classes. These should all be paid at the employee‟s normal rate and they should be under no obligation to make up the time. The employee can be asked for evidence of appointments in the form of a letter from their doctor or an appointment card. The employee can also be asked to provide evidence of pregnancy in the form of a MATB1 certificate. COMPULSORY MATERNITY LEAVE: If a pregnancy has lasted at least 24 weeks then the woman must take compulsory leave of 2 weeks. This compulsory leave can be extended if there are circumstances within the workplace which prohibit the return of someone who has recently given birth - for example health and safety restrictions. ORDINARY MATERNITY LEAVE: A female employee qualifies for ordinary maternity leave regardless of her length of service. This entitles the employee to 26 weeks leave. The employee remains on their ordinary terms and conditions except for those relating to remuneration as the employee will be remunerated under the maternity policy rules. (See payment section below). The employee does not need to give any notice to return to work unless they intend to return to work before the end of the ordinary maternity leave. 70 ADDITIONAL MATERNITY LEAVE: If the employee has completed 26 weeks‟ service by the 15th week before the expected week of childbirth then they are entitled to additional maternity leave. This entitles the employee to a further 26 weeks leave, immediately following the end of ordinary maternity leave. Not all terms and conditions apply if the employee chooses to take additional maternity leave, for additional details please refer to Human Resources who can supply you with „A Guide to Maternity Provisions in DHL‟. In order to return from additional maternity leave early, the employee must give the company a minimum of 28 days‟ notice prior to that anticipated return date. PAYMENT: The first 6 weeks of any maternity leave will be paid at 90% of normal weekly pay – this will be calculated on an average of the last 8 weeks‟ earnings if the hours are variable. The following 20 weeks are paid at a Statutory Maternity rate. This is paid weekly and is subject to change in line with an annual review by the Department of Trade & Industry. START OF MATERNITY LEAVE: Maternity leave can start from the 15th week before the expected date of childbirth. However if it does commence any time before the 11th week before the expected week of childbirth, the first 4 weeks until the 11th week will be taken as unpaid. The employee needs to give at least 3 weeks‟ written notice of the date they intend to start their maternity leave. The written notice needs to include the fact that the employee is pregnant, the expected due date, the start of the maternity leave and the MAT B1 form. The start date can be changed as detailed in the following section or, if the birth takes place early in which case the maternity leave starts on the day immediately following the birth of the child. SICKNESS DURING MATERNITY: Any sickness unrelated to the pregnancy should be treated as normal under the sickness policy. Any pregnancy related sickness should also be treated under the sickness policy, until the start of the fourth week before the due date, or the employee‟s notified start of maternity leave, whichever is sooner. At which time the employee‟s maternity leave should start automatically. RETURN FROM MATERNITY LEAVE: If the employee wishes to return from maternity leave early then they should notify their manager and the Human Resources Department in writing giving a minimum of 28 days notice. If the employee returns on her expected date after either ordinary or additional maternity leave (depending on the type of leave for which she qualifies) she does not need to give notice of her intention to return on the expected date. Following the period of ordinary maternity leave, the employee is entitled to return to work on the same Terms and Conditions of employment that she had prior to her maternity leave commencing. If the employee returns on her expected date after additional maternity leave she will be entitled to return to her previous position on the same Terms and Conditions, unless due to business reasons this is no longer possible. In which case she should be offered a similar position on Terms and Conditions not less beneficial than the previous terms and conditions. DISCIPLINARIES AND DISMISSALS: An employee cannot be dismissed for any reason connected with their pregnancy however they can still be dismissed if it is fair on other grounds wholly unconnected with their pregnancy. In all cases of disciplinary issues relating to a pregnant employee, the HR Department should be involved. 71 RESIGNATION: If an employee resigns they lose the right to maternity leave however they will still be entitled to Statutory Maternity Pay as long as they were employed for at least 15 weeks prior to the expected date of birth. HOLIDAY ENTITLEMENT: The employee continues to accrue entitlement to holiday at the same rate during the period of ordinary maternity leave. During the period of additional maternity leave, the employee will accrue entitlement to holiday at statutory rate (i.e. 20 days pro-rated). The employee must be encouraged to use the holiday during the holiday period in which it is awarded, in order to avoid losing the right to take this leave. This may involve the employee taking holiday entitlement either before or during the period of maternity leave. HEALTH AND SAFETY: We have a legal obligation to protect pregnant employees, those who have recently given birth and those who are breastfeeding from the time we know that they are pregnant. For all queries relating to health and safety please contact the health and safety department. SUMMARY: Timeline Employee notifies manager no later than the 15th week before the expected week of childbirth that she is pregnant, the due date and a copy of her MAT B1 form (issued by Midwife or GP) must be produced. This is subject to what is „reasonably practicable‟. Employee can start maternity leave anytime after 11 weeks before her due date and must give at least 3 weeks written notice of her intention to start her leave. Employees starting maternity leave between the 15 th and 11th week before due date will not be paid during that 4 week period. Maternity pay only commences at 11 weeks before expected week of childbirth. If an employee is still working 4 weeks before due date and is off sick with a maternity related illness at any stage from that point onwards her maternity leave will start automatically. If less than 26 weeks‟ service before the 15th week before the expected week of childbirth, the employee is entitled to up to 26 weeks ordinary maternity leave. If more than 26 weeks‟ service by the 15th week, then the employee is entitled to a further 26 weeks additional maternity leave. ORDINARY MATERITY LEAVE If the employee is entitled to ordinary maternity leave only, she will automatically be expected to return after 26 weeks to the same position. ADDITIONAL MATERNITY LEAVE If the employee is entitled to additional maternity leave she will be expected to return after 52 weeks leave. The employee is entitled to return to her original position unless this is no longer possible in which case she should be offered an alternative on a similar level and, on T & C‟s not less than her previous T & C‟s. 72 If the employee wishes to return from her maternity leave early she must inform her manager at least 28 days before she intends to return. MANAGERS ACCOUNTABILITIES: As a Manager you must ensure that you do not treat maternity leave employees any less favourably than ordinary employees. You must ensure that any individual upon return from Maternity Leave returns to the same or similar position, which does not have less favourable terms or conditions. Since there is no obligation on the employee‟s part to inform us of her intention to return to work, it is advisable to maintain some form of contact with the employee in order to ensure details of her return are arranged for the purposes of Payroll and HR administration. You must ensure that any decision affecting the person on Maternity Leave is fully communicated and that they have the same opportunity to participate in communication as an ordinary employee (this includes being notified of changes in the department/station and of job opportunities, e.g. SVN‟s.) HR ACCOUNTABILITIES Human Resources will ensure that all benefits associated with the Maternity Leave policy and statutes are paid and recognised and that all paper work associated with Maternity Leave is processed appropriately. The Human Resources Manager will ensure that the policy is kept up-to-date with regards any changes in legislation. 73 Policy Title: OVERALL STATEMENT: PATERNITY DHL International (UK) Ltd seeks to support our staff in various domestic and family situations. This includes provision for employees whose partners are pregnant and links in with our Vision and Values. We are committed to treating all employees fairly and equitably. This policy highlights the main provisions DHL International (UK) Ltd provides for any employee who wishes to take Paternity Leave. OBJECTIVES OF POLICY:   To ensure that the treatment of all employees affected is legal, ethical & fair To help employees balance work and home life responsibilities. PRINCIPLES OF POLICY:    Any employee whose partner is expecting a baby whether working on a full or part time basis is covered by legislation protecting them from discrimination and detrimental treatment. Any employee wishing to take Paternity Leave will be entitled to core benefits during their leave. Employees wishing to take Paternity Leave must notify their manager of their intention. It is important that employees follow the procedures outlined in the Policy in order to ensure they receive their full entitlements. PROCEDURES: PATERNITY LEAVE: Any employee whose partner is expecting a baby is entitled to Statutory Paternity Leave. This leave must be taken up to 56 days after the baby‟s birth. Please note that employees are only entitled to one period of leave irrespective of whether more than one child is born as a result of the same pregnancy. ELIGIBILITY: Entitlement to Paternity Leave applies in the case of same sex relationships where one partner has either given birth to, or adopted a child. In order to qualify for this period of leave, the employee will be expected to have responsibility for the child‟s upbringing or be the biological father of the child or the mother‟s husband or partner PAYMENT: Employees have a choice of 2 payment options, dependent on their personal circumstances. i) 2 weeks‟ leave paid at Statutory Paternity Rate, which amounts to £100 per week. If the employee‟s gross weekly earnings are less than £100 per week, then they will be entitled to 90% of their average weekly earnings. OR 3 days leave at full basic pay ii) 74 START OF PATERNITY LEAVE: Paternity leave must be taken any time up to 56 days after the baby‟s birth. Once the employee has decided on the date they would like to start their leave, they will need to inform their manager of the approximate date, giving at least 28 days‟ notice. The employee will be required to sign a declaration form, as evidence of their entitlement to Statutory Paternity Pay. This form includes a declaration that they meet certain eligibility conditions and provides the necessary information regarding notice requirements and preferred options. Please note that this can be found on the HR Intranet site under „manager‟s forms‟, Every effort will be made to accommodate Paternity Leave, in the event that the birth takes place unexpectedly before the start of the employees‟ scheduled Paternity Leave. If the employee opts to take two weeks‟ Paternity Leave at Statutory Rate, these must be taken in a two-week succession. Payment will be made in the normal way, through the Payroll Department. SICKNESS FOLLOWING PATERNITY LEAVE If an employee is unable to return to work following Paternity Leave due to illness, they must follow the normal absence reporting procedures as outlined in the Employee Handbook. RETURN TO WORK FROM PATERNITY LEAVE An employee returning to work following Paternity Leave will have the right to return to the same job as before on the same terms and conditions of employment as if they had not been absent. DISCIPLINARIES AND DISMISSALS: An employee cannot be dismissed for any reason connected with their Paternity Leave, however they are still subject to the same rules and conditions of employment, and therefore, disciplinary action and potentially dismissal can still take place if it is fair on other grounds wholly unconnected with their Paternity Leave. As with all disciplinary issues, the HR Department should be involved. HOLIDAY ENTITLEMENT Employees on Paternity Leave continue to accrue entitlement to annual leave at the same rate as if they had been at work. An employee is not entitled to take annual leave during paternity leave but, subject to the usual arrangements there is no reason why the employee cannot take a period of annual leave immediately before or after their Paternity Leave. Employee notifies manager 28 days before intended start of Paternity Leave and signs a self-certificate „declaration‟. Employee can start Paternity Leave of either 3 days at full basic pay or 2 weeks Statutory Paternity Leave at statutory pay. Manager completes Paternity Leave Record Sheet with employee (Declaration Form) and forwards this along with a timesheet to the Payroll Department for payment purposes. MANAGERS ACCOUNTABILITIES: As a Manager you must ensure that you do not treat employees on Paternity Leave or those wishing to take Paternity Leave any less favourably than other employees. You must ensure that any individual upon return from Paternity Leave returns to the same position on the same terms and conditions of employment. 75 As a Manager you must ensure that every effort is made to accommodate employees wishing to take Paternity Leave. Whilst it is noted that employees must give 28 days‟ notice of the date they intend to start their Paternity Leave, this depends on what is reasonably practicable. You must ensure that any decision affecting the person on Paternity Leave is fully communicated and that they have the same opportunity to participate in communication as an ordinary employee (this includes being notified of changes in the department/station and of job opportunities, e.g. SVN‟s.) HR ACCOUNTABILITIES Human Resources will ensure that all benefits associated with the Paternity Leave policy and statutes are paid and recognised and that all paper work associated with Paternity Leave is processed appropriately. The Human Resources Manager will ensure that the policy is kept up-to-date with regards any changes in legislation. 76 Policy Title: OVERALL STATEMENT: ADOPTION LEAVE DHL Express seeks to support our staff in various domestic and family situations. This includes provision for those employees who are adopting and links in with our Vision and Values. We are committed to treating all employees fairly and equitably and this includes our treatment of adopting parents. This policy highlights the main provisions DHL Express provides for employees who wish to take adoption leave. OBJECTIVES OF POLICY:   To ensure that the treatment of all employees affected is legal, ethical and fair. To help employees balance work and home life responsibilities. PRINCIPLES OF POLICY:    All adopting parents whether working on a full or part time basis are covered by legislation protecting them from discrimination and detrimental treatment. All employees are entitled to a bank of core benefits if a child is to be placed with them for adoption. Employees with less than 26 weeks service by the week in which they are notified of having been matched with the child for adoption will not be entitled to adoption leave. Employees with more than 26 weeks service by the week in which they are notified of having been matched with the child for adoption can take full entitlement of 52 weeks (ordinary and additional) adoption leave. All employees must notify their manager if they wish to take adoption leave. It is important that employees follow the procedures outlined in the Policy in order to ensure they receive their full entitlements.  PROCEDURES: Adoption leave can be broken down into the following categories: ORDINARY ADOPTION LEAVE: If the employee has completed 26 weeks service ending with the week in which they are notified of having been matched with the child then they are entitled to ordinary adoption leave. This entitles the employee to 26 weeks leave from the date that adoption leave commences. ADDITIONAL ADOPTION LEAVE The employee can take an additional 26 weeks adoption leave which should immediately follow the 26 weeks ordinary adoption leave. STATUTORY ADOPTION PAY (SAP) If the employee has worked continuously for 26 weeks by the week in which they are notified of having been matched with the child and have average weekly earnings at or above the Lower Earnings Limit for National Insurance then they will be eligible to receive statutory adoption pay (SAP). SAP is a weekly payment made by employers during the 26 weeks of ordinary adoption leave. Employees‟ must notify us of when they want to receive SAP at least 28 days before the date they want it to begin. 77 START OF ADOPTION LEAVE: The earliest an employee can begin their adoption leave and pay is 14 days before the expected date of placement and no later than the expected date of placement. The employee needs to give 28 days written notice of the date they intend to start their adoption leave. The written notice needs to include; their intention to take adoption leave, the date on which the child is expected to be placed for adoption with them and the date they intend to start their adoption leave. The start date can however be changed as long as they give their employer 28 days notice before that date. If the date of placement changes before leave begins, the employee should discuss the situation with their manager and if possible give the appropriate notice to change the start date. DISRUPTION OF ADOPTION LEAVE If a period of adoption leave is disrupted for any of the following reasons:    the placement is not made during adoption leave the child dies the child returns to the adoption agency The employee‟s leave will normally finish eight weeks after the end of the week in which the disruption took place. Payment of SAP continues for eight weeks after the end of the week in which the disruption took place or until the end of the adopter‟s 26 week SAP period if that is sooner. Employees must remember to give their employer 28 days‟ notice if they are returning to work earlier than expected because of the disruption. RETURN FROM ADOPTION LEAVE: If the employee wishes to return from adoption leave early then they should notify their manager and the Human Resources Department in writing giving a minimum of 28 days notice. If the employee does not wish to return to work their period of notice should be given in the usual way. If the employee returns on their expected date after either ordinary or additional maternity leave they will be entitled to return to their previous position on the same Terms and Conditions, unless due to business reasons this is no longer possible. In which case they should be offered a similar position on Terms and Conditions not less beneficial than the previous terms and conditions. DISCIPLINARIES AND DISMISSALS: An employee cannot be dismissed for any reason connected with their adoption however they can still be dismissed if it is fair on other grounds wholly unconnected with their adoption. RESIGNATION: If an employee resigns they lose the right to adoption leave however they will still be entitled to Statutory Adoption Pay. However, if they begin working for another employer and they weren‟t employed by them during the week that they were notified of having been matched with the child they will not receive any SAP for any week that they work for that employer. HOLIDAY ENTITLEMENT: The employee continues to accrue entitlement to holiday at the same rate during the period of ordinary adoption leave. During the period of additional adoption leave, the employee will accrue entitlement to holiday at statutory rate (i.e. 20 days pro-rated). The employee must be encouraged to use the holiday during the holiday period in which it is awarded, in order to avoid losing the right to take this leave. This may involve the employee taking holiday entitlement either before or during the period of adoption leave. 78 Employee notifies manager within 7 days of the date on which they were told of having been matched with a child and send the Matching Certificate (issued by the adoption agency) to the HR Department. Employee begins adoption leave no more that 14 days before the date on which the child is expected to be placed with them and no later than the expected date of placement. If less than 26 weeks‟ service up to the week in which they were notified of having been matched with a child, the employee is entitled to up to 26 weeks ordinary adoption leave. If more than 26 weeks‟ service up to the week in which they were notified of having been matched with a child, then the employee is entitled to a further 26 weeks additional adoption leave. ORDINARY ADOPTION LEAVE If the employee is entitled to ordinary adoption leave only, they will automatically be expected to return after 26 weeks to the same position. ADDITIONAL ADOPTION LEAVE If the employee is entitled to additional adoption leave they will be expected to return after 52 weeks leave. The employee is entitled to return to their original position unless this is no longer possible in which case they should be offered an alternative on a similar level and on T & C‟s no less than their previous T & C‟s. If the employee wishes to return from their adoption leave early they must inform their manager at least 28 days before they intend to return. MANAGERS ACCOUNTABILITIES: As a manager you must ensure that you do not treat adoption leave employees any less favourably than ordinary employees. You must ensure that any individual upon return from adoption leave returns to the same or similar position, which does not have less favourable terms or conditions. Since there is no obligation on the employee‟s part to inform us of their intention to return to work, it is advisable to maintain some form of contact with the employee in order to ensure details of her return are arranged for the purposes of Payroll and HR administration. You must ensure that any decision affecting the person on adoption leave is fully communicated and that they have the same opportunity to participate in communication as an ordinary employee (this includes being notified of changes in the department/service centre and of job opportunities, e.g. SVN‟s) HR ACCOUNTABILITIES Human Resources will ensure that all benefits associated with the adoption leave policy and statutes are paid and recognised and that all paperwork associated with adoption leave is processed appropriately. The Human Resources Manager will ensure that the policy is kept up-to-date with regards to any changes in legislation. 79 Policy Title: OVERALL STATEMENT: SICKNESS ABSENCE DHL International (UK) Ltd will provide assistance to those employees who have a genuine illness and provide support in their desire to return to work. DHL International (UK) Ltd believes in the importance of promoting and supporting the health and welfare of its employees. All employees wherever they are based are expected to make a full contribution to delivering services to customers. In support, DHL International (UK) Ltd wants to demonstrate its commitment to enabling a healthy working life for its workforce. The expectations of an employee with regard to ensuring good attendance and the terms and conditions relating to sickness absence are outlined in the Employee Handbook. DHL International (UK) Ltd is committed to achieving excellence in terms of attendance at work. Whilst it is recognised that employees may be unable to attend work from time to time because of sickness, every period of sickness absence will have implications which may include the need to employ staff to cover the absence, reductions in service quality, additional pressures on work colleagues and overspending on budgets. There are also service implications if employees attend work when they are unwell, so careful management of sickness is important. OBJECTIVES OF POLICY:     To focus on positive measures that encourage high attendance and lessen the opportunity for potential absence problems in the future. Ensure all employees are dealt with fairly, consistently and confidentially in accordance with DHL International (UK) Ltd‟s agreed policies and procedures for managing absence. Ensure all employees are aware of procedures for reporting sickness absence which they should follow and the standards of attendance which are expected of them. Ensure all employees whose attendance is of a concern are given the necessary support to improve attendance. PRINCIPLES OF POLICY:   Our employees‟ welfare is very important to us and DHL International (UK) Ltd will ensure that the working environment and conditions do not adversely affect their health. As a good employer, good communication is essential and we will provide information on this policy and, where possible, will assist individuals in overcoming any problems before their health or performance at work are affected. We have a responsibility to provide assistance to all employees suffering from a genuine illness. We will attempt to minimise disruptive short-term absence thereby maximising productivity. DHL expects all employees to have a good attendance record and a responsible attitude towards their well being.    DEFINITIONS AND BASIC SICKNESS ABSENCE RULES: Short Term Sick Pay (STSP) For absence of one week of less, or for the first week of any absence, STSP will be paid at the normal daily basic rate, less any payments made under the Statutory Sick Pay arrangements. This excludes overtime, allowances and shift payments. 80 During your first year, eligibility for self-certificated sick pay (after three or six months of service, depending on your start date) is earned at the rate of one day per completed month of service, up to the maximum limit for a 12-month period. In any 12 month period, self-certificated sick pay eligibility will be equal to the same number of days normally worked in two weeks, i.e. up to eight days paid absence if you‟re a four day a week employee, or up to ten days paid absence for a five days a week employee. Any short-term absences in excess of employee‟s eligibility will be unpaid. Unpaid sick days will be counted as sick leave when calculating any subsequent sick pay eligibility. Long Term Sick Pay (known as LTSP) for employees whose start date is after 1 st May 2003 For any period of illness lasting over a week covered by a doctor‟s Medical Certificate. The first week of any illness is covered by STSP (as above). LTSP benefits will be paid at the normal daily basic rate, less any Statutory Sick Pay, as follows:  0-12 months‟ service, you will not be entitled to LTSP  12-36 months‟ service, you will be eligible to up to 13 weeks LTSP per 12 month rolling period  36+ months‟ service, you will be eligible to up to 26 weeks entitlement per 12 month rolling period. Long Term Sick Pay (known as LTSP) for employees whose start date is before 1st May 2003 For any period of illness lasting over a week covered by a doctor‟s Medical Certificate. The first week of any illness is covered by STSP (as above). LTSP benefits will be paid at the normal basic rate less any Statutory Sick Pay, as follows:   3-12 months service, up to 13 weeks LTSP in any 12 month period. Over 12 months service, up to 26 weeks LTSP in any 12 month period. If an employee is absent before or during their first anniversary of service, they will not be eligible for the 26 weeks cover until they have been back at work for at least two weeks. Similarly, if an employee is absent on three month qualification or when their STSP increases, these do not apply until they have returned to work for at least two weeks. If an employee is absent for longer than 26 weeks, they may become eligible for Disability Income Benefit. Under normal circumstances an employee does not accrue holiday entitlement for periods of continuous long term sickness of over eight weeks. For prolonged absences, DHL International (UK) Ltd may terminate an employee‟s contract on the grounds of medical incapability. Statutory Sick Pay: Statutory Sick Pay will only be paid for properly certified sickness and notified absences. 81 Policy Title: OVERALL STATEMENT: DATA PROTECTION DHL International (UK) Ltd is committed to respecting the privacy of all its employees and the need for appropriate safeguards in relation to collection, storage and processing of Human Resources data. This document sets out DHL International (UK) Ltd‟s Policy in relation to the Data Protection Act 1998, and applies to all UK employees. OBJECTIVES OF POLICY:  To ensure that all data with a unique identifier (information that has an identifiable link back to an individual) is stored and protected within the parameters set down by the Data Protection Act 1998. To outline the procedures to protect and access personal information To ensure that employees have confidence in the ability of DHL International (UK) Ltd in protecting their own personal data. Ensure all personal information is processed fairly and lawfully and that all information is obtained for specified and lawful purposes.    PRINCIPLES OF POLICY: DHL International (UK) Ltd is committed to ensuring that its processes and employees‟ personal information are kept as securely as possible and reflect the requirements of the Act and as such agrees to the following information principles. Information:       Must have been obtained fairly and lawfully Must not be held on file other than for a legitimate purpose Must be adequate, relevant and not excessive in relation to the purpose or purposes for which it is kept. Must be accurate and where necessary, kept up to date. Must not be kept for longer than is necessary Must be held in compliance with an employee‟s rights to access to personal data; must not be processed in a way calculated, or likely, to cause damage or distress to an employee; and must be corrected, erased or destroyed if inaccurate or no longer relevant. Must be protected (by the best available means) against unauthorised access or disclosure and against accidental loss, damage or destruction, and must be treated as confidential by the employee(s) to whom they are entrusted. Must not be transferred to any country or territory (eg, to a parent or controlling company) outside of the European Economic Area (EEA) whose data protections laws or codes are non-existent or less than adequate unless the employee agrees otherwise or the transfer is necessary for employment purposes.   Definitions For the purposes of this policy, data is information which is held on personal files, both manual and computer based: Data is “personal” where it relates to an employee who is identifiable from the data. 82 An employee is any person who is, has been, or will be placed into our payroll. A medical report is defined as „a report relating to the physical or mental health of the individual prepared by a medical practitioner who is or has been responsible for the clinical care of the individual‟. The person responsible for ensuring data is compliant with the legal obligations is the Senior Human Resources Officer responsible for employee records in the Human Resources Department. Rights of Access Access to data held will be restricted to the following: a) b) c) d) e) Employees in the Human Resources Department Immediate manager/supervisor and their manager/supervisor Employees in the payroll department, and any subsequent contracted computer bureau Occupational Health staff Internal and external auditors All employees or ex-employees may request access to their data. This will be provided within forty days, and can be requested by writing to the Human Resources Department. A charge of £10.00 will be levied on requests from ex-employees to meet the cost of retrieving and copying the data. The company will not release employment references unless this was specified by the previous employer. The company reserves the right to withhold information if it cannot separate the information from another employee, unless the third party has consented to the disclosure of information. Employees have the right to make any reasonable request, in writing, for the amendment of their own Human Resources records provided. At present DHL International (UK) Ltd does not use automatic processing of data solely to determine decisions on its employees or potential employees. If in the future it is decided to use such facilities, the individual concerned will be informed prior to any decision being made. PROCESSES: Where data is collected it must meet the following requirements. It should be relevant to the employees role, in addition to being both accurate and current. Where possible the employees consent will be obtained prior to collection and for that purpose a request is contained in all offer letters. During an individual‟s employment, data should only be collected for the following purposes a) recruitment, promotion, training, redeployment and/or career development; b) the calculation of payroll data and the transfer of such data for use by financial staff and independent auditors. NB this will include details of bank/building society accounts for salary/wage transfers and the payment of authorised expenses; c) for contacting next of kin and arranging medical attention in connection with, illness or injury of an employee whilst at work or death; d) compliance with statutory requests from the Inland Revenue, the Department of Social Security, the Benefits Agency and other relevant public authorities/agencies; e) disciplinary purposes arising from an employee‟s conduct, or ability to perform their job requirements; f) the provision of references to financial institutions, qualified legal representatives, appropriate bodies in connection with the holding of public office, facilitate entry onto educational courses and assist potential future employers; and 83 g) for maintaining sickness absence records, and health monitoring by Occupational Health. All staff who have access to health records shall have a clear duty of confidentiality equivalent to that which would arise if that person were a health professional. h) the assessment of suitability for internal career progression. g) employees ethnic background strictly for statistical purposes in connection with “ethnic monitoring” under the Commission for Racial Equality‟s Code of Practice. In addition to disciplinary warnings being removed from Human Resources files when they expire. The company has decided only PDP‟s of the current year will be held. Audit: Each March an audit of data held will be conducted by the Data Controller to ensure compliance with the above requirements. Medical Reports: DHL International (UK) Ltd may at times require a medical report during the process of employing a new recruit or when dealing with sickness absences or occupational health issues. If a medical report is required from a medical practitioner of an employee for any reason, the employee will be notified in writing that a report has been requested. As well as notifying the employee of the proposal to seek a medical report, the employer must at the same time inform the employee that as the subject of that report, he or she has certain rights under the Act. These are as follows:     The right to withhold consent to the report being sought The right to state that although they agree to the report being sought, they may wish to have access to it before it is sent on They have the right to ask the report to be amended The right to refuse to allow the report to be sent to the employer MANAGEMENT ACCOUNTABILITIES: Any manager/supervisor found to be collecting data for inappropriate or unlawful reasons may be subject to disciplinary proceedings. Examples of inappropriate or unlawful data would be files holding religious (outside of Northern Ireland) or political beliefs, sexual orientation or trade union membership of employees. You must contact the HR department if you have any concerns relating to the collection, storage and processing personal information if you are unsure. HR ACCOUNTABILITIES: DHL International (UK) Ltd reserves the right to collate, process and disseminate statistics based on an aggregation of data held on Human Resources files, provided that data relating to an individual may not be identified from the resulting analysis. DHL International (UK) Ltd reserves the right to transfer certain Human Resources records to the new owner/partner company in the event of a take-over merger, acquisition or transfer of undertakings. 84 Policy Title: OVERALL STATEMENT: EXPENSES To provide a set of procedures for staff to follow to ensure consistency, fairness, accountability and reimbursement of expenses incurred whilst on company business, and to ensure DHL can reclaim the maximum possible VAT in accordance with current legislation. PROCEDURES:  An Expense Claim form AF 21 in excel format, available on the Internal Audit Intranet site (DHL Home site, click on Finance & Internal Audit) should be completed. Print the Claim form and glue it to the front of an A4 sized envelope, placing all receipts/invoices and supporting documentation, sequentially numbered, inside the envelope.  Completion of Claim form:  Use one line per invoice/receipt  Analyse the invoice/receipt costs between the relevant columns on the expense claim. Give invoices/receipts sequential reference numbers and cross reference to claim in far-left column. Multiple invoices must be fastened together in reference number order.  Give detail of supplier, reason for expenditure in column provided  „Other‟ this column shall show expenses NOT falling within any of the previous columns. The TOTAL of this column shall be analysed by a/c number in the bottom right of the form.  The „Invoice Gross‟ column shall show the amount claimed for each invoice.  The shaded area must not be completed by the employee (Finance use only)  If MORE than one page is required use the three-page template of the claim form on the Internal Audit Intranet site. Enclose the first two pages inside the envelope with the supporting documentation and glue the final (3rd) page with the grant total, to the front of the A4 envelope.  Ensure that all the correct signatures, dates and references are completed.  Ensure that all relevant invoices/receipts wish valid VAT numbers and appropriate back up forms, i.e. Parking Fees Logging Form, Expense Analysis (Overseas Expenditure) or Fuel Claim for Private Vehicle Use Form, are enclosed in the envelope.  Push the sealing flap inside the envelope to keep the supporting documentation secure, but DO NOT SEAL the envelope. When the Expense Claim form has been authorised by the manager, the manager shall put the completed, unsealed Expense Claim envelope (containing the supporting receipts and forms) into an Internal Mail Envelope and send to AP EFSS/ORB 1. The receipts and forms contained in the envelope must reconcile to the expense claim. A photocopy, or electronic copy, of the expense claim shall be retained by the claimant for reference to form part of their personal tax record. If the total of an employee‟s expenses for a month is less than twenty pounds (£20) the expenses shall be claimed through local petty cash, rather than through AP EFSS on an Expense Claim Form. No member of staff is permitted to submit more than two expense claims per calendar month, Payment will normally be made directly into the employee‟s bank account. Any claims or part of claims, which have been rejected as not conforming to company policy, will be notified to the claimant‟s manager in writing by the Financial Accounting Manager. Payment of that part of the claim, which does conform, will be made on the usual day. Supporting Forms and Invoices. It is imperative that all expense claims are accompanied by a valid VAT invoice or receipt, if a VAT registered supplier has been used. Payments may be withheld until such an invoice or receipt has been produced. (Employees may have to request the supplier to provide a copy if the original has been misplaced). It is recommended that managers check for VAT invoices or receipts, as failure to do so may result in a charge to their cost centre of the non reclaimable VAT. A valid VAT invoice or receipt will show as a minimum the following information:  VAT number        85     Name of supplier Gross amount inclusive of VAT Date goods or services received Description of goods or service received NOTE: A credit card receipt slip is NOT a VAT invoice  In respect of staff and third party entertainment the names of all participants must be shown on the reverse side of the supporting invoices/receipts. The name of the company represented by the customer, and the purpose of the event, must also be recorded on the back of the invoice/receipt. These requirements are for tax purposes and must be adhered to, in order to provide evidence to PAYE inspectors that the expenditure has been incurred wholly, exclusively and necessarily in the furtherance of the business. Claims shall be restricted to entertaining customers or prospective customers. Claims shall NOT be submitted for entertaining colleagues in DHL. Where several members of staff from the same department attend a business function or meeting away from base, the expense claim shall be submitted by the most senior person present, for approval from their direct manager/director. Where members of staff from different departments attend a function, one department shall not unfairly be requested to pay the full bill (i.e. draw lots) for other departments, in which case the most senior person of each department present shall pay their departmental proportion of the bill. Disallowed Expenses: Only certain business expenses can be claimed. Examples of items which will not normally be reimbursed include:  Car washing expenses  Loss or theft of personal property and tickets  Parking fines and speeding penalties  Private telephone bills (unless less than a total of £4 per day and incurred whilst on company business away from home) and line rental charges when the telephone bill is not in the company‟s name.  Expense claims for business calls only, shall be made in accordance with section „Business Telephone Expenses‟  Video costs incurred whilst staying at a hotel.  Dry cleaning or laundry costs except on extended out of town assignments (greater than 5 days).  Evening dress hire, unless essential for company business (for example 15 year award).  Accommodation for pets  Babysitters/childminding, except where additional costs are incurred in exceptional circumstances  Credit card annual fees (other than for Corporate AMEX)  Late payment interest and penalties on Corporate AMEX  Gifts to employees other than incentives and prizes and approved by the Compensation and Benefits Manager  Holiday gifts for customers or vendors  Tips greater than 10% (unless overseas country custom dictates otherwise) or where the restaurant charges a standard service charge which is greater than 10%  Normal home to office mileage (which must be excluded from all mileage claims)  Unreasonable travel and subsistence costs which exceed the guidelines of this policy  Costs to the extent that they are considered to be excessive in relation to the activity concerned  Clothing outside the scope of company guidelines  Sports equipment and clothing will only be reimbursable if it is held by the Service Centre for re-use. General suits and dresses which do not form part of the corporate uniform will not be allowed  Spectacles, briefcases and similar items that whilst used at work constitute effectively private use assets  Congestion charge penalties, whether driving a company, leased, hired or personal car. This includes any administration or additional charges raised by a vehicle lease or hire company, where the penalty is incurred whilst driving the lease or hire car     86  Congestion charges incurred whilst commuting to or from ones normal place of work, or in the course of a private journey  Congestion charges incurred by employees who live within the congestion charge zone, whether or not they have claimed the residents discount entitlement  Congestion charges which can be reclaimed from a third party e.g. Transport for London (TFL) NOTE: Staff may only claim up to a total of £5 per night, with supporting receipts, for miscellaneous personal expenses, which includes telephone calls, newspapers and all non-essential commodity costs. Expenses above this limit will not be reimbursed by Finance, unless there are exceptional grounds, because Inland Revenue rules state that if payment per night exceeds this limit, it will be taxable in full. However, if an employee is away for several nights in a row, it will not be necessary to look at each night separately i.e. as long as the average night does not exceed £5. Individual amounts on a receipt that are not to be claimed for shall be clearly shown as such on the receipt and deducted in arriving at the overall expenses claim total.  Allowable Expenses  In determining which expenses are to be reimbursed, consideration must be given to a claim‟s reasonableness and fairness, as well as the guidelines and policies of the company  Third Party Entertainment  Expenditure incurred whilst entertaining a customer or supplier will be reimbursed following complete and accurate submission of forms, subject to the above  Parking Fees  Parking fees can be claimed when incurred on company business away from the normal place of work. Wherever possible a receipt must be obtained and referenced up to the Expense Claim.  Where no supporting vouchers are available, claims must be made using a Parking Fee Log form  Reimbursement will not be made unless the logging form is used. This logging form also indicates to the Inland Revenue that DHL are not making „lump sum‟ allowances  UK Travel Subsistence  Meals taken whilst away from the normal place of work on company business can be claimed, although these must be reasonable, having regard to location and circumstances.  General Guide to Expenditure: Lunch including a soft drink £15 Evening meal including a drink £20 ___ £35 One alcoholic drink may be included in each dinner claim. (Maximum half a bottle of wine). Bar bills and all other alcoholic beverages purchased must be paid by the individual. The total expenditure per day on subsistence shall not normally exceed £40 on average (£35 above + £5 incidental expenditure, all including VAT). The figures given represent normal acceptable limits and exceptional overspends must be fully justified to the reporting manager. When the accommodation tariff does not include breakfast an additional allowance of up to £15 per person per day is available solely for breakfast. Meals and drinks itemised on hotel bills must be separated from hotel accommodation costs, such that subsistence is split from the pure accommodation cost, as required by the split on the main expense claim envelope (PFS65). This is because tax inspectors can require a breakdown of an individual‟s subsistence reimbursed to assess for any further taxable benefit. 87  Travel Accommodation  All meetings and training are to be scheduled to allow reasonable travel time and to enable same day return whenever possible.  Hotels shall only be booked on an essential basis, or where it is impossible for the attendee/delegate to return home at a reasonable hour  Hotel accommodation costs will be reimbursed when incurred for staying away from the normal place of residence for business purposes. There must be reasonable justification given where the hotel appears to be close to home or the normal place of business  All hotel bookings shall be made through Travel House to secure cost effective deals via corporate discounts. If an employee chooses to book a room at a hotel not offered by Travel House, then the room rate must be comparable and should not exceed the highest rate offered by Travel House for the area of the trip  The itemised hotel bill must be included with the expense claim together with the Travel House quote  Travel accommodation must be separated from subsistence costs, for the PAYE reason above and to ensure that the level of subsistence can be monitored and is reasonable when compared to the accommodation cost for that area Overseas, Air and Rail Travel  An Overseas Expense Claim analysis From (AF 17) shall be used for all expenses, which have been incurred as a result of company business overseas. This form is backup to the overseas expenses claim form column on the main Expenses Claim Envelope (PFS35)  Domestic air travel for essential business meetings/training will only be reimbursed up to standard economy airfare. Rail travel shall be used where the return mileage makes car travel too onerous or where the return fare is cheaper than the airfare or the cost of car usage  In any event domestic air travel shall be restricted from London to INV, ABZ, GLA, EDI, NCL, BFS, LDY or the return equivalent  Travel between the Midlands and Scotland is similarly to utilise air travel as appropriate  Travel House will provide the choice of using low-cost (budget) airlines and the cheapest flight option whenever possible. Travel House will offer both the standard and the lowest cost airfares as a matter of course  The following low cost airlines will be included in the search databases used by Travel House: Ryanair, Easyjet, Go, Buzz, BMIbaby and Virgin Express  Where the lowest cost option is not taken, a brief note explaining the reason for this must be written on the flight requisition. The SMT continue to sign off flights  If travel tickers (air or rail) are lost the employee will be responsible for securing duplicate receipts from the travel agency or airline/rail operator. This may involve a charge but will in most cases be less than purchasing a new ticket  A new (replacement) ticket should be purchased only as a last resort, and proof obtained that there were no other cheaper options  As with UK travel, DHL will only reimburse the actual costs incurred, or up to the standard economy air travel fare for international flights, where a different mode of transport has been used  International flights must be signed off by a member of the SMT, and only be for business critical meetings. Subject to SMT approval business class tickets may be purchased for longhaul flights of four hours or over  The expenses shall be converted into sterling amounts at one of the following rates: - Network Exchange Rate (obtained from Finance) - American Express/Credit Card rate - Rate at which foreign currency has been purchased (supporting vouchers must be provided)  The cost of purchasing foreign currency required for a business trip (i.e. foreign exchange commission) can be reclaimed.  Tips and Gratuities  In all UK instances where tips and gratuities have been given in return for services, the amounts must be separated from the cost of the services to which they relate and recorded in 88 the „other‟ column on the UK Expense Claim, and shown separately in the analysis of „other‟ on the bottom right of the claim  DHL will not normally reimburse tips of greater than 10% of the service cost to which they relate, as 10% is considered a reasonable level, unless local custom (for example overseas) dictates otherwise or where the supplier charges a standard service charge which is greater than 10%  Business Telephone Expenses Reimbursement for business usage on a private telephone will only be made under the following circumstances  A manager signs a copy of the full telephone bill  A log is created showing an analysis of business and private calls. The person and company called should be noted on the telephone bill  The original telephone bill should be included with the expense claim  A „Rounded Estimate‟ of business call costs will not be acceptable, claimants must provide an exact split in order to satisfy the Inland Revenue  For a private telephone, the line rental charge or a proportion of it will not be reimbursed by the company  This telephone expenses policy has been devised in accordance with Inland Revenue guidelines to minimise employees‟ tax liabilities  General Expenses Training Courses and Materials  Any course or training materials must be approved and signed for by the appropriate Training Manager prior to booking or ordering  In order that the Training Department cost centre is charged where applicable, claimants must submit the approved training costs on a separate expense claim and devote this to training. This claim shall go to the Training Manager for approval against his/her cost centre. This additional expenses claim, just for reimbursement of training costs by the Training Department, is excluded from the quota of two claims forms that can normally be submitted per calendar month (per section 5.5 of this policy). Travel to Training Venue  To claim fuel costs or mileage entitlement, the claim form (AF18) must be completed as usual and included in the expense claim envelope noted above  As with other costs to be charged against the training department‟s cost centre, approval of the training manager must be received before the spend. Taxi Fares  In normal circumstances, for reasonable and short journeys only. Receipts must always be provided American Express Annual Card Fee  Only the annual AMEX fee will be reimbursed. Interest/late payment charges will NOT be reimbursed Trade and Professional Subscriptions  Only one recognised professional subscription will be paid annually and it must be relevant to the person‟s job 89 Company Motor Vehicle Items  Reimbursement will only occur where expenditure is incurred in emergencies, or to comply will legal requirements i.e. tyre repair, brake light bulbs etc. Incentives and Prizes  Staff incentives and prizes will be reimbursed providing the award is reasonable, has been approved by the Compensations and Benefits manager, and full details of the recipient and reasons for the award are given Equipment Purchases  Purchases of equipment greater than £100 shall be dealt with on the purchase order system through the Purchasing Department  Congestion Charges  Employees are encouraged to use alternative means of transport, for example the underground, trains or buses. However where the combined cost of petrol used in a company car or the amount that would be claimed for using a private vehicle for business miles, together with the parking fees and the congestion charge, is LESS than the cost of using an alternative means of transport, the congestion charge may be claimed. Motorbikes, mopeds and bicycles are exempt from congestion charges, should this be an option  Staff Advances  The originator of any expense claim, and /or the recipient of a staff advance is not permitted to authorised his/her own claim. Instead authorisation must be obtained from their manager, and in the case of a manager‟s claim it must be obtained from his/her line manager  Mileage Allowance  Completion of the Fuel/Mileage claim form (AF18) is compulsory for employees wishing to claim reimbursement for the use of a private vehicle used for company business  This form must be completed in its entirety and enclosed in the expenses claim envelope otherwise the claim will be rejected. Use of Private Car – Employees using a private car  For business miles the relevant rates for private vehicles (all engine sizes and fuel types) are: First 10,000 miles: 40p per mile All mileage in excess of 10,000 miles: 25p per mile  As soon as an individual who is not in receipt of a car cash allowance, reaches 10,000 business miles in a tax year (6th April to 5th April the following year) the mileage rate being claimed on mileage in excess of the first 10,000 miles must be reduced to 25p. This will ensure that the individual avoids incurring an additional tax liability 90 Use of a Private Car when in Receipt of Car Allowance  Staff in receipt of a car cash allowance (i.e. opted out of the company car scheme) shall use their own private car for business journeys and shall claim for business mileage expenses at the rate of: Fuel Type Petrol Engine Capacity (cc) – inclusive 0-1400cc 1401-2000cc >2000cc 0-2000cc >2000cc Rate Per Mile (in pence) 10 12 14 9 12 Diesel  The above rates shall also apply where a staff member is provided with a company car, but no fuel card Use of Motorcycle  Employees using motorcycles for business purposes may claim: 6p per mile if in receipt of a car cash allowance 24p per mile if NOT in receipt of car cash allowance  General Claimants must note the following:  Car share should be maximised wherever possible utilising a company car, when the relevant owner is travelling  If travelling direct from home to a business destination, other than the normal place of work, the normal home to office daily mileage must be excluded, and no claim made for this element of the journey  Staff shall note that there are occasions when it is less expensive to hire a car, costing around £20 per day (excluding petrol). DHL encourages car hire for journeys of greater than one hundred miles round trip  Overall, staff must not be receiving excessive remuneration by using their own private vehicles, when it would be far more cost effective to use the hire car facility. Action may be taken against staff who continue to request excessive remuneration without justifying why they have not used a hire vehicle  Rejection of Expense Claims  If an expense claim or portion thereof has been rejected, it will be returned to the authorising manager who shall then follow up with the claimant and resubmit it to Finance. There are two courses of action, which may be followed by the authorising manager 1. Correction of the Expense Claim Envelope in line with company policy The corrected/fully-completed claim may then be returned to Finance for processing by the cut off date for receipt by Finance 2. If it is not within the company policy guidelines, written authorisation is required from an SMT member for the claim to be paid. In the event that it is an SMT member‟s claim, it shall be referred to the Country Managing Director for authorisation The authorised claim may then be returned to Finance for processing, by the published cut off date 91  Documentation     AF17: Overseas Expense Claim Analysis Back-up Form AF18: Fuel/Mileage Claim Form AF19: Parking Fees Log Form AF21: DHL Expense Claim Form 92 Policy Title: INTRODUCTION LOSS OR THEFT OF A PORTABLE SYSTEM There is no greater risk to the security of information than when it is physically removed from a secure operating environment. The evolution of mobile computing technology brings with it improvements in processing, networking and increasing storage capabilities, in turn creating new challenges and security risks. Consequently the impact of a loss or compromise of a portable system becomes all the more severe, thus placing increased responsibility upon each and every one of us to reduce those risks as far as is practicable. It is essential to our continued success that we protect our assets from the many and varied threats that they may potentially be exposed to, this policy will assist you in that responsibility. SCOPE OF THE POLICY The Portable System Security Policy details the minimum level of accepted practice for security in the use of portable computers. Portable systems include laptops, tablet PCs, palmtops, Personal Digital Assistants (PDAs) and electronic organisers, collectively referred to as portable systems. This policy is applicable to all DHL UK employees and agents and the employees and agents of third party organisations who directly or indirectly support DHL operations using DHL portable systems. A copy of the policy should be held with the system. This policy should be read in conjunction with the UK Information Security Policy which details the regulations governing the use of DHL computer systems and the processing of DHL information throughout the UK. MINIMUM STANDARDS AND BEST PRACTICE Responsibilities Information security is the duty of all employees, however, the greatest responsibility and trust is placed upon the everyday user. It is therefore essential that the user is fully aware of their role within the security environment and operates at all times in accordance with this and the UK Information Security Policy. Management are ultimately responsible for information security within their particular functional area or business unit. They must therefore ensure that all appropriate security measures and procedures are implemented and that staff and agents acknowledge and actively carry out their security responsibilities. Breach of Policy All users are personally accountable for their actions whilst using DHL computer systems and information. Consequently, breaches of DHL policy or statutory legislation will be investigated and may lead to disciplinary or recovery action being taken against the individual(s) concerned. Legal Requirements During the course of their activities, DHL and DHL employees must comply at all times with both statutory legislation and DHL policy. Contravention of the relevant legislation or policy will result in a formal investigation, which may lead to disciplinary action. A brief outline of the relevant acts can be found within the UK Information Security Policy, available on the Intranet. 93 Asset Management Managers or their nominated deputies are responsible for keeping a record of portable systems within their area of responsibility. The database should detail the following: a. b. c. d. Make and model. Serial number. Peripherals – e.g. CD, floppy disk, power pack, carry-case. User details – e.g. Name, department. This will assist all relevant departments and agencies in the event of loss or theft. Allocation of Portable Systems Before a system is allocated for use by the IS Service Management Group, the respective manager or nominated deputy will be notified and should carry out the following: a. b. Complete Master Index Register (Appendix 1) Obtain signature of Acknowledgement of Responsibility (Appendix 2). Transfer of Portable Systems - IS Service Management Group To ensure the confidentiality of business and/or personal data, portable systems are not, under any circumstances to be transferred directly between users and departments or stored locally, but must be returned to the IS Service Management Group for tailored system builds and reallocation. Prior to return, all data is to be deleted or removed from the D:\ drive. Return of Portable Systems Portable systems remain at all the times the property of DHL International (UK) LTD, responsibility for which rests with the IS Department. When circumstances arise that dictate a system is no longer required by the respective department or Service Centre due to, for example transfer or termination of employment, systems and associated equipment are to be returned to the IS Service Management Group in a serviceable condition without delay. Protective Security Measures Protective security measures are often the most effective method by which to deter both the opportunist and occasionally the determined thief. The following measures can be effective in protecting your system and information from theft, accidental and/or deliberate damage and misuse:      Do not leave laptops unattended within unsecured offices for prolonged periods or overnight. Take it with you or secure within a desk drawer or cupboard. Do not store laptops in the passenger area of vehicles under any circumstances, even when travelling. Laptops must be secured in the boot at all times. Always secure your vehicle and never leave a laptop in an unattended vehicle longer than absolutely necessary. When transiting between secure establishments shut the system down completely, do not travel with the system in standby or hibernation mode. Be discreet and vigilant when carrying your laptop in public places. 94    Do not process confidential or sensitive information in public places and be discreet when processing routine information. (Avoid using your laptop in public altogether where possible). Do not leave your laptop unattended in public places. When staying in hotel accommodation do not leave your laptop on display within the room; secure it out of sight when not in use. N.B. In the event that you are subjected to the threat of, or actual physical violence for possession of your laptop, your personal safety is priority; you are therefore to relinquish it without a struggle. Passwords A password is the lock and key to your information and user profile (identity). In protecting your password you are not only protecting the confidentiality, integrity and availability of the information you process, but also prevent others from abusing the DHL community using your identity. Remember, the security of a password is the responsibility of the individual for which they may be held accountable. The following are recommended security management practices:  Change passwords regularly. (privileged user 30 days, normal user 60 days)  Do not write your password down.  Do not tell anyone your password. (On occasions when this is unavoidable change password as soon as practicable) Malicious Code Do not use software from unreliable sources such as the Internet, computer magazines, freeware and shareware. All media introduced into the DHL environment should be virus checked using the latest anti-virus software. If you suspect your system is infected with a virus or you receive an on screen virus alert, stop processing and contact the IT Helpdesk immediately. Loss or Theft of a Portable System The loss or theft of a portable system must be reported without delay to the IT Helpdesk and the IS Security Manager. Full details surrounding the circumstances of the incident are to be provided, in addition to the system make/model/serial number, nature of the data stored on the system and a police crime reference number. Incidences of loss or theft will be investigated. Where the circumstances of the incident indicate that negligence may have been a contributory factor, recommendations will be made to the respective manager to initiate disciplinary proceedings against the individual in accordance with the Disciplinary Rules and Procedure of the Employee Handbook. Example of negligence: a. Leaving the laptop in the passenger area of the vehicle e.g. behind the driver‟s seat or in the passenger foot well, whereupon the vehicle is subsequently broken into and the laptop is stolen. In this scenario the recommendation may be that following contravention of this security policy, the respective manager considers fining the individual up to two weeks basic pay. 95 Or, pursues the matter as an act of „Gross Misconduct‟ for „failure to protect and safeguard company property, resulting in serious loss or damage‟ (Employee Handbook) International Business Secondments The removal of DHL (UK) owned portable systems from the UK for use on international business secondments, impacts upon the IT department‟s service and support capabilities and deprives the UK of a valuable business asset. Therefore, in the first instance, steps should be taken to secure the provision of the requisite equipment from the receiving Country. Where there remains a justifiable need for the availability of UK portable systems on secondments exceeding a period of twenty eight days, this must be brought to the attention of the IT Services Manager, accompanied with supporting justification. It is important that the justification clearly identifies the requirements of the user i.e. word processing, e-mail, network access. This will ensure the expectations of the user are managed correctly and that technological limitations or security risks affecting the UK infrastructure can be fully explained. Authority to remove UK IT assets from within country will be granted on an individual case by case basis. General Housekeeping To ensure your system remains in a serviceable condition, avoid prolonged exposure to the following: a. b. c. d. Shocks or bangs Extreme temperatures Direct sunlight Excessive condensation or moisture POLICY REVIEW If you have any suggestions or comments you wish to make regarding this policy, please direct them in writing to the IS Security Manager. 96 Policy Title: PERFORMANCE MANAGEMENT POLICY STATEMENT: DHL International (UK) Ltd aims to set high standards for the work performance of its employees and to encourage them to achieve and exceed these standards by giving training and guidance in order to ensure a high quality of service to both internal and external customers. In managing and measuring individual performance the company will establish frameworks and processes that demonstrate its values, are seen to be fair and reasonable. The company aims to do everything possible to support and help individuals to develop and grow, identifying needs and aspirations through regular performance reviews and implementing the appropriate actions to address continued poor performance issues. POLICY OBJECTIVES:    To ensure that consistent standards are set and implemented and that business needs are met by individual performance against these standards. To ensure that frameworks and processes are fair and reasonable and to provide individuals with the tools and support required to achieve acceptable performance. To ensure that performance is regularly reviewed and measured and that performance goals are adequately communicated in order for individuals to understand what is required of them. POLICY PRINCIPLES:  DHL International (UK) Ltd recognises the difference between performance and conduct issues and acknowledges its responsibility to empower individuals with the training and knowledge needed for them to perform their jobs to the best of their ability. Individuals should be given a clear understanding of the standards of performance expected of them and should be provided with support to address any shortfalls and encouraged to achieve set objectives within a defined time scale. Standards should be applied and communicated consistently so that each individual has a clear understanding of the company‟s expectations and, where remedial action is required to address poor performance, equal support is given or sanctions applied. As well as ensuring that operational needs are met through satisfactory performance, DHL International (UK) Ltd recognises its responsibility to ensure that individuals have every opportunity to identify their own aspirations and develop so as to fulfil their personal and career ambitions.    MANAGERS ACCOUNTABILITIES:   It is essential that the recruitment process is aimed at, and secures the appropriate people for the job in question. You must ensure that the job description reflects the reality of the role has been evaluated formally and that you have identified the appropriate competencies for recruitment and ongoing review and measurement of performance. Make sure that goals and standards are regularly communicated, are visibly demonstrated and are applied consistently. Also that they are fair and reasonable. It is important to identify issues of poor performance promptly, so that they do not become assumed as being accepted or acceptable. Follow SMART when setting objectives.   97   Challenge assumptions over the cause of poor performance and identify what actions can be taken or support given to bridge any skill gap. Involve Training and Development in the re-training of an individual. Where the problem is such that there is no alternative to pursuing the disciplinary route, involve HR to ensure that there is consistency and that the individual is afforded the appropriate opportunities to turn their performance around. Ensure that Performance Development Programmes are regularly and correctly conducted and adhere to the objectives and review periods, which you agree with the individual. Make sure that all processes are applied and conducted in a fair and consistent manner.   HR ACCOUNTABILITIES: HR will ensure that all requests for support in matters of recruitment, training, coaching and disciplinary advice are responded to promptly and are mindful of the needs of the business, the individual and any relevant legal requirements. 98 Policy Title: RECRUITMENT AND SELECTION OVERALL STATEMENT: DHL International (UK) Ltd‟s aim when recruiting new employees is to ensure that the candidate that is best qualified for the job is recruited for every position. Also, by selecting employees in a fair, objective and consistent way, we aim to ensure that all vacant positions are filled on the basis of capability and suitability alone. We will therefore ensure that all staff involved in the recruitment process are fully aware of the recruitment procedure and the company‟s policy on equal opportunities. This is detailed in the Human Resources Policy that is outlined in the Employee Handbook and in the HR Policies displayed on the Intranet. Above all it is our aim to treat all potential and current employees in a fair and consistent manner so that, whether recruited or not, their impression of DHL International (UK) Ltd is a favourable one. OBJECTIVES OF POLICY:  The main aim of a recruitment policy is to recruit the most suitable person for a job. Whilst achieving the best „fit‟ is important to DHL International (UK) Ltd, it is equally important to ensure that the company is right for the employee so that he/she will remain within the company and be fulfilled in the role. We therefore aim to make the recruitment process as two-way as possible so as to allow the individual every opportunity to find out whether the company is right for them and vice-versa. DHL International (UK) Ltd will ensure that we do not discriminate on the grounds of gender, ethnic origin, age, disability, sexual orientation, religion or marital status. This is in line with the company‟s policy on equal opportunities.  PRINCIPLES OF POLICY:  DHL International (UK) Ltd recognises that best demonstrated practice in recruitment is essential if we are to progress forward and ensure operational success through our employees. DHL International (UK) Ltd will ensure that the process and treatment of candidates is based on objective and valid selection criteria DHL International (UK) Ltd employees, whether full time or part time and regardless of whether they are temporary or permanent, under normal circumstances, are eligible to apply for any position providing they meet the essential requirements of the job and have been in their current position for at least 18 months. To demonstrate a robust and structured process of selection, a competency based interview approach should be adopted.   MANAGERS ACCOUNTABILITIES:     Ensure that all authorisations required for new Human Resources requisitions are correctly completed Ensure familiarity and compliance with relevant legislation and policies Ensure that all required authorisations for offers are completed. Complete verbal references where necessary. HR ACCOUNTABILITIES:     Approve all offers and salaries Conduct all psychometric testing and feedback Issue all contracts of employment and offer letters. Ensure that all staff and applicants for roles are treated fairly and equitably. 99 Policy Title: TACHOGRAPH POLICY OVERALL STATEMENT: The Company is committed to protecting its „Operator‟s Licence‟ and recognises the need to make a Tachograph policy available to all relevant staff regarding Tachograph faults and infringements. Through the provision of this policy, where necessary, basic training will be provided and regular reviews will be carried out to establish further training / coaching needs required. This policy will aim to provide guidance where possible, however, it may also be used as a guideline when necessary for possible disciplinary action for any drivers who are regularly failing to comply with the Tachograph requirements. OBJECTIVES OF POLICY:  Faults and infringements for each individual driver will be monitored on a rolling year basis.  Any driver signing off a report showing errors will be given a brief training / coaching session to establish the root cause of the error and to ensure that adequate support is given to ensure the error does not reoccur. Further infringements and faults may lead to disciplinary action.  The Company will keep Tachograph charts for a period of twelve months. PRINCIPALS OF POLICY:  Tachograph charts are analysed on a monthly basis. A driver must return his completed charts within the specified time (see Page 2). Charts are reported one month in arrears. Once charts have been analysed and reports checked there is a possibility that a driver may have re-offended without necessarily realising it. When checking a report that shows certain infringements and faults, managers must allow for the first and second month if they run consecutively. Therefore, on results of the first report the driver should be given a coaching session explaining the issue and should subsequently receive written confirmation to the same effect. This constitutes training /coaching and should be recorded as such.  If a second report shows the same error, whether consecutive or not to the first report, a letter should again be issued reminding the driver of this fact. A second coaching session should then be put in place. The employee‟s manager should advise them that any further infringements could potentially result in disciplinary action.  If a third report (whether consecutive or not) shows the same faults and/or infringements as the previous two, the employee may be liable to disciplinary action, through the progressive disciplinary procedure. Any further infringements could potentially lead to subsequent disciplinary action and ultimately the possibility of dismissal if the situation does not improve.  Most faults and infringements can easily be avoided if employees follow the rules as they are set out. As a result of this any repetitive actions may be seen as „flagrant disregard of rules and procedures‟. It is recognised that certain infringements may not rate as „severely‟ as others. Listed below is a list of infringements, which if consistently breached could jeopardise the „O‟ Licence and, which could potentially lead to disciplinary action:  Breaks Not taking sufficient breaks after/during a 4.5 hours continuous or cumulative driving session.  Speed Breaking the Speed limits on chart, the limits on chart are set higher than the National Speed Limits set for particular vehicles. This does not mean that the Company condones drivers driving over the National Speed Limits, but it does allow for tolerances when analysing the charts. When the digital Tachograph is introduced speeding tolerance will be zero, as it is at present with most police forces, because it can more accurately record the speed at which the vehicle is travelling.  Rest Insufficient Daily or Weekly Rest. It is the driver‟s responsibility to act within the law. If however the driver believes his/her duties will encroach on the required hours of rest, he/she must bring this to the attention of the duty manager prior to work commencing. 100  Driving Time Exceeding the lawful amount of Driving Time in a day, week and/or fortnight.  Handing in of Charts Not handing in completed charts within the company specified time parameters without good reason. When on sick leave the charts can be posted or collected, charts should be handed in prior to holidays being taken, the Company will pay for charts to be sent by the drivers, by recorded delivery. There are very few reasons for charts not being handed in, or being handed in late. This is a serious offence and every driver should ensure that he/she obtains proof of handing in charts. The Company specified time for the handing in of charts is ten working days.  Lost Charts Being unable to produce charts for analysis on more than one occasion over a period of any one month.  Frequently Recurring Faults/Infringements Continual infringements on the charts of the same nature regarding the centre-field information, including not showing the duty start/finish times which must be shown by law.  Head Left Open Failing to fully close the tachograph head fully or not locking it correctly when in use could be considered as falsification of records and could lead to a heavy fine.  Signout Sheets Not signing vehicles out and in correctly. DELETION OF RECORDS It is the company‟s genuine intention to identify and coach any identified breach of the above procedures, in order to ensure issues are rectified in the first instance and are not repeated. However, where necessary depending on the severity and frequency of the same breach of procedure, disciplinary action may be necessary. If an employee has received a warning for a persistent breach of procedure, and does not repeat the same breach within the warning period, they will revert to the coaching/training sessions. For further details on matters relating to discipline, please see DHL‟s Disciplinary Policy. SUMMARY The Company will seek to comply with EU Driver‟s Hours Rules & Tachograph Regulations. Managers must apply the main principles of this document fairly and consistently. 101 Policy Title: “WHISTLEBLOWING” - PUBLIC INTEREST DISCLOSURES POLICY STATEMENT: DHL International (UK) Ltd aims to encourage and nurture an open culture, within which there exists a relationship of trust and mutual respect between the employer and employee. DHL International (UK) Ltd acknowledges that such an environment is beneficial to the company and workers alike. The company acknowledges that from time to time an individual may have a concern about a specific issue, or information which has come to light, and aims to channel such disclosures through the appropriate sources and in the appropriate fashion without fear of reprisal. DHL International (UK) Ltd recognises its ethical responsibilities to pursue such aims, but also that it has an obligation to be aware of the provisions under the Public Interest Disclosure Act 1998 and its implications. OBJECTIVES OF POLICY:  To ensure that a culture and environment exists whereby employees, and others termed as “workers” feel valued and empowered to raise relevant concerns with the appropriate internal sources. Wherever possible, considering business interests, to avoid unnecessary “secrecy” within the business and to support the company‟s commitment to internal communications and encouraging active feedback. To ensure that the contents and implications of the protection afforded to “workers” under the Act is understood, along with the breadth of the definition of “workers”. To support management in implementing the appropriate culture and channels for disclosure in order to achieve the above objectives.    PRINCIPLES OF POLICY:    DHL International (UK) Ltd supports ethical work practices and this document supports employees who raise concerns and channel disclosure through appropriate sources DHL International (UK) Ltd aims to provide a safe environment for employees to „come forward‟ if they have serious relevant concerns regarding working practices This policy provides the mechanism for a culture of responsibility and communication ensuring protection of workers, from receiving detrimental treatment when appropriately reporting concerns DEFINITIONS: The Public Interest Disclosure Act 1998 came into force on 2 nd July 1999. Its objective is to provide protection from dismissal, or a detriment short of dismissal, to workers who, in good faith, “blow the whistle” on certain specified activities within their organisation by following the procedures set out in the Act. Most workers in the UK are now able to make certain disclosures regarding their employer‟s activities and be protected against any resulting detrimental treatment. The Act does not introduce a general right for all “whistleblowers” to receive special protection; it does however aim to channel the disclosure through the appropriate sources. 102 Protection extends to all “workers” rather than the narrower category of “employees”. For example most self-employed people working under a contract for services for another party to the contract, i.e. owner-drivers, as well as additional specified categories such as agency workers, gain protection. A worker is only protected if the disclosure they make is a “qualifying disclosure” under the Act. This is the disclosure of information which, in that worker‟s reasonable belief, shows one or more of the following:       That a criminal offence has been, is being or is likely to be committed. That a person has failed, is failing or is likely to fail to comply with any legal obligation. That a miscarriage of justice has occurred, is occurring or is likely to occur. That the Health & Safety of any individual has been, is being or may be endangered. That the environment has been, is being or is likely to be damaged. That information relating to any of the above has been, is being or is likely to be concealed. To qualify for protection, the disclosure must be made in good faith. A worker, who makes a disclosure in bad faith, or in order to cause disruption to the organisation, will not be protected from potential disciplinary action or other consequences. Similarly, a worker making a disclosure will not be protected if, by making the disclosure they commit an offence themselves. PROCESSES:  Within the context of DHL International (UK) Ltd, if an employer, or worker under the terms of the Act, wishes to raise or discuss any issues which might fall into any of the categories previously outlined, they should contact the Human Resources department, who will treat the matter in confidence. In such cases it is likely that further investigation will be necessary and it is possible that the individual may be required to attend an investigation, disciplinary or Health & Safety hearing as a witness. Appropriate steps will be taken to ensure that the individual‟s working environment and working relationships are not prejudiced by the fact of the disclosure.  If an employee, or worker, has reasonable belief that the relevant failure (i.e. one of the set of circumstances previously outlined) relates wholly or mainly to the conduct of a person other than DHL International (UK) Ltd, or any matter for which DHL International (UK) Ltd has no legal responsibility, then any such disclosure should be made to that person. In such circumstances the employee should make the Human Resources department aware of the situation so that the company can afford any necessary or statutory support. DHL International (UK) Ltd acknowledges the employee‟s statutory right to make such a disclosure to one of the appropriate, prescribed regulatory or independent organisations with legal responsibility in the field relating to the nature of the disclosure. However, DHL International (UK) Ltd will only accept this as being within the framework of the Act provided the employee has exhausted all internal sources to the extent that, despite the best efforts of the company, the employee believes that further disclosure within the company is inappropriate or has been unsuccessful. DHL International (UK) Ltd further acknowledges that disclosures made by an employee to their official and qualified legal adviser, in the course of gaining legal advice will be protected under the Act.  All aspects of this Policy will apply where the employee has made such a disclosure in good faith and where the employee reasonably believes that the information disclosed, and any allegation contained in it, is substantially true.  103  If any such disclosure is made in bad faith, or in an attempt to cause disruption within the company, or concerns information which the employee does not reasonably believe to be substantially true, or is made for personal gain, then such an act will constitute a disciplinary offence within DHL International (UK) Ltd‟s disciplinary rules and procedure. Such an act may constitute gross misconduct and render the employee liable to summary dismissal. DHL International (UK) Ltd is confident that such disclosures will never be necessary within the organisation, or by any of its employees or workers. However the company recognises that it may find itself in circumstances which are new to it. Any such disclosures that might be made in the future will be treated on a case by case basis and in the light of the facts specific to each case.  MANAGERS ACCOUNTABILITIES: All managers and workers must ensure that any appropriate „whistle blower‟ is fully protected under the provisions of the policy and that no detrimental treatment occurs to a worker during or after any investigation regarding a concern that is appropriately raised. 104