Underwood Carpenter Employee Handbook - Latest 02 11 16

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Examples of Gross Misconduct The following are likely to result in summary dismissal on the grounds of gross misconduct: • Deliberately damaging or destroying Company property or failing to return Company property when requested to do so • Failure to disclose information relating to a conflict of interest • Contravention of the Company’s rules regarding cash handling procedure • Unauthorised possession of cash or property belonging to the Company, other employees, or clients of the Company • Being unfit for work as a result of alcohol or illegal drugs or substances • Criminal offences against the Company or against another employee • Conviction of a criminal charge – if it affects an employee’s suitability to do their job, their relationship with their employer, colleagues or customers • Use of violent, threatening or insulting behaviour or use of obscene language • Fighting or assaulting any other person during the course of employment • Disorderly behaviour likely to cause damage, injury or waste of resources • Deliberate and serious contravention of Health and Safety procedures • Possession, sale, transfer or use of any illegal drugs or other prohibited materials on Company property and/or during any Company activities • Deliberate harassment, victimisation or deliberate discrimination against any other employee, supplier or client • Any act of fraud, e.g. working whilst claiming Company sick pay, making false statements on the application for employment form, falsification of legal or Company documentation, including falsification of holiday or petty cash forms • Offering, promising, giving, requesting, agreeing to receive or accepting any bribe whether this is a financial payment or other reward or advantage to encourage an individual or organisation to perform their functions or activities improperly or as a reward for having already performed their functions or activities improperly • Falsification of accounting systems, time recording or administration of systems • Unauthorised absence of 5 working days or more • Conduct outside of work which brings the Company’s name into disrepute • Deliberate (or serious) breach of confidentiality, data protection, email or misuse of Company equipment policies including unauthorised entry to computer records • Loss of a licence, such as a driving licence where it is an essential part of the job • Action or behaviour which is directly against the best interests of the Company • A significant breach of the implied trust and confidence that must exist between the Company and employee • Deliberate (or serious) negligence which causes unacceptable loss, damage or injury • Serious act of insubordination Alternatives to a Warning or Dismissal As an alternative to a warning or dismissal for misconduct, the Company reserves the right to take any or all of the following actions: • A change of duties within the job role; and/or • A demotion to another role; and/or • A reduction in salary/benefits commensurate with a revised role, duties or an entirely new position. Mediation There may be circumstances where the Company envisages that it could be beneficial and financially viable to propose using mediation to help resolve any underlying conflicts. Mediation is not suitable in all circumstances and will not be used as a means of managing an employee where the disciplinary process is the appropriate method of doing so; however, where both parties are in Employee Handbook Issue Date: November 2016 28
agreement that mediation could add value and are willing to participate, mediation may be considered. Grievance Procedure It is the Company’s policy to ensure that if you have any work related problems, they can be discussed openly with your Manager or a Team Mentor. The Company believes that it is in the interest of all involved to try and resolve matters quickly and informally wherever possible and will encourage open and honest discussions between those affected to help resolve any concerns you may have. If the problem remains unresolved or is of a more serious nature that cannot be addressed informally, such as sexual harassment for example, there is a formal 3 step procedure for grievances or complaints: 1. The written statement 2. The meeting 3. The appeal Step 1 In accordance with the grievance procedures you should set out the details of your grievance/complaint in writing and give it to your Manager or a Director. Once received, you may be asked if you wish to resolve it informally in the first instance before step 2 of this process is initiated. Step 2 You will be invited in writing to attend a meeting to discuss your grievance. The meeting will be arranged as soon as reasonably practicable and normally within 5 working days of receiving your written statement. At the meeting you have the right to be accompanied by a colleague or an accredited trade union representative or a union official who has been approved by the union to act as a companion for you. Your companion will have the right to address those present but they will not be able to answer questions on your behalf or to otherwise represent you. Should your chosen companion not be available on the date or time designated by the Company a further date and time will be arranged. No delay for the hearing to take place will normally be permitted in excess of 5 working days. At the meeting the Investigating Manager will give your grievance full consideration and then will notify you in writing of their decision. Step 3 If you are unhappy with the decision you have the right to appeal. You should set out the grounds of your appeal in writing within 5 working days of receiving the written decision from step 2 of this procedure. You will then be invited in writing to attend a meeting to discuss the appeal. After the meeting you will be advised in writing of the Company’s decision, this decision will be final. Mediation There may be circumstances where the Company envisages that it could be beneficial and financially viable to propose using mediation to help resolve any underlying conflicts. Mediation is not suitable in all circumstances and will not be used as a means of managing an employee where the disciplinary process is the appropriate method of doing so; however, where both parties are in agreement that mediation could add value and are willing to participate, mediation may be considered. Employee Handbook Issue Date: November 2016 29
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Page 7 and 8: Section 1 This section covers non-c
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Underwood Carpenter Employee Handbook - Latest 02 11 16

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