HR POLICIES

Equality and Diversity Policy

A) INTRODUCTION

1) We are an equal opportunities employer. We are committed to equality of opportunity and to providing a service and following practices which are free from unfair and unlawful discrimination. The aim of this policy is to ensure that no applicant or member of staff receives less favourable treatment on the grounds of age, disability, gender reassignment, marriage and civil partnership, pregnancy or maternity, race, religion or belief, sex or sexual orientation, or is disadvantaged by conditions or requirements which cannot be shown to be relevant to performance. It seeks also to ensure that no person is victimised or subjected to any form of bullying or harassment.

2) We value people as individuals with diverse opinions, cultures, lifestyles and circumstances. All employees are covered by this policy and it applies to all areas of employment including recruitment, selection, training, deployment, career development, and promotion. These areas are monitored and policies and practices are amended if necessary to ensure that no unfair or unlawful discrimination, intentional, unintentional, direct or indirect, overt or latent exists.

3) The Managing Director has particular responsibility for implementing and monitoring the Equality and Diversity Policy and, as part of this process, all personnel policies and procedures are administered with the objective of promoting equality of opportunity and eliminating unfair or unlawful discrimination.

4) All employees, workers or self-employed contractors whether part time, full time or temporary, will be treated fairly and with respect. Selection for employment, promotion, training, or any other benefit will be on the basis of aptitude and ability. All employees will be helped and encouraged to develop their full potential and the talents and resources of the workforce will be fully utilised to maximise the efficiency of the Company.

5) Equality of opportunity, valuing diversity and compliance with the law is to the benefit of all individuals in our Company as it seeks to develop the skills and abilities of its people. While specific responsibility for eliminating discrimination and providing equality of opportunity lies with managers and supervisors, individuals at all levels have a responsibility to treat others with dignity and respect. The personal commitment of every employee to this policy and application of its principles are essential to eliminate discrimination and provide equality throughout the Company.

B) OUR COMMITMENT AS AN EMPLOYER

1) To create an environment in which individual differences and the contributions of our staff are recognised and valued.

2) Every employee, worker or self-employed contractor is entitled to a working environment that promotes dignity and respect to all. No form of intimidation, bullying or harassment will be tolerated.

3) Training, development and progression opportunities are available to all staff.

4) Equality in the workplace is good management practice and makes sound business sense.

5) We will review all our employment practices and procedures to ensure fairness.

C) OUR COMMITMENT AS A SERVICE PROVIDER

1) We aim to provide services to which all clients are entitled regardless of age, disability, gender reassignment, marriage and civil partnership, pregnancy or maternity, race, religion or belief, sex or sexual orientation, offending past, caring responsibilities or social class.

2) We will make sure that our services are delivered equally and meet the diverse needs of our service users and clients by assessing and meeting the diverse needs of our clients.

3) This policy is fully supported by senior management and has been agreed with employee representatives

4) This policy will be monitored and reviewed annually.

5) We have clear procedures that enable our clients, candidates for jobs and employees to raise a grievance or make a complaint if they feel they have been unfairly treated.

6) Breaches of our Equality and Diversity Policy will be regarded as misconduct and could lead to disciplinary proceedings.

D) POLICY STATEMENTS

AGE

We will:

• ensure that people of all ages are treated with respect and dignity;

• ensure that people are given equal access to our employment, training, development and promotion opportunities; and

• challenge discriminatory assumptions about younger and older people.

DISABILITY

We will:

• provide any reasonable adjustments to ensure disabled people have access to our services and employment opportunities;

• challenge discriminatory assumptions about disabled people; and

• seek to continue to improve access to information by ensuring availability of loop systems, braille facilities, alternative formatting and sign language interpretation.

RACE

We will:

• challenge racism wherever it occurs;

• respond swiftly and sensitively to racists incidents; and

• actively promote race equality in the Company.

GENDER

We will:

• challenge discriminatory assumptions about gender;

• take positive action to redress the negative effects of discrimination against everyone;

• offer equal access for everyone to representation, services, employment, training and pay and encourage other organisations to do the same; and

• provide support to prevent discrimination against transgender people who have or who are about to undergo gender reassignment.

SEXUAL ORIENTATION

We will:

• ensure that we take account of the needs of everyone, including the LGBTQ+ communities; and

• promote positive images of the LGBTQ+ communities.

RELIGION OR BELIEF

We will:

• ensure that employees’ religion or beliefs and related observances are respected and accommodated wherever possible; and

• respect people’s beliefs where the expression of those beliefs does not impinge on the legitimate rights of others.

PREGNANCY OR MATERNITY

We will:

• Ensure that people are treated with respect and dignity during pregnancy and during maternity leave;

• challenge discriminatory assumptions about the pregnancy or maternity of our employees; and

• ensure that no individual is disadvantaged and that we take account of the needs of our employees during pregnancy and during maternity leave.

MARRIAGE OR CIVIL PARTNERSHIP

We will:

• Ensure that people are treated with respect and dignity and that a positive image is promoted regardless of marriage or civil partnership;

• challenge discriminatory assumptions about the marriage or civil partnership of our employees; and

• ensure that no individual is disadvantaged as a result of their marriage or civil partnership status.

EQUAL PAY

We will:

• ensure that all employees have the right to the same contractual pay and benefits for carrying out the same work, work rated as equivalent work or work of equal value.

Flexible Working Policy

A) INTRODUCTION

1) The Company believes that its staff members are its most valuable asset and is committed to attracting and retaining the very best, and utilising all the talent and experience available within the community. It also appreciates that the UK workforce is becoming increasingly diverse and includes a high percentage of parents and individuals with other caring responsibilities, as well as those whose interests and aspirations impact on their time. It therefore appreciates that the standard Monday to Friday, 9.00 am to 5.00 pm working week is, in many cases, incompatible with increasing demand for a better work-life balance.

2) The Company recognises the importance of helping its employees balance their work and home life by offering flexible working arrangements that enable them to balance their working life with other priorities. In turn it recognises that staffing levels must at all times remain in line with the demands of the business.

3) This policy statement aims to set out the ways in which flexible working can increase staff motivation, build better relationships between the Company and its employees, increase the rate of retention of staff, reduce absence, attract new talent, promote work-life balance and reduce employee stress, and in doing so improve the Company's efficiency, productivity and competitiveness. It provides a description of the issues involved, taking into account the possible benefits of each kind of flexible working to both employees and the Company, but also raising possible drawbacks and areas of potential concern.

4) The policy statement considers the following options, but the Company recognises that there may be alternatives, and that the working pattern that may suit any particular individual could be a unique one involving a combination of options:

• job-sharing;

• part-time working;

• annualised hours;

• compressed hours;

• flexitime;

• term-time working;

• swapping hours;

• voluntary-reduced working time;

• working from home;

• career breaks;

• flexible shift working.

B) THE BUSINESS NEED

1) Although the Company is committed to providing the widest possible range of working patterns for its workforce, both management and employees need to be realistic and to recognise that the full range of flexible working options will not be appropriate for all jobs across all areas of the business.

2) Where an instance of flexible working is proposed the Company will need to take into account a number of criteria including (but not limited to) the following:

• the cost of the proposed arrangement;

• the effect of the proposed arrangement on other staff;

• the level of supervision that the post-holder requires;

• the structure of the department and staff resources;

• other issues specific to the individual's department;

• an analysis of the tasks specific to the role, including their frequency and duration;

• an analysis of the workload of the role.

C) ELIGIBILITY

Although it is recognised that not all of the flexible working patterns considered will be suitable for all sections of the Company's workforce, there should be no arbitrary barriers. Employees in all areas and levels of the Company will be considered for flexible working regardless of their age, sex, sexual orientation, race, or religion or belief, or whether they have a disability, their level of seniority, their current working pattern, or whether they are employed on a permanent or fixed-term basis. However, there is no automatic right for employees to change to any of the flexible working patterns - each application will be considered on the basis of the particular work involved and any detrimental effect the change could have on individual, team or business performance.

D) RIGHT TO REQUEST FLEXIBLE WORKING

Employees must have 26 weeks' continuous service to make a statutory request for flexible working. Employees must not have made a request for flexible working within 12 months previous to the date of their request.

While it is the Company's policy to be flexible on working patterns for all its employees, in order to ensure that it is complying with its legal obligations concerning the right to request flexible working, there may be situations where precedence has to be given to those who are eligible for this right.

E) THE APPLICATION

An application must:

1) be made in writing and state that it is such an application;

2) state whether a previous application has been made under this procedure and, if so, when;

3) specify the change applied for and the date on which it is proposed the change should become effective;

4) explain what effect, if any, the employee thinks making the change applied for would have on the employer and how, in the employee’s opinion, any such effect might be dealt with;

5) be dated.

The application must also state whether the variation requested is made in pursuance of a reasonable adjustment under the disability discrimination provisions of the Equality Act 2010.

F) PROCEDURE FOR DEALING WITH AN APPLICATION

1) Discussion with Employee

A discussion regarding the application will be held with the employee following receipt of the application, unless the employer notifies the employee in writing of agreement to the variation. The time and place of the discussion will be convenient to both employer and employee.

2) Notice of Decision

Once a decision has been made by the Company following the discussion, the employee will be notified of the outcome. Where the employer's decision is to agree to the application, the notice will specify the contract variation agreed to and state the date on which the variation is to take effect. Where the decision is to refuse the application, the notice will state which of the specified grounds for refusal are considered to apply, with an explanation of why those grounds apply in relation to the application, and set out the appeal procedure.

3) Right of Appeal

An employee may appeal against the Company's decision to refuse an application. The notice of appeal must be in writing, setting out the grounds for appeal and be dated.

The Company will discuss the appeal with the employee once the grounds for appeal are received, unless the employer gives the employee written notification that the original decision has been overturned and specifies the variation which has now been agreed and the date on which it will take effect. If an appeal meeting is held, the time and place must be convenient to both employer and employee.

After the appeal meeting has been held, the employer will give the employee written, dated, notice of the decision on the appeal. Where the employer upholds the appeal the notice will specify the contract variation agreed to and state the date on which it is to take effect. Where the employer dismisses the appeal the notice will state the grounds for the decision and contain a sufficient explanation as to why those grounds apply.

4) Acceptance of Variation

Where the Company accepts the employee's application, a permanent variation of the employee's contract will result, unless the Company agrees otherwise. This means that once a change has been made, there is no right for the employee to revert back to their previous terms and conditions. However, further applications for variations may be made provided they are made at least 12 months after the previous application.

5) Timescale

An application for flexible working will be concluded within 3 months of the date of the application.

6) Accompaniment

At any meetings held to discuss the application, including any appeal meetings, the employee can be accompanied by a colleague of their choice.

G) WITHDRAWAL OF APPLICATION BY EMPLOYEE

The Company will treat an application as withdrawn under the statutory provisions where the employee:

1) has notified the employer, orally or in writing, that the application is withdrawn;

2) without reasonable cause, fails to attend a meeting or appeal meeting more than once; or

3) without reasonable cause, refused to provide the employer with information the employer requires in order to assess whether a contract variation should be agreed to.

The Company will confirm the withdrawal of the application to the employee in writing unless the employee has already provided written notice of the withdrawal.

H) EMPLOYEE CONSULTATION/PARTICIPATION

1) While some approaches to flexible working practices will involve changes to individual contracts of employment and be relatively easy to implement, the Company recognises that others such as flexitime or the imposition of annualised hours will have a greater impact on sections of the workforce as a whole. Before any such working pattern is implemented it is therefore committed to in-depth consultation with employees and their representatives, and recognises that gaining their agreement is likely to have a positive impact on the success of the scheme. The Company works on the basis that consultation gives all parties the opportunity to raise the issues that are of greatest importance to them and ensures that they are considered from all angles.

2) Consultation will usually take the form of an employee survey followed by focus groups and a pilot scheme of the new working pattern. The findings of any consultation will be communicated to the workforce, along with any proposed action resulting from the consultation.

3) Where conflicting requests for flexible working are received from employees, the Company may require a compromise to be found so that all requests may be accommodated albeit on different terms as those set out in each request. If no compromise is achievable, the Company may use a random selection method to determine the granting of individual requests.

4) In pursuance of point 3 above, employees should be aware that, if a request is granted, the Company reserves the right to revisit those arrangements should circumstances arise where competing requests mean it may need to seek compromise on a wider scale.

I) TRAINING AND SUPPORT

The Company recognises that both Managers and employees may benefit from training to accustom themselves to working patterns with which they are unfamiliar.

Parental Bereavement Leave Policy

A) INTRODUCTION

The purpose of this policy is to set out the Company’s stance on employee entitlements to parental bereavement leave which are effective from 6 April 2020. The Company acknowledges that the death of a child, or a stillbirth, can be one of the most harrowing experiences of someone’s life. This policy explains rights to time off, pay during time off and other support offered.

B) ELIGIBILITY

Parental bereavement leave is available from day one of employment. It is available to employees on the death of a child under the age of 18. You may take parental bereavement leave if you fall into any one of the following categories:

• A ‘natural’ parent

• An adoptive parent, and those with whom a child has been placed under the ‘foster to adopt’ scheme, provided the placement is ongoing

• A ‘natural’ parent where the child has been adopted but a Court Order exists to allow the ‘natural’ parent to have contact with the child

• An employee who is living with a child who has entered Great Britain from overseas in relation to whom has received official notification that they are eligible to adopt

• An intended parent under a surrogacy arrangement where it was expected that a parental order would be made

• A ‘parent in fact’ which is someone in whose home the child has been living for a period of at least four weeks before the death and has had day to day responsibility for the child, subject to exceptions. This category includes guardians and foster parents but does not include paid carers

• The partner of anyone who falls into the above categories, where they live in an enduring family relationship with the child and their parent.

In addition, parents who suffer a stillbirth after 24 weeks of pregnancy are entitled to take parental bereavement leave.

C) TAKING LEAVE

A total of two weeks may be taken as parental bereavement leave and you may choose to take leave as:

• A single block of one week

• A single block of two weeks

• Two separate blocks of one week

Leave must be taken in whole weeks and can start on any day of the week. It may be taken at any time in the 56 week period following the death.

If you have suffered a stillbirth after 24 weeks of pregnancy, you are still entitled to take the full entitlement to maternity and paternity leave, provided you were eligible to take maternity or paternity leave in the first place, in addition to parental bereavement leave. Parental bereavement leave cannot be taken at the same time as maternity or paternity leave.

Where more than one child dies or is stillborn, you are entitled to two weeks of parental bereavement leave in relation to each child.

D) NOTIFICATION REQUIREMENTS

If leave is to be taken within the first 56 days of the death, no advance notification is needed. You should contact the Managing Director by telephone or email by the time you were due to start work on the day you wish leave to begin. If it is not possible to let us know before the leave begins, please let us know as soon as is reasonably practicable after it starts, giving the date of the death, the date on which leave will start and whether one or two weeks is to be taken.

If leave is to be taken after the first 56 days have passed since the death, one weeks’ notice is required. You should contact the Managing Director by telephone or email at least one week before you wish leave to start giving the date of the death, the date on which leave will start and whether one or two weeks is to be taken.

E) CANCELLING OR CHANGING DATES OF LEAVE

You can cancel a period of leave that you have already told us about, as long as the period of leave has not already started. If your leave was due to start within the first 56 days of the death and you want to cancel it, you simply need to let us know, by your normal start time on the day that leave was due to start, that you no longer wish to take it. You are then free to re-arrange the leave.

If your leave was due to start once the first 56 days since the death has passed and you want to cancel it, you should let us know no later than one week prior to the intended start date.

You can also change the start date of leave by following the corresponding notice requirements above.

F) PAYMENT DURING LEAVE

You will qualify for statutory parental bereavement pay during leave if you meet the following criteria:

• You have been continuously employed with us for at least 26 weeks by the week prior to the week in which the child dies

• Your normal average weekly earnings are not less than the lower earnings limit relevant for national insurance purposes

• You are still employed by us on the date the child dies.

Payment will be made at the rate set by the Government each year or 90% of your average weekly earnings (whichever is lower).

In order to receive statutory parental bereavement pay, you must provide us with notice including the following information within 28 days, or as soon as is reasonably practicable, of the first day of parental bereavement leave:

• The child’s name

• The date of the death or stillbirth

• A declaration that you fall into the one of the categories listed under ‘Eligibility’ above.

G) RETURNING TO WORK

Upon your return to work, you are entitled to return to the same job, with the same terms and conditions, in which you were employed before your absence unless:

• The period of leave you have taken is more than 26 weeks when added to any other period of statutory leave including maternity, paternity, adoption leave etc in relation to the same child and

• It is not reasonably practicable for you to return to the same job.

On your first day back to work, the Managing Director will set time aside to hold an informal meeting with you to discuss any arrangements regarding your return to work and any additional support we may be able to offer you.

Anti-Bribery Policy

A) INTRODUCTION

Bribery is, in the conduct of the company’s business, the offering or accepting of any gift, loan, payment, reward or advantage for personal gain as an encouragement to do something which is dishonest, illegal or a breach of trust.

Bribery is a criminal offence. The Company prohibits any form of bribery. We require compliance, from everyone connected with our business, with the highest ethical standards and anti-bribery laws applicable. Integrity and transparency are of utmost importance to us and we have a zero tolerance attitude towards corrupt activities of any kind, whether committed by BJB employees or by third parties acting for or on behalf of BJB.

B) OFFENCES

It is a criminal offence to:

• offer a bribe;

• accept a bribe;

• bribe a foreign official;

• as a commercial organisation, to fail to prevent a bribe.

You should be aware that if you are found guilty by a court of committing bribery, you could face up to 10 years in prison and/or an unlimited fine. The Company could also face prosecution and be liable to pay a fine.

C) PURPOSE

The purpose of this policy is to convey to all employees and interested parties of BJB the rules of the Company in relation to our unequivocal stance towards the eradication of bribery and our commitment to ensuring that BJB conducts its business in a fair, professional and legal manner.

D) DEFINITIONS OF BRIBERY AND CORRUPTION

Corruption is the misuse of office or power for private gain. Bribery is a form of corruption which means in the course of business:

• Giving or receiving money, gifts, meals, entertainment or anything else of value.

• As an inducement to a person to do something which is dishonest or illegal.

E) SCOPE

This policy applies to all employees of BJB, regardless of seniority or site. It also extends to anyone working for or on our behalf e.g. those engaged by us on a self-employed basis or an agency arrangement.

We will encourage the application of this policy where our business involves the use of third parties e.g. suppliers; contractors.

F) POLICY

It is prohibited, directly or indirectly, to offer, give, request or accept any bribe i.e. gift, loan, payment, reward or advantage, either in cash or any other form of inducement, to or from any person or company in order to gain commercial, contractual or regulatory advantage for the Company, or in order to gain any personal advantage for an individual or anyone connected with the individual in a way that is unethical.

It is also prohibited to act in the above manner in order to influence an individual in his capacity as a foreign public official. You should not make a payment to a third party on behalf of a foreign public official.

If you are offered a bribe, or a bribe is solicited from you, you should not agree to it unless your immediate safety is in jeopardy. You should immediately contact a senior manager so that action can be taken if considered necessary. You may be asked to give a written account of events.

If you, as an employee or person working on our behalf, suspect that an act of bribery, or attempted bribery, has taken place, even if you are not personally involved, you are expected to report this to a senior manager. You may be asked to give a written account of events.

Appropriate checks will be made before engaging with suppliers or other third parties of any kind to reduce the risk of our business partners breaching our anti-bribery rules.

The Company will ensure that all of its transactions, including any sponsorship or donations given to charity, are made transparently and legitimately.

BJB takes any actual or suspected breach of this policy extremely seriously and will carry out a thorough investigation should any instances arise.

We will uphold laws relating to bribery and will take disciplinary action against any employee, or other relevant action against persons working on our behalf or in connection with us, should we find that an act of bribery, or attempted bribery, has taken place. This action may result in your dismissal if you are an employee, or the cessation of our arrangement with you if you are self-employed, an agency worker, contractor etc.

Staff are reminded of the Company’s Whistleblowing Policy which is available in the Employee Handbook, or upon request.

G) GIFTS AND HOSPITALITY

We realise that the giving and receiving of gifts and hospitality where nothing is expected in return helps form positive relationships with third parties where it is proportionate and properly recorded. This does not constitute bribery and consequently such actions are not considered a breach of this policy.

Gifts include money; goods (flowers, vouchers, food, drink, event tickets when not used in a hosted business context); services or loans given or received as a mark of friendship or appreciation.

Hospitality includes entertaining; meals or event tickets (when used in a hosted business context) given or received to initiate or develop relations. Hospitality will become a gift if the host is not present.

No gift should be given nor hospitality offered by an employee or anyone working on our behalf to any party in connection with our business without receiving prior written approval from a senior manager. Similarly, no gift nor offer of hospitality should be accepted by an employee or anyone working on our behalf without receiving prior written approval from a senior manager.

A record will be made of every instance in which gifts or hospitality are given or received.

As the law is constantly changing, this policy is subject to review and the Company reserves the right to amend this policy without prior notice.

Menopause Policy

A) INTRODUCTION

Menopause is when your periods stop due to lower hormone levels. It usually happens between the ages of 45 and 55, although it can sometimes happen earlier. Menopause can have a big impact on your life and work for a number of years.

The purpose of this policy is to assist with creating an open and menopause friendly workplace where managers and those experiencing menopause feel comfortable discussing any issues associated with this, and to ensure the necessary help is known about and offered to those affected.

This policy applies to everyone in our organisation including employees, workers, contractors, volunteers, apprentices and interns.

B) EFFECTS OF MENOPAUSE

Physical symptoms of the menopause can include the following:

• hot flushes

• insomnia

• fatigue

• poor concentration

• headaches

• skin irritation

• urinary problems.

As a result of the above, or as an extension of the hormone imbalance, individuals going through the menopause can also experience psychological difficulties, including:

• depression

• anxiety

• panic attacks

• mood swings

• irritability

• problems with memory

• loss of confidence.

It is also commonly acknowledged that Hormone Replacement Therapy, medication which is often prescribed for menopause, can have side effects which cause problems at work. These include nausea, headaches and leg cramps.

C) COMMUNICATION

We aim to normalise conversations about menopause in the workplace and remove any stigma. Menopause should not be a taboo subject. We encourage employees to have discussions about the menopause and be supportive of each other.

It is important that, as an employee, you prioritise your personal health and wellbeing. If you are struggling with any aspect of your role because of symptoms associated with the menopause, you should tell your manager, who will treat the matter with complete confidence. So that we can give you the best support possible we encourage you to be open and honest in these conversations.

Alternatively, your manager may talk to you if they notice a change in your behaviour or performance.

We understand that you may feel uncomfortable discussing personal information with your manager. If this is the case, we encourage you to talk to another senior member of staff, HR or the Managing Director.

During any discussions, your manager will consider your individual situation and evaluate if any adjustments can be made. Your individual needs will be addressed sensitively and confidentiality will be maintained.

Managers will also arrange follow up sessions to review the effectiveness of any adjustments put in place.

D) MAKING ADJUSTMENTS TO YOUR ROLE

To help you in your daily duties, your manager will explore making adjustments to your role or working environment with the aim of reducing the effect that the menopause is having on you. Risk assessments will be consulted to identify potential issues. We acknowledge that the menopause affects each individual in different ways so no adjustment will be made without fully discussing it with you first.

Examples of adjustments include:

• changing your working location so you are closer to toilet facilities, away from hot and cold spots around the office or to ensure greater access to natural light

• allowing changes to our normal rules on work wear

• implementing further temperature control, such as access to a fan

• assessing how work is allocated and whether you are affected at particular points of the day

• providing a quiet place to work or relax

• allowing additional rest breaks

• providing sanitary products in toilet and shower facilities

• changing start and finish times

• considering flexible working hours or allowing you to work from home

Once the adjustments are agreed, they will be reviewed on an ongoing basis to ensure they are having the required effect.

We are legally obliged by the Equality Act 2010 to make reasonable adjustments to an employee’s role or working conditions if they have a disability that places them at a disadvantage when performing their role and we will ensure compliance with our obligations in this regard.

You may also be entitled to make a flexible working request. Please read our flexible working policy if you would like more details.

E) IF YOU ARE UNWELL DUE TO MENOPAUSAL SYMPTOMS

You are not expected to come to work if you are unwell because of menopausal symptoms. If you are unwell you should tell line manager and follow our usual sickness reporting procedure.

F) TRAINING

We provide training to all our staff on menopause and how they can ask for help or support their colleagues.

We ensure that all levels of management are trained on the effects of menopause, how to hold discussions with employees who are experiencing menopause and adjustments that can be made to an employee’s role to remove or lessen any effects the employee is experiencing.

G) BEHAVIOUR OF OTHERS

There is an expectation on all employees to conduct themselves in a helpful and open-minded manner towards colleagues.

We maintain a zero-tolerance approach to bullying and harassment and will treat any and all complaints seriously. If you feel that you have been mistreated in any way by a colleague because of matters related to the menopause, please tell HR or the Managing Director.

H) OTHER SUPPORT

Other external sources of help for those experiencing menopause include Menopause Matters or Menopause Cafe).

Domestic Abuse Policy

A) INTRODUCTION

Domestic abuse includes, but is not limited to, controlling, coercive, threatening behaviour, violence or abuse. It can be physical, emotional and/or psychological abuse, as well as financial, and can take place in person or through digital means. The abuse is usually between adults who are, or have been, in an intimate relationship or family members. Domestic abuse is usually a pattern of behaviour although it can be a one-off event. We recognise that any member of our workforce could be subject to domestic abuse, and in some cases, the victim may not realise that the behaviour displayed towards them is abuse. Research shows that those who are experiencing domestic abuse are targeted at work.

It can occur at any time in a person’s life, though may be triggered by specific events or become more extreme or frequent as a result of those events.

The purpose of this policy is to set out that the Company will treat domestic abuse seriously and how the Company aims to provide a safe and supportive workplace environment to employees who are experiencing domestic abuse.

It applies to the Company’s employees (permanent and temporary), workers, agency workers and self-employed contractors.

B) IMPACT OF DOMESTIC ABUSE AT WORK

The Company is aware that the challenges that domestic abuse victims face can manifest themselves in problems such as chronic absenteeism or lower productivity.

We recognise that domestic abuse does not occur only within the home and an employee can experience domestic abuse:

• through threatening visits, phone calls and emails from the perpetrator while they are at work or

• when travelling to and from work.

Colleagues can experience threatening or intimidating behaviour from the perpetrator of the abuse.

C) MANAGEMENT SUPPORT

If an employee confides in a manager that they are being subjected to domestic abuse, that manager must treat all conversations as confidential. However, the manager should not get involved in the situation themselves by, for example, confronting someone accused of being abusive. The manager’s role is primarily to help the employee find expert help and be supportive of the employee.

The manager should encourage the employee to seek expert help. This could include reporting incidences to the police or seeking help from a specialised organisation. The manager should encourage the employee to make contact personally with such organisations instead of making contact themselves. A list of organisations can be found at the end of this policy.

The manager, or chosen contact, should also be supportive of the employee and should not ask for proof of abuse.

Support could include, but is not limited to:

• regularly checking in with the employee

• permitting use of company equipment to search for online assistance or to speak to an expert who can help

• ensuring websites of organisations who can offer assistance are accessible from work equipment i.e. are not blocked under an internet usage policy

• allowing the employee time off to visit one of the advice organisations, the police or a doctor or to address concerns, such legal, financial or housing

• adjusting targets to reduce any undue pressure on the employee

• diverting phone calls if the perpetrator is attempting to call the employee at work

• ensuring there is no public access to the workplace where possible

• agreeing code words or hand signals to be used during a telephone or video call to signal that the employee is in a threatening situation, and what action needs to be taken when one is used

• a salary advance to a bank account other than that which is normally used.

D) IF A MANAGER SUSPECTS AN EMPLOYEE IS A VICTIM OF DOMESTIC ABUSE

Managers will receive training in how to recognise the signs that an employee may be experiencing domestic abuse, including silent signals that can be used during a video conference with employees working remotely, and also ways to support the employee.

Signs could include:

• Sudden changes in behaviour or quality of work

• Changes in the way an employee dresses e.g. excessive clothing on a hot day or changes in the amount of make-up worn

If a manager suspects that an employee is being subjected to domestic abuse, but has no evidence, then great care must be taken. The manager should give the employee an opportunity to confide but should not question the employee or put any undue pressure on the employee to discuss the situation.

Great care should be taken when the employee in question works at home because the perpetrator of the abuse may be monitoring communication or be in earshot of video or telephone calls.

If an employee is clearly distressed but will not confide in the manager then the manager should suggest that the employee contacts the HR department or some other suitable person.

On some occasions a colleague or friend of an employee might confide in a manager that an employee is being subjected to domestic abuse. It must be realised that this information might be incorrect, hence care should be taken. The manager should give the employee an opportunity to confide but should not question the employee or put any undue pressure on the employee to discuss the situation.

E) IF BOTH THE VICTIM AND THE PERPETRATOR ARE EMPLOYED BY THE COMPANY

In cases where both the victim and perpetrator of domestic abuse work for the Company, we will take appropriate action including:

• considering utilising different work locations both within the building at which the employees work, or another of our work locations, working hours, shift patterns etc.

• minimising the potential for the perpetrator to use their position or work resources to find out details about the whereabouts of the victim.

• offering impartial support and where possible ensure both the victim and perpetrator have different supervisors who are able to provide appropriate information to each party.

F) IMPACT ON PERFORMANCE

If an employee is underperforming it is important to make that employee aware of the concerns about performance.

The company will make reasonable efforts to consider all aspects of the employee’s situation to support them through a challenging time. The manager should agree reasonable targets with the employee and provide any necessary support. If the poor performance continues and the employee does not appear to be able to improve their performance at work notwithstanding the support given, further discussions will be held with the employee.

Although the use of formal procedures e.g. disciplinary or capability is not prohibited, this should be a last resort.

G) CONFIDENTIALITY

There are some circumstances in which confidentiality cannot be assured. These occur when there are concerns about children or vulnerable adults or where the Company needs to act to protect the safety of employees. In these circumstances the manager will discuss with the employee the reason for disclosing any information to a third party and will seek the employee’s agreement where possible.

All records concerning domestic abuse will be kept strictly confidential and in line with our obligations under the Data Protection Act 2018. Improper disclosure of information i.e. breaches of confidentiality by any member of staff will be taken seriously and maybe subject to disciplinary action.

H) LIST OF ORGANISATIONS THAT CAN PROVIDE ADVICE AND ASSISTANCE

General

National Domestic Abuse Helpline - 0808 2000 247 (Freephone and 24 hour) / www.nationaldahelpline.org.uk

Citizens advice bureau - www.adviceguide.org.uk

National centre for domestic violence – 0800 970 2070 / www.ncdv.org.uk

Galop: 0800 999 5428 / www.galop.org.uk

For women

Women’s aid - www.womensaid.org.uk

Scottish Women’s aid – 0800 027 1234 / www.scottishwomensaid.co.uk

Welsh Women’s aid - 0808 8010800 / www.welshwomensaid.org

Jewish Women’s Aid - 0800 591203 / www.jwa.org.uk

Shakti Women’s Aid (Scotland) - 0131 475 2399 / shaktiedinburgh.co.uk

Refuge - 0800 2000 247 / www.refuge.org.uk

Southall Black Sisters - 020 8571 9595 / www. southallblacksisters.org.uk

Muslim Women’s Helpline - 020 8904 8193 or 020 8908 6715 / www.mwnhelpline.co.uk

IKWRO: Women’s rights organisation for Middle Eastern and Afghan women - 020 7920 6460 / ikwro.org.uk

For men

ManKind Initiative: 01823 334 244 / www.mankind.org.uk

Respect Men’s Advice Line: 0808 801 0327 / www.respect.uk.net

The Dyn Project (Wales): 0808 801 0321 / www.dynwales.org

For perpetrators

Respect: 0808 802 4040 / www.respect.uk.net