Remploy Accord 2010

Opportunity and Enterprise Working Together
The Remploy Accord

A SINGLE LEGALLY BINDING NATIONAL AGREEMENT ON TERMS & CONDITIONS FOR
HOURLY PAID & MONTHLY PAID EMPLOYEES
Updated 17/06/2010
REMPLOY NATIONAL AGREEMENT MAIN SUBJECT FINDER
SECTION 1) Introduction & Spheres of Influence 2) Diversity & Equal Opportunities 3) Trade Union Relations 4) Discipline & Grievance Procedures 5) Pay & Hours of Work 6) Holiday Entitlement & payment 7) Attendance at Work 8) Job Families & Pay Structures 9) Cessation of Employment 10) Pension Scheme 11) Computer based equipment
Pages 4-6 7 - 10 11 - 22 23 - 30 31 - 39 40 - 41 42 - 52 53 54- 59 60 61
SCHEDULES A. Rates of Pay B. Bonus Allowances C. Regional Pay Allowance D. Hours of Work E. Allowances & Fixed Payments 62 63 63 63 64 - 66
THE REMPLOY ACCORD INTRODUCTION & SPHERES OF INFLUENCE
APPENDICES 1. Working Together Codes of Practice 2. Bullying & Harassment Policy and Complaints Procedure 3. Attendance at Work Agreement & Processes 4. Maternity, Paternity, Adoption & Parental Leave Policies 5. Site Relocation & Consolidation Agreements 6. Smoking Policy 7. Drug & Alcohol Policy 8. Conditions & Agreement reached as part of 2007 pay negotiations 9. Secondment Policy 10. Stress Policy 11. Managed Services Agreement 12. Interwork Agreement 13. National Health & Safety Committee 14. Accreditation of Prior Learning 15. Part Time Working Agreement 16. Framework Agreement 17. Outstanding Issues
67 -73 74 - 82 83 - 97 98 - 107 108 - 112 113 - 116 117 118 - 12 122 - 123 124 125 - 129 130 - 188 189 191 192 193 194 195 196
NOTE: This Remploy Accord is the formal legally binding National Agreement for all Remploy Employees in Remploy locations and offices. There are appended Accords for Remploy Interwork operations and Remploy Managed Services operations.
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Section 1 INTRODUCTION This Agreement is between Remploy Limited (hereinafter called the Company) and the following Trade Unions (hereinafter called the Unions) and the employees they represent. 1.1 SPHERES OF INFLUENCE The agreed Spheres of influence for Weekly Paid employees are: GMB Union (Manufacturing Section) Aberdare; Abertillery; Ashington; Barking; Barrow; Birkenhead; Birmingham; Blackburn; Croespenmaen; Bridgend; Bristol; Burnley; Chesterfield; Cleator Moor; Coventry; CCTV; Derby; Dundee; Edinburgh; Gateshead; Huddersfield; Lanarkshire; Leeds; Merthyr; Neath Port Talbot; Newcastle upon Tyne; Norwich, Oldham; Penzance; Pontefract; Porth; Preston; Radcliffe; Sheffield, Spennymoor, Springburn; Stirling; Swansea; Sunderland; Wigan; Worksop; Wrexham. UNITE Union Aberdeen; Acton; Barking; Bristol; Coventry; Clydebank; Cowdenbeath; Neath Port Talbot; Leicester; Manchester (Wythenshawe); North London; North Staffs; Poole; Portsmouth; Penzance, Southampton; Wrexham. Community Union Bolton; Clydebank; Dundee; Leven. In the case of monthly paid employees, the following unions are represented: GMB & UNITE - All monthly paid employees up to and including Grade 8; All Job Families. Community - Only Monthly paid employees in Bolton; Clydebank; Dundee; Leven The Joint Trades Unions have agreed a joint statement and understandings regarding transfer of membership between the parties detailed in this agreement. (See statement dated 14th February 2007)
No alteration will be made to the Spheres of Influence Agreement unless the alteration has been agreed by the full Trade Union Side Consortium.
It is agreed that this Agreement will apply to all employees regardless of disability, gender, race, age, sexuality or religion. This Agreement covers all disabled and nondisabled employees in the areas described above. It is agreed that this Agreement, which superseded all previous Agreements, both local and national, made between the Company and the Unions, shall take effect from 1st December 2005 and shall remain in force unless terminated by either party giving three months notice in writing, or is superseded by another comprehensive Agreement carrying the signature of both parties. 1.2 AMENDMENTS TO THIS AGREEMENT Any amendment to any part of this Agreement that may be felt necessary by either party shall be notified, in writing, to the other. If necessary, a meeting of the National Joint Industrial Council (NJIC) shall be called to discuss the amendment. Failing settlement, the matter shall be injected into the procedure for the settlement of grievances and disputes, at the appropriate stage. The Companys management, Trade Union Officials and Shop Stewards are bound in honour to observe agreements reached between the Company and the Trade Unions and will take all reasonable steps to prevent a breach of agreement. NOTE: In this Agreement, wherever the masculine gender is used, it should be understood that the feminine gender is also included unless otherwise specifically stated.
To be updated with SB/PD/KH/EM
THE REMPLOY ACCORD DIVERSITY & EQUAL OPPORTUNITIES
SECTION 2 DIVERSITY & EQUAL OPPORTUNITIES INTRODUCTION All parties are committed to the full involvement of all employees irrespective of disability, status, gender, race, colour, ethnic origin, national origin, religion, creed, age, marital status, sexual orientation, or any other aspects of individuality. This section of The Remploy Accord seeks to detail the areas of principle and policies that support that objective. They consist of processes to prevent discrimination, promote respect for the individual and develop individual employees based on merit and capability. 2.1 DIVERSITY i. Remploy and its Trades Union partners, working together within the National Diversity Forum, are committed to the achievement of Remploy's business mission, by promoting people management practices which will ensure that, as far as practicable, our disabled and non-disabled workforce broadly reflects the diversity of the communities in which we operate. This commitment is founded on Remploys purpose and values as an organisation, and the various Trades Union policies and aims on diversity and equal opportunities. It is also supported by the business case in favour of attracting people and skills from the widest possible community. ii. Diversity aims to respect, understand and utilise peoples differences, and by so doing the organisation recognises it can maximise employee potential and business success through meeting employees individual needs, improved problem solving, more effectively meeting customers needs, staying ahead of changing workforce demographics and achieving business improvements. iii. The parties recognises that it is in the interests of the company, and all of its stakeholders, to provide equality of opportunity in employment to all of its employees, or prospective employees, and to eliminate discrimination on the following grounds: Gender, sexual orientation, marital status, caring responsibilities, disability, race, colour, creed, nationality, national origin, ethnic origin, religion, age, spent convictions, trade union activity or membership status, number of hours worked or employment status. iv. It is our aim to ensure that no employee or job applicant receives less favourable facilities or treatment based on any of the grounds listed, or is placed at a disadvantage by imposed conditions or requirements, which cannot be shown to be justified
v. Through this policy, and supported by National Agreements and the Working Together codes of practice, The National Diversity Forum is committed to creating an environment where respect for the dignity of the individual prevails, and which is free from direct and indirect discrimination, bullying and harassment of any kind. vi. Remploy and the trade unions will implement this policy in accordance with, and in some cases beyond, its statutory obligations as an employer. In addition, full account will be taken of any codes of practice issued by various equal opportunities commissions and statutory bodies. 2.2 PERSONAL DEVELOPMENT PLANS i. The Company and the Trade Unions have agreed to jointly commit to build a Learning culture in all areas of the Company offering learning opportunities to all employees irrespective of status or grade. ii. The Company commits that from 1st January 2003 an average of 50 hours per year per employee in Remploy will be spent involved in individual development time. This time will involve a range of activities, e.g. on and off job training, different work experiences (internal or external) and/or any other activity that will enhance an individual employees knowledge and experience. The amount of time spent per individual employee will vary according to the need and aspirations of each individual as well as the demands of the particular business/location where they are employed. iii. A National Learning Forum will be established involving representatives of all the recognised Trade Unions and will meet regularly to discuss and monitor effective ways of continually developing employees, to promote Learning in Remploy and to ensure fair and equitable treatment of employees. iv. Key to achieving this objective is the introduction and application of Personal Development Reviews and Plans and full details of how the process works can be found in the booklet Guidance Notes on the Personal Development Planning Process in Remploy v. Responsibilities in the Personal Development Planning Process are: a. Senior Management Remploy has made a commitment to Personal Development Plans and will monitor the effectiveness of the process. The Senior Management team will ensure that all employees receive a Personal Development Review resulting in a Personal Development Plan at least every 12 months
b. Line Managers & Team Leaders Line Managers/Team Leaders should carry out a Personal Development Review with every member of their team at least once every year. This will lead to a Personal Development Plan being produced with the team member (employee) and a review of that plan should take place every six months thereafter. Where a learning activity is identified the Line Manager should work with the Learning Representative and the employee to arrange the activity and ensure it takes place. c. Trade Union Learning Representatives - Unless the employee requests otherwise, the Trade Union Learning representative will provide support to the individual by assisting in any preparation for the review and explaining the process. Following the review the Learning Representative should work together with the Line Manager/Team Leader to arrange and support any learning activities that have been identified. d. Employees All employees should make adequate preparations for the Personal Development Review and will be given two weeks notice in order to prepare. Employees are encouraged to fully engage in the process and take responsibility for their own learning plan including reviewing the plan on a regular basis. Employees can seek advice and guidance from either their Line Manager/Team Leader or the Learning Representative. 2.3 PERFORMANCE APPRAISAL SCHEME i. The Company and the Trade Unions have agreed that a formal Performance Appraisal scheme operates for all staff grades 1-8 and job families. ii. The overall objective of Remploys Performance Appraisal scheme is to realise the full potential of all employees thereby leading to job satisfaction and an increase in individual and departmental effectiveness. iii. The process is aimed at: (a) Improving current performance (b) Assessing capacity for progression (c) Establishing training needs iv. Appraisal is a constant and continuing process and should be seen as developmental and mutual. It is a system essentially designed to find ways in which the individual can perform more effectively rather than pointing out failings and is mutual in identifying resources in the subordinate that can be used more effectively.
v. Performance Appraisal in Remploy is governed by the following principles: (a) Every member of staff is entitled to a discussion with his/her manager at least once a year about his or her performance. The discussion should recognise the areas in which performance is good and enable the individual to agree with the manager the actions needed to make it better. (b) The HR function is responsible for making all necessary arrangements with line managers to ensure that appraisals take place annually. (c) In advance of the appraisal interview, the individual and appraiser will meet to exchange information on the conduct of the interview and specific areas to be discussed. (d) The manager and appraisee will agree a limited number of important targets for areas of work on which both wish to see progress during the ensuing year. This will form the basis for an appraisal in the following year. Success criteria may not always be easily measurable, but has to be clear and recognisable. (e) The conclusions of the manager, after the interview, shall be written on the appraisal document and the individual will have the opportunity to add his/her written comments if he or she wishes. The appraisal document will then be sent to the next higher Line Manager for assessment and monitoring. (f) There will be agreed forms and documents applied in this process to ensure consistency across Remploy (g) It is intended that all employees covered by this Agreement will have the opportunity to take part in such training as is necessary to improve job performance and/or self development. Consequently appropriate opportunities for training and promotion within the Company will be communicated to all employees. 2.4 BULLYING & HARASSMENT i. The Company and the trade unions are jointly committed to the elimination of all forms of bullying and harassment in Remploy and respecting all employees irrespective of status ii. The Company and the Trades Unions have agreed a full and comprehensive Bullying and Harassment Policy and the full detail of this policy is included as APPENDIX 2 of this Accord.
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THE REMPLOY ACCORD TRADE UNION & EMPLOYEE RELATIONS
SECTION 3 TRADE UNION RELATIONS

3.1 STATEMENT OF TRADE UNION MEMBERSHIP The Company believes that its efficiency can be assisted by the closest co-operation between itself and the Union side of this Agreement. The Company, therefore, agrees that it will consult the Unions and keep them informed about matters affecting their members and their work. The Company recognises the benefit of Trade Union membership and fully supports the Union side of this Agreement and will actively encourage employees to become members of the appropriate Union. To this end, and to assist the Trade Unions recruitment procedure, all new employees will be introduced to the appropriate Shop Steward as part of the induction procedure. In addition, the question of Trade Union membership will be the subject of periodic discussion between the Trade Union representatives and local management. 3.2 WORKING TOGETHER PARTNERSHIP The Company and the Trades Unions have agreed that a partnership approach benefits all and have established a series of Working Together agreements and statements that support increased and continuing employee involvement at all levels. These are detailed in APPENDIX (1) of this agreement 3.3 FACILITIES FOR REPRESENTATIVES It is agreed that, within reason, trade union representatives/shop stewards will be given sufficient time during working hours in which to carry out their duties as lay representatives of the appropriate Union. Where available, facilities will be extended to them to perform these functions. These facilities include access to the telephone, the use of typing and photocopying equipment and, when necessary, the use of a room for meetings or interviewing purposes. Payment of salary will be maintained while a member of the staff is engaged - within normal working hours - on Trade Union activities concerning Company matters. A trade union representative/shop steward who wishes to leave his place of work on Trade Union business must obtain permission from his section head. Permission will not be unreasonably withheld. A trade union representative/shop steward of the appropriate group of members may be present at any stage of the grievance or appeals procedures, set out hereunder, if the member concerned so wishes.
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When trade union representatives/shop stewards are away from the home base on trade union related activities, pay will be maintained by the Company. The Company will also cover travel and accommodation costs for Company related activities, such as working parties, negotiating meetings, etc. Once a year, the Company will agree to cover pay and expense costs for all nominated trade union representatives/shop stewards attending a Joint Shop Stewards meeting. Details of who attends this meeting will be agreed with the Company by the Secretary to the Consortium of Remploy Trades Unions Where travel time is required outside of normal hours to attend jointly agreed meetings individual trade union representatives/shop stewards will normally be provided with time off in lieu at a later date by agreement with local management. (Time off in lieu will normally be on the basis of hour for hour) Expenses will be paid by the appropriate Trade Union for meetings seminars, or conferences called by the Trade Union. 3.4 SHOP STEWARDS/SAFETY & LEARNING REPRESENTATIVES The Company recognises the right of employees to elect Trade Union representatives/Shop Stewards/Safety Representatives to act on their behalf in accordance with the terms of this Agreement. The number of Trade Union representatives/Shop Stewards to be elected, and the constituencies within which they will carry out their duties, will be a matter for the appropriate Trade Union but will not normally exceed two at any Company establishment. The names of the Trade Union representative/Shop Stewards the constituencies that they represent will be notified, in writing, by the Trade Union to local management. The Trade Union will also advise management, in writing, when a Shop Steward resigns or is relieved of office. A period of time, within working hours, during which a Shop Steward may conduct Trade Union business, will be agreed locally. A Trade Union representatives/Shop Stewards pay will be maintained while engaged on Trade Union duties during working hours. Trade Union representatives/Shop Stewards who wish to leave their place of work on Trade Union business must obtain permission from his immediate supervisor. Permission will not be unreasonably withheld. Trade Union representatives/Shop Stewards wishing to approach a member in a section, other than their own, must ask permission from the immediate supervisor of that section. Permission will not be unreasonably withheld.
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3.5 WHAT IS THE ROLE OF A TRADE UNION LEARNING REPRESENTATIVE IN REMPLOY? Actively support innovative workplace development, such as Learning Centres and training during idle time Raising employee awareness of the benefits of learning Working with site managers to help identify learning needs Liaise with managers and employees to agree suitable time to be committed for employee development, both inside normal working hours and outside if required Support and ensure equal opportunities for all in learning Support the creation of partnerships with local providers, such as colleges, training providers, Learn Direct etc. Help monitor the quality of training and learning provision in Remploy Provide learning advice and guidance to employees and managers alike Assist in activity to enable both Remploy and individuals to access external funding and learning provision 3.6 CHECK OFF Whenever requested by the membership of the Trade Unions detailed within the Spheres of Influence Agreement (as described in Section 1 of this Agreement), the Company will facilitate collection of Union contributions by deduction from payroll under a Check Off Agreement. 3.7 ATTENDANCE AT CONFERENCES, TRAINING SEMINARS AND NEGOTIATING MEETINGS a) Sponsored by the Trades Unions A request by the Union to the Company for the release of the individual must be made. Permission will not be unreasonably withheld. The Company will maintain the individuals pay; the sponsoring Union will provide any necessary travelling and subsistence expenses. Normally, not more than one person from each company establishment will be released. b) Sponsored by Remploy Remploy will pay all necessary travelling and subsistence expenses and maintain the pay of the Trade Union representative/shop steward whilst on company business.
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3.8 EMPLOYEE CONSULTATION & INVOLVEMENT 3.7.1. Employee Consultation Detailed below are Working Together mechanisms designed to engage and involve employees and the Trades Unions who represent them will apply at Local, Regional/Business and National level. These mechanisms are minimum and in addition to normal consultation mechanisms. a) Local Level At each and every Remploy location a Local Working Together Forum will be established. This forum will be designed to involve and engage employees and their trade union representatives in the work place in the continuing development and success of that location. The Local Remploy Manager will be responsible for establishing this forum jointly with the Trades Union representatives on site. This Forum will meet at least monthly. The Chairman, Secretary and three other committee members, elected by the Committee, shall constitute an agenda-forming sub-committee, which will establish the agenda for each meeting. No item, other than regular items, will be considered unless it has been submitted to the Secretary three days in advance of the meeting. Regular Agenda - Matters arising from previous minutes - Progress against Budget - Production matters - Health and safety update - (This Committee shall not be deemed to be the one required under the Health and Safety at Work Act. A separate committee is required). - Canteen and hygiene matters - Reports on important past events and information on forthcoming events - Any other business
b) Regional/Business Level Each and every business and region in Remploy will establish a Business or Regional Working Together Forum meetings that involves Local Trade Union Officials and an appropriate group of local Trade Union Representatives from all the Trades Unions engaged in that Business or Region. The purpose of the Regional/Business Forum is to involve trade union representatives in the continuing
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development and success of that business area and to discuss issues arising or potentially arising from the development of the business area. Business and Regional meetings will take place at least half yearly and will be convened and chaired by the relevant Business/Regional Manager. c) National Level At National Level in Remploy there will be at least two opportunities to increase consultation and involvement of the recognised Trades Unions. A National Strategic Forum will involve Full Time Officers of the recognised Trades Unions meeting with the Companys Executive at least twice a year to discuss matters of national strategy and development. This meeting will be convened and chaired by the Chief Executive of Remploy. Additionally there will continue to be Trade Union involvement in the Remploy Learning Business (RLB) through the opportunity for the Joint Trades Unions to nominate two full time officials from the Consortium to be part of the Board of the RLB. The Remploy Learning Business has been established to oversee the strategic direction of Learning in Remploy and has a separate constitution and meeting schedule. Negotiating and Consultative Mechanisms Relating to National Agreements d) National Joint Industrial Council (NJIC) The principal body for all negotiations of nationally applied agreements in Remploy is the National Joint Industrial Council (NJIC). This body comprises of the Remploy Consortium of Trades Unions and Senior Management of Remploy led by a Company Director.
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The constitution of the Remploy Consortium is a matter for the Joint Trades Unions who will ensure that this representative body does not exceed xx lay reps plus one Full Time Officer per recognised Trade Union. The NJIC will meet every two months to deal with regular business and as frequently as necessary to conclude pay and conditions negotiations. Wherever practicable Negotiating meetings will coincide with regular meetings of the NJIC. The NJIC will be responsible for agreeing, updating and maintaining any National Level Agreements and in ensuring that the Nationally Agreed Working Together Codes of Practice and Principles for Mutual Success (detailed below) are applied consistently across Remploy for the benefit of all. The NJIC will delegate business to nominated sub committees as necessary and appropriate including the National Diversity Forum, the National Learning Forum, the National Health and Safety Committee, the Pensions Consultative Committee and any other permanent or non-permanent bodies that are mutually agreed at a NJIC meeting. Reports from these nominated sub committees will be regular feature of NJIC business. The frequency of the sub committees and forum meetings will be determined within those bodies with the exception of the National Health and Safety Committee, which is required to meet at least quarterly.
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3.9 HEALTH & SAFETY The Establishment and Functions of Factory Joint Health & Safety committees and Health and Safety Representatives This section establishes: i. A National Health & Safety Committee - See Appendix 13 ii. A joint Health and Safety Committee at each factory; the functions of the Health and Safety Committee; the appointment of a Safety Representative; and the procedure in the event of a failure to agree. Throughout this section the requirements of the Health and Safety at Work Act (1974) and the Safety Representatives and Safety Committee Regulation (1994).
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3.10 JOINT HEALTH AND SAFETY COMMITTEES
A joint Health and Safety Committee will be established at each location/factory for the purpose of ensuring the closest possible collaboration between management, staff and employees on all health and safety matters. The committee will normally meet monthly. The Composition will be: Location/Factory Manager Safety Officer (appointed by Company) Safety Representative (appointed by the recognised Trade Unions on the site) on the basis of 1 per 50 or 1 per department Additional members may be co-opted as required. The aim of the Joint Health and Safety Committee is to prevent accidents by involving all employees in safe working practices. Functions of the Joint Health and Safety Committee The function of the Committee is to: a) Provide a means of consultation between management, staff and employees on all health, safety and welfare matters. b) Monitor measures such as the risk assessment manual and the COSHH register to ensure the health, safety and welfare of the employees on the site. c) Consider reports submitted by the Safety Officer and the Safety Representatives each month. d) Discuss and consider the implications to the factory environment arising from any new information about health and safety and/or reports from the Occupational Health Adviser(s) e) Study accidents and near misses in order to consider what precautions might be taken in the future to eliminate similar occurrences.
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3.11 GENERAL ARRANGEMENTS The Trades Unions who are signatory to this Agreement have the right to nominate a Safety Representative to represent their members in any factory, the Representative may be the Shop Steward. Safety Representatives may conduct routine health and safety business during factory working hours with permission of the Site/Factory Manager. This permission will not be unreasonably withheld and any disagreement will be channelled through the agreed grievance procedure. 3.12 TRAINING It is agreed that in order to carry out this function, Safety Representatives must be adequately trained. Time off will be given to Representatives to attend such courses as may be agreed between the Company and the Union from time to time. 3.13 FUNCTIONS OF SAFETY REPRESENTATIVES Safety Representatives must: Take all reasonable practical steps to keep themselves informed of: i) The local requirements relating to health and safety of the employees they represent ii) The particular hazards of the factory and the measures required to eliminate or minimise the risk from these hazards in line with the Factories Risk Assessment Manual and COSHH register. iii) The Companys health and safety policy and the organisation and arrangements set up to implement it Encourage co-operation between management and the employees in promoting and developing essential measures to ensure the health and safety of employees and in checking their effectiveness. Bring to the notice of management any unsafe or unhealthy conditions, working practices or unsatisfactory arrangements for welfare in the factory, which come to their attention. Be available to give advice to employees on health, safety and welfare matters.
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Carry out inspections and investigations in the circumstances set out below. Represent employees in consultations at the factory with Inspectors of Health and Safety Executive or any other relevant enforcing authority 3.14 INVESTIGATIONS AND INSPECTIONS Safety Representatives are entitled to: a) Investigate potential hazards and dangerous occurrences in the factory and examine cause of accidents; b) Investigate complaints by any employee relating to that employees health, safety or welfare at work and to make representations to management on these matters, as appropriate; c) Carry out formal inspections, as necessary. 3.15 FACILITIES TO BE MADE AVAILABLE TO SAFETY REPRESENTATIVES Other than those facilities already mentioned, Safety Representatives should be given facilities to:a) Inspect, wherever possible, the site of any accident before it is disturbed and, if necessary, call in the local full-time Trade Union Official. b) Be present, whenever a Health and Safety Inspector visits the factory. c) Be given a copy of reports by the Health and Safety Inspector concerning the factory. d) Receive details of all new substances used at the factory and their possible effects on employees. e) Receive a copy of the results of all samples and tests taken in connection with health and safety. f) Receive copies of Company health and safety reports and statistics, which may be produced from time to time.
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3.16 AGREED PROCEDURE FOR DEALING WITH HEALTH AND SAFETY MATTERS An individual with a problem about health and safety matters should raise the matter with his Team Leader/Supervisor in the first instance, and draw the issue to the attention of the Safety Representative. When more than one person is affected by a health and safety problem the matter should be drawn to the attention of the Location/Factory Manager and/or Safety Officer immediately. If the problem cannot be settled by discussion with the Factory Manager/Safety Officer, the Safety Representative may request further action to settle the matter, bearing in mind the degree of danger, or health hazard involved. This might involve reference of the issue to the Health and Safety Committee, involving the Regional Health & Safety Advisor and/or the Occupational Health Advisor to give advice, or calling in a representative from the Health and Safety Executive to give guidance. Any failure to agree will be dealt with through the agreed grievance and dispute procedure. 3.17 PERSONAL PROTECTIVE EQUIPMENT All employees will be provided, updated, and replaced with appropriate personal protective equipment whenever required in compliance with the Personal Protective Equipment at Work Regulations 1992. All protective equipment issued free remains the property of the Company and must be given up, if required, upon termination of employment. Where employees are engaged in working conditions where the Personal Protective Equipment at Work Regulations (1992) or where hygiene regulations are applied, the Company will accept responsibility for the laundering of protective clothing issued to them under those regulations. 3.18 CORPORATE WORK WEAR There are many benefits of work wear for both Remploy and its employees Economic benefits for employees reduced wear and tear on their own clothes Health and safety benefits Improved image and morale for both employees and Company Improved team working Economic benefits for Remploy large scale purchasing of clothing for entire Company Possible creation of work for Remploy Limited
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THE REMPLOY ACCORD TRADE UNION & EMPLOYEE RELATIONS The work wear consists of day to day working clothing shirts, trousers, skirts etc. rather than specialist or protective clothing. The wearing of Corporate workwear is voluntary. However, the laundering of such workwear will be the responsibility of the individual. 3.19 HEALTH AND SAFETY RELATING TO VDU EQUIPMENT a. It is the policy of the Company to conform with VDU safety standards laid down by the Health and Safety Executive or other statutory bodies. The work of regular users of VDUs is to be arranged so that 15 minutes in each hour of continuous use will be spent on work away from the screen. b. Wherever possible, users of VDUs should not spend more than 4 hours per day in aggregate on screen work. c. Regular users of VDUs, defined as an employee who works a minimum of three hours in aggregate per working day on a visual display unit, will be entitled to eye and eyesight test every two years at the Companys expense at a Company designated optician. d. Where spectacles are found to be necessary purely in relation to VDU work, they will be offered to regular users of VDUs at a centrally negotiated inclusive cost (i.e. frame, lenses, case and VAT), which will be borne by the Company. If frames other than the range on offer are preferred or contact lenses, etc. then the individual is responsible for paying all additional costs incurred.
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THE REMPLOY ACCORD DISCIPLINE & GRIEVANCE PROCEDURE
SECTION 4 DISCIPLINARY & GRIEVANCE PROCEDURES DISCIPLINARY PROCEDURE 4.1 PURPOSE & SCOPE This procedure is designed to help and encourage all employees to achieve and maintain standards of conduct, attendance and job performance. The aim is to ensure consistent and fair treatment for all. 4.2 PRINCIPLES No disciplinary action will be taken against any employee until the case has been fully investigated. Each case will be examined on its merits taking into consideration any mitigating circumstances that may exist, such as health and/or personal problems. At every stage in the procedure the employee will be advised in writing of the nature of the complaint against him or her and will be given the opportunity to state his or her case before any decision is made At all stages the employee will have the right to be accompanied by a trade union representative/shop steward, or work colleague, during the disciplinary interview. No employee will be dismissed for a first breach of discipline except in the case of gross misconduct when the penalties may include dismissal without notice. An employee will have the right to appeal to a higher level of management against any written warnings or other formal disciplinary penalty imposed The disciplinary procedure may be implemented at any stage if the employees alleged misconduct warrants such action All levels of warnings will specify the following: i). The level of warning ii). The reason for the warning iii). The improvement required and the implication of failure to improve iv). The period of review v). The time duration of the warning (normally from3 months to a maximum of 12 months)
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vi). The right of appeal to a higher level of line management who has not previously been involved in the case 4.3 THE DISCIPLINARY PROCEDURE Whilst it is essential to have an organised formal procedure for resolution of disciplinary matters it is expected that informal guidance and training would precede any formal disciplinary action An exception to this approach will be in the event of serious or gross misconduct conduct offences. In cases of misconduct the disciplinary action to be taken will depend on the circumstances and nature of the misconduct. Serious and gross misconduct offences may be inserted at the appropriate level of the procedure. Serious misconduct will not normally result in dismissal in the first instance. In cases of incapacity to perform at the required company standards, a verbal warning may be issued but the emphasis will be on review at any existing training programme and on the current training needs. An assessment will be made and a period of review will be specified. i) Level 1 Verbal Warning If conduct of performance does not meet acceptable standards, the employee will normally be given a formal verbal warning. He or she will be advised of the reason for the warning, that it is the first stage of the disciplinary procedure. A brief note of the verbal warning will be kept in the employees file. ii) Level 2 - Written Warning If a further offence occurs, or if the offence is a very serious one; a written warning will be given to the employee. This will give details of the complaint, the improvement required and the time scale. It will warn that action at level 3 will be considered if there is no satisfactory improvement and will advise of the right of appeal. A copy of this written warning will remain active in the employees file for a specified period. iii) Level 3 - Final Written Warning If there is a failure to improve conduct, or performance is still unsatisfactory, or if the misconduct is sufficiently serious to warrant only one written warning, but insufficiently serious to justify dismissal (in effect both first and final written warnings), a final written warning will be given to the employee. This will give details of the complaint, will warn that dismissal will result if there is no satisfactory improvement and will advise the right of appeal. A copy of this final
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written warning will be kept in the employees file and a copy provided to his/her representative /shop steward. No disciplinary warning will remain active after a maximum of twelve months and will be removed from the individuals record. iv) Level 4 Dismissal If conduct or performance is still unsatisfactory and the employee still fails to reach the prescribed standards, dismissal will normally result. The appropriate level line Manager can only take the decision to dismiss after his/her decision has been ratified by at least two Senior Managers. The employee will be provided within 2 working days with written reasons for dismissal, the date on which employment will terminate and the right of appeal. The employees representative /Shop Steward will be advised by the line Manager of the decision to dismiss before action is taken. Similarly the appropriate HR professional will inform the local full-time trade union official before action is taken to dismiss the employee. A particular level of warning will only be issued by those who are appropriately trained to issue warnings at that specific level. Team Leader responsibilities it is agreed that the following levels of discipline would be applied by Team Leaders as part of the Team Leader Job Family structure. a) Entry Level no authority for disciplinary action but will assist where required to demonstrate competence and understanding b) Trained and Competent Level Authority to issue verbal warnings where appropriate c) Advancing Level Authority to issue Written Warnings where appropriate d) Advanced Level Authority to issue Final Written Warnings where appropriate It is recognized by all parties to develop Team Leaders through the various competence levels, individuals will need active involvement in disciplinary processes as part of their personal development. 4.4 GROSS MISCONDUCT The following list provides examples (not exhaustive) of offences, which are normally, regarded as gross misconduct: a) Blatant discrimination or harassment (for example racial, sexual or disability grounds)
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b) Theft, fraud, deliberate falsification of records c) Fighting, assault on another person d) Serious incapability through alcohol or being under the influence of illegal drugs e) Serious negligence, which causes personal injury, or unacceptable loss, or damage to Company property f) Serious acts of insubordination that contravene a legal instruction g) Serious breach of health and safety rules 4.5 SUSPENSION FROM DUTY Employees may be suspended from duty in circumstances when it is necessary to allow unhindered investigation of an alleged offence, or to allow a cooling off period in situations where tempers have become inflamed. Employees who are suspended from duty will be entitled to receive full pay. If, on completion of the investigation and the disciplinary hearing, the Manager is satisfied that gross misconduct has occurred, the result will normally be summary dismissal without notice. The dismissal will be conducted in accordance with the procedure laid out in paragraph 4.3 above, (Level 4) 4.6 TRADE UNION REPRESENTATIVES/SHOP STEWARDS Trade Union representatives/ Shop Stewards, and other employees covered by this Agreement who hold a recognised trade union office, are subject to the same disciplinary standards in their conduct as all other employees. However, if a warning beyond a verbal warning because of behaviour, attendance record or productive performance is considered necessary, no action will be taken until the circumstances of the case have been discussed with the appropriate full-time union official. Other than the above, the arrangements laid down in the above paragraphs (4.1 to 4.10) apply.
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4.7 PROCEDURES FOR APPEALS AGAINST DISCIPLINARY ACTION Any appeal against disciplinary action will normally be lodged within 7 days of the confirmation of disciplinary action. The reason for the appeal must be stated by the employee concerned, in writing, to the line manager who conducted the hearing. The appeal would normally be on one or more of the following grounds: Facts disputed Level of disciplinary action considered too severe New evidence is available Procedural principles have not been followed The appeal hearing should be conducted by an appropriate higher level of line management who should not have been directly involved in the previous hearing in any way. The result of the appeal will be given in writing normally within 3 working days after the hearing. It is recommended, however, the result will be given verbally at the conclusion of the hearing. 4.8 PROCEDURE FOR APPEALS AGAINST DISCIPLINARY ACTION The appeals procedure operates on the basis of two possible stages of appeal plus an additional National Level Meeting 4.8.1 First Appeal In the first instance, the employee concerned may request a formal hearing with the appropriate more senior level of line management and accompanied by the employees trade union representative/shop steward. Agreed minutes will be made and issued of this appeal hearing. If the decision is not accepted at this stage, the individual may request to proceed to the next level of appeal 4.8.2 Second Appeal The appropriate HR professional will arrange a meeting as soon as possible with the Regional Office of the union and the appropriate more senior line manager with responsibility for hearing the Group appeal. Agreed minutes will be made and issued of this appeal stage.
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4.8.3 National Level Meeting If the matter remains unresolved after the above two Appeals, the agreed minutes will be forwarded to the appropriate HR professional who will arrange a meeting with the National Officer with special responsibilities for Remploy and the appropriate Senior Manager or Director who has had no previous direct involvement with the case. Agreed minutes will be issued from this meeting.
Grievance Procedure
4.9 PURPOSE The purpose of the grievance procedure is to ensure that all employees are treated fairly and consistently and the aim is to resolve grievance as quickly as possible. 4.9.1 Grievance Procedure Stage 1 All matters affecting an individual employee must be submitted in writing and discussed in the first instance between the employee and the immediate team leader/line manager who, after consultation, must give a formal reply within a period of time no longer than two working days. If the employee is not satisfied with the reply, stage 2 of this grievance procedure may be invoked. 4.9.2 Grievance Procedure Stage 2 A meeting will be arranged between the employee, the Trade Union representative/Shop Steward and the line Manager. This meeting must be held within five working days of the request. At this stage, the factory/site or location Manager may call on any technical, or other assistance which either the manager or the employee may require. If settlement is not achieved at this stage and a failure to agree is recorded, the line Manager must report the circumstances to the appropriate HR professional, and the Shop Steward to his local full-time trade union official.
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4.9.3 Grievance Procedure Stage 3 The appropriate HR professional and local full-time trade union official will arrange for a meeting to take place at the factory/workplace as soon as practicable. The Employee would normally be advised within 10 days of the proposed meeting. If settlement is not achieved at this stage, and a failure to agree is recorded, agreed minutes will be made setting out the main details of the matter in dispute. Additionally the HR professional concerned will refer the matter to an appropriate more senior level Manager; similarly the local full-time trade union official will refer to the full-time trade union officer with national responsibility for Remploy. 4.9.4 Grievance Procedure Stage 4 The appropriate Senior Line Manager/Director supported by the HR function will arrange a meeting to discuss the matter at the request of the full-time officer of the Trade Union with national responsibilities for Remploy, as soon as practicable. If settlement is not achieved, and a failure to agree is recorded, the matter may be referred by agreement to the National Joint Industrial Council (NJIC) 4.9.5 Grievance Procedure Stage 5 A quorum of the National Joint Industrial Council will discuss the matter as soon as practicable with the involvement of a Company Director. If settlement cannot be reached in this meeting, consideration will be given by both parties to what forms of conciliation and/or arbitration are open to them 4.10 STATUS QUO The procedure set out in the above paragraphs 4.3 to 4.9 are agreed for the prompt and efficient treatment of any matter arising, which could lead to dispute. In addition, it is agreed that: a) Until the procedure has been completed there shall be no lock out, stoppage of work, either partial or general, or any other form of industrial action; b) In the event of a dispute work shall proceed under conditions existing immediately prior to the dispute arising.
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The Company will not implement alterations to conditions of employment or wellestablished work practices until agreement has been reached, or this procedure has been exhausted. Matters affecting an individual employee must be taken through Stage 1 of the procedure. Matters affecting a group of workers, a whole factory, or a group of factories, may, by agreement, be injected into the procedure at the appropriate stage. The parties agree to seek a resolution of all issues at the earliest opportunity and at the lowest possible level in the Company. Matters raised under the Company Equal Opportunity Policy or matters of a serious nature such as bullying and harassment or any form of discrimination will be will be raised at least at Stage 3 of this Grievance Procedure.
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THE REMPLOY ACCORD PAY & HOURS OF WORK
SECTION 5 PAY & HOURS OF WORK 5.1 INTRODUCTION All Pay Rates and Salary Structures are updated at the time of Agreement and are contained in SCHEDULE A to this Accord. This section outlines principles and formula applied to pay rates where applicable. Any negotiated review of pay will always take account of the trade rates applied in the recognised trade areas; and where there are specific pay agreements following the integration of business purchased by Remploy these agreements will continue to be recognised unless and until they are replaced by a new agreement or understanding. 5.2 TRAINEES RATE Skill Grade Rate E in the pay schedule is the recognised skill grade upon commencement purposes for adult (18 years of age & over) weekly paid trainees 5.3 EMPLOYEES 18 YEARS OF AGE AND UNDER Weekly paid employees who are under 18 will receive a rate of pay ranging from 70% to 80% of the rate of pay applied to Skill Grade Rate E
5.4 BONUS ALLOWANCE (WEEKLY PAID EMPLOYEES) The parties agree that this pay system is being phased out as part of the harmonisation process and the latest position regarding Bonus Allowances for Weekly Paid Employees is detailed in SCHEDULE B of this Accord
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5.5 REGIONAL PAY ALLOWANCE (FORMERLY LONDON WEIGHTING) The details of current Regional Pay Allowance for the London area is detailed in SCHEDULE C of this Accord 5.6 MONTHLY PAID EMPLOYEES SHARE SCHEME This scheme introduced in 1998 has been suspended by the Company pending the introduction of new Job Families for existing Monthly Paid employees in Grades 1 to 8 5.7 TEAM LEADER JOB FAMILY A Team Leader Job Family pay structure was introduced in 2001 and forms a part of this Accord. Full details of this structure are held separately. 5.8 MOVEMENT FROM WEEKLY TO MONTHLY PAID STATUS OR UPGRADING WITHIN MONTHLY PAID STATUS Any upgradings will give a minimum of a 3% increase. Hourly rated employees who are promoted to a salary grade will be placed within the new grade at a point which ensures the minimum increase in earnings subject to a minimum increase of 750 per annum. Previous earnings to be taken into account to establish this differential will be: the average pay over the preceding 12 weeks, including bonus, but excluding overtime, shift payments and travel allowance. 5.9 COMPETENCE BASED SKILL GRADING SYSTEM It is agreed that there will be continued and urgent discussions to: i. Update the skill grade structures ii. Simplify the criteria for T grade iii. Form new Job Families iv. Bring together all issues that may relate to T grades, Leading Hands and Team Leaders and in the process seek greater flexibility between roles.
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The Agreed points of the Competence Based Skill Grade System for Weekly Paid Employees introduced in January 1996 are: a. There will be annual reviews of the scheme at local level to ensure that employees are maintaining their level of competence and that they are being given appropriate training to maintain and develop their skills. An annual report will be provided to the Consortium, which will give a full appraisal of the scheme throughout the Company. b. In the event of an individual being assessed as competent at a higher-grade level, upgrading to the higher level will be with immediate effect. c. All assessments must be carried out by a responsible person who shall have knowledge and experience of the work area they are assessing (e.g. Team Leader) and be verified by the Local Manager d. If there is an appeal against the assessment, the matter will be discussed using the grievance procedure if required e. In the event of a change of trade (or type of business), an individual will hold their existing grade as a personal right. Full consultation with the Trades Unions will be undertaken prior to such changes taking place. f. Employees aged 59 or over who are transferred to a lower skill grade will retain the existing skill grade as a personal right until retirement from service with the Company. g. Each Group scheme will be individually agreed with the Consortium of Trade Unions and a copy of the Group Scheme will be available at each location. The following conditions must be met: Skill Grade E Recognised as a training status (for a three month period only) where an individual has neither skills nor experience in the core business. Skill Grade D Relates to a level of competency in core areas of working safety, following instructions and maintaining product quality. Skill Grade C Relates to a level of competency in a partial range of technical areas core to the business
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Skill Grade B Relates to a level of competency in the full range of technical areas related to the core business. Skill Grade A Relates to a level of competency and flexibility in a full range of technical areas in a wide range of jobs. Skill Grade T Relates to a level of competency that includes further technical elements relating to a technician role in the relevant business area. Job Grades T, A, B & C require that quality and quantity be consistently at the Experienced Worker Standard level. Currently this means that a 40 minute hour (50 B.S.) performance level would normally be achieved. Consideration will always be given to trade skills and qualifications when assessing individual grades in accordance with accreditation of Prior Learning Agreement (Appendix 14). 5.10 PROTECTED AGREEMENTS (FURNITURE & BEDDING TRADES AND PRINTING) It is agreed, in the case of disabled employees engages on work within the furniture and bedding trades, that a comparison with the time rates for fit workers will be contained within the review of the pay structure at the settlement date. If, following this review, the aggregate of the Remploy basic rate, maximum skill grade and bonus payment at a 60 minute hour (75 B.S.) performance is less than the trade time rate, an adjustment will be made to the bonus scale applicable to disabled employees engaged in those trades. Similar arrangements will be made for disabled employees engaged on work covered by the British Printing Industries Federation Class 1 Rate. In this trade the fit workers time rate should be achieved by an aggregate if the bonus paid at a 45 minute hour (56 B.S.) performance, together with the maximum skill grade and basic Remploy rate. Any necessary adjustment at the agreed review to maintain this position will be made to the bonus scale applicable to disabled employees in printing and bookbinding factories.
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5.11 STANDARD HOURS OF WORK The standard working week is 35 hours. The standard working week at a Remploy location is contained in SCHEDULE D of this agreement By local negotiation, and agreement between local Remploy management and employees, through the process of joint consultation, the following arrangements may be operated at any Remploy location/factory or site: a. A 4.5 day pattern of working (half day on Fridays) in which the hours of work will be spread as evenly as possible with no single full day of more than 8.5 paid hours and a half day not more than five paid hours. It is also agreed that where Friday is a half-day the half-day will not be less than four hours. b. Provision must be made for an unpaid lunch break of not less than 30 minutes, Monday to Thursday and for 15-minute break during each morning, Monday to Friday, and each afternoon Monday to Thursday unless alternative arrangements are agreed locally. The general principles underlying this section were set out in the Framework Agreement, June 2000. See Appendix 16. 5.12 OVERTIME All parties (Trade Unions and Management) discourage overtime working as far as practicable. It is, however, recognised that overtime working may be necessary in certain circumstances. If such circumstances arise, the factory/location Manager will inform the Shop Steward. If appropriate the Manager will also seek the advice of the Occupational Health Advisor as to whether any particular employee is fit to work the extra hours required. All time in the standard working week that is worked each day before the employees normal starting time, and after the employees normal stopping time, is overtime. All time worked on Saturdays and Sundays is overtime. If notice of overtime working is given prior to the day to which the notice applies, overtime shall not begin in the case of each employee until that employee has completed the normal number of hours for that day. The parties agree that overtime premia will not apply until the standard working week has been worked (taking account of approved leave of absence e.g. Holidays, Certified Sickness, Hospital Appointments, Trade Union activities, etc including self certification).
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Additionally as a first step in establishing greater flexibility in working hours overtime pay may be substituted by time off in lieu (which reflects normal overtime premia) where the parties agree this is appropriate and sensible. Part time employees will receive overtime premia (See below) Overtime shall be calculated at the following rates: Monday to Saturday - Time and a half Sunday - Double time Statutory/Bank Holiday - If a day in lieu is not granted, double time for all hours worked in addition to the normal holiday pay. If a day in lieu with pay is granted, double time for all hours worked
PART TIME WORKING The employment of individuals on part time contracts is welcomed and encourages especially where this encourages greater diversity in the workforce and caters for disability related issues. Employees on permanent contracts will have the same terms and conditions of employment as full time employees applied on a pro rata basis. All parties will encourage the application of systems such as Job Sharing where it is appropriate and suitable to individuals and their Manager. See Appendix 15 Agreement on Part Time Working 5.14 OVERTIME PAYMENTS FOR PART-TIME WORKERS
Part time workers will now be paid after the contractual hours of work are completed. Employees who work regular and continuous overtime will be subject to further discussions regarding their contractual hours. 1/5/2008
5.15 SHIFT WORKING In the interest of making the most effective use of resources, it may be desirable to have greater flexibility in the patterns of working hours for all employees, and to operate a double day and/or night shift system. The standard two shift system is defined in Remploy as two periods of standard work time of 7.5 hours per day; five days per week (not overtime) which either commence on or before 7.00am or finish by 10:00pm and each employee works on each shift on alternate weeks. A night shift is defined as
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a period of standard work time 7 hours per days; five days per week, commencing on or after 10:00pm. On each shift there will be two 15 minute paid tea breaks, and one half hour unpaid meal break. Where a more flexible approach is required, the standard shift pattern may be varied by local negotiations, subject to the hours of the standard working week (outlined in Schedule D) being worked each week and paid at the premium levels above. The introduction of shift work represents a major change in working conditions, and consequently the maximum consultation will take place to achieve with the minimum of disruption. The local full-time union official will be notified of any proposal to introduce shift working. Shift working will be on a voluntary basis by any employee able to do so taking account of the individuals disability. Employees asked to volunteer for shift work will be given at least two weeks notice in writing of this request. It is agreed that where full fixed shifts operate commencing from 6:00am and/or 2:00pm, shift allowance of 22.5% will apply. In addition to normal payments, a shift premium of 22.5% of the shift workers hourly pay rate will be paid for each hour worked to employees working a two shift system. A shift premium of 33.3% of the shift workers hourly pay rate will be paid for each worked hour to employees working a night shift. The shift premium will count towards the calculation of earnings linked benefits, such as holiday pay, sick pay etc. The pay rate for these purposes is defined as the individuals hourly rate plus any other earnings, except Bonus, First Aid Allowance and Safety Officers Allowance.
Removal of Shifts and Associated Payments In situations where business requirements have changed and it has become necessary to end shift working, the following notice periods will be applied to withdrawal of shift payments: Length of Time on Shift < 6 Months > 6 Months < 12 Months >12 Month Notice Given 4 Weeks Notice 8 Weeks Notice 12 Weeks Notice
5.16 PAYMENT METHODS (CASHLESS PAY) All employees of the Company will be paid weekly/monthly (according to contract) by direct transfer into a bank, Building Society or Post Office of their choice. 5.17 ALLOWANCES AND FIXED PAYMENTS Allowances and Fixed payments are included in SCHEDULE E of this Accord
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5.18 LEADING HANDS It is the Companys policy to encourage the appointment of Leading Hands, both as a means of improving leadership as well as opening avenues of promotion and internal progression. Employees appointed as Leading Hands will be entitled to receive a special allowance detailed in SCHEDULE E of this Accord. In addition to this allowance, Leading Hands in factories/locations where there is an individual bonus scheme should be paid their actual bonus earnings, or the average of the factory, or section, whichever is the greater. The duties of Leading Hands will include:i. Active leadership of his/her appropriate team/section under the guidance of a Team Leader or Manager ii. Maintenance of a continuous flow of work to appropriate quality standards from the section under the direction of the nominated Team Leader/Manager iii. Assist the Team Leader and/or Manager in the training of new employees iv. Under the guidance of the Team Leader/Manager, act as a utility operative to cover absenteeism and other circumstances. When working on direct production, Leading Hands will still complete daily work sheets for production control and bonus purposes. Leading Hands will normally be appointed on a probationary basis for a period not exceeding three months in duration. The Leading Hand allowance will be withdrawn if there is a failure to maintain the necessary standards, or if for any reason the responsibility of the Leading Hand is discontinued. Not less than three months notice of withdrawal of the allowance will be given. 5.19 TRAVEL ALLOWANCES Travel Allowances are detailed in SCHEDULE E of this Accord
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5.20 LOST TIME DUE TO LATENESS Employees who lost time by lateness will incur deductions of pay on a daily basis, in accordance with the following scales: Amount of Time Lost Up to 5 minutes 6 minutes to 15 minutes 16 minutes to 30 minutes 31 minutes to 45 minutes 46 minutes to 60 minutes For each additional period of 15 minutes Deduction Nil 15 minutes pay 30 minutes pay 45 minutes pay 1 hours pay An additional 15 minutes pay
Any payment in respect of wages, or in lieu of wages, made to employees for time lost in exceptional circumstances, such as extreme weather conditions of the failure of local transport services, will be at the discretion of the Company and will not be subject to any hard or fast rules. Each case, or set of circumstances, will be treated entirely on its merits. Any payment will be based on the number of hours that would normally have been worked on that day. 5.21 EXTRA DUTY ALLOWANCES See Schedule E for details
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THE REMPLOY ACCORD HOLIDAY ENTITLEMENT & PAYMENT
SECTION 6 HOLIDAY ENTITLEMENT & PAYMENT 6.1 ANNUAL HOLIDAYS a) A paid annual holiday of up to 175 hours will be allowed each year between 1st January and 31st December (i.e. the holiday year). A day is defined as any day, Monday to Friday and reflects the hours worked on that particular day. b) Management will have the right to decide whether the factory will be closed or not for two weeks between 1st May and 30th September, for the annual summer holiday and for up to five days during the Christmas and New Year Period subject to business needs.. The latter closures for the summer holiday will be matter for local consultation. The balance of holiday entitlement will be taken on dates, individual or as a block, to be mutually agreed between the employees and management. Prior to 1st January annually, management will publish details on the factory notice board of the commencing dates and duration of those holiday periods in the holiday year when the factory will be completely closed. c) Employees with less than one years service will be entitled to paid holiday pro rata to their length of service, calculated on the basis of full entitlement of 175 hours. 6.2 SERVICE DAYS a) The Standard annual holiday entitlement (less than 2 years service) = total currently 175 hours (equating to 5 standard weeks) and for long serving employees this entitlement is extended as follows: On completion of 2 years service, add one additional day reflecting the hours worked on that day On completion of 5 years service, add one further day and reflects the hours worked on that day b) From 1st January 2003 application of these service days applied from the date that the required length of service has been completed. c) In calculating an employees paid annual holiday entitlement, certified sick absence during the qualifying period will be counted as paid employment.
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THE REMPLOY ACCORD HOLIDAY ENTITLEMENT & PAYMENT
d) If an employee terminates his employment without having given or worked the notice required, holiday pay equal to the amount of wages which the employee would be entitled to receive for working the number of hours by which the notice (if any) actually given and worked falls short of the standard working week, will be deducted from the holiday days accrued. 6.3 STATUTORY HOLIDAYS a) In addition to the annual holiday entitlement, employees will be entitled to paid statutory holidays. There are currently eight such holidays. The days on which these holidays are taken will be a matter for local arrangement, depending upon custom and practice in the area. For the purpose of entitlement, any statutory holiday is to be regarded as a whole day. b) Where a Statutory Holiday falls outside of a normal working day (e.g. Good Friday) arrangements will be made locally to take the statutory holiday on an alternative day c) Statutory holidays for employees on Part Time contracts or Job Share Arrangement will be applied on a pro rata basis 6.4 PAYMENT FOR ANNUAL AND STATUTORY HOLIDAYS The amount of payment for each statutory holiday will be based on the number of hours that would normally have been worked on that day. 6.5 NOTICE To allow the business to deal optimally the notice period normally required from the employee will be twice the length of holiday requirement, e.g. one day = two days notice; one week = two weeks notice. Some sites operate a mix of 10/15% holiday allowance of the factory workforce and holiday at any one time. This will be on sites not operating shutdown periods. MINIMUM HOLIDAY The minimum holiday allowed is 2 hours.
6.6 DEFERRED ACCRUED HOLIDAYS For those who were on the weekly payroll prior to 1 January 2001 (and who have remained on it) had the staggered accrual year, (1st July to 30 June). Arrangements are in place so that any leavers due annual leave from July to June are paid for the 91 hours at their current hourly rate. (Appendix 18) 41
THE REMPLOY ACCORD ATTENDANCE AT WORK
SECTION 7 ATTENDANCE AT WORK See also Appendix 3 - Attendance at Work Agreement & Processes 7.1 ELIGIBILITY FOR SICK PAY BENEFIT Eligibility for sick benefit will be based on the length of contractual service at the commencement of the scheme year with a limited benefit for employees joining the Company in the preceding six months. Contractual service is defined as all paid, or unpaid, service from the start of the current engagement (i.e. date of reckonable service on engagement on Contract of Employment). The minutes of the meeting held on 13th
April 2006 were noted in relation to Harmonisation of Sick Pay in the Remploy Pay and Conditions Proposal for 2006. It had been agreed to remove the principle of the rolling year. The scale of benefits for all Weekly Paid Employees is: -
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Monthly Paid Employees who were employed before the 1st January 2000 retain the previous sick pay benefits applying to them, as follows:
NOTE: a) A working day is defined as any day; Monday to Friday. b) Unused Sick Pay Benefit cannot be carried forward to the next benefit year. c) Employees who complete 3 months service by 5th October of the scheme year will be entitled to an allowance of 15 working days for the period from 6th October - 5th April. d) Individuals entering a new sick pay year who have completed 3 months service will quality for up to 35 working days sick pay benefit from the start of the scheme year. 7.2 EXCLUSION OF BENEFIT No payment of sick pay benefit will be made for:a) Saturdays, Sundays and days of annual or statutory holiday involving factory closure. b) Incapacity, caused by, or attributed to:(i) The employees own misconduct (ii) Any gainful occupation outside Remploy Limited (iii) Accidents involving Third Party claims c) Employees who exhaust their sick pay benefit will not qualify for paid absence in the next benefit year unless and until they have been in attendance for an aggregate of 20 working days since the last day of paid absence.
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7.3 CALCULATION OF SICK PAY BENEFIT a) The entitlement of employees to Statutory Sickness Payments, will be offset against payments made under the Companys Sick Pay Scheme. b) Married women who have exercised their rights to pay the reduced rate of National Insurance contributions, are entitled to Statutory Sick Pay. c) Employees over retirement age at commencement of sick absence, cease to have an entitlement to Statutory Sick Pay 7.4 CALCULATION OF BENEFITS OUTSTANDING The benefit of sick pay outstanding in respect of any period of illness will be calculated by deducting from the twelve monthly allowance the total number of days of sick pay, taken in the period of the scheme year i.e. (from 6th April immediately preceding the first day of absence). No account will be taken of unpaid absence of any kind, or days for which only Statutory Sick payments are made. Where a span of absence falls at the end of one benefit year, and extends into the next benefit year, payment will be made up to the limit of outstanding allowance calculated in accordance with paragraph 7.1. That portion of paid absence from 6th April onwards will be set against the allowance in the new benefit year. This does not exclude persons who have re-qualified. The entitlement of employees to Statutory Sickness payments, or to National Insurance or Injury benefits will be offset against payments made under the Companys Sick Pay Scheme. 7.5 ACCIDENTS - THIRD PARTY CLAIMS a) If an employee is absent as a result of injury in an accident in which a Third Party is involved, and if any action for damages has been alleged against a Third Party, the employee will not be allowed Company sick pay. Instead, they will receive their entitlement to Statutory Sick Pay, together with a cash advance which in aggregate with Statutory Sick Pay, will not amount to more than the sum they would have received from the Company had their absence been due to ordinary sickness.
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b) If the action for damages is successful, and whether or not any lump sum awarded includes any amount in respect of loss of earnings, the employee is required to refund to the Company the advances referred to in paragraph 7.5(a), or if the lump sum awarded is less than the advances received, the amount of the award, or such part of the award as the Company may decide is fair and reasonable, after taking into account legal expenses and other factors which may be considered relevant. c) If the sums advanced are refunded in full, the period of absence will not count against the sickness allowance. If a refund is made in part only, that part of the absence for which no refund is made will be recognised as sick absence and counted against the allowance. 7.6 INCOME TAX Statutory Sick Pay, and sick pay benefits, as defined above, are liable to Income Tax. 7.7 PAYMENT OF SICK PAY Sick Pay benefit will be paid in the normal payroll process (i.e. Monthly or weekly in line with normal pay frequency) 7.8 STATUTORY SICK PAY a) The Company has the responsibility for the payment of Statutory Sick Pay to all entitled employees. It shall be the duty of the employees to co-operate with the Company in the efficient operation of Absence for Work Rules and the other systems established to identify the commencement, the duration, of absence for such systems. This is necessary to ensure that employees receive the monies due to them under Statutory Sick Pay rules. b) The period of entitlement to Statutory Sick Pay is currently set at a maximum of twenty-eight weeks in any linked SSP period, and the payment due will be offset against any payments made under the Remploy Sick Pay Scheme to which the employee may be entitled. When an employee has exhausted his or her entitlement to Statutory Sick Pay, then the employee will be transferred to the State Benefit Scheme. c) Statutory Sick Pay will form part of the gross earnings for the calculation of Income Tax, National Insurance contributions, and Company Pension Scheme contributions.
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d) Qualifying days for Statutory Sick Pay purposes will be those days upon which the employee would actually have been at work if he or she had not been sick. Normally these will be Monday to Friday, but will be scheduled working days for part-time and shift workers. These defined qualifying days, for Statutory Sick Pay purposes, also apply to those days of holiday entitlement when the employee would not normally be expected at work. e) On the first day of absence, the employee is expected to communicate by the best means available, to the Team Leader/Line Manager, the reasons for absence and indicating how long the absence may last. Late notification, without good cause, may prejudice entitlement to benefit. For all absences of up to seven calendar days duration, which are due to medical incapacity, the employee will be required to complete a form of self-certification. If the absence continues for more than seven days, a doctors statement will be required covering the eighth day onwards. f) If, for whatever reasons, it is decided that Statutory Sick Pay should not be paid to an employee for a qualifying day, the decision must be explained to the employee. If the employee does not agree with the decision, the matter will be dealt with through the grievance procedure. If, after Stage 3 of the grievance procedure, the matter is still not settled, the employee will be expected to ask for a written statement about the disputed Statutory Sick Pay position in order that the matter can be placed before the DSS Insurance Officer for decision. This written statement must be given to the employee within seven days of the request being made and will show the following: The days in the period concerned for which SSP is payable; The amount of SSP to which the employee is regarded as entitled for each of those days; Why the employee has not been paid SSP for other days in the period concerned. 7.9 LONG TERM ABSENCE Details of the arrangements for Long Term Absence and Ill Health Retirement are contained in the Attendance at Work Appendix 3 to this Accord
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7.10 EMPLOYEES SENT HOME SICK DURING THE WORKING DAY Managers have the discretion to pay employees who fall sick during the working day. Whilst Managers should exercise this discretion generously, payment will only be made when the Manager is reasonably satisfied that the employee is too ill to perform his/her normal duties. Payment will not count against the Sick Pay Scheme. Payment for any subsequent days of absence will be treated in accordance with the Companys Sick Pay Scheme 7.11 ATTENDANCE AT CLINICS (INCLUDING CANCER SCREENING CLINICS) Employees will be entitled to normal pay/salary to attend hospitals, clinics etc. Payment will be made against a certificate indicating the time of arrival and departure at the clinics. Payment for agreed travelling time will also be made. Employees who are provided leave from work to attend cancer-screening clinics will receive payment in accordance with this paragraph. 7.12 SPECIAL LEAVE 7.12.1 Purpose This policy aims to provide guidelines for consideration and approval of special leave for domestic, personal or family matters. The objective is to help balance the demands of domestic and work responsibilities at times of urgent need, through the provision of paid or unpaid leave, according to circumstances. 7.12.2 Qualification Period For any employee to qualify for either of the special leave provisions outlined below, they must have completed one years continuous service with the Company prior to commencement of the special leave period. 7.12.3 Range of the Provision Types of special leave are: Carer Leave This type of leave is to provide a compassionate and immediate response and will be essentially short term and with pay. This would not normally exceed ten working days in any twelve month rolling period. The needs covered will be those arising from domestic situations and include bereavement or serious illness of a relative or dependent, breakdown of normal carer arrangements, and making arrangements for longer term coping with a carer problem.
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The length of leave allowed will be subject to the discretion of the employees line manager but should be reasonable in regard to the circumstances creating the need for carer leave. However, it is agreed that whenever an individual requests bereavement leave involving a relative, dependent or partner this will be taken in units of complete days. Parental Leave This type of leave is essentially long term and unpaid. Up to 3 months leave in any one rolling 12 month period would be allowed for carers looking after their own or adopted children. A paid period of up to 10 working days will be allowed within the 3 month leave period, which would normally be made available at the time of birth, or at the time when an adopted child comes under the adoptive parents full time care. Arrangements concerning parental leave should be made well in advance of the required leave period to enable line management to organise alternative working arrangements. MATERNITY RIGHTS (See also new Maternity policy Appendix 4) Right to time off when Pregnant Any woman who is pregnant will have the right to paid time off to attend antenatal clinic appointments. Such time off will include time off for antenatal classes and relaxation classes. The amount of time off will be sufficient to allow all appointments to be kept. Prior notification of dates and absence to the persons line manager is expected as a matter of good practice and courtesy. In addition to the above, any employee whose partner is pregnant will be entitled to accompany his/her partner to clinic appointments when ultra sound scans are being performed. Timing and Duration of Maternity Leave Maternity leave may start at any time of the employees choice, after the 11th week before the expected date of childbirth. Any pregnant employee taking maternity leave is entitled to a further period of absence of up to 29 weeks following the birth of the child, making a total potential maternity leave period of one year.
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Pay during Maternity Leave Any pregnant employee with 6 months service at the 15th week before the baby is due will be entitled to 18 weeks at 90% of full pay during maternity leave irrespective of whether she returns to work after the birth of the child. The balance of the 10% for the 26 weeks will be paid to the employee in the form of a lump sum 1 month after her returning to work as an incentive for working mothers to resume their careers with the Company. Monies paid during maternity leave are inclusive of Statutory Maternity Pay. Any employee with less than 26 weeks service at the 15th week before the baby is due will be entitled to Statutory Maternity Pay only. Monthly employees taking maternity leave will be paid monthly for the paid period of leave and weekly employees will be paid weekly. The calculation will be on a weekly basis. Notification Employees should give as much notice as possible but a minimum of 21 days of her intention to take maternity leave, and of her intention to return to work. Failure to do so will affect her rights under this policy. Right of Return from Maternity Leave Any woman employed by the Company at the time of her pregnancy and beyond the 11th week before her expected confinement, will be permitted to take maternity leave UUand to return to her former job after the baby is born. No employee on maternity leave will be made redundant. If in exceptional circumstances an employee on maternity leave is the holder of a job that is deemed to be surplus to requirements, i.e. potentially redundant, she will retain the right to return and all possible alternative job opportunities will be properly investigated and offered to her on her return. In such circumstances there will be a period of no less than two months following the return of the woman after the birth of her child, when the normal redundancy consultation and avoidance measures will be followed. If following this period there is no alternative to redundancy, the full provisions of the redundancy agreement will be implemented. AGREED JANUARY 1998 Paras 8.36 to 8.39 PAGE 49
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Other Conditions of Employment All benefits continue to accrue during the period of maternity leave. This includes annual leave, pensionable service, sick pay/sick leave entitlement and accrual of holiday pay and sick pay benefit. Maternity leave whether paid or unpaid does not represent a break in service. During the period of paid leave, the employee will continue to have deductions made in respect of her pension contribution. In any period of unpaid leave, the employee may choose to make payments equivalent to her pension contribution or may decide otherwise, entirely at her discretion. Annual Leave An employee may at her choice combine a period of maternity leave with annual leave at either end of the maternity period. Standard annual leave rules apply. Sick Leave Employees will accrue service for the purpose of Sick Pay benefit whilst on maternity leave. 7.14 MATTERS ARISING AROUND MATERNITY 7.14.1 Health & Safety Issues When an employee notifies her line manager that she is pregnant, the line manager will be responsible for reviewing her work and all risk assessments and physical environment The line manager must consult with the employee in conducting the review. Examples of hazards which might arise are physical obstacles, uncomfortable working positions or the need to carry heavy loads, it may often be possible to reduce or remove risks by more flexible ways of working or hours of work. Should any pregnant woman be concerned about the risk of working with VDUs she should discuss this with her line manager as part of the health and safety review. Every effort will then be made by the Company to find alternative work if required 7.14.2 Post Natal Care The employee will be given time off to attend postnatal clinical appointments.
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7.14.3 Miscarriage, Stillbirth and Infant Death This section applies to all employees, irrespective of whether they originally intended to return to work after the birth of a child. If the baby is still born or miscarried before the expected week of delivery, normal sick leave and sick pay will apply. Sympathetic consideration will be given by the employees line manager for extended leave in these circumstances. 7.14.4 Early Birth Should the baby be born before the employee has started maternity leave. The leave shall start the day after the baby is born (applies to all employees whether or not they are intending to return to work). If the employee was intending to return to work the return date will therefore be sooner than previously anticipated. 7.14.5 Contact during Maternity Leave It is important that the line manager keeps in touch with the returning employee during her maternity leave. Regulation information should be provided on work presently undertaken, and on likely new projects. 7.14.6 Dismissal No pregnant employee shall be dismissed by sole reason of her pregnancy in any circumstances. 7.14.7 Returning to Work It will be acceptable for employees returning from maternity leave to return on reduced hours with pay on a pro-rata basis, for a period of two months initially, and longer by agreement. During the two month period the employee retains an automatic facility to resume full time working. During any extended period of reduced hours, the facility will, where possible, be retained for a further period which will be mutually agreed. At the end of this, any decision to continue on reduced hours will be treated as a variation in the employment contract, and any subsequent reversal to the previous hours of working will be subject to usual process of discussion and agreement having regard to the staffing needs of the Company at the time. ADOPTION LEAVE (see also new adoption leave policy Appendix 4 ) Any employee who is adopting a newly born child is entitled to a period of paid adoption leave, if the employee is to be the principal carer of the child the total period of adoption leave will be equivalent to the total allowed for
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maternity leave Where an employee is planning to foster a child, adoption leave will not apply in the same way as specified above. 7.16 PREPARATION FOR RETIREMENT LEAVE Employees will be entitled to one days paid preparation leave for each calendar year of service, achieved at the birthday immediately before their final year which will be on or after their 59th birthday. This facility is given to allow employees the opportunity to prepare for retirement in their last year of service by taking the time in the form of an adjustment to a shorter working week or for leisure or educational purposes. With this in mind Preparation Leave should be planned with the help of the Factory Manager well in advance of the actual leave dates which will be mutually agreed. Employees who elect to retire between the age of 60 and 65 will defer taking their Preparation for Retirement Leave until the year prior to their intended - and notified retirement date. Preparation for Retirement Leave will only be granted once, and will be taken in the final year of service. Where one full years notice of early retirement is not given, pre-retirement days will be pro-rated. 7.17 TIME OFF FOR PUBLIC DUTIES Time off for public duties will be paid at normal rates of pay for the time spent carrying out public duty functions such as Councillor and Justice of the Peace. Employees must show evidence to their manager of their public duty role and give reasonable notice of the time off required. 7.18 SECONDMENT See Appendix 9 it should be noted that the current secondment policy has only been agreed with the GMB and not the Consortium.
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THE REMPLOY ACCORD JOB FAMILIES & PAY STRUCTURES
SECTION 8: JOB EVALUATION SCHEMES Pending the introduction of new Job Families for existing Monthly Paid Employees in Grade 1 to 8 Management will apply an appropriate grade to new or changed jobs within those grades.
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THE REMPLOY ACCORD CESSATION OF EMPLOYMENT
SECTION 9 CESSATION OF EMPLOYMENT 9.1 PROBATIONARY PERIOD The first three months of an employees service with the Company will be regarded as a probationary period, during which time the Company may terminate the engagement with one weeks notice or a weeks pay in lieu of notice, if it is satisfied that the employee will not prove satisfactory. Trade Union Representative will be informed of progress throughout the probationary period. In some cases, at Management discretion but following consultation and agreement with Trade Union Representatives, the probationary period may be extended. 9.2 ENTITLEMENT TO NOTICE Except in cases of dismissal for gross misconduct, employees whose services are terminated by the Company will be given notice in accordance with the following timetable:Weekly Paid Staff: Length of Continuous Service Less than 2 years 2 years to 12 years 12 years or more Monthly Paid Staff: Notice by the employee: During the initial review period After the initial review period Notice by the Company: During the initial review period Less than 5 years service 5 years service or more One week One month One week per completed year of service (maximum of 12 weeks) One week One month Notice to be Given One week One week for each completed year of service 12 weeks
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Irrespective of length of service, employees shall give the Company at least one weeks notice of their intention to terminate their employment. 9.3 TERMINATION PAY In all cases of termination, except gross misconduct, minimum pay during notice shall be paid in accordance with current legislation. 9.4 PROCEDURE FOR DEALING WITH REDUNDANCIES Persons Affected and Definition of Redundancy The provision of this Agreement shall apply to Remploy employees whose employment with the Company is terminated in circumstances in which they would be entitled to a redundancy payment under Section 81 of the Employment Rights Act, (1996). However, the parties to this Agreement recognise that the best way of achieving security of employment is through the continuing effective operation of the Company and its activities. They will seek to avoid situations which lead to a loss of employment, as far as possible. 9.5 CONSULTATION PROCESS a) In all instances of possible redundancies affecting employees covered by this Accord a Trade Union Officer will be notified. The appropriate full-time union officials with national responsibility for Remploy Staff will be notified in writing at the earliest opportunity of the possibility of any redundancies occurring at any location in Remploy. Local full-time officials and lay representatives will also be advised of the possibility of redundancies in locations where they have members. b) The Company will then commence consultation with appropriate union representatives, including full-time officials, with a view to reaching an agreement. In order to facilitate meaningful consultation, the Company will provide union representatives with all relevant information. c) Where it is agreed a reduction in jobs cannot be avoided, the Company will, in the first instance, invite volunteers from the factory or area affected. A volunteer will be accepted at the discretion of management.
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d) If, following the above procedures, the required reduction in staff has not been achieved, the Company will select staff for redundancy on the basis of Last in, First out. Where the Company wish to use other criteria for selection consultation will take place with the appropriate union officials with a view to reaching an agreement on the method of selection. 9.6 NOTICE OF REDUNDANCY In all cases notice of a potential redundancy situation will be given to the unions and to individual employees at the earliest opportunity. No individual employee will be served formal notice of termination until the consultative procedures set out in paragraph 9.5 have been exhausted. Individual employees will receive notice in accordance with their contract of employment. Redundancy payments made under this Agreement shall be in fulfilment of Remploys liabilities under the Employment Rights Act (1996) and the amount of such payments shall be offset against payments made under this Agreement. Any Monthly Paid employee who commenced employment after 1st April 2000 or non disabled Weekly Paid employee made redundant shall, provided he/she has a minimum of 52 weeks continuous service with Remploy, calculated in accordance with the Employment Rights Act (1996), be entitled to a redundancy payment in accordance with the following formula: All employees under 65 years of age, 3 weeks for each completed year of service. Subject to Ray Fletcher ( HR Director) letter dated 29th March 2000, existing monthly paid employees whose service reaches 8 years or more will then be entitled to one months pay for each year of completed service in line with our current agreement
Employees who were employed on Monthly Paid contracts before 1st April 2000 retain their previous Redundancy payment entitlement.
Staff with 8 years service or more One months pay for each year of service subject to a maximum of 25 years service
Redundancy payments and completed years of service shall be calculated in accordance with the provision of Section 81 of the Employment Rights Act (1996) and accordingly a reference to a particular age shall mean that anniversary of date of birth.
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9.7 PERSONS MADE REDUNDANT WHO LEAVE VOLUNTARILY BEFORE THEIR SERVICES ARE NO LONGER REQUIRED Persons given warning of redundancy may, with the agreement of management, resign their appointments before receiving formal notice. In these circumstances they will receive the full redundancy payment based on service and salary at the date of leaving. Such agreement will not be unreasonably refused. Persons given warning of redundancy who leave prior to formal notice, without the agreement of management, will only qualify for half the redundancy payments payable in accordance with the above scale. Every effort will be made to offer alternative employment to those whose jobs become redundant. If a person is offered and accepts alternative employment, such retraining as necessary and practicable will then be arranged. 9.8 COMPENSATION PAYMENTS IN LIEU OF REDUNDANCY If the alternative offer is in a lower grade, the person will receive monetary compensation equivalent to the difference between his existing salary and new rate of pay (calculated on an annual basis) in accordance with the following scale:Years of Service Up to 4 years 5 to 9 years 10 to 14 years 15 to 19 years 20 to 24 years 25 and above Difference between old & new annual salary, multiplied by:1 2 3 4 5 6
This compensation award is subject to this payment not exceeding the equivalent amount that the employee would have received had he been made redundant.
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The definitions of existing salary at new rate of pay are:(i) Existing salary consists of basic pay plus any permanent allowance (e.g. shift premium, first aid allowance, and in the case of sales staff average commission over the last 3 months). (ii) New rate of pay consists of basic pay and skill grade payments plus any permanent allowances (shift premium, first aid allowance and leading hands allowance) A person who refuses reasonable alternative employment may not qualify for a redundancy payment unless, in the opinion of the Directors, he has good personal reasons for doing so. A person who refuses an offer of alternative employment in a lower grade will qualify for full redundancy payment. Staff accepting alternative employment in which the terms and conditions differ from those of the former contract will be given a three month trial period in the new post. The new contract may be terminated by either side during this period, in which case the redundancy provisions in this agreement will apply based on service and salary on the last date of the original contract. Any payment will be offset against the redundancy payment. Staff will be paid any additional travelling expenses during the trial period in consequence of relocation. Staff requested by management to relocate to another region will receive relocation expenses in accordance with the Company policy. Employees requested by management to relocate to another region/location involving more than one hours travel will receive relocation expenses in accordance with the Company policy Disabled employees, as far as is reasonably possible, will always be offered alternative employment, and for staff employees if other monthly paid posts are not available, they will be offered alternative employment as weekly paid employees providing a Remploy factory or an Interwork placement is within reasonable travelling distance from their home. In addition to the provision of paragraphs above, employees who are transferred to weekly paid status will retain their existing number of annual holidays and their existing service related sick leave period as laid out in their monthly paid contracts. This provision is for a period of twelve months following the reduction in status. Thereafter, the appropriate weekly paid benefits of the sick pay and holidays will apply. In calculating weekly paid benefits, service in their previous Monthly paid post will be taken into account.
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9.9 AGE 65 AND OVER The following statement was agreed between the Trade Unions and the Company on 15th December 2004. Both the Company and Unions understand how important pensions are to all people. Earlier in the year we explained that Remploy and the Unions are committed to maintaining a final salary pension scheme for long serving employees. We have worked with the Unions to agree the changes to the Remploy Limited Pension and Assurance Scheme that will be necessary for us to do this. A brief summary of how these changes will affect you are noted below: 1. The minimum age from when you can request to retire early will be increased from age 50 to 55. Members will still be able to request to retire early on the grounds of ill health at any age. The Company and Unions will be undertaking a joint review of the current ill health terms with a view to improving the current terms but until these have been agreed and communicated, if you retire early on the grounds of ill health you will continue to have the existing early retirement terms applied to all pension benefits. 2. If you are not a member of the Final salary scheme and retire before aged 65, but not on ill health grounds, your pension will be reduced to reflect that you will be receiving it for longer. The existing reductions that are used will continue to apply to all your pension benefits earned up to 1st January 2005 but a different reduction will apply to all your pension benefits earned after 1st January 2005. These new reductions will reduce pensions by a larger amount but will more fairly reflect the longer period over which pensions are expected to be paid. 3. The normal retirement age will still be 65, but with the Companys agreement, you will be able to continue working after 65 and to continue to pay pension contributions. Your pension will become payable at the point you actually retire. To link with the change in working hours after 29th November 2004, a member of the Scheme will be classified part time if they contractually work less than 35 hours a week.
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THE REMPLOY ACCORD PENSION SCHEME
SECTION 10 - PENSION SCHEME 10.0 MEMBERSHIP Employees working 8 hours or over will be eligible to join the COMP section of the Remploy Pension Scheme on joining the Company, if they are aged 18 or over and under 64. Full details of the pension scheme are contained in the scheme booklet that is issued to each member upon joining the scheme. Replacement booklets may be obtained from the HR Department.
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REMPLOY ACCORD COMPUTER BASED EQUIPMENT
SECTION 11 COMPUTER BASED EQUIPMENT Full discussion will be held with staff representatives concerning changes in job requirements which occur as a result of the introduction and operation of computer based systems. Every effort will be made to ensure that job losses do not occur as a result of the introduction and operation of computer based systems. Should this happen, individuals concerned will, wherever possible, be offered alternative employment with the Company. Jobs which are changed as a result of the introduction and operation of computer based systems will be assessed by the grading committee under existing procedures. If an individuals job is down-graded as a result of the introduction and operation of computer systems, the individual salary will be administered in accordance with his/her existing grade. Every effort will be made to transfer the individual to a job in line with his/her existing grade. Any new employee filling a job which has been down-graded will be paid the correct rate for that job. As far as possible, and where skills are available, work will not be given to outside agencies. Should the need for this arise, staff representatives will be consulted. No individual will be required to work on a shift basis against their wishes if the provision for shift work is not contained within the Contract of Employment. Any difficulties arising will be dealt with in accordance with paragraphs above.
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REMPLOY ACCORD SCHEDULES & APPENDICES SCHEDULE A RATES OF PAY
From 1st May 2008 Weekly paid Skill Grade Rates as follows: Weekly Pay Rate 272.23 259.67 251.85 241.30 235.02 199.61
Skill Grade T Skill Grade A Skill Grade B Skill Grade C Skill Grade D Skill Grade E (Introductory Rate)
The following Grade Ranges for Monthly Paid employees apply from 2008 until replaced by new Job Families: Min Annual Salary 10,416 10,432 12,080 13,727 15,374 17,021 18,669 20,315 Max Annual Salary 15,265 17,295 19,734 21,336 23,468 25,883 27,882 30,463
Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Grade 7 Grade 8
This also provides new Team Leader pay levels from May 2008 of: Entry level Trained and Competent Advancing Advanced 15,331 18,547 22,139 24,521
To replace with 01/05/09 agreement
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REMPLOY ACCORD SCHEDULES & APPENDICES
SCHEDULE B BONUS ALLOWANCES Bonus Scheme Weekly Paid Employees An agreement was reached on the 15th June 2001 attached as Appendix 8, which whilst dealing with weekly paid employees bonus schemes, also references the issue of temporary transfer of employees between locations. General Changes to Bonus Allowance Payments will not lead to any reduction in productivity or output levels or any other restrictive practices. SCHEDULE C REGIONAL PAY ALLOWANCE London Weighting for all employees increased to 1,378.13 per annum from 1st July 2005. Applicable sites: Acton Barking Brixton Holloway Leatherhead (with effect from 1st July 2005)
SCHEDULE D
HOURS OF WORK
STANDARD WORKING WEEK A 35-hour week applies to all employees in the bargaining unit Issues relating to the practicalities of the introduction of the 35-hour week will form part of immediate and planned discussions to ensure that all business needs are taken account of when it is introduced All changes in the working week are proposed on the basis that there will not be a loss of output as a result of the changes in working hours.
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SCHEDULE E ALLOWANCES & FIXED PAYMENTS FIRST AID PAYMENTS (paid in June & December each year) First Aid Attendant 520 per annum Qualification and Re-qualification Payments 50 CALL OUT PAYMENT SUBSISTENCE PAYMENTS Overnight Day - Higher - Lower 41.50 per night 20.00 per night 2.80 per day 30.00 per time
Designed to reimburse employees travelling on Company business who are away from home for a period of more than 24 hours. The allowance does not cover duties undertaken less than 50 miles from the place of work or home, unless transport difficulties prevent travel home. The allowance is intended to reimburse expenses laid out for all accommodation and meals during the 24 hour period. Items such as personal telephone calls, newspapers and out-of-pocket expenses cannot be claimed in addition to the allowance. There are two levels of this payment. The higher level covers costs incurred by staying in a hotel or guest house. Where this is claimed the name and location of where the employee stayed must be declared on the expenses form. No receipt need be provided if this is done. If the employee incurs costs by staying with friends or relatives, the lower allowance may be claimed, again without any receipts. The payment is not subject to tax and NI and is paid through the expenses procedure. No receipts are required unless the expense outlayed is higher than the level of subsistence, whereupon receipts must be provided. USE OF PRIVATE CAR ON COMPANY BUSINESS: Up to 4000 miles Over 4000 miles 0.40 per mile 0.25 per mile
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SAFETY OFFICER ALLOWANCES from 1st April 2003 will be paid based on qualifications achieved: Safety Officer Level 1 (IOSH Managing Safely appointed by LRM) 720 pa Safety Officer Level 2 (NEBOSH Certificate or equivalent) 1500pa Safety Officer Level 3 (NEBOSH Diploma or equivalent) 3000pa LEADING HANDS ALLOWANCE from 1st January 2007 per standard week, increased to 14.27 per standard week. TRAVEL ALLOWANCES Weekly paid disabled employees will be entitled to claim 50% of their travel expenses necessarily incurred in travelling between their homes and places of work. Employees will be expected to make use of concessionary fares or the subsidised travel arrangements provided by some local authorities. Those employees in receipt of a travel allowance prior to 31st March 1980 will retain this allowance as a personal right and will be entitled to claim 50% of any increased cost from the date. Should employees travel costs be reduced after 31st March 1980, due to a change of address or other circumstances, the allowance granted as a personal right will be adjusted accordingly. The travel allowance will not be payable to employees in locations/factories where a Regional Pay Allowance (e.g. London Weighting) is paid. RETIREMENT GRATUITY An employee who retires from the Company within 10 years of normal retirement age (i.e. 65 years) with 10 years service will receive a Retirement Gratuity calculated on the basis of 25.00 for each year of completed service. Retirement gratuities will also be paid in accordance with the above formula to the following: An employee who retires from the Company within 10 years of normal retirement age (i.e. 65 years) with 10 years service will receive a Retirement Gratuity calculated on the basis Employees with 10 years service who leave on redundancy within 10 years of normal retirement age Employees with 10 years who retire on ill health grounds within 10 years of normal retirement age due to the state of their health is such that the possibility of their working again within a 2 year period is unlikely. In addition to the payment, employees will receive a wallet/purse
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EXTRA DUTY ALLOWANCE To qualify for the payment of Extra Duty Allowances, the employees concerned must have been requested by the Factory Manager to carry out the duties of staff covered by other pay agreements. Should an Extra Duty Allowance be authorised, it will be effective immediately and payable for the whole period during which the extra duty is undertaken. If the employee concerned is requested by the Factory Manager to carry out the full duties of a member of staff for a period exceeding 13 weeks, he will be paid the minimum wage commensurate with the Supervisory Grade of the job undertaken from the beginning of the 14th week.
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APPENDIX (1) Working Together - Outlining Responsibilities It is the collective responsibility of all concerned with Working Together to understand that the Companys mission is: To expand the opportunities for disabled people in sustainable employment within Remploy and the community it serves In order to ensure the success of Working Together, it is essential that all parties understand their own responsibilities. It is also essential that Employees, Trades Union Representatives and Management all accept a collective responsibility for the future success of the business. Underpinning principles must therefore be understood and ingrained within the culture of the business, accepted and actively promoted by all parties. The underpinning principles for mutual success and agreed responsibilities that follow are accepted by all and are adopted with immediate effect. They set the overall spirit; values and intent by which we will all benchmark our behaviour. Underpinning Principles For Mutual Success To continually seek improvement by reviewing the quality of what we do and the way we do it in order to be the best at what we do To encourage a culture of involvement and participation, setting high standards of honesty and integrity in our dealings in order to ensure an environment of openness, honesty and trust To encourage and support an environment where every employee can realise their full potential To follow both the spirit and the letter of the law with respect for the individual at the forefront of our values To resolve differences quickly and efficiently at the lowest appropriate level and always search for the win: win solution Positive external and internal promotion of Remploy Recognition of the needs of all employees, and both internal and external customers and stakeholders All parties, at all levels, to actively participate in the development of, maintenance of, and adherence to the Remploy Agreements. Each party to this framework has its own important role to play in delivering success. The following pages establish Codes Of Practice for Employee, Trades Union representatives and Management. These Codes highlight the responsibilities that the parties to this framework will undertake;
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To continually strive to develop ourselves through a willingness to train and actively seek and strive for personal and career progression To continually seek to improve personal effectiveness in the roles in which we are employed and demand the highest possible quality performance from ourselves To support a working environment that is fundamentally based around teamwork. We all work in teams and will contribute to discussions concerned with improving the ways of working within teams. To focus on how we can improve our service to our customers, both internal and external. To demonstrate tolerance and understanding towards colleagues regardless of gender, sexual orientation, religion, race or disability and to treat other employees with respect and dignity irrespective of status. To actively take part in any continuous improvement and communication processes. To be flexible in our attitude and approach to work and strive to remove barriers to flexibility wherever possible through mutual discussion and agreement. To support Remploys Mission and its agreed aims and objectives To adhere to and contribute to improving Health, Safety and Welfare policies To support the introduction and use of best practice methods, processes and techniques in the workplace To reduce costs wherever possible and minimise waste at all times To be prepared to transfer skills to work colleagues where appropriate to do so All employees will strive to achieve the above, taking into account the effects of individual disability and capabilities.
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To represent their members best interests in the world of work To continually support the Remploys Mission, particularly in the public domain To support Remploy as the leading organisation within the Supported Employment programme To participate in discussions concerning the future agreed direction of the Company and actively participate in the development of new ideas, agreed initiatives and change programmes to ensure organisational success To support best practice procedures and identify to the Company examples of models used elsewhere in industry and the Supported Employment programme. To quickly seek viable and agreed solutions to challenges with the Company when difficulties arise To highlight to employees the benefits associated with Trade Unions membership professionally and fairly Wherever appropriate and viable, to work with the Company on joint presentations and training programmes aimed to support the partnership process To support the principle of the resolution of differences at the lowest appropriate internal level and as quickly as possible To discuss in detail any issues of concern with the Company with the aim of resolution or clarification prior to the involvement or awareness of any parties beyond those immediately concerned To support efforts towards creating a non-confrontational climate in employment relations within the Company To assist in the development of a culture of participation and involvement To undertake recruitment of new members in a responsible and professional manner
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To manage and lead the Company, and do so in a manner that consistently supports the Companys Mission, aims and objectives. To work in partnership with the recognised Trades Unions and their Representatives and to implement the agreements to ensure the speedy resolution of differences at the lowest appropriate level. To recognise and respect the individuals who volunteer to take on the difficult role of being a Trade Union Show Steward/Representative and to seek to give every assistance in supporting them to discharge their duties To openly consult, discuss and publish its strategic plan for the business, and outline annual targets and objectives To invest in the future growth of the Company and the factory infrastructure To communicate, consult and negotiate regularly and effectively with employees through the recognised Trades Unions. To release relevant information when requested and encourage participation in the business wherever appropriate in order to build an atmosphere of openness and honesty at all levels. To ensure the health, safety and well-being of all employees and provide a safe working environment by fulfilling legal obligations with full consultation with recognised Trade Union Health & Safety Representatives. To create a rewarding, fulfilling and healthy work environment To be reasonable in its requests for employees to undertake changes in work To respect the rights and dignity of individuals, ensuring consistency and fairness of treatment creating a climate of trust To provide employees with the information, training, tools and equipment required to undertake their tasks safely, efficiently and effectively To identify individual training needs, invest in the training and development of employees and encourage external Host Companies to support training and development initiatives To provide high quality employment opportunities for Remploy employees wherever their place of work. To actively promote the benefits of Trade Union Membership to all employees and to Host Companies
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To allow recognised Trade Union Representatives access to appropriate training and facilities. To provide medical support services that will be continuously improved in order to encourage and support a healthy workforce.
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This Code of Practice applies to the arrangements between the Remploy and all the Joint Trades Union representatives and Full Time Officers involved in National Level discussions and negotiations. The codes apply equally to all parties and are designed to reinforce and promote the Working Together partnership that forms an integral part of the Remploy 21 strategy for business growth and progression of disabled people. This particular code supplements and reinforces the Underpinning Principles for Mutual Success contained earlier in these codes under the heading Working Together Outlining Responsibilities The code outlines the expected behaviour of all parties in achieving mutual success and builds on the agreed procedures and processes in the building of a positive partnership between employer, employees and the recognised Trades Unions who represent employees. All business at national level will be conducted in an environment where: The rights and dignity of individuals will be respected There is real application to building a climate of trust There is a commitment to the building of equal opportunities and dignity at work The language and behaviour applied in meetings and in communications is not regarded as offensive or abusive. Issues are dealt without recourse to the denigration of people and personalities There is an open and honest discussion of the issues to be resolved and progressed Opportunities will be provided for individuals to raise issues for discussion and resolution before any public statements are made. There is a commitment to the principle of resolution of differences at the lowest appropriate level and as quickly as possible There is a commitment to creating a non-confrontational climate in employment relations within the Company There is a commitment that no alteration to terms and conditions of employment will be made to individuals covered by The Remploy Accord without consultation and agreement with the Trade Union concerned There is a commitment to positively assist in the development of a culture of participation and involvement
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There is a commitment to work wherever appropriate on joint presentations and training programmes aimed particularly at promoting the partnership process There is a commitment to promote Remploy as the leading organisation in the field of supported employment There is a commitment to continually support the Remploy Mission, particularly in the public domain There is a commitment to promote Remploy in its commercial aspirations and business growth.
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APPENDIX (2)
1. Aim of the Policy on Bullying and Harassment 1.1 Remploy Ltd (the Company) and the Consortium of Trade Unions (the Consortium) are committed to implementing a policy and procedure that provides: A productive environment free from Bullying and Harassment Protects any victims of bullying and harassment Deals effectively with the bully or harasser. 1.2 The Company accepts its responsibility for preventing and dealing with bullying and harassment and, as with any other form of employee misconduct, such behaviour will be dealt with under the Companys disciplinary procedures. 1.3 The Trades Unions accept their responsibilities for preventing and dealing with bullying and harassment by Trade Union members including Trade Union representatives 1.4 This policy will be publicised widely throughout the Company initially through joint briefing sessions ands subsequently using a range of communications methods, e.g. displayed on notice boards, on the intranet, etc.. The policy will be incorporated into staff induction and training programmes and in health and safety training. This policy will also be available in accessible formats for blind and partially sighted people. Interpreters will be used to explain the policy for people who are deaf or without speech. 1.5 Agreed training will be provided for managers, HR professionals, team leaders and Trade Union representatives who make up the Remploy Consortium of Trades Unions. 1.6 The Company and the Consortium are aware that by the very nature of the workforce, a high proportion of Remploy employees maybe vulnerable to some form of bullying or harassment. 1.7 This policy statement is made on behalf of the Company and the Consortium and is a joint partnership for dealing with a very serious matter.
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2. The Effects of Bullying & Harassment 2.1 It is important not to underestimate the effects that bullying or harassment has on the individual, in particular, and the workforce in general. 2.2 Bullying causes stress and stress-related illness. It can leave the victim feeling upset, fearful, humiliated and vulnerable, which undermines their self-confidence and may cause suffering. 2.3 Bullying and harassment can also result in reduced job performance, absenteeism and high employee turnover. 2.4 It is an abuse of power when it involves a person in authority bullying or harassing those who undertake work for him or her. 3. What is Bullying and Harassment? 3.1 The Advisory, Conciliation and Arbitration Service (ACAS) say most people use the terms bullying and harassment interchangeably and therefore the terms are to be regarded as a single description for the purposes of this policy. 3.2 The definition used by this policy is: Any conduct based on age, sex, sexual orientation, gender reassignment, disability, HIV status, race, colour, language, religion, political, trade union or other opinion or belief, national or social origin, association with a minority, domestic circumstances, property, birth or other status which is unreciprocated or unwanted and which affects the dignity of men and women at work. 3.3 Bullying and Harassment may include: Verbal, written and/or visual intimidation - e.g. threats, shouting and swearing at the victim, jokes or insults to humiliate the victim in front of others or behind the victims back; offensive graffiti, pin-ups, messages or pictures including email and message texting. Physical intimidation, including assault. Ostracism and lack of support for difficult tasks or excessive supervision.
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Unfair allocation of work, changing work without consultation to include impossible deadlines or to make the job as boring as possible; taking credit for the victims work or deriding this work to supervisors, all to undermine the victims position. Refusing reasonable requests for leave or training or blocking promotion. In some cases, bullying may be organised so that one person leads a group into picking on a victim. In others, the bully picks a time when witnesses are not around. (Neither the above comments or following examples are exhaustive). 4. Recognising Bullying and Harassment some specific examples 4.1 Sexual Harassment may include: Unwelcome sexual advances, propositions or demands for sexual favours; Physical contact ranging from unnecessary touching through to sexual assault or rape: Unwanted or derogatory comments about dress or appearance; Leering and suggestive gestures; and Displaying offensive materials, pornographic pictures or pin-ups. 4.2 Racial Harassment may include: Physical attacks on co-workers, because of their race, colour, nationality or ethnic origin; Refusing to work with or deliberately isolating co-workers because of their race, colour, nationality or ethnic origin; Displaying racially offensive material; Racists jokes, banter, insinuations, insults and taunts; Unfair work allocation. 4.3 Harassment of disabled workers may include: Asking intimate questions about a persons disability; Use of offensive language, name calling, taunts, jokes, mockery; Assumptions that disabled people dont have a social life; The assumption that physical disability equals lack of intellect; Speaking to colleagues rather than to the person with a disability; Exclusion from workplace activities and social events; Questioning the existence of a non-apparent impairment; Unwelcome interference in an attempt to help with work or questioning a disabled persons work ability by, for example, over zealous scrutiny of sickness records; Uninvited touching; and Physical abuse or intimidation
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4.4 Harassment of Gay and Lesbian workers is not confined to workers who are out. Men and women who colleagues believe to be gay can be subjected to persistent questioning and intrusive behaviour. Lesbian and gay workers who are not out frequently have to suffer general homophobic comments or attitudes: Harassment of Gay and Lesbian workers may include: Unwelcome comments or jokes; Intimate questioning about some-ones personal or sexual life; Assuming that everyone is heterosexual; Making stereotypical assumptions about lesbians and gay men, including assuming that all gay men are HIV positive; Displaying or circulating homophobic or anti-gay materials; Gossip and speculation about some-ones sexuality; Excluding people because they are lesbian or gay; and Physical abuse or intimidation. 4.5 Harassment of workers on grounds of their age may include: Pressure to retire; or Assumptions or derogatory remarks about their ability or competence. 5. The Law 5.1 Health & Safety Law The Company has a general duty to provide a safe and healthy working environment, which includes protection from Bullying and Harassment at work. Under the Health and Safety at Work Act 1974, the Company is required to protect the health, safety and welfare at work of their employees and to provide a safe and positive working environment. Under the Management of Health and Safety at Work Regulations 1999, the Company has a duty to carry out suitable and sufficient risk assessments of the employees health and safety and to take preventative and protective measures to deal with the risks identified. The Company and the Consortium understands this as meaning risks to both physical and mental health. Under the Safety Representatives and Safety Committees Regulations 1977, safety representatives can investigate sources of stress, such as bullying and harassment. Safety Representatives and Shop Stewards also have the right to take up health and safety complaints. Safety Representatives can raise Bullying and Harassment as a health and safety issue at safety committee meetings. Under Section 2(3) Health and Safety at Work Act 1974 safety policies will be reviewed to include a section on bullying and harassment.
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5.2 Discrimination Law Harassment whether it is on the grounds of a persons sex, race or disability comes within the general definition of discrimination. A victim may bring a claim of harassment under the Sex Discrimination Act 1975, the Race Relations Act 1976, or the Disability Discrimination Act 1995. The bully or harasser may be held personally liable to pay the victim compensation. Transsexuals are protected from discrimination from direct discrimination, which could include harassment, under the Sex Discrimination (Gender Reassignment) Regulations 1999. Under European Law, the Government is required to introduce, by 2003, legislation banning discrimination on grounds of sexual orientation, religion or belief and, by 2006, on grounds of age. 5.3 Criminal Law Although primarily aimed at stalkers the Protection from Harassment Act 1997 may, in very rare cases, be used to deal with harassment in the workplace. 6. The Informal Complaints Procedure 6.1 The Complaints Procedure recognises that sometimes people are not aware that their behaviour is unwelcome. It is recognised, therefore, that an informal approach either by the complainant themselves or perhaps by some-one else acting on their behalf, e.g. the Shop Steward or a manager, may in certain situations, be an appropriate way of resolving a complaint. 6.2 Where an informal approach has failed or where it is deemed as an inappropriate response the Formal Complaints Procedure will be immediately implemented.
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7. The Complaints Framework 7.1 There will be a mechanism at each Company workplace that allows employees to make a confidential complaint. There will also be a mechanism that ensures externally based employees (e.g. Interwork) also have access to a confidential complaint process. 7.2 There will be a Company Hotline established specifically related to deal with issues of Bullying and Harassment. Complaints can be made through the telephone Hotline or a special email address, which will be published in all Remploy locations. (This is not the only route for employees to use but will be available to ensure that individuals can raise issues of bullying and harassment should other routes create difficulties for the Complainant.) All complaints will be dealt with discreetly and in confidence. 7.3 Each factory or workplace will designate a member of senior management who will be responsible for receiving an employees complaint. The Senior Managers name should be posted up in each factory or workplace. (Note: LRMs are classified as Senior Managers and may be designated as the appropriate person in a location) 7.4 The designated Senior Manager should immediately carry out an investigation, which will be confidential. The Senior Manager will gather and secure any evidence and keep, as a minimum requirement, written details of: (a) The date and time of the complaint/complaints; (b) Nature of the complaint; (c) Names of witnesses; (d) Witness statements; (e) Action taken; (f) Any injuries sustained by the complainant; and 7.5 The appropriate local Trade Union representative(s) must be kept informed at all stages. 7.6 If the local Trade Union representative is part of the employees complaint then the local Full Time Trade Union Official will be informed by the Senior Manager dealing with the complaint. 7.7 Where a Local Remploy Manager is part of a complaint or the victims immediate Manager is involved then the complaint can be made to the local HR professional who will involve an appropriate line manager to deal with the complaint.
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7.8 Where an allegation of bullying or harassment is made, the person who is the complainant will define the severity and amount of distress the incident has caused. It will not be acceptable for an incident to be overlooked or not investigated because the person accused says the act was only meant as a joke! 7.9 In complaints of a serious nature and always in cases of violence, either actual or alleged, the Company will suspend on full pay the employee or employees who have been accused of bullying or harassment whilst an investigation takes place. 7.10 If, as a result of an investigation, relocation proves appropriate, either throughout the investigation, or if the investigation upholds a complaint, it will normally be the case that the bully or harasser is relocated. Only very rarely should the complainant be moved and only with their agreement. 8. The Formal Procedure in Practice 8.1 When a complaint is received from an employee the senior designated member of management must carry out an immediate investigation, in accordance with section 7.4. 8.2 The person, or persons, who have had any allegation made against them will be: Informed clearly of the specific allegations against them, including, where possible, dates and times of the alleged instances; Advised to be accompanied by a Trade Union representative or a colleague; and Given an opportunity to state their case. 8.3 The local Regional HR professional will be immediately informed of the complaint by the senior manager who has been appraised of the complaint. 8.4 As in section 7.9, above, in complaints of a serious nature and always in cases of violence, either actual or alleged, the Company will suspend on full pay the employee or employees who have been accused of bullying or harassment. 8.5 Strict time limits must be observed. The complainant must receive a response to his/her complaint within 24 hours. If an investigation is needed then this will be done within 7 days.
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8.6 If the victims complaint is upheld then the person accused must be dealt with under the Company Disciplinary Procedure. The Disciplinary Procedure will aim to provide the bully/harasser with an opportunity to change their behaviour, particularly if they were unaware that their actions could be construed as bullying or harassment. Where this is not an appropriate response more formal measures may be necessary through the agreed disciplinary procedures. 8.7 All evidence will be made available to the complainant/victim except where comments/witness statements have been given in strict confidence for fear of reprisals. In all circumstances the appropriate Trade Union Official will have access to the full evidence. 8.8 The complainant will be kept informed of the progress of the investigation and will have the help and support of his/her trade union representative at all times. 8.9 Confidential and independent counselling will be arranged with the complainants consent. 8.10 Where the complainant has suffered illness as a result of bullying and /or harassment and has had to use sickness benefit, this will be treated as special leave and will not be included in any attendance review process. 9. Bullying and Harassment from Outside Contractors and Supply Companies 9.1 A complaint concerning Outside Contractors and Supply Companies will be dealt with under the above Complaints Procedure. 9.2 A senior member of Remploy management should make the policy clear to contractors and users of any service that Remploy provides that bullying and harassment will not be tolerated. 9.3 Remploy will clearly set out the range of sanctions that may be taken. These could include a temporary suspension of a service; termination of a contract, or the refusal to allow certain individuals access to Remploy sites. 9.4 Complaints by customers and clients of bullying and harassment should be subject to the same procedures used for incidents between employees.
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10. Commitment Remploy and the Consortium of Remploy Trade Unions are committed to ensuring that all employees will have equal conditions of work in an environment that is free from humiliation and intimidation and in which their performance, career prospects and job satisfaction are not affected by prejudice, discrimination, bullying or harassment.
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APPENDIX (3)
The Purpose of the Procedures Good attendance is critical to the success of Remploy and every employee has a responsibility to attend work regularly. These procedures have been designed in order to provide clear, fair and consistent guidelines when managing an employees attendance. These procedures are to apply to all employees. The procedures are based on best practice, legal requirements and Company policies and agreements. Adherence to the safeguards described within this document is mandatory for Managers and Team Leaders within Remploy. The procedures deal with most situations. There will, however, be some situations where further guidance from the Human Resources Department will be needed. It is of course, recognised that there will be occasions when employees are ill and cannot come to work and Remploy will treat cases of illness, particularly long-term sickness, sympathetically and sensitively, having a regard to individual circumstances. Management will take all reasonable steps to support employees whose health, or other factors are having an impact on their ability to attend work regularly. Equally, there is an obligation to consider the impact of absence on the Companys operations and customers, as well as the burden that may be placed on individuals affected by the non-attendance of others. Employees are expected to take all steps possible to keep absence to a minimum and to follow the agreed procedures. This agreement sets out the Company standard of attendance and procedures for attendance/sickness absence that will be applied consistently and fairly to all employees. The Companys primary objective and focus in establishing these procedures is to ensure that appropriate support is provided to its employees in times of difficulty due to ill health. Management will work together with the employee to encourage and facilitate the employees return to work and where appropriate, agree solutions, which will allow employees to maintain a regular pattern of attendance. Personal details relating to an employees absence will be treated as confidential.
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REPORTING SICKNESS ABSENCE It is the employees responsibility to notify his/her manager/team leader when they are unable to attend work due to illness. It is acknowledged that there may be occasions when it is impossible for employees to speak directly to their manager/team leader, but normally, messages should not be left with colleagues. The notification of absence should take place as early as possible on the first day, where possible within 2 hours of the employees starting time. A self-certificate will be completed for absences of 7 days and less. The immediate manager/team leader should obtain the following information: - Nature of the illness/reasons for the absence - Likely duration of the absence - If the employee is seeking medical advice Where absence continues beyond 7 days, all absence from the 8th day must be covered by a medical certificate(s) forwarded to the line manager/team leader. If the employee is seeking medical advice the line manager/team leader should ask the employee to contact them when this has been done in order to assess the situation and the likely duration of the absence. The line manager/team leader must inform the Site Administrator of the employees absence in order to up date the employees Individual Attendance Record. If, for whatever reasons, it is decided that Statutory Sick Pay should not be paid to an employee for a qualifying day, the decision must be explained to the employee. If the employee does not agree with the decision, the matter will be dealt with through the grievance procedure. If, after stage 3 of the grievance procedure, the matter is still not settled, the employee will be expected to ask for a written statement about the disputed Statutory Sick Pay position in order that the matter can be placed before the DSS Insurance Officer for decision. This written statement must be given to the employee within seven days of the request being made and will show the following:a) The days in the period concerned for which SSP is payable; b) The amount of SSP to which the employee is regarded as entitled for each of those days; c) Why the employee has not been paid SSP for other days in the period concerned. To ensure that an employee is fully fit and able to return to their normal duties they may be asked to produce a doctors certificate of fitness on their return to work.
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CONTACT DURING ABSENCE Employees should keep in touch with their line manager/team leader during their absence to report progress. The frequency with which contact take place will have regard to the likely duration and circumstances of the absence and will normally be agreed when employees initially notify their line manager/team leader of their absence. The frequency should not be unreasonable. Ongoing communication is particularly important during lengthy periods of absence when it is expected that regular telephone contact, for example, weekly will be maintained. Records will be kept of all telephone calls and the employees Shop Steward will be present unless not required by the employee. Log of Telephone Contact/Home Visits In some situations a home visit by the line manager or team leader may be appropriate but will only take place when the employee has given his/her consent and an appointment has been made. The employee must give their consent to this and the employees Shop Steward (or colleague at the discretion of the employee) will normally be present to support the employee as required. The line manager/team leader will always be accompanied when they visit an employee at their home, even if the employee does not request a colleague or Shop Steward to be present. SUPPORT CONTACT WITH EMPLOYEES EXPERIENCING SERIOUS ILLNESS It is important that the line manager or team leader maintains regular contact with employees who are away for lengthy periods of time. This is particularly so when it is known that the employee lives alone or has some difficulty which may result in them needing additional assistance. A home visit may take place within the first 4 weeks of the employees absence but not normally within the first 7 days. The reason for the home visit may be to: - Respond to any anxiety employees may be feeling about their employment - Discuss with them how they are progressing and the prospects of a return to work - Offer any practical help and assistance they may require e.g. collecting medication, essential shopping etc. A Shop Steward will be present as required to support the employee in these visits unless not required by the employee. The meeting provides an opportunity for the line manager or team leader to offer further support and practical help to employees whilst they are ill and assist them in returning to work. Home visits will only take place with the consent of the employee except where there has been no contact from the employee, or since the expiration of the last medical certificate, and there is genuine concern for the individuals well being.
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NO CONTACT FROM THE EMPLOYEE Where an employee is absent from work and has not made contact, in the first instance the employees line manager/team leader must try and make contact with the employee via a telephone call. The employees Shop Steward (or colleague) will normally be present. If the line manager/team leader is unable to establish contact with the employee it may be appropriate to make a home visit if there are genuine concerns for the employees welfare e.g. if the employee lives on their own, the employees Shop Steward (or a colleague) will normally be present. The line manager/team leader should attempt to make contact with the employee via a home visit but should always be accompanied when doing so. If the employee has been absent for 3 days and there has been no contact the line manager/team leader must send a letter on the third day to the employee asking them to make contact with the factory. Absence Letter 1 Where appropriate the employees trade union representative must be informed of this. If there is still no contact from the employee, in any form, after a week of absence the line manager/team leader must send another letter asking the employee to make contact. This should be sent special delivery. Absence letter 2 Where appropriate the employees trade union representative must be informed. The line manager/team leader should again attempt to make contact with the employee via a home visit but should always be accompanied when doing so. The line manager/team leader should also check whether the employees colleagues have knowledge of their whereabouts.
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It is important that the line manager/team leader checks with the Post Office to see if the letter has been delivered. If this has been done and there is still no contact from the employee a third letter must be sent to the employee, special delivery, and no later than a week after the second letter was sent. This will invite the employee to attend a disciplinary hearing to discuss their unexplained absence. Absence Letter 3 Where appropriate the employees trade union representative must be informed During the process of the letters being sent depending on the individual circumstances it may be appropriate to try and make contact via telephone or a home visit. This must be logged on the Log of Telephone Contact/Home Visits document. If the employee fails to attend the disciplinary hearing and does not make any contact to explain his/her absence for this the Local Manager must proceed within the disciplinary procedure, as the employees behaviour may constitute Gross Misconduct. Disciplinary and Grievance Procedures will be followed including the senior management authorisations prior to any dismissal. A 3 week period must have elapsed since the initial absence before this stage is reached. The Manager must complete the Termination Form and send to payroll. OCCUPATIONAL HEALTH Remploy provides an occupational health service in order to : - Ensure compliance with legal requirements - Monitor the health of employees - Promote good health activities in the workplace The Occupational Health Service provides a number of services. In order to use these services the manager should complete the relevant forms, which can be found on the Intranet under Human Resources and Occupational Health Assessment. Where an employee has been absent for 4 weeks or more Remploys Occupational Health Adviser will be asked to see them with aim of providing assistance that will facilitate a return to work. The Occupational Health Adviser may, with the consent of the employee, contact the individuals doctor. The Manager must refer the employee to the Occupational Health Adviser using the Management Referral Form and will happen with the knowledge and consent of the employee. An exception to this would be if the reason for absence is clear and there is an expected date for the return to work e.g. the employee has broken a leg. If an employee has regular absences particularly self certificated, but which do not last for long periods of time the line manager where appropriate may refer the
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employee to the Occupational Health Adviser, again, with the aim to help and support the employee back to better health and facilitate a higher level of attendance at work. SICKNESS DURING HOLIDAYS Where employees fall ill during periods of annual leave, providing the reporting requirements have been met and a medical certificate covers the full period of illness, the absence will be counted as sickness absence and paid under the sick benefit scheme. Sick Benefit Scheme (in other words, the holidays will be returned to the employee). This arrangement does not apply to statutory holidays or holidays taken during a factory closure. In these cases if the illness continues beyond the day on which the employee is due to return to work, the expected day of return will be classed as the first day of absence. RETURN TO WORK INTERVIEW Following each period of absence the employees line manager/team leader should conduct a Return to Work Interview with the employee. Where appropriate, the Return to Work Interview should be conducted prior to the employee returning to the normal duties. In all cases the Return to Work Interview must be conducted the same day of the employees return to work with the aim of: - Welcoming the employee back to work and updating them about developments, which may have occurred in their absence. - Establishing the cause of absence and checking that they are fully recovered and able to perform their duties. - Considering whether Remploy can provide any additional support to help rehabilitation. - Considering whether a temporary change may be appropriate, if an individual is not fully fit. - Confirming the importance of good attendance for Remploy. - Advising the employee that colleagues and managers missed them. The details of the discussion must be recorded on the Return to Work/Support/Attendance Meeting Document. At the Return to Work Interview the line manager/team leader should ensure that all the documentation is correct e.g. the self-certification form/medical certificate is filled out correctly. The Return to Work Interview is not part of any formal disciplinary or absence procedure for handling unsatisfactory attendance and will not be used to issue letters to individuals regarding their absence.
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MONITORING AND RECORDING ABSENCE 1. Line managers/team leaders will monitor sickness absence on an ongoing basis to ensure that those employees who need help and advice regarding their health and attendance receive it. 2. It is important that attendance is measured in order to take the appropriate steps to resolve serious attendance issues, which may have an impact on the productivity of the business and working environment within the site. 3. In order to set and monitor standards it is important to keep accurate attendance records for individual employees, department and site. It is important that accurate information is inputted into Cyborg in order for accurate records to be accessed. SUPPORT/ATTENDANCE MEETING 4. Where absence levels are causing concern the first step will be for the line manager/team leader to provide advice and support to help the employees achieve good attendance via a support/attendance meeting. The purpose of the meeting is: - To identify if there is an underlying cause of the absence, in which case the involvement of the Occupational Health Adviser and the individuals doctor may be appropriate. - To identify any support which Remploy can offer to help the employee attend more regularly - To agree practical next steps. - To agree a review period within which attendance is expected to improve. - To advise the employee of the next steps, should an improvement in attendance not occur. A brief note of the discussion needs to be made on the standard Attendance Support Form Return to Work/Support/Attendance Meeting. 5. Where attendance has improved dramatically, it is appropriate for the line manager/team leader to provide positive feedback to the employee. The key points and agreed next steps must be confirmed to the employee in writing. Confirmation of the Support/Attendance Meeting Where the level of self-certification is a matter of concern, the employee may also be required to produce medical certificates for all periods of absence. The cost will be borne by Remploy and the requirement will normally be reviewed after a period. If an employee indicates that he/she is unwilling to co-operate with the process the manager must contact the Human Resources Department.
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ACTION TO BE TAKEN WHEN AN EMPLOYEES ABSENCE CONTINUES TO GIVE CAUSE FOR CONCERN In the vast majority of cases a discussion at the support/attendance meeting stage is all that is needed to encourage and support the individual in achieving a satisfactory level of attendance. However, where an employees attendance record continues to give cause for concern following initial discussions and careful consideration of all the circumstances the procedure below will be followed: ATTENDANCE MANAGEMENT INTERVIEW LEVEL 1 The Interview will be held with the employee and the team leader or line manager and the employees Shop Steward (or colleague at the discretion of the employee) will normally be present unless not required by the employee. The key objectives of the interview are to gain an understanding of the reasons for the employees absences and to provide appropriate support and assistance to enable him/her to achieve a satisfactory level of attendance. As a result of conducting the interview the management team may identify needs and instigate actions, which will address the Companys obligations within the Disability Discrimination Act. Team leaders/line managers should be sensitive to the employees condition during the interviews, and where necessary allow for breaks to take place. The purpose of the interview will be: To discuss absence levels and the reasons for the absences (the employee should be given a copy of their absence record). To ascertain whether there may be an underlying medical problem, by reference to Occupational health reports as appropriate, and to identify any specific assistance, which Remploy can provide. To ascertain whether there is any problem, which is affecting the employees level of attendance and whether Remploy can help. If the employees absences are linked to disability, to discuss whether all reasonable adjustments have been considered by Remploy. To agree practical next steps. To explain why there is cause for concern, whilst recognising any improvements that may have taken place since the earlier meeting. If the line manager/team leader believes that the absence level is unsatisfactory to agree an improvement standard, agreed action points and a date by which this must be achieved. To advise the employee of the possible next steps should the required improvement not occur within the agreed time-scales. The standard form must be completed when conducting the Attendance Management Interview Return to work/Support/Attendance Meeting and placed on the employees personal file.
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The key points of the discussion, together with the agreed outcomes and action points will be confirmed in writing. Confirmation of Attendance Management Interview Level 1
ATTENDANCE MANAGEMENT INTERVIEW LEVEL 2 If the employees attendance does not improve, a further discussion will take place regarding the employees attendance record. The employees Shop Steward (or colleague at the discretion of the employee) will be present unless not required by the employee. The emphasis of the interview will be on providing support and assistance to the employee and practical steps must be agreed which will assist him/her in achieving a satisfactory level of attendance. At this interview the improvement standard and review period will be established. The Attendance Management Interview should be documented on the standard form. Return to Work/Support/Attendance Meeting. In Addition the outcome of the meeting, including the required standards of improvement and that his/her employment may be at risk if the required improvements are not achieved must be confirmed in writing. Confirmation of Attendance Interview Level 2 There may be some circumstances, for example, where little or no progress has been made in the reduction of the employees absence level and/or the employee is unwilling to co-operate in achieving the agreed action points, where a decision will be made that disciplinary action is appropriate. In this event the disciplinary procedure may be implemented. Disciplinary and Grievance Procedures
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ATTENDANCE MANAGEMENT INTERVIEW LEVEL 3 If the required improvement does not take place, a further interview will be held with the employee and the Local Manager, using the standard form. All relevant matters relating to the employees absence, including representations from the employee and the employees representative will be carefully considered. As a result of the interview a decision will be made to take one of the following courses of action: - A further period of support and review may be agreed. - The ill health retirement procedure may apply. - Where little or no progress has been made in reducing absence level or the employee is unwilling to co-operate in achieving agreed action points, a decision may be made that disciplinary action is appropriate. In this event the disciplinary procedure may be implemented. Disciplinary and Grievance Procedure ATTENDANCE MANAGEMENT INTERVIEW LEVEL 3 - FOLLOW UP Where a further period of support and review has been implemented at level 3 and the required improvement does not take place the one of the following courses of action will take place: The ill health retirement procedure may apply Where little or no progress has been made in reducing absence level or the employee is unwilling to co-operate in achieving agreed action points, a decision may be made that disciplinary action is appropriate and therefore the disciplinary procedure must be implemented. Disciplinary and Grievance Procedures The outcome of the meeting must be confirmed in writing. Confirmation of Attendance Management Interview Level 2/3
LONG TERM ABSENCES If an employee has a long-term absence a formal meeting must take place with the employee and the line manager to review the employees position. Where appropriate the employees trade union representative will be present. The Occupational Health Adviser should have already seen the employee.
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This formal review must take place no later than 3 months after the commencement of an absence and must have the following objectives: To consider the prospects of recovery and a return to work. To consider any help and assistance that can be provided to resolve any personal difficulties or progress a return to work. To consider any workplace adjustments or alternative work that may be available, on a temporary or permanent basis. If appropriate the possibility of ill health retirement will be discussed with the employee. The outcome of the discussion must be confirmed in writing to the employee. Confirmation of Attendance Interview (Long Term Absence) The line manager/team leader will continue to monitor absence and keep in touch with the individual. At an appropriate time and no later than 5 months after the start of the absence, the manager should again seek the view of Remploys Occupational Health Adviser who will also contact the employees doctor as to the possibility of a return to work. If both consider that the employee is unlikely to return to work within a reasonable period, consideration will be given to ill health retirement. The employee and his/her trade union representative will be consulted before a decision is taken. All options for alternative work including making any reasonable adjustments to enable a return to work will be fully explored. Where regular contact with the employee is made this must be recorded. Log of Telephone contact/home visits
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ILL HEALTH RETIREMENT The employees doctor must be contacted via the Occupational Health Adviser as to the possibility of a return to work. If both consider that the employee is unlikely to return to work within a reasonable period, consideration must be given to ill health retirement. Prior to a decision being taken on the employees future employment, the employee and where appropriate the employees trade union representative must be consulted An employee could be retired on medical grounds if their health deteriorates to a point when they are unable to carry out the duties they were employed to do. Additionally this procedure should only be followed once reasonable adjustments have been considered. Whenever an ill-health medical retirement is being considered, the Company will consult with the employee and with the appropriate Trade Union Representative. The consultation process must consider whether the job role can be modified, whether reasonsble adjustments can be made and whether suitable alternative work is available, which could be carried out safely and satisfactorily by the employee in his/her changed health circumstances If, in the opinion of the employees doctor and confirmed by the Occupational Health Adviser, it is decided that the individuals employment be terminated on medical grounds, a meeting should be arranged to inform the employee. The employee should be given the option of being accompanied or represented at such a meeting if they should wish. Invitation to meeting The employee should be informed of the results of the medical report and told that their employment will be terminated on medical grounds. A letter should then be sent to the employee confirming the outcome of the meeting. Confirmation of Ill Health Retirement The Medical Termination form needs to be completed and together with the Occupational Health Adviser and Doctors report sent to the Human Resources Department at Banbury. Medical Termination Form The H R Department will arrange for the paperwork to be signed and authorised by a Human Resource representative and the authorisation from the appropriate Senior/Business Manager will be obtained.
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REMPLOY ACCORD SCHEDULES & APPENDICES (Amended)

Medical Termination Payments Hourly Paid & monthly paid employees There is one level of payment for medical termination. If the failure to resume work is caused by a continuation of his/ her illness and, in the reasonable opinion of the employees doctor and confirmed through Occupational Health it appears that the employee is unlikely to be able to resume work within 2 years, the employee will receive a medical termination payment of 3 weeks pay for each completed year of service up to a maximum of 52 weeks. The medical termination payment shall not exceed the amount of any redundancy pay which would have been payable to the employee had they been made redundant at the time that the medical termination payment is made. This payment will be subject to deductions for PAYE & NI as required by HM Revenue & Customs In addition to the medical termination payment, the Employee shall receive pay in lieu of their contractual entitlement to notice as outlined below up to a maximum of 12 weeks. This payment will be subject to deductions for PAYE & NI as required by HM Revenue & Customs.
Weekly Paid Staff: Length of Continuous Service Less than 2 years 2 years to 12 years 12 years or more Monthly Paid Staff: During the initial review period Less than 5 years service 5 years service or more One week One month One week per completed year of service (to a maximum of 12 weeks) Notice to be Given One week One week for each completed year of service 12 weeks
In the event that an employees employment is terminated by reason of a medical termination their employment with the Company will cease. However, where an ex-employee is subsequently deemed to be fit to return to work, they may be assisted by the nearest Remploy Employment Services Branch to find suitable re-employment. No employee will be offered re-engagement with the Company within a period of 2 years following the date of termination of employment on medical grounds. This agreement applies from 1st May 2008 Employees with 10 years service, retiring from the Company within 10 years of normal retirement age (i.e. 65 years) on ill health grounds will also receive a Retirement Gratuity calculated on the basis of 25.00 for each year of completed service. The manager must complete the Retirement Gratuity Form and send to payroll with the Medical termination Form. (See Termination Procedures).
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APPENDIX (4)
Application This policy applies to all employees of Remploy irrespective of status and hours worked. Purpose The purpose of this policy is to ensure that any employee who is pregnant or who adopts a child whilst an employee of Remploy fully understands his/her entitlement to paid and unpaid leave and the right to return to his/her job. The aim is to provide a range of benefits and a policy that enables Remploy to respond positively to childbirth, pregnancy and adoption allowing employees to make reasonable choices on their future career paths, whilst satisfying the social, physical, emotional and economic demands of childbirth, adoption and building a family. Maternity Right to Time Off During Pregnancy Any woman who is pregnant will have the right to paid time off to attend ante-natal clinic appointments. Such time off will include time off for ante-natal classes and relaxation classes. The amount of time off will be sufficient to allow all appointments to be kept. Prior notification of dates and absence to the employees Line Manager is expected as a matter of good practice and courtesy. In addition to the above, any employee whose partner is pregnant will be entitled to accompany his partner to clinic appointments when ultra sound scans are being performed. Ordinary Maternity Leave All pregnant employees are entitled to a period of 26 weeks ordinary maternity leave. This right to maternity leave applies regardless of an employees length of service.
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Additional Maternity Leave Women who have completed 26 weeks continuous service with the Company by the beginning of the 15th week before their expected week of childbirth (EWC) can take additional maternity leave. Additional maternity leave starts immediately after ordinary maternity leave and continues for a further 26 weeks. Compulsory Maternity Leave An employee may not work for her employer immediately after childbirth. This period of compulsory maternity leave lasts for: Two weeks from the date of childbirth, or Four weeks from the date of childbirth if she works in a factory, or Until some later date if there are other statutory requirements which prohibit the employee from working due to the fact that she has recently given birth Notification A pregnant employee must notify her Manager in writing as soon as is practicable by the end of the 15th week before her EWC, unless this is not reasonably practicable. She must tell her employer : a. that she is pregnant b. the expected week of childbirth c. the date she wants her maternity leave to start She should also state whether she intends returning to work and if she would like to extend her ordinary maternity leave by taking additional maternity leave, annual holidays or parental leave. Employees must provide medical evidence of their expected week of childbirth (EWC) in the form of a maternity certificate (MATB1). This is available from the doctor or midwife after the 26th week of pregnancy and must be forwarded to the Manager as soon as possible. No Statutory or Company Maternity Pay will be payable without this certificate or an acceptable alternative. The Company will confirm to the employee in writing the leave plans within a 28 day timescale. This confirmation will specify the expected date of return.
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1 Start of Maternity Leave Before the Notified Date An employee does not have a statutory right to maternity leave unless she has given her employer 28 days notice, except in the following circumstances: If the employee gives birth before the date she has notified, or before she has notified a date, her maternity leave period starts automatically on the date of the birth. She must notify her Line Manager as soon as is reasonably practicable of the date of birth. If the employee is absent from work due to a pregnancy-related reason after the beginning of the fourth week before the expected b Maternity leave will automatically start if the woman is absent from work for a pregnancy related illness at any time during the four weeks prior to the EWC. Maternity Pay Statutory Maternity Pay (SMP) or Maternity Allowance (MA) is paid for 26 weeks. Employees with Under 6 Months Service Pregnant employees who have under 6 months service at the 15th week before the baby is due are not entitled to maternity pay during their leave period. Employees who are not entitled to maternity pay (or SMP) but meet a qualifying condition based on their recent National Insurance record are entitled to claim from the Department of Works & Pensions up to 26 weeks Maternity Allowance (MA). Forms are available from Payroll Dept. to enable employees to claim Maternity Allowance via the Department of Works & Pensions. Further information on MA is given in the Department of Works & Pensions leaflet on maternity benefits. Employees with Over 6 Months Service Pregnant employees who have over 26 weeks service at the 15th week before the baby is due will be entitled to receive from the Company 26 weeks at 90% of their salary. These payments will be made during the maternity leave period irrespective of whether the employee returns to work after the birth of the child.
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The balance of 10% of the salary for the 26 weeks will be paid to the employee in the form of a lump sum one month after her first completed months attendance at work as an incentive for mothers to resume their careers with the Company. This payment will not be made if employees do not resume their employment with Remploy following the birth of their child. This payment is inclusive of Statutory Maternity Pay as above. It is the responsibility of all employees, regardless of length of service, to inform the Company if, during the maternity pay period, any of the following apply. In these instances SMP will be terminated or suspended: if you are taken into legal custody; if you travel outside the European Community; if you work for the Company or any other employer during your Maternity Pay Period (MPP). Returning to Work An employee can exercise her right to return to work at any time before the end of her maternity leave period, but not: within two weeks of giving birth, or; within four weeks from the date of childbirth for employees who work in a factory An employee who wants to come back to work before the end the maternity leave period (i.e. the date confirmed by the Company) must give her Manager 28 days notice. If the intention is to return to work on the confirmed date, then no further action is necessary. If the employee gives less than 28 days notice of her intended return date the Company may postpone her return until 28 days notice has been given or the date her maternity leave ends, whichever is the earlier. An employee who does not return to work on the expiry of her maternity leave period shall be deemed to have terminated her contract of employment. She will be sent a letter confirming her termination of employment with effect from the end of the maternity pay period.
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It will be acceptable for employees returning from maternity leave to return on reduced hours with pay on a pro-rata basis, for a period of 8 weeks initially and longer by agreement. During the 8 week period the employee retains an automatic facility to resume full time working. During any extended period of reduced hours the facility will, where possible, be retained for a further period which will be mutually agreed. At the end of this period, any decision to continue on reduced hours will be treated as a variation in the employment contract. Any subsequent reversal to the previous hours of working will be subject to the usual process of discussion and agreement having regard to the staffing needs of the Company at the time. ADOPTION Adoption Leave To qualify for adoption leave, an employee must be newly matched with a child for adoption by an adoption agency Adoption leave will be available to those adopting children up to the age of 18 years as long as the child is newly placed for adoption. Adoption leave and pay is not available in circumstances where a child is not newly matched for adoption, for example when a step-parent is adopting a partners children or where adoptive parents have been caring for the child as foster parents. Employees with less than 26 weeks service when matched with a child for adoption are entitled to up to 26 weeks ordinary adoption leave. Employees with more than 26 weeks service when matched with a child for adoption, are entitled to up to 26 weeks ordinary adoption leave followed immediately by up to 26 weeks additional adoption leave a total of up to 52 weeks leave. A qualifying employee can take adoption leave in addition to the right to take 13 weeks parental leave. However, only one partner can take adoption leave; it will not be available to both parents. Therefore if the adoptive mother elects to take adoptive leave, the adoptive father may be able to take paternity leave if he satisfies the qualifying criteria. Pay during leave Employees with less than 26 weeks service Employees who have less than 26 weeks service are not entitled to pay during their leave period. Employees who are not entitled to pay should approach the Department of Works & Pensions who may be in a position to offer government help. Forms are available from Payroll Dept. to enable employees to claim.
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Employees who have more than 26 weeks service Employees who have more than 26 weeks service, ending with the week in which they are notified of being matched with a child for adoption, will be entitled to receive from the Company 26 weeks at 90% of their salary. The balance of 10% of the salary for the 26 weeks will be paid to the employee in the form of a lump sum one month after the first completed months attendance at work as an incentive for employees to resume their careers with the Company. This payment will not be made if employees do not resume their employment with Remploy. This payment is inclusive of Adoption Pay as above. It is the responsibility of all employees, regardless of length of service, to inform the Company if, during the adoption pay period, any of the following apply. In these instances Adoption Pay will be terminated or suspended: if you are taken into legal custody; if you travel outside the European Community; if you work for the Company or any other employer during your Adoption Pay Period (APP). Notification Employees looking to adopt are required to inform the Company of their intention to take adoption leave within 7 days of being notified by their adoption agency that they have been matched with a child for adoption, unless this is not reasonably practicable. They will need to tell the Company when the child is expected to be placed with them and when they want their adoption leave to start. Employees can change their mind about the date on which they want their leave to start providing they tell the Company at least 28 days in advance (unless not reasonably practicable). They must also tell the Company the date they expect their payments of Adoption Pay to start at least 28 days in advance again unless not reasonably practicable. The Company will have 28 days in which to respond to the employees notification of their leave plans. The Company will write to the employee, setting out the date on which they expect the employee to return to work. Employees adopting a child must provide the Company with documentary evidence from their Agency as evidence of their entitlement to Adoption Pay. Employees should ask their adoption agency for this documentary evidence which will include basic information on matching and expected placement dates.
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Returning to Work Employees who have adopted a child and who intend to return to work at the end of their full adoption leave entitlement do not have to give any further notification to their employers. Employees who wish to return to work before the end of their adoption leave period, must give the Company 28 days notice of the date they intend to return. PATERNITY To qualify for paternity leave an employee will need to show: They have or expect to have responsibility for the upbringing of the child and are the biological father Or they are married to OR are the partner of the childs mother The Company will ask for a document giving the following information: Name of the employee The expected week of the childs birth (EWC), or if birth has already occurred, the actual date of birth The length of the period of leave required and the date from which leave is requested The date of return Paternity leave must be taken within 56 days of the childs birth and may be taken in two ways: either as two single weeks, or as 2 weeks consecutively. Pay During Leave As for maternity pay, an employee requesting paternity pay will be required to have completed 26 weeks continuous service as at the qualification week (15 weeks before the expected week of childbirth). During paternity leave, employees will be paid at their normal weekly rate of pay (which will include SPP). Notification Employees wishing to take paternity leave are required to give 15 weeks notice in writing to the Company of their intention to take leave unless this is not reasonably practicable, and at least 4 weeks notice of the actual dates of such leave.
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GENERAL
Right to Return No employee on maternity/paternity leave or adoption leave will be made redundant. If in exceptional circumstances an employee is the holder of a job that is deemed to be surplus to requirements i.e. potentially redundant, he/she will retain his/her right to return and all possible alternative job opportunities will be properly investigated and offered to the employee on his/her return. In such circumstances there will be a period of no less than two months following the return of the employee, when the normal redundancy consultation and avoidance measures will be followed. If following this period there is no alternative but redundancy, the full provisions of the redundancy agreement will be implemented.
Other Conditions of Employment

All benefits continue to accrue during the period of maternity, paternity leave/adoption leave. This includes annual leave, pensionable service, sick pay/sick leave entitlement, accrual of holiday pay and sick pay benefit, grievance and discipline procedures, contractual notice periods and contractual redundancy compensation. Maternity/paternity or adoption leave, whether paid or unpaid, does not represent a break in service. During the period of paid leave, the employee will continue to have deductions made in respect of his/her pension contribution. In any period of unpaid leave, the employee may choose to make payments equivalent to his/her pension contribution or may decide otherwise, entirely at his/her discretion. Annual Leave An employee may at their choice combine a period of maternity/adoption/paternity leave with annual leave at either end of the leave period. Standard annual leave rules apply. Holidays cannot be carried over from one holiday year to another. Payment Methods Employees taking maternity/adoption/paternity leave will be paid weekly/monthly for the paid period of leave. The calculation will be on a weekly basis. Contractual Rights This policy forms part of the contract of employment between individual employees and Remploy.
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General This documents sets out the Companys policy and procedures in respect of maternity/paternity & adoption related issues. It does not attempt to provide a definitive statement of the law and should be read in conjunction with the appropriate Acts, Regulations and Guidelines. Any employee who is dissatisfied with any decision made in respect of his/her maternity/paternity/adoption rights should use the Companys formal grievance procedure. Further information or clarification regarding this policy and procedure is available from your Line Manager.
PARENTAL LEAVE PROVISIONS

The right to parental leave entitles all eligible employees who have completed one years qualifying service to take a period of unpaid leave to care for each child born or adopted on or after 15th December 1994 (on or after 15th December 1981 in the case of a disabled child). The right applies to mothers and fathers and to a person who has obtained formal parental responsibility for a child. Parents are able to start taking parental leave as soon as the child is born or placed or adoption, or as soon as they have completed the required one years qualifying service with their employer, whichever is later. Key Elements of parental leave which apply in every case 13 weeks parental leave for each child; 18 weeks for each child entitled to a disability living allowance parents of disabled children born on or after 15th December 1981 are able to use their leave over a longer period, up until the childs 18th birthday the employee on parental leave remains employed while on parental leave; some terms, such as contractual notice and redundancy terms will apply at the end of parental leave an employee is guaranteed the right to return to the same job as before or, if that is not practicable, a similar job which has the same or better status, terms and conditions as the old job. Where the leave taken is for a period of 4 weeks or less, the employee is entitled to go back to the same job.
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Key elements of parental leave which apply in different cases In the case of children born or adopted on or after 15th December 1999, the employees rights to take the leave last until the childs fifth birthday or until five years have elapsed following placement in the case of adoption Parents must have completed one years continuous service In the case of children born or adopted between 15th December 1994 and 14th December 1999, the employees rights last until 31st March 2005, or in the case of adoption until the childs 18th birthday if that is sooner.
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APPENDIX 5
Introduction The following agreements have been made to cater for situations where the Company and the Trades Unions have agreed either to relocate a Remploy site or to consolidate one or more sites as part of the Remploy 21 modernisation process. Agreement Reached between Remploy and the Joint Trades Unions relating to the Relocation of any Remploy site This Agreement relates to any relocation of a Remploy facility and supports the Remploy 21 strategy for the establishment of a Remploy appropriate to the 21st Century. It is agreed between the parties that the relocation to newer and more appropriate facilities is to be encouraged as part of achieving the Remploy 21 strategy of growth It is agreed between the parties that any proposal to relocate a Remploy site will be discussed with the appropriate National Officers before any decision is made. It is agreed that employees involved in relocating to a new site in these circumstances will work together with Local Management to create new and improved working practices at the new site leading to increased productivity, and greater customer satisfaction. It is further agreed that there will be full co-operation with the development and introduction of any new business activity in the new site. It is also agreed that employees will work together with Local Management to achieve a successful transfer to the new location. This will involve assisting with the transfer of plant equipment and facilities from the existing site to the new location and working together on new layouts and processes to support new business activity. All aspects of Health & Safety will be adhered to. Individuals in receipt of Travel Allowance as part of the National Agreement will have that allowance reviewed and updated in line with any new travel requirements to the new location. Additionally where difficulties arise for individuals because of Public Transport issues individual adjustments to start and finish times will be discussed with a view to arriving at a mutually acceptable solution. Discussions concerning practical implementation of the relocation process will take place at local level and will involve local shop stewards and staff representatives
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These joint discussions will take place and agreement reached before a final decision to establish the new site is made. In recognition of the support and co-operation to achieve the transfer and new business development it is agreed that the scale of disturbance allowances detailed in Appendix 1 (below) will be allocated to every individual involved in a relocation The Disturbance payment will be made as soon as practicable after all employees transfer to the new location
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National Agreement for disturbance payment to apply in the event of the Consolidation of existing Remploy Sites, This Agreement relates to any agreed consolidation of Remploy facilities and supports the Remploy 21 strategy for the establishment of a Remploy appropriate to the 21st Century. It is agreed between the parties that the establishment of newer and more appropriate facilities is to be encouraged as part of achieving the Remploy 21 strategy of growth It is agreed between the parties that any proposal to consolidate sites will be discussed with the appropriate National Officers before any decision is made It is agreed that employees involved in relocating to a consolidated site in these circumstances will work together with Local Management to create new and improved working practices at their new location leading to increased productivity, and greater customer satisfaction. It is also agreed that employees will work together with Local Management to achieve a successful transfer to the new location. This will involve assisting with the transfer of plant equipment and facilities from the existing site(s) to the new location and working together on new layouts and processes to support new business activity. All aspects of Health & Safety will be adhered to. Individuals in receipt of Travel Allowance will have that allowance reviewed and updated in line with current agreements and any new travel requirements to the new location. Additionally where difficulties arise for individuals because of Public Transport issues individual adjustments to start and finish times will be discussed with a view to arriving at a mutually acceptable solution. Discussions concerning practical implementation of the relocation process will take place at local level and will involve shop stewards and staff representatives from all existing locations involved in the consolidation. These joint discussions will take place and agreement reached before a final decision to establish the new site is made. All parties confirm their commitment to full employee involvement in the development of new working relationships and working practices in the consolidated location.
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To assist in this process a disturbance payment of 1250 per employee will be provided to assist the process of bringing more than one site together in one location and establishing new and consistent working practices. This payment will be paid through payroll and will be taxable and will be made to every Remploy employee who moves to the new location irrespective of status. The payment will be made as soon as practicable after all employees transfer to the new location.
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APPENDIX 6
REMPLOY TOBACCO POLICY 1. RATIONALE Tobacco smoking is a proven threat to health, causing 110,000 preventable deaths a year in the UK. Exposure to passive smoke is also a threat to the health of nonsmokers. Employers have a legal responsibility to protect employees from its effect under the Health and Safety at Work Act, 1974. Most smokers would like to stop smoking and living and working in a smoke-free environment can help motivate and support smokers to stop. 2. PRINCIPLES Everyone has the right to breathe smoke-free air and no one should be involuntarily exposed to tobacco smoke. This policy seeks to guarantee employees the right to work in air free of tobacco smoke, whilst also taking into account the needs of those who smoke. This policy has been produced and agreed in consultation with the NHSC on 17th October 2003 and the Safety Champions on 15th October 2003 3. POLICY CONDITIONS Smoking is not allowed throughout the premises in any common or work areas. Anyone who wishes to smoke must do so in the designated smoking rooms. These are enclosed, heated, separately ventilated and clearly signed. Smoking within the factory grounds should be agreed at a local level. However, smoking should not be carried out at any entrance points to the factory or where there is any risk of fire or explosion due to the presence of a naked flame. The designated smoking room may be used only at times agreed with line managers, which will usually be during coffee / tea and lunch breaks.
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4. IMPLEMENTATION / ENFORCEMENT The tobacco policy applies to all employees across the organisation. It is the responsibility of employees to abide by the terms and conditions of the policy. Line managers are responsible for enforcing the policy and will be trained on implementation issues. Any questions / comments / concerns regarding the tobacco policy should be taken to in the first instance, your Local Remploy Manager (LRM). Any observed breaches of the policy should be reported to your line manager. 5. COMPLIANCE The tobacco policy applies to all visitors, customers, all members of staff and contractors. Contractors and service providers will be informed of the policy terms during the contracting process. The main policy provisions will be clearly displayed at all entrances to the premises. The policy forms part of the Remploy health and safety policy / employment regulations. Breach of the policy will lead to the application of the usual disciplinary procedure as outlined in contract of employment. 6. EFFECTIVE DATE The policy is effective from 12th December 2003. 7. CESSATION SUPPORT Remploy recognises that many smokers want to quit smoking and that employees may use the policy to enhance their motivation to stop. Equally, it is recognised that many smokers do not wish to stop and that they must be helped to cope with the restrictions imposed by this policy. Therefore the following procedures will be followed: Employees who smoke will be encouraged to seek advice on modifying their smoking behaviour or stopping. Supplies of self help information will be held by all line managers/supervisors and be available in staff rooms Information/advice and support are available from The National Britannia Group (OH Provider). To access this support contact your team leader or LRM. Periodic publicity campaigns will be undertaken to encourage smokers to quit and to publicise the support that is available.
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8. REVIEW An initial review of the tobacco policy will be undertaken 6 months after the date of implementation, and annually thereafter. The Health and Safety Officer in conjunction with the recognised Trade Union Representative will undertake the review. A report will be produced for consideration and action by the LRM. 9. SOURCES OF SUPPORT Smoke line (national telephone help line 24 hours a day) 0800 848484. Occupational Health Advisor via your team leader. On-site supporters First Aiders, LRM, Trade Union Officials, etc. TOBACCO POLICY CONDENSED VERSION FOR NOTICE BOARDS Remploy operates a tobacco policy to protect the health of all employees under the Health and Safety at Work Act 1974 and to protect the health of non-smokers from the effects of passive smoke.
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The policy applies to all employees, visitors, contractors, members of the public and customers. Breach of the policy constitutes a disciplinary offence and will be dealt with under the Remploy disciplinary procedure. The Occupational Health Advisor, LRM and Trade Unions provide support to those smokers experiencing difficulty adapting to the terms of the policy or who wish to quit smoking. For more detail and information please refer to the full tobacco policy with your Team Leader / LRM.
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APPENDIX 7
Dealing with Drug and Alcohol Abuse

The Company takes the health and safety of its employees very seriously and is not prepared to allow any employee, irrespective of status, of put themselves or other employees at risk due to the effects of alcohol or drug abuse. Any employee who is felt to be unfit for duties will not be allowed to work and will be sent home pending the use of the appropriate procedures. The following policy for dealing with Alcohol and Drug Abuse will form part of those procedures. 1. Staff and employees with, or who are suspected of, an alcohol or drug related problem should be encouraged to seek guidance and help from a local counselling agency via the Company-appointed OHAs. Paid time off for this purpose will be granted when professional counselling within reasonable timescales may lead to disciplinary action. 2. Where such counselling is sought, the Company will take reasonable measures to ensure that confidentiality and job security are maintained, provided the help and advice is taken; the Company will here exercise the right to seek progress reports on the treatment and counselling undertaken. The Company also accepts that, by itself, alcohol or drug abuse is essentially a medical problem and does not constitute grounds for dismissal unless accompanied by actions or performance which are unacceptable. Such cases will be dealt with sensitively and with care under normal disciplinary procedures involving the appropriate union representatives at all stages. Within the context of this policy, managers must be advised of the incidence in Remploy of regular prescribed medication and its possible side effects by local medical officers. 3. Alcohol will not be available or consumed on any Company premises during working hours, except for functions organised by the Company. The Company also strongly discourages employees from the consumption of alcohol during the full period of the working day/shift (e.g. lunch breaks). 4. Any employee found selling, giving or distributing unlawful or regulated substances will be subject to disciplinary procedure, together with summary dismissal and police prosecution. 5. The Company will play its part in educational programmes to combat alcohol or drug abuse and will organise appropriate training to recognise and deal with the problem when it occurs. 6. The Company Executive fully endorses this policy, which applies to all employees and contracts irrespective of status and has delegated to the HR Director the duty of keeping it under regular review and for its operation via Group Management.
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APPENDIX 8
Conditions and Agreement reached as part of 2007 Pay Negotiations

Terms of this Agreement Final proposal for agreement between Remploy Limited and the Remploy Joint Trades Unions (which includes GMB, Unite TGWU Section, Amicus Section, Amicus (GPM Sector) and Community which covers all Weekly Paid Skill Grades and Monthly Paid Grades 1 to 8 inclusive This proposed agreement applies for the period from 1st January 2007 to 30th April 2008 and is part of the single legally binding Remploy Accord. The pay review date will move to 1st May annually with the next review being 1st May 2008. 2. Service Days holiday Section 6 2 Service Days of the Accord be amended as follows: a) The Standard annual holiday entitlement (less than 2 years service) = total currently 175 hours (equating to 5 standard weeks) and for long serving employees this entitlement is extended as follows: On completion of 2 years service, add one additional day reflecting the hours worked on that day On completion of 5 years service, add one further day reflecting the hours worked on that day
3.
Leading Hands Allowance
LEADING HANDS ALLOWANCE from 1st January 2007 per standard week, increased to
14.27 per standard week.
4.
Pensions From April 2008 the Company will increase its contributions to the final salary pension scheme for future benefits by 4.4% to 13%.
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Factory Disabled Employee Headcount In this document the Company and joint trade unions reaffirm their commitment to Remploy 21 and will within the context of the prevailing market and economic conditions work towards the objectives contained within. Remploys strategy is to maximise the number of jobs that it creates for disabled people in sustainable employment. Both Remploy and the consortium of trade unions accept that the route to success in achieving this is through genuine partnership. Both the Company and trade unions accept the following agreement as a joint statement of our approach to factory disabled employee headcount. 1. The Company and the Remploy consortium of trade unions agree that from 1st June 2005 all factory based employees that leave the Company for whatever reason will be replaced by a disabled person. If it is felt that this is not possible due to lack of sustainable quality work, operational performance or financial affordability the matter will be discussed at business level which will involve a senior full time trade union official. If agreement cannot be reached the matter will then be referred to an appeal panel of the joint working party which comprises of 2 national union officials and 2 senior company representatives not already involved. A criteria will be developed by the joint working group which will be the basis of the review at the appeal meetings. The appeal meeting will be heard within 20 working days of the case being referred. 2. Both parties understand and accept that in some cases, where employees may leave at short notice, full consultation may be difficult before the employee leaves but the procedure outlined above will operate in all cases 3. The longer-term strategy will be developed jointly by the Company and trade unions. In order to allow for the development of the strategy and to ensure that progress in arriving at it is maintained and monitored, a joint working party drawn from both sides of the NJIC will be formed. The purpose of the working party will be to examine the ways of enhancing disabled employment opportunities in the sectors in which Remploy operates. The working party will contribute to the reports mentioned below and will discuss and monitor the resulting action plans. Overall plans for the business, manpower plans and performance will be discussed in this group. Monitoring stats will be sent to this group on a regular basis. The first meeting will take place by the end of June 2005.
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The working party will comprise: The following union representatives The 5 National Officials with a quorum of 2 The following shop stewards, with a quorum of 4: Tony Gledhill Dave Reid Les Woodward Tina Brown Bill Hardman Nick Durrant Wayne Roberts
The Company representatives will be a number of Remploy senior managers. The working party will co-opt additional members when it is agreed this is necessary. 4. To allow for more disabled people to enter the factory network, the following action will be taken: i) There will be a joint examination of overtime working with a view to its reduction ii) There will be no use of agency workers without the agreement of the trade union officer concerned and the application of current agreement between the Company and the trade unions. All current employment of such staffs will be critically examined and wherever possible dispensed with. iii) Where a role has to be covered on a temporary basis for longer than 6months, it will become a permanent role and become part of the normal recruitment process with the objective of recruiting a disabled person. However, where because of seasonality or a task of a fixed term nature, there may be a need for temporary labour for a period in excess of 6 months, such roles will not be made permanent. At the time the temporary labour is agreed it will be determined whether it is classed as seasonal labour or of a fixed term to avoid potential later misunderstandings. iv) A joint report will be produced to identify work that is currently outsourced and the objective will be to bring such work back in house. This will not include cases where we are simply a distributor of other companies products, where the supplier is nominated by our client or where we are purchasing parts as an input of assembly of other peoples goods. Consultation will take place before any decision is taken to outsource work. This consultation will take place between the general manager and the appropriate national union official. No work will be outsourced without this consultation taking place .The review of outsourced work will form a key part of the joint working group and will be reviewed regularly
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v) Every endeavour will be made to ensure that all training needs are being met. The Company is committed to providing training that will enable disabled people to progress within Remploy through providing programmes to progress people to both team leader and manager roles, as well as through the grading structure. The focus for our learning and development will move towards job related skills, so that we can maximise the number of disabled people that are able to fill vacancies. Each factory will have a training plan and we plan to increase our investment in this area. To this end, we will fully involve the two Union learning Project Workers and all Union Learning Reps. vi) There will be a critical examination by the Joint Working Party of overtime working and business workload. Where it is proven that excessive and sustained overtime is being worked, consideration will be given to additional people being recruited. The overtime level will be part of the business case reviewed when the decision is made to recruit. Where individual site loading is excessive and where it is feasible, work will be moved to factories where there is surplus capacity. At factory level the LRM and shop stewards, with the local officials where necessary, will meet on a regular basis to examine overtime working and manning levels. In addition, consideration will be given to production of stock in anticipation of customer requirements. vii) A joint report will be produced to identify where outside contractors provide services to Remploy. The objective is to, wherever possible, dispense with the contractor and do the work in-house to create sustainable employment for disabled people. The joint working group will review this report and monitor the implementation. viii) In recognising that there are substantial growth opportunities in the public sector and in order to vigorously exploit the area of public procurement, Remploy will work closely with its trade unions to ensure that it maximises its market share in this area. Regular reports on progress will be made to the Consortium. 5. 25 disabled people will be recruited onto apprenticeship/training schemes in 2005/6; full consultation will take place with the consortium.
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APPENDIX 9
Secondment Policy
Agreed terms of secondment (TUC Learning Fund). It should be noted that the current secondment policy has only been agreed with the GMB and not the Consortium. Remploy Limited and GMB 1. DEFINITION Secondment in this context is the movement of an employee from Remploy Limited to GMB for operational or project purposes and to work within the Staff/management structure of the other. This process is designed to bring benefits to the parties of the secondment agreement. 2. PRINCIPLES GOVERNING THE PROCESS Definitions, procedures and policy will be agreed by the Remploy Board/Management and the GMB. Each individual employee needs to be clear about the terms associated with the secondment. Consistency and transparency will be characteristics of the process. 3. COMMUNICATION AND CONSULTATION Employees will be briefed on the principles and procedures with this type of secondment. Each seconded employee will receive an individual secondment confirmatory statement setting out the relevant conditions. The employees contract of employment continues with Remploy Limited. The employees existing terms and conditions of service, together with pension provision, remain intact. 4. INCLUSIONS AND ATTACHMENTS TO SECONDMENT STATEMENT Reference to the terms of the employees Contract of Employment will be made in the Secondment Statement. The location of the Seconded Services will be stated. The name of the manager to whom the secondee will report will be stated. The duties relevant to the post (if different from the existing job description) will be clearly stated. A statement of the Terms and Conditions of Employment that apply (e. g. pay, annual holiday entitlement, sick pay entitlement, overtime payments, excess travel etc.) will be included. The policies and procedures relating to Disciplinary, Grievance etc. will be as per Remploy National Agreement (Accord). The individual Secondment Statement is to automatically terminate if the Contract of Employment is terminated for any reason whatsoever.
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5. ACCOUNTABILITY AND SUPERVISION Seconded staff will work in GMB as full members of its team/units. They will be accountable to their Line Managers for their work and performance. Seconded staff will be supervised by the Line Manager on a day to day or other agreed basis. 6. PAYMENT OF SALARIES AND EXPENSES Payroll services for seconded staff will remain the responsibility of Remploy Limited. 7. DATA PROTECTION Both Remploy Limited and GMB agree to protect any personal data held on seconded staff in accordance with the Data Protection Act 1998. 8. DISCIPLINARY, GRIEVANCES AND APPEAL PROCEDURES Any disciplinary grievance issues concerning seconded staff from Remploy Limited will be dealt with in accordance with the Disciplinary Policy and Procedure in the National Agreement (Accord). However, there will be a requirement for both Remploy and GMB to fully co-operate in any disciplinary matters relating to seconded staff. The authority to dismiss a seconded member of staff will remain with Remploy Limited. Any appeals against dismissal will be dealt with in accordance with the National Agreement (Accord). 9. MANAGEMENT OF CHANGE/CONSULTATION ARRANGEMENTS It is recognised that Remploy Limited face changing environments, some of which may necessitate organisational restructuring and changes in employment levels. In the event that seconded staff are affected by organisational change, Remploy Limited will ensure that they comply with the Policies and Procedures under the National Agreement (Accord). Any consultation will involve the local Trade Union official or National Officer as required by the individual and comply with the National Agreement (Accord). 10. CONFIDENTIALITY In addition to the provisions regarding confidentiality in the contracts of employment of seconded staff, there is an obligation not to disclose during and after the secondment any confidential information to which they become privy during the course of the secondment.
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APPENDIX 10 Stress Policy
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APPENDIX 11 Managed Services Agreement
Opportunity and Enterprise Working Together
The Remploy Accord

Managed Services Section
This is a single legally binding National Agreement that will be known as The Remploy Accord.
Introduction This agreement replaces the 2001 National Agreement on Terms & Conditions for Remploy Managed Services Employees, and is a subset of the Remploy Accord. This is an agreement between Remploy Ltd. (hereinafter called the Company) and the GMB on behalf of the Remploy consortium of trade unions and the Remploy Managed Services employees they represent. There will be an annual review of the operation of this agreement in June. This does not preclude separate negotiations as required. 1. Spheres of Influence
This agreement is in respect of procedures, wages, hours of work and working conditions applicable to direct employees of Remploy Managed Services. It is intended that all employees covered by the agreement shall be accorded by the Company, the GMB and consortium of trade unions equality of treatment regardless of sex, race, creed or disability.
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2.
TUPE Transfers
Terms and Conditions of Employment of TUPE transferred employees will be recognised and not changed unless agreed through negotiation, and not less than the Remploy Managed Services National Accord. 3. Equal Opportunities in Employment
The Remploy agreements regarding Equal Opportunities and Dignity at Work form part of the agreement.
4.
Statement of Trade Union Membership
Remploy Managed Services recognises the GMB, who are signatories to this agreement, as the single bargaining unit with respect to direct employees, on behalf of the Remploy Consortium, in Remploy Managed Services. All Remploy Managed Services employees have the right to join a Trade Union of their choice. The Company promotes membership of GMB and will advise the local Trades Union official of all new starters, and provide access and facilities. The company will actively encourage all employees to become a member of a Trade Union that is a member of the Remploy consortium. Individual employees may be a member of any Trade Union. Individuals have: The right to be represented on matters affecting them. The right to use the Remploy grievance, disciplinary or disputes procedures 5. Shop Stewards
The Remploy agreements regarding Trade Union Representatives and the provision of facilities form part of the agreement. 6. Joint Consultation
The Remploy agreements regarding Working Together form part of the agreement. The GMB on behalf of the Consortium of Trade Unions is recognised as having negotiating rights for RMS direct employees. 7. Disciplinary Procedures / Grievance Procedures
The Remploy agreements regarding Disciplinary and Grievance Procedures and Health and Safety Policies form part of the agreement.
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8.
Disputes Procedures
The Remploy agreements regarding the provisions on disputes procedures form part of the agreement.
9.
Wages
Remploy Managed Services Employees will have their own rates of pay and will be paid above the National Minimum Wage. All new employees will be paid on a monthly basis and transferring employees will be encouraged to move to be paid on a monthly basis. Where employed on an existing Remploy operation Employees based on existing Remploy operations and undertaking traditional Remploy operations will be paid Remploy rates of pay. Competence-Based Grading Remploy Managed Services pay rates will vary depending on the market and business the Managed Service is operating within, subject to the rates set out in the Agreement. The pay rates take account of the differing levels of competencies required. Once employees are assessed as competent they will be entitled to receive the relevant competency grade payment. Hourly payments will vary according to the Managed Services business. The agreed maximum and minimum rates for each job will form an appendix to this agreement and will be reviewed annually. London Weighting Remploy London Weighting will be paid as per the Remploy Accord.
10.
Hours of Work
The standard hours of work will be 351/2 or as per the National Accord based on a 5 over 7-day roster Remploy Managed Services will comply with the working time directive. Minimum notice of 14 days will be given of a new or changed roster. Shift change will be subject to agreement with the individual, and will merit payment at time and a half. Overtime Overtime will be paid at a premium rate of time and a half or time off in lieu will be given for hours in excess of the standard week. Sunday overtime will be paid at double time or time off in lieu.
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11.
Bank and Statutory holiday working
Unless the subject of a local agreement in place as of the 1st January 2003, and the employee commenced their role within Remploy Managed Services before the 1st January 2003, Bank holidays will be paid as follows Employees at work on a Bank holiday double time plus a day off in lieu. Employees rostered on a rest day on a Bank holiday an additional day off in lieu 12. Mobility
The Managed Services business may require the employees normal place of work to alter and therefore employees will be expected to co-operate with all reasonable requests to transfer their work location. Employees will be given as much notice as possible and will be notified in writing of any changes to their place of work.
13.
Managed Services Contract Withdrawal
Where Remploy Managed Services loses a Managed Services contract and the reason for withdrawal is beyond the control of the individual employee, then the employee is in a position of potential redundancy from Remploy Managed Services. Remploy Managed Services will work with Interwork to endeavour to find alternative employment for all affected employees, including training or employment in a Local Remploy where commercially viable, and where redundancies are required, the first approach will be to seek volunteers. Applications for voluntary redundancy are subject to management discretion and no assumption should be made that an application will be automatically accepted. In these situations the relevant Trade Union Officer will be informed and employees will be entitled to support and compensation as outlined in the attached appendix 1. 14. Absence from work
The Remploy agreements regarding the provisions on Absence and sick Pay form part of the agreement.
15.
Holidays
Holiday entitlement and pay will be as per the Remploy Accord. 16. Pension Scheme
The Remploy agreements regarding the provisions on The Pension Scheme form part of the agreement.
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17.
Termination Of Employment
The Remploy agreements regarding the provisions on Termination of Employment form part of the agreement. 18. Resourcing
Resourcing will primarily be carried out though Interwork and standard Remploy recruitment processes. Opportunities in Remploy Managed Services will be made available to existing Remploy employees. The Trade Unions will work with Remploy to establish a ready source of available labour. 19. Working Together
The Remploy agreements regarding Working Together form part of the agreement. Remploy Managed Services will hold biannual Working Together meetings and Remploy Managed Services representatives will be included in Cluster Working Together meetings. There will be regular Team Briefs and employees will be involved in joint problem solving 20. Employee Development
All Remploy Managed Services employees will have an induction programme and Personal Development Plans. Opportunities will be provided for employees to develop basic skills, receive job related training and other agreed development. They will have access to Local Remploy Learning Centres and Trade Union Learning Representative in line with the National Accord. The aim will be to achieve 5% EDT per employee. All parties support and commit to the need for extensive Learning activities to meet business requirements and to provide the basis for individuals to progress their career aspirations. Co-operation with, and the support, modern learning and development techniques designed to negate the effects of disability in the workplace, such as job coaching are essential to meeting the forward strategy and will have the full endorsement of all parties.
Signed on behalf of Remploy
Signed on behalf of the Remploy Trades Unions
Stuart Knowles Director
.. P. Davies National Secretary GMB
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APPENDIX 12
Interwork Agreement
Searching For Alternative Employment Code of Practice Contents

Code Of Practice The Main Causes Of Redundancy Preventative Measures Host Withdrawal Withdrawal of Remploy Interwork Consultation Searching for Alternative Employment Role of the Coordinator Third Parties Remploy Factories Ex-Factory Employees Role of the Employee Requested Redundancy Voluntary Redundancy Procedure Notice Entitlement Calculation of Payments Terms & Conditions Issues Compensation Formula
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Appendices
Standard Letters
1. Letter to host company acknowledging and accepting termination of employees placement 2. Letter challenging host company reason for redundancy 3. Letter to Trade Union official 4. Letter of notification to attend a warning of redundancy meeting where host has given little warning 5. Letter to employee inviting to a meeting following notification from host of a redundancy 6. Letter to employee outlining what they are expected to do to assist with the job search 7. Letter updating employee on progress made with job search activity 8. Letter to employee confirming redundancy and working notice period 9. Letter to employee confirming redundancy following an unsuccessful search for alternative employment 10. Letter to employee informing of an offer of alternative employment retained as IW employee 11. Letter to employee informing of an offer of alternative employment Progression 12. Letter to employee confirming request to be made redundant 13. Letter to employee confirming acceptance of alternative employment & requesting compensation
Standard Forms
Guidance noted on selection criteria for redundancy Redundancy criteria checklist Redundancy Record Occupational Profile CV Guidelines Blank Template CV Completed Sample CV Employee marketing letter from Co-Ordinator Employee marketing letter from employee Letter to third parties requesting assistance Co-Ordinator Progress log Employee Progress log Hints & Tips on job searching Termination Form Redundancy/Termination Transfer Form Legal Guidelines on Host Company obligations
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Redundancy & Searching For Alternative Employment Code of Practice

The following Code Of Practice has been developed to give guidance on how potential redundancy situations should be dealt with and how Remploy Interwork should undertake effective searches for alternative employment opportunities for employees who are at risk of redundancy. This Code of Practice has been jointly developed between Remploy Interwork staff (through a Continuous Improvement Group) and the GMB Trade Union, on behalf of the Remploy Consortium, and is recognised as a best practice approach. The guidelines contained, therefore, should be followed. Throughout this Code of Practice, it is assumed that where the individual employee is a member of a Trade Union, then the local Trade Union Officer will be involved and fully informed of all stages of development. Trade Union officers will only be involved when the individual is a member of that particular trade union.
Background
For many disabled people the best option for sustained employment is through the Workstep programme with a provider such as Remploy Interwork. The consequences of terminating the employment of such employees are as significant as for individuals operating in the mainstream employment market, it is therefore essential that we do all we can to minimise situations of redundancy and provide effective support to the individual when it cannot be prevented. As an employer, Remploy Interwork has a legal obligation to our employees to try and find suitable alternative employment and as such it makes good business sense that we undertake actions to try and prevent or resolve any redundancy situation. As a Workstep provider our aim is to fully integrate disabled people into mainstream employment, therefore where redundancy cannot be prevented we must provide an effective service to assist in finding alternative employment where the individual is employed directly by their new Employer. It is Remploys responsibility to ensure that the new employment situation is sustained with appropriate in-work and on going support.
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The Main Causes Of Redundancy

Firstly, it is important to emphasise that it is the job that becomes redundant. It is only as a result of this that the individual employee then finds himself or herself in a position of potential redundancy. There are two recognised legal reasons for redundancy; 1. Economic grounds: - where the host company can no longer afford to continue to employ the individual through reasons such as cost cutting or liquidation (this would normally affect more than one employee) 2. Diminished Requirements: - where there is no longer a requirement for the job through reasons such as re-location, new technology or closure. Within Remploy Interwork, redundancies can occur as a result of the Host Company withdrawing from the Contract of Agreement. For our internal purposes, we record this as a separate category. In legal terms however, the Host Companys withdrawal from their contract with Remploy Interwork, leaves us with an individual with no placement. If we are unable to find an alternative placement, the individual is subject to redundancy on diminished requirement grounds.
Preventative Measures
It is key that a redundancy decision is always challenged to ascertain that the decision is fair and reasonable and that all alternative options are considered. Redundancy is not to be seen as an easy option for either Remploy Interwork or the Host organisation. In all instances, it is essential that we are able to judge that the selection of our employee for redundancy is fair & reasonable. Guidance notes are provided in Appendices 13 & 14 to assist Employment Advisors in determining that a fair selection criteria has been used. Where we have previously enquired about the host companys selection procedures, we should ensure that these have been adhered to and fairly applied to our employee. We must ensure that any selection criteria used does not discriminate against our employee due to their disability. The following provides actions to be undertaken to try and resolve the redundancy situation. Such actions should be applied up to reaching the point where there is no further option other than to search for alternative employment.
Economic Grounds
Example causes; Liquidation/insolvency; Cost-cutting programmes Ask reasons; Is it a genuine insolvency situation or cost cutting? Is our employee singled out or are they part of a wider programme of cost reduction? (If our employee is singled out we should question whether there is a case of discrimination arising)
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Diminished Requirements
Example Causes: Re-location; New technology; Process changes, Re-Organisations Ask host company for the selection criteria used to identify redundant employees and how our employee faired against others. Ask host for outline information on others selected is it just our employee? Seek Access To Work funding to provide specialist equipment. Also consider assistance for travelling expenses if appropriate Provision of increased support and training from Remploy Interwork in educating Host on the effects of changes to role. Would Disability Training help? Education of host company. Provide guidelines on Employment Law and legal requirements so to highlight possible implications of action. Seek alternative position within Host Company at current or alternative location. Enquire about the possibility of job restructure or rotation.
Host Withdrawal
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There are many underlying causes that can be considered along with corresponding preventative actions; Personality Clash with individual; with Host Company; with Employment Advisor Counselling with individual(s) concerned to determine details of problem and seek to resolve Offer of alternative Advisor if this is the underlying reason or look for alternative Supervisor at the Host Company. Change of work site has the host got alternative sites at which the employee can undertake the same or a similar role. Disability Look to find a job buddy at the host who can spend time training & coaching the individual Job coaching to improve performance Access To Work funding to make reasonable adjustments (eg; equipment) Change of job to take account of disability limitations Re-assessment of disability capabilities & limitations Use of occupational health services to determine the long-term effects the disability could have on work options. Host Company Knowledge & Understanding Education on employment law implications ie chances of being called as corespondent if taken to Employment Tribunal. Emphasise that this is not an easy option as is often perceived by hosts. Highlight the legal position of both Remploy Interwork and the Host Company Highlight alternatives that may not have been considered Consider offering Disability Awareness training to Hosts Disciplinary Issue Investigate this as a possible cause withdrawal is perceived by some Hosts as easy when compared to having to invoke the stages of the disciplinary route Promise of appropriate action if this is the case Encourage involvement of trade union where the individual is a member Offer of on-going support and advice Capability of Employee Has there been a change of expectation of our employee so that they can not meet requirements of the job? Is this change reasonable? Job coaching/job buddy as per disability actions Re-assessment of disability seek this through DEA or through occupational health Increase in Interwork contribution Adjustments to accommodate disability (eg; reduction in hours of work, alternative work patterns, etc)
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Financial Altering the Remploy Interwork contribution level Transferring from Employment to Placement with recognition of individuals length of service. The above seeks to outline options available to Employment Advisors when faced with a potential redundancy situation. Such actions should be undertaken to prevent or change the situation.
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The search for alternative employment should involve the following; Employment Advisors & other Remploy Staff Host Companies Third Parties ie Trade Unions, DEAs, Other Supported Placement Providers, , etc. Employees Themselves The responsibility for searching for alternative employment lies both with the employer, namely Remploy Interwork and the employee. Other than these, no other party has any obligation to assist in this process. Gaining the support and co-operation in the searching process, however, is invaluable It is also important to treat every individual differently, taking into account the nature of their disability and the range of skills and abilities they have to offer, geographical circumstances, ability to travel, etc no two cases will be the same.
The Role Of The Co-Ordinator

When faced with a redundancy situation of any of their employees it is the responsibility of all Interwork Field staff to do as much as is reasonably practical in searching for alternative employment. The Employment Advisor will assume responsibility for managing and co-ordinating the job search. Employment Advisor should use the Redundancy Record form (Appendix 15) to keep an overall record of their management of the redundancy. As soon as we are informed of the potential redundancy the Job Search activities should commence, starting with communications with the individual concerned. Wherever appropriate, the local Trade Union official should be informed & involved. The job search should be focused with specific Remploy Interwork targets set. Minimum targets should include; 1. Job matching using the Remploy Vacancy database 2. Three specific approaches to potential suitable employers by the Employment Advisor every week (eg responding to advertised vacancies, networking through key contacts) 3. Five general approaches (eg speculative letters & phone calls) 4. One interview every four weeks Additional actions should include the following; Establish the notice period in order to define the period of the job search
Undertake profiling activity including a basic assessment of skills and abilities, possibly using the Occupational Profile assessment form attached as Appendix 16. This will ensure that the subsequent job search can be targeted at roles where there is a realistic chance of success.
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Discuss with the employee what they would like to do and are capable of doing, managing expectations as appropriate. Lead the search for suitable alternative placements with comparable terms and conditions to employees previous employment Compilation of CV/Occupational profile (Appendices 18 & 16) and covering letters (Appendices 20 & 21). Manage the activity of the employee in directing their own efforts in job searching, ensuring the completion of the Employee Progress Log (Appendix 24) Negotiate time off, where appropriate, for the employee to spend time looking for a new opportunity.
To maintain an ongoing support to the employee by telephone and through visits to discuss progress, at least on a weekly basis, keeping the trade union officer involved where appropriate. Face to face contact is preferred. Exploring of employment alternatives within current Host companies and leads, marketing the local area. To liaise with Workstep Partners for assistance. Enlist help from external agencies such as colleges, LSCs, DEAs, Trade Union Officials who can assist in the search. (Appendix 22) Provide guidance and assistance in preparing individuals for interviews, accompanying individual where appropriate. Complete the reverse side of the employee hints & tips sheet (Appendix 25) highlighting sources of information and potential key contacts. All actions should be logged and the Employment Advisor log sheet (Appendix 23) and copies of all written actions kept
Third Parties sources of assistance

The following organisations are amongst those that could be contacted with a request to support the job searching process; LSCs assistance in CV preparation, job skills training and skills assessment Colleges use as local access centres DEA list of 2 tick symbol companies for marketing potential hosts Re-assessment of individual skills & abilities Job vacancy lists from job centres General discussions Local Authorities social services could provide assistance dependent on individuals eligibility.
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Trade Unions
Regional Officers to provide assistance in job search activities. Any leads to be passed onto the Employment Advisor and consider joint presentation to potential new Hosts. To act as a source of information and support for the individual, seeking assistance of the Employment Advisor where appropriate. List of potential hosts from membership details Promotion of Remploy Interwork and what they have to offer Assist in recruitment advice and guidance
Remploy Businesses
Any local Remploy Factories and Managed Services should be contacted for vacancies. If the employee is able to fill a vacancy they should transfer onto the appropriate Factory or Managed Service contract. If there are no vacancies it may be possible to place the employee in the Factory for the duration of the job search period, at full cost to Remploy Interwork. Where this is the case the employee remains on their former Host Company terms and conditions for the period. Any such placement in Remploy Factories should never exceed 12 weeks and would be free of any wage costs to the Factory concerned. If a factory has ongoing work for an individual over and above 12 weeks, the placement could be extended to cover such a period. In such instances, full wage costs should then be picked up by the factory and arrangements confirmed in writing to all parties concerned. This may not necessarily mean that a factory has a specific long term vacancy, thus job searching should continue during this period.
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Role Of The Employee It is the responsibility of the employee to do as much as can be reasonably expected in their own job search. Clear judgements will have to be made by the Employment Advisor as to the capability of individuals to undertake such actions and in determining the levels of support required. Wherever possible employees should be requested to job search themselves (Appendix 6). As appropriate therefore, commitment from the employee could be sought in the following areas; Regular visits to job centre to consider potential vacancies and to apply where suitable (target frequency of visits and numbers of applications per week using the marketing letter provided (Appendix 21) To scan local papers and magazines for job opportunities To contact DEA and seek assistance To use families & friends as source of support and guidance as well as recognising them for networking opportunities To use provided CVs and letters to make speculative enquiries to local employers To maintain contact with the Employment Advisor and/or Operations Support Centre (OSC) on progress and for advice To remain aware of opportunities available, seeking development opportunities through local colleges, open university etc To attend interviews and assessments as required following any reasonable request To log a record of activity for the Employment Advisor to monitor effort and provide direction on the Employee Log Sheet (Example - Appendix 24) This log (or suitable alternative) should be returned to the Advisor to monitor progress, holidays etc A Hints & Tips guidance note is available for employees as initial guidance on job searching. (Appendix 25) The reverse of this sheet will have been completed by the Coordinator and will contain key contacts and sources of information. Any employee who is deemed not to be supporting or co-operating with the search for alternative employment may be dismissed on the grounds of redundancy with appropriate notice being paid. Employees should be contacted at least weekly during the period of the job search. This is to update them as to progress being made and activity undertaken, but also to ensure the employee themselves are undertaking the tasks that have been identified to them (Appendix 7).
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Employees Who Request For Their Redundancy To Be Actioned

Should any employee facing a redundancy situation not wish to support a search for alternative employment then they should sign a letter stating such and requesting that they be paid their redundancy monies (Appendix 11). It is important that any such decision is voluntary on the part of the individual employee and no pressure should be exerted to persuade employees to request such an option. There is not actually an obligation on our part to accept such requests if we believe that we can realistically find a reasonable alternative job in the near future. The Field Operations Manager must therefore approve acceptance of any such requests. Please note, for the purposes of DSS enquiries (usually ES85 form) this is still classified as a Compulsory Redundancy situation. If the employee is ex-factory please refer to notes on page 9 of this Code.
Voluntary Redundancy Schemes

Occasionally, Host Companies will advertise for volunteers to take up redundancy offers as part of a general reduction in the size of the Hosts workforce. This is NOT the same as employees facing situation of compulsory redundancy and so such situations need a discreet approach. Remploy Interwork does not have a voluntary redundancy scheme as such. In the spirit of integration, we would not normally want our employees to be prevented from having such options. In such circumstances, however, the individual is our employee and as such it is Remploy Interwork whom they are applying for voluntary redundancy from. Such requests do not have to be accepted as we could choose to look for alternative employment (remember that in most situations these employees will not be under warning of compulsory redundancy.) Employees who would normally have resigned or requested an alternative placement be found, must not be encouraged to use voluntary applications for redundancy as an option. Where an application is accepted under the terms of a Host Company scheme, it should only be accepted if the Host has agreed to pay their proportion of the redundancy costs. We would normally contribute our percentage towards the cost of the Remploy Interwork scheme (we should always try and negotiate as much as possible from the Host). The Host would pay the balance, whether their redundancy terms are enhanced from the Remploy Interwork scheme or not. Variations or exceptions from this can be granted but only following approval from the Group Operations Manager.
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If attempts at locating alternative employment have failed by the end of the notice period, the employees employment will be terminated on the grounds of redundancy. Efforts to find alternative employment should, however, continue after the employee has left our employment. As a general rule, efforts will continue with the same intensity and frequency of contact for a minimum period of 4 weeks following termination. Whilst scaled down, efforts will continue on behalf of the individual for a full period of 3 months, after which time the employee will be advised on their options such as contacting the DEA, alternative schemes, alternative providers in the area etc.
1 It is very important that any Host wishing to terminate the contract should notify the OSC or the appropriate Employment Advisor immediately, allowing us to start the procedure as soon as possible. This should then be followed up in writing giving appropriate notice , stating the reasons for the redundancy and confirming that they have considered all possible alternatives. 2 Information should be obtained from the Host Company in relation to the use of selection criteria and reasons (Appendices 13 & 14). Any concerns about how the Host Company have selected employees, should be discussed with the Field Operations Manager. 3 The Contract of Agreement will indicate the notice period required to be given by the Host Company and Employment Advisors should ensure that Hosts are held to the maximum possible period under their contract. Where the reason for the redundancy is clear-cut, eg insolvency/liquidation, the full period of notice under the Contract of Agreement may be waived at the discretion of the Field Operations Manager. 4. The Host Companys termination letter should be acknowledged and responded to accordingly, dependent on whether we wish to challenge their decision or not (Appendices 1 & 2). 5. Wherever possible, a positively worded reference should be obtained from the Host to aid future job searching. 6. Where the Interwork Employee is a member of a Trade Union, the local trade union representative should be informed immediately and a meeting arranged with the host, Coordinator and the employees chosen representative. (Appendix 3)
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7. In all cases of redundancy consultation should take place when the Interwork employee is informed that there is a possibility of redundancy sometime in the near future and that every effort will be made to find suitable alternative employment. The circumstances behind the redundancy should be fully discussed.(Appendices 4 & 5). 8. Upon receiving notice of termination of the Contract of Agreement from the Host, the employee should be written to and given notice of termination (Appendix 8).
All notice periods will be worked, whether the employee remains at their place of work or whether they are at home for the period of the notice. The only exception to this is where the employee themselves have requested that they wish to be released and have applied for the redundancy to be actioned (Appendix 11). In these circumstances appropriate Pay In Lieu of Notice may be considered. 9. A termination form notification should be sent to the administration department (Appendix 26). 10. The Host Company will be invoiced for their proportion of a redundancy cost and holiday pay, regardless of whether or not the employee is subsequently made redundant by Remploy Interwork (refer to the back of the termination form for guidance). Any queries should be discussed with the Field Operations Manager. 11. Four options are available; Garden leave may be necessary if the host is unable to provide work on the premises. This is when the Interwork employee continues to get paid for the job whilst at home. This is different to in lieu of notice, as earnings are still taxable on garden leave Or The Interwork employee can work in the premises until the date of their redundancy. Or When the employee has requested that the redundancy be actioned and they be released from their employment. Or The employee is placed into a Remploy Factory, or into Managed Services whilst an alternative employment search is carried out. 12. Once the search for alternative employment has commenced the employee should be contacted on a weekly basis at least
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13. There is always a face to face meeting informing the employee of a pending redundancy situation. There will also be a face to face meeting at the time when an individual is ultimately made redundant. Given that there will be a minimum period of 6 weeks between these two meetings, Employment Advisors should organise at least two further face to face meetings during this period to discuss any progress i.e. if another job has been found (Appendix 7). 14. Once the meeting has taken place and it has been confirmed that the Interwork employee is to be made redundant, the correct termination date should be confirmed and monies owing indicated (Appendix 8 & 9). 15. A Redundancy Termination/Transfer Form (Appendix 27) is completed and forwarded to the OSC. 16. Any redundancy that amounts to over 4,000 should be referred to the Field Operations Manager and the Interwork HR Manager and requires the approval of the Group Operations Manager before the redundancy is actioned. 17. If an offer of alternative employment is found, the offer should be made in writing to the employee, outlining the terms of the offer (Appendix 10). 18. Following a trial period, if this offer is subsequently accepted by the employee than they are required to write a letter confirming acceptance of the offer (Appendix 12)
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In line with the Remploy National Agreement with the Remploy Consortium of Trade Unions, redundancy payments should be calculated as follows;
Criteria Calculation
Employees with less than 1 years service but more than 13 weeks
2 weeks pay
(This payment is made ex-gratia as employees with less than 1 years service have no statutory right to a redundancy payment) Employees with over 1 years service For each completed year of service under the age of 41 For each completed year of service between the ages of 41 and 65 Notes: 1. These calculations are approximately double the statutory entitlement an employee has for redundancy pay. When negotiating Host Company contribution towards redundancy, Employment Advisors are encouraged to try and negotiate a full contribution to the whole amount. If this cannot be achieved, Advisors should seek the Hosts contribution towards the statutory element of the amount paid. 2. Where the Host Company redundancy terms are more beneficial to the employee than those above, then Remploy Interworks contribution will be based on the costs to Remploy Interwork that would have been payable under the terms above. The Host Company should bear the full cost of the balance. 3 weeks pay 2 weeks pay
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Compensation For Reduced Rates Of Pay 1 It may not always be possible to find alternative employment that matches former rates of pay. Where alternative employment has been identified and the individual is remaining a Remploy employee, but the rate of pay is lower than the previous rate, a compensation payment will be payable. 2 Any compensation is calculated on the difference between the existing wage and the new wage. Payment of such monies will be made exempt of tax and will amount as follows Years Of Service Less than 1 1 to 2 years 2 to 6 years Over 6 years Difference in Pay 4 weeks difference 12 weeks difference 26 weeks difference 52 weeks difference
Payment will be capped at the equivalent amount that the employee would have received had they been made redundant. 3 Payment of any such compensation will only be made following the successful completion of the three month trial period with the new Host Company. A signed agreement from the individual must be obtained, and it is recommended that the Employment Advisor write to the employee requesting their signature following a verbal agreement (see Appendix 12). 4 If an employee does not complete a trial period, they revert back to their position of redundancy. If no other alternatives can be found they are made redundant based on the terms of their original redundant post. 5 Any employee refusing reasonable alternative employment may not qualify for a redundancy payment unless, in the opinion of the Group Operations Manager, they have good personal reasons for not doing so. A reasonable alternative offer is generally classified as any job that have terms and conditions of comparable value, is within reasonable travelling distance, and is a job for which the individual is educated, qualified, trained or experienced to do. 6 Any person who refuses an offer of alternative employment at a lower salary will qualify for full redundancy payment.
7 Employees who are between hosts (normally these employees will be at home) will retain the terms and conditions of their previous Company until they are either found alternative employment or are made redundant. They continue to accrue service for pension purposes. As far as sickness and holiday benefits are concerned, they continue to accrue service and benefits up until the point where they either start a new placement or are made redundant from the Company. 147
Upon accepting a new alternative post employees (should they remain a Remploy employee) may be paid up any outstanding holidays owing to them from their previous period of service. They will need to re-start accruing terms and conditions with their new Host Company (excepting statutory rights issues which relate to Remploy Interwork eg; service for redundancy rights and payments).
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Sample Letter To Host Company Acknowledging & Accepting Termination Of Employees Placement
(details may vary but tone and intent should be followed & adapted accordingly)
note : OSC headed paper to be used Host Company Name Host Company Address Date Dear [Contact Name], Thank you for your letter dated [Date of Host Company letter] where you informed Remploy Interwork that [Employees name]s job will come to an end with effect from [date of placement end]. I am writing to confirm receipt of your letter and its contents. Remploy Interwork will invoice your organisation for your contribution towards [Employees name]s wages until this date. Upon termination of the placement you will also be charged your percentage towards outstanding holiday pay and a contribution towards your portion of the redundancy costs we will incur for [Employees name] [if appropriate add to this sentence . based on your scheme]. [If appropriate - I enclose a copy of the internal placement termination form agreeing the amounts you will be invoiced, for your records.] May I take this opportunity to thank you for the provision of [Employees name]s placement. Our organisations have developed a good relationship and if you are ever interested in providing another placement in the future please do not hesitate to contact Remploy again. Yours sincerely,
Employment Advisors Name Title
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Sample Letter Challenging Host Company Reason For Redundancy (This letter will need to be adapted for individual situation. It is therefore the tone and intention of the letter which need to be taken on board and Employment Advisors should take account of the need to balance the needs of the individual with the preservation of maintaining a commercial relationship with the Host Company) Host Company Name Host Company Address Date Dear [Contact Name], Thank you for your letter dated [Date of Host Company letter] where you informed Remploy Interwork that [Employees name]s job will come to an end with effect from [date of placement end]. I am writing this letter to ask you to reconsider your decision. I make this request based on the following; [outline argument eg I am concerned that you have given no reason behind your decision to make Mr Smith redundant. As Mr Smiths employer we have a duty to ensure that he has been treated fairly by both of our organisations. As his Host Company employer you have a duty to treat Mr Smith in the same way as you would treat any of your own employees. It is on this basis that an explanation behind your decision is requested.] If I am unable to explain to Mr Smith the reasons behind his redundancy, I am concerned that he may have grounds for a claim against our organisations in the future My motive in requesting an explanation are designed to serve the mutual best interests of your organisation, Remploy Interwork and Mr Smith himself. I would therefore urge you to reconsider your position or provide me with the additional information required. Yours sincerely,
Employment Advisors name Title
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Sample Letter To Local Full-Time Trade Union Official Informing Of Redundancy Situation & Requesting Help (letter may need adapting according to Trade Union involved, or attitude of Host Company concerning Trade Union involvement) Trade Union Officers Name Address Date Dear [Name] I write with regard to our Employee, [Employees name], who is currently employed as a [Job Title] at [existing Host Company]. I regret to inform you that we have recently received notification from [Host Company] that it is unlikely that they will be able to continue with providing employment for [Employee name] beyond [date]. I have arranged a meeting for [time and date] at [venue] to discuss the situation with [employee name] and how to proceed with any search for alternative employment. I would be grateful if you could contact [employee name] and confirm whether or not you will be able to attend. If the time and date is inconvenient for you please let me know so that I can arrange an alternative appointment. In order to assist us in our job search I would be grateful if you could pass to me the details of any contacts, companies or vacancies you may have for which you feel [employees name] could be considered. Thank you in anticipation of your support in this matter and I look forward to hearing from you in due course. Yours sincerely,
Employment Advisors Name Title
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Sample Letter Of Notification To Attend A Warning Of Redundancy Meeting Where Host Has Given Little Warning (detail & tone to be amended according to situation. Such a letter should not be sent in isolation and consultation should take place with the employee beforehand wherever possible.) Employees Name Address Date Dear [Employees name] I have recently been informed by your Host Company that it is likely that they will be unable to continue with your employment with them in the future [outline reason why]. This means that we need to meet soon in order to discuss and consider your employment options. . I would therefore like to arrange a meeting for [date] at [time & location] to discuss how this news will effect you and what options may be available in searching for alternative employment. At this meeting you may be accompanied by a work colleague or union representative. [if appropriate I have already been in touch with your Trade Union office to inform them of the situation and they will be expecting your call]. We now need to be positive about how we can go about finding alternative employment opportunities for you. I look forward to seeing you at this meeting. Yours sincerely
Name Employment Advisor
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Sample Letter To Employee Inviting To A Meeting Following Notification From The Host Of A Redundancy (This letter of confirmation to be sent following a meeting having been held and verbally informing the employee of a redundancy situation. If notice is to be given at this time the letter should be amended to include formal notice being worked). Employees Name Address Date Dear Mr/Mrs/Miss/Ms Warning of possible redundancy Following our meeting on [date], this letter is to confirm that your Host Company have issued a warning that your position may become redundant within the near future due to [state the reason]. I will arrange a meeting as soon as possible to discuss the matter further, when I am in possession of more information. You may at this meeting be accompanied by a work colleague or union representative. This consultation process will continue for the next thirty days. As I explained, if you are to be made redundant, every effort will be made to support you in finding alternative employment and you will need to be involved in any job searching activity taking place. I will be in touch shortly to outline what actions will need to be taken. I will endeavour to keep you informed of any progress I am able to make. Yours sincerely
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Sample Letter To Employee Outlining What they Are Expected To Do To Assist In Job Searching (this letter to be used with discretion by the Advisor, taking into account the effects of the individuals disability. The letter therefore will need to be adapted to take this into account. Advisors should not ask employees to undertake tasks which they are not able to carry out competently) Employees Name Employees Address
Date Dear [ Employee Name] Further to our recent meeting I am writing to outline the tasks which we agreed you will undertake as part of your role in our job searching activity and following your development plan. Finding future employment for you is a key objective and you are required to be a part of this process. (options along these lines) Scan your local weekly papers every week to identify any vacancies for which you will be interested in applying. You should check which days are the main days for job vacancies. If you do not receive copies of any papers you will be able to find copies available in your local library (ask the librarian for the reference section). If you see any jobs you would like to apply for please let me know and I will make an enquiry on your behalf. Your papers are highlighted on the back of your Hints and Tips For Job Searching notes. You should visit the local job centre at least twice a week to scan the jobs they have advertised. If you see any that you are interested in ask one of the desk clerks for further information. Again, any jobs that you are interested in pass them on to me and I will make contact for you. Think about what sorts of jobs you might like to do or any local Companies you would like to work for. I will then arrange for some local marketing to be carried out on your behalf. I have given you some Remploy Interwork literature and a standard letter of introduction. You should aim to send of 5 letters per week to potential organisations. You should agree with me which Companies to market so that we can avoid duplicating our efforts. Also, I may already have existing contacts with some organisations and it may be more effective for me to contact them on your behalf. I enclose a log sheet and would ask that you record all of your job-searching activity on the attached sheet, which we can then use as a basis of our reviews. If at any time you have any queries please do not hesitate to contact me. Yours sincerely, Advisors Name Title
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Sample Letter Updating Employee Of Progress Made With Job Searching Activity (Letter to be copied in to Trade Unions officials where appropriate. Ideally the letter should be sent following a meeting to confirm discussions covered. Letter could also include an update as to the employees own job search activity). Employees Name Address Date Dear Further to our meeting on [date] at which you were accompanied by [Representatives name], I am writing to give a brief update as to where we are with your job search. Since our last meeting/letter the following has happened; Refer to any of the following as suitable; CV updated Companies marketed/contacted Other organisations contacted for help or assistance Appointments made Development plan feedback Interview feedback etc
Our next plans for your job search are As we discussed, it remains important that you also help with our search for an alternative employment opportunity for you.) Visit Job Centres Send off applications Monitor papers Etc
We remain hopeful that our job searching activity will prove to be fruitful. Dont forget, use your Hints and Tips sheet to help you. If you feel there is anything more we can do for you please do not hesitate to contact me. Yours sincerely, Advisors Name Title
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Sample Letter To Employee Confirming Redundancy And Working Notice Period Employees Name Address Date Dear Mr/Mrs/Miss/Ms Confirmation of redundancy I write with reference to our meeting on [date] when we discussed your position within[host companys name]. I informed you at this meeting that your position will become redundant from [date]due to[state reason behind redundancy] *if the host is withdrawing from the contract the following statement could be included [The reason this decision has been made is due to the fact that your host company has withdrawn from their contract with Remploy. Your Host told us that .] Due to your length of service with the company you are entitled to [no. of weeks] notice. Therefore your last day of employment will be [date]. During your notice period every effort will be made to find alternative employment for you. I will keep in regular contact with you during your notice period and we will agree action plans to try and locate alternative employment for you. I would suggest that you now contact your local Disability Employment Advisor, who may also be able to help you search for future employment. Should our search for alternative employment not be successful you will qualify for a redundancy payment. This will be calculated as follows; Redundancy [ ] weeks @ = . (note : this calculation should be checked with HR prior to sending) I would take this opportunity to remind you, however, that we will try and ensure that the search for alternative employment is successful and that you are not made redundant from the Company. Yours sincerely Name Employment Advisor
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Sample Letter To Employee Confirming Redundancy Following an Unsuccessful Search For Alternative Employment Employees Name Address Date Dear Mr/Mrs/Miss/Ms Confirmation of redundancy I write with reference to our meeting on [date] when we discussed your position within[host companys name]. I informed you at this meeting that despite our collective efforts we have not been successful in finding you alternative employment. I can confirm, therefore, that your position will become redundant from [date]due to[state reason behind redundancy] As previously indicated, your redundancy monies are calculated as follows; [ ] weeks @ = . Any outstanding monies will be included in your final pay slip and your P45 will be sent to you shortly. If appropriate [You will be contacted directly concerning your pension details.] I would suggest that you continue to be in touch with both myself and the DEA and we will continue to try and locate an employment opportunity for you in the future. I am sorry that things have not worked out more positively. We will continue to job search for you and we will continue to be in contact for the next three months. May I take this opportunity, however, to thank you for your services to Remploy Interwork and [host company] and I wish you every success in the future. Yours sincerely Name Employment Advisor
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Sample Letter To Employee Informing Of An Offer Of Alternative Employment Retaining IW Employment (this letter to be sent once an alternative employment opportunity has been identified and discussed with the individual. If the offer of alternative employment is reasonable ie; comparable rate of pay, travel, holidays, hours, etc then the employee may not have a choice of rejection. An employee may only refuse alternative employment if they have reasonable grounds to do so. A copy of a new contract of employment should be enclosed with this letter) Employees Name Employees Address Date Dear [Employees Name], Offer Of Alternative Employment Further to our recent discussions I am pleased to be able to confirm that we have now identified an alternative employment opportunity for you following the termination of your placement at [old Host Company name]. The job we have identified is as a [Job Title] at [potential Host Company name]. The job is available to you with effect from [date of start of placement]. I enclose 2 copies of your new contract of employment. Can you please sign both and return one copy to me. Then main terms of this new job are as follows; Your rate of pay will be X.XX per hour You will work XX hours per week spread over X days You are offered this job on a three month trial period (or as appropriate). If at the end of this period you have been successful in the job then you will be confirmed in post. If at any stage within the next three months you are deemed not to be successful in the job, you will revert to your redundant position of [date of end of previous placement] and will qualify for the redundancy payment of XX.XX. if appropriate [as the rate of pay offered for this new post is less than in your previous position you will be paid a lump sum compensatory payment by Remploy Interwork of [ compensation amount] for your accepting reduced terms and conditions of employment. This payment will be made to you upon successful completion of your trial period and your confirmation of acceptance of your new job.] I trust this explains the situation to you. If you have any queries about the contents of this letter, or the terms on offer with the new post, please do not hesitate to contact me.
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On your first day of work in your new placement you should attend work at [time] and report to [name of contact]. Good luck in your new placement and we look forward to a successful outcome. Yours sincerely,
Advisors Name Title
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Sample Letter To Employee Informing Of An Offer Of Alternative Employment Progression (this letter to be sent once an alternative employment opportunity has been identified and discussed with the individual. If the offer of alternative employment is reasonable ie; comparable rate of pay, travel, holidays, hours, etc then the employee may not have a choice of rejection. An employee may only refuse alternative employment if they have reasonable grounds to do so. A copy of a new contract of employment should be enclosed with this letter) Employees Name Employees Address Date Dear [Employees Name], Offer Of Alternative Employment Further to our recent discussions I am pleased to be able to confirm that we have now identified an alternative employment opportunity for you following the termination of your placement at [old Host Company name]. The job we have identified is as a [Job Title] at [potential Host Company name]. The job is available to you with effect from [start date]. If you accept the position you will need to resign from Remploy Interwork and [potential Host Company Name] will then become your legal employer. As agreed, you are entitled to a compensation payment of XX.XX as a result of your transfer . The main terms of this new job are as follows: Your rate of pay will be X.XX per hour You will work XX hours per week spread over X days You are offered this job on a three month trial period (or as appropriate). From the start of your new employment, Remploy Interwork will support you and a contract for that support has been agreed with your new employer. If at the end of this period you have been successful in the job then you will be confirmed in post , any issues will be discussed with you during the notice period. I trust this explains the situation to you. If you have any queries about the contents of this letter, or the terms on offer with the new post, please do not hesitate to contact me. On your first day of work in your new placement you should attend work at [time] and report to [name of contact].
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Good luck in your new job, we look forward to supporting you at this exciting time. Yours sincerely,
Advisors Name Title
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Sample Letter To Employee Confirming Their Request To Be Made Redundant (this letter will be required where an employee does not want alternative employment and would rather take the money offered in redundancy. Co-Ordinators to use discretion in such circumstances as employees do not have a right to this money. If we can offer reasonable alternative employment then the employee has an obligation to try it out or resign from the Company.) Employees Name Address Date Dear [Employees Name], I write following our conversation recently where you informed me that after careful consideration you no longer wish for Remploy Interwork to undertake a job search for future alternative employment. On this basis, I am asking for your written confirmation of this request for redundancy with effect from [Date agreed]. You must understand that this means that you will no longer be employed by Remploy Interwork and that you will receive a redundancy payment of [amount of redundancy pay] as compensation. (note : Advisors must ensure that every effort has been made to ensure proper understanding of this letter, ie encourage the individual to discuss with family members and/or Trade Union representatives, ensure those that need it have correct interpreters present etc) I would be grateful if you could sign the bottom of this letter and return it to me confirming the above. Yours sincerely, Employees Name I can confirm that I have received the above letter. I have read and understood its contents and I now confirm my request for redundancy; Signed Date Printed Name.
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Sample Letter To An Employee Accepting Alternative Employment & Requesting Compensatory Payment (Same letter can be used without reference to compensation where alternative employment is offered on similar or better terms. The contract of employment would have been sent out at the start of the placement) Employees Name Address Date Dear [Employees Name], I write further to my letter [Date of appropriate letter]. You have now been in your job at [name of new Host Company] since [Date of starting]. Following our conversation, I am writing to ask you to confirm that you are now accepting your new job and that you now wish to be paid the compensation sum of [amount] as outlined in my previous letter. You should understand that in accepting this new job and the compensatory payment that you will be employed under a new set of terms and conditions as outlined in your contract of employment dated [date of contract]. You must also understand that in accepting this compensatory payment that you give up your right to a redundancy payment related to the ending of your previous placement with [Name of previous Host Company]. I would be grateful if you could sign the bottom of this letter and return it to me confirming your agreement to the above. Yours sincerely, Advisors Name Title I can confirm that I have received the above letter. I have read and understood its contents and I now confirm my acceptance of my new job and its terms and conditions of employment; Signed Date Printed Name.
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Guidance Notes On Selection Criteria For Redundancy

Employees who are dismissed due to redundancy can claim unfair dismissal provided they have 1 years service. Anyone claiming discrimination on the grounds of disability, however, have no service requirement. In redundancy situations, a common ground for complaint is unfair selection. Where there is no procedure in place, employers need to establish the criteria by which they will select for redundancy. Historically, the most common grounds are Last in, first out. These days, however, employers are increasingly moving towards more performancebased assessments, with service playing a reducing influence in decisions. It is essential that employers are able to demonstrate that the criteria used have been fairly and objectively applied, without giving an unfair bias to specific criteria (such as the effects of an individuals disability). Any selection method is intended to be used as a guide for employers in clarifying thoughts on individuals so that selection is ultimately a more carefully thought out and objective process. The list of criteria is not exhaustive and can be added to (provided all criteria are fair). Similarly, employers do not need to adopt all criteria. An assessment based on broad criteria, however, is more likely to be fair. The following list are examples of the types of criteria that can be used;
(NB: Effort, Efficiency and Attendance in particular need to take into account the effects of an individuals disability, otherwise they may be discriminatory) An employer may choose to weight particular criteria if they are seen as particularly important. Again, this is within the law so long as weighting is reasonable and does not deliberately single out a disabled employee. The following grounds for selection for redundancy are unlawful; Gender (including pregnancy or childbirth) Race Disability Trade union membership or activities
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Indirect discrimination
Employment Advisor should watch out for selection criteria that are used and discriminate indirectly against an employee. For example, an organisation may use psychometric test results as part of their criteria to establish skills and abilities. This is fair enough, but if the individual employee has a sight or learning disability which has not been taken into account when the tests took place, this may be classified as indirect discrimination.
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Redundancy Criteria Checklist

Employee Name: ____________________________ Host Company: ____________________________
4.1.1.1 Reason For Redundancy

4.1.1.1.1.1 Economic Grounds Host liquidation Host cost-cutting 4.1.1.1.1.2 Diminished Requirement Hostre-location Introduction of new technology/process Host re-organisation of structure 4.1.1.1.1.3 Host Withdrawal Sickness-related Conduct-related Performance-related No explanation offered (If the reason for the redundancy falls into the category of Host Withdrawal then a strong challenge as to the basis of the termination of the contract should be made.) 4.1.1.2 Was a selection criteria used? If yes, was it an agreed procedure? Selection Criteria Yes/No Yes/No
If the answer to either of the above questions is No this may indicate an unfair procedure has been used.
Has any of the criteria used given an unfair disadvantage against the Interwork employee? Yes/No
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Standard CV Guidance Notes for completion
Personal Details Name Address Contact Number (s) Date of Birth Education/Qualifications Secondary School level and above Qualifications could include GCSEs/CSEs, NVQ or other vocational qualifications with school/college where qualification achieved along with dates. Training Any training the individual may have received both on and off the job Examples could include Health & Safety training, Computer training. No formal qualification would result from such courses. Employment History List employer and dates employed with their most recent employment first. Points to consider could include Job Title and key duties/responsibilities as well as any achievements within each job. Where employment may have been short term/temporary or a long time ago, it can be easier to group such employment together within a heading such as Further Experience. A short paragraph should outline key duties & responsibilities held. Additional Information Outline additional information that may be of interest such as holding a Driving Licence, level of computer literacy and computer packages the individual is familiar with. Activities/Interests Outline what the individual does in their spare time References Two references are preferable and most recent employer where appropriate The CV should be no longer than 2 sides of A4
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Sample Letter To Host Companies From Co-Ordinator: Host Company Name Host Company Address Date Dear Remploy Interwork is an initiative to support employers in the employment of people with disabilities. Interwork seeks to open up new opportunities to both existing and potential employers by working in partnership with organisations such as yours. We can provide practical guidance and training and a support service targetted at assisting both the individual and employers. Remploy Interwork has supported over 8,000 disabled people in the UK in the last 12 months, working with partners in both the public and private sectors, such as NHS, Marks and Spencer, Tesco, Sainsbury, Royal Mail, Abbey National, Benefits Agency, etc. as well as in many smaller organisations. We currently have an Interwork employee looking to change host company, who has skills and experience that may suit your organisation. I would be grateful if you would take the time to the read the attached C.V. and I will contact you in a day or two to discuss the feasibility of employing someone with a disability within your company. I have also enclosed further information on Remploy Interwork, along with my business card and would be pleased to hear from you should you require further information. Yours sincerely,
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REMPLOY ACCORD SCHEDULES & APPENDICES Sample Letter To Prospective Host Company From Interwork Employee:
Company Name Company Address Date Dear Remploy Interwork is a government funded organisation who work in partnership with companies to employ people with disabilities. Interwork provides advice and support for both disabled employee and employers who can provide such employment opportunities. I currently work for Interwork, based in a similar organisation to yours, but face redundancy in the near future from my current host company. I am therefore looking for work within a new host company where my skills and experience could be matched. I attach a copy of my C.V. along with information about Remploy Interwork, who have agreed to support me within a new host company. A representative from Remploy Interwork will contact you in the near future once you have had a chance to read this information. Meanwhile, if you would like any further details please do not hesitate to contact me. Yours sincerely, Interwork Employees Name
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Sample Letter To DEA To Seek Assistance In Job Search Activity (Letter needs to be adapted dependent who the 3rd party involved is and what they are being asked to offer help with. i.e. for LSC may be seeking job search training/CV preparation etc for Training Providers may be seeking re-training etc) Name Address Date Dear .. We have recently been informed that [John Smith]s position at Sainsburys will become redundant from 14th January 2000. I am now seeking a suitable alternative host company who could offer a position to John. As you may be aware John has good administration skills and 6 years experience of working in an office environment. I am writing to seek your assistance in sourcing possible hosts and have enclosed his up to date CV for your information. If you do become aware of any vacancies that John may possibly be suitable for, I would greatly appreciate it if you could forward any details to myself to follow up. If you would like any further details, please do not hesitate to contact me on the above number. Thank you in anticipation of any help you can offer in finding John a new employment opportunity. Yours sincerely
Advisor Name Title
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Hints & Tips For Employees on Job Searching

Check the local press for jobs in your local area. Local press will have a specific job night normally Thursday look at possible vacancies. Visit the local job centre twice a week to look at the vacancies available. Keep your eyes open!! Look out for new developments in the local area such as new businesses or industrial estates. Send in your CV for consideration or go and introduce yourself in person. Talk to friends & family. Ask them to check internal vacancies where they work and ask them to keep you up to date with any details. Youd be surprised how successful word of mouth and personal recommendations can be! Send out CVs to local companies that may be of interest. Use the Yellow Pages or local phone book to help you. Most importantly, ask your Employment Advisor to help if you get stuck!! Keep your Employment Advisor updated with your job search activities - you never know how they might be able to assist. Most importantly GOOD LUCK!!!
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Key Contacts & Sources of Assistance

DEA Name: _____________________ Telephone Number:_____________________ Address of Job Centre: _________________ ____________________________________ ____________________________________ Days DEA is available at this address: _______________________________ Local Papers & Job Nights: ________________________________________ ______________________________________________________________ Trade Union Officer (where appropriate) ______________________________ Telephone Number: ____________________ Address: ____________________________ ____________________________________ ____________________________________ Additional Information: (eg who to contact should Advisor not be available, other contacts employee may know) ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________
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Guidelines for Host Companies on their legal responsibilities towards a Remploy Interwork Employee contracted to them.
Section 12 (6) of the DDA clearly establishes that a principal employer is that person that makes work available to an individual. This effectively means that the Host Company is a principal and is subject to the jurisdiction of the Employment Tribunal system in terms of disability discrimination. Similar sections mirror this legal intention and protection in both the Sex Discrimination Act 1975 (Section 9) and Race Relations Act 1976 (Section 7) Case Law The case law that is relevant in terms of principals is MHC Consulting Services Ltd. V Tansell [1999] IRLR 677 EAT. This recent case clearly establishes the section 12 (6) means that the principal is the end user in the sub-contract chain. Whilst the above relates to the definition of principal in cases of discrimination, it is generally accepted that this places a responsibility on the Host Company as a principal for the remainder of employment law and Health & Safety. In practice therefore, Host Companies should consider Remploy Interwork employees in the same way as they would treat their own employees.
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APPENDIX 13 National Health & Safety Committee
Title
The Committee will be known as the Remploy National Health and Safety Committee and will be the supreme body with responsibility for health and safety in Remploy.
Officers
The Officers of the Committee shall be: Chairman will be the Executive Director for Remploy with responsibility for Health and Safety Secretary will be the Consortium member who has qualifications in Health and Safety and is appointed by the Secretary of the Trade Union Consortium. When available the Secretary of the Trade Union Consortium will also have the position of an Officer of the committee.
The Committee
The Committee will consist of Accredited Trade Union Health and Safety Representatives from the Constituent Trade Unions of the Remploy Trade Union Consortium. The representatives from an individual Trade Union will be appointed by the National Officer with responsibilities for Remploy for that Trade Union. The number of representatives from each Trade Union will be determined on the same basis as the number of consortium members on the National Trade Union Consortium. The duties of the NHSC Trade Union Representatives will be to: Disseminate all minutes, reports and any other relevant documentation to their National Officer, Local Officer and to Health and safety representatives in their own Constituencies. Gather information within the factories in their Constituencies on accidents, near misses, good practice at sites, bad practice, minutes of factory health and safety meetings etc. Brief Health and Safety Representatives in their constituencies on developments in Health and Safety in Remploy.
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Coach Health and Safety Representatives in their Constituencies on Remploy Health and Safety policies and procedures Supply the Secretary of the NHSC with agenda items normally at no less than two weeks before the NHSC meeting Attend training courses and any other relevant course in Health and Safety provided by the Trade Union and/or Remploy Support Health and Safety Representatives in their consistuencies in investigating accidents and prepare reports on accidents for the Secretary.
The Corporate Safety Advisor and Regional Safety Advisors Remploy will sit on the Committee in an ex officio capacity. Other persons with specialist knowledge/skills may be co-opted on to the committee by full agreement of the Committee.
Frequency of Meetings
The Committee will meet as a minimum, four times a year.
Agenda
The Agenda for each meeting will be distributed to Committee members at least one week prior to the meeting. Items for inclusion on the agenda must reach the secretary at least two weeks prior to the meeting. Items submitted later than two weeks may be discussed or deferred until the following meeting by agreement. Items for the agenda will always include minutes and actions from last meeting, minutes from other committees such as champions and clusters, any changes in regulations or legislation. Other items will include accident statistics and investigation reports.
Minutes
National Health and Safety Committee Minutes will be distributed no later than 10 working days after the meeting. Remploy will undertake to distribute the minutes in hard copy as well as electronically for publication on factory notice boards and for files of factory health and safety representatives and trade union shop stewards and staff representatives.
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Policies & Procedures

New policies and/or procedures will be circulated to all committee members and interested parties e.g. National Consortium full time officers, for consultation. Responses will be requested by the Secretary normally within two weeks. If there are no amendments, points of clarification, or any other issues raised from the consultation process, it will be assumed that the documents have been accepted and will be ready for ratification at the next NHSC. In order not to delay implementation, the secretary will inform the Committee that there have been no issues raised and that implementation should progress. The documents will then be ratified at the next NHSC and signed off as such. Any subsequent amendments to the policy/procedure will have a consultation process and also have to be signed off. In the event of issues that have been raised but cannot be resolved speedily by either telephone or email, then a small sub-committee will be instigated to resolve the issue. If the sub-committee fail to find a resolution then an emergency NHSC will be called at the earliest opportunity.
Amendments
No alteration will be made to this constitution unless it has been agreed by the NHSC and ratified by the Trade Union Consortium.
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Appendix 14
Accreditation of prior learning or A.P.L. is a valid method of recognising skills an employee has achieved in this or previous employment. To receive APL for part or all of any machine or process, the candidate must collect relevant evidence of competence and present it to the assessor at an agreed time. The assessor will study the evidence and make a decision based on personal knowledge or knowledge obtained from professional input. APL will take into account the criteria for Interpersonal Skills at each grade level (Points 1-3 in each Grade) as well as the technical skills required. Acceptable evidence is as follows: A national recognised certificate of competence or NVQ in the relevant trade area A recognised trade / skills certificate relevant to the machine / process for which accreditation is sough Where the candidate does not have a recognised certificate or qualification in the trade then they must produce four pieces of valid evidence from the list below. Past training records Personal work records Quality records of the machine/process achieved as a direct result of the candidates input A report from a qualified supervisor proving competence A current work sample A written skills reference from a previous employer Should the candidate be unable to produce sufficient evidence of previous experience then the full assessment must take place. Should the assessor be satisfied that the evidence submitted proves competence then the skills level must be accepted.
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Appendix 15
The employment of individuals on part time contracts is welcomed and encouraged especially where this encourages greater diversity in the workforce and caters for disability related matters. Part time employees on permanent contracts will have the same terms and conditions of employment as full time employees applied on a pro rata basis. All parties accept and encourage the application of flexible working systems such as Job Sharing where it is appropriate and suitable to individuals and their Manager. Individuals may by agreement with their Manager move from permanent full time to part time working to take account of life changing circumstances particularly related to issues concerning their disability and/or issues concerning their work life balance (e.g. family/carer responsibility). Where an agreed permanent adjustment to an individuals hours of work takes place arrangements will be made to ensure that any adjustments to Pension, ill health early retirement and where appropriate, redundancy payments, reflect the changed working arrangements from the time they apply with the previous full time status being fully accounted for up to the time of the change. Temporary, time limited, changes from full time to part time hours may be made with the agreement of the individual and his/her manager where appropriate to take account of a temporary change of circumstances. Any such temporary arrangement must be jointly reviewed on a regular basis. Managers must not unreasonably withhold permission. Disputes to be channelled through the Remploy grievance procedure.
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Appendix 16
The purpose of this Framework Agreement is to outline the principles and parameters for the introduction of the 35 hour week in all Remploy locations from 29th November 2004. 1. It is agreed that in any amendment or adjustment to the arrangement of working hours the primary consideration will be the needs of the business. 2. The adjustment and re-arrangement of working hours in each location will be agreed locally using this framework as a basis for that agreement. 3. The standard arrangement for the 36 hour working week across Remploy will in the future be based on a 4 x 9 hour shifts spread across 5 working days Monday to Friday inclusive (i.e. a 4 over 5 pattern). 4. The arrangement of rotas to enable 4 over 5 working will be agreed locally according to business need, and the rota may be adjusted to suit variances in business needs in the future. In all cases of subsequent adjustment there will be adequate notice of change which will allow local consultation, and agreement to be reached. 5. The application of a 4 over 5 pattern is designed to increase available capacity to meet customer demands and to enable employees to enjoy a long weekend on a periodic basis. 6. It is recognised that in some locations it may be appropriate to work only Monday to Thursday inclusive with no Friday working at all. This is an acceptable variation on the basis that all parties recognise the standard pattern of 4 over 5 may apply at a future date if required. 7. It is also recognised that it may be appropriate in some locations to retain the current 4.1/2 day working pattern although in these instances the Friday working shift should not normally be reduced below 4 hours. (Locations which are already below 4 hours should not reduce further on a Friday). 8. It has been agreed between the parties that the above patterns are the only arrangements to be made at this time. Options such as a nine day fortnight cannot at this stage be introduced due to issues relating to variable earnings. However, it is recognised that such options may be considered in the future.
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9. These revised arrangements may also require new start and finish times to be agreed locally to accommodate transport arrangements etc. Such adjustments can be at the beginning and/or end of shifts. 10. There may be occasional instances where there are individuals who face personal difficulties relating to these new arrangements (e.g. those who have dependants who need care) and in these instances local discussions will take place with a view to resolving and accommodating such issues. 11. Overtime at time plus half will apply on all hours beyond the normal shift except where the National Agreement applies a higher premium (e.g. Sundays). 12. The adjustment to a 36 hour week applies to all weekly paid employees covered by the RWA who have a standard working week of more than 36 hours prior to 5th June 2000. Employees who currently work shift patterns of 36 hours or less will be unaffected by this change. 13. All arrangements for the revised working patterns should be forwarded to the Human Resources Manager at Banbury who will maintain a register of current working hours and will keep the Secretary to the Consortium informed. In the event that these are amended in the future, notification of the change should again be recorded with the HR Manager. 14. It is expected that this Framework Agreement should enable all Remploy locations to agree new working arrangements for 5th June 2000. In the unexpected event of disagreement, notification should be made immediately to the appropriate National Officer who will in turn notify the Secretary of the Remploy Consortium (Phil Davies) and Remploys Personnel Director (Ray Fletcher) who will agree a course of action.
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Appendix 17
There are still a number of areas where discussions will continue without prejudice covering: Shift working Overtime payment Redundancy policy Numbers of lay delegates of the Consortium
and a series of Interwork related policies which are: Hours of working and holidays Guidelines for host companies on their legal responsibilities towards Remploy Interwork employees contracted to them Procedure and guidelines for dealing with disciplinaries and appeals of externally placed Interwork employees
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197
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REMPLOY 2008/09 PAY & CONDITIONS OFFER

1 Pay An increase of 2% on basic pay + a further increase of 1% on all job grades E to T and Staff grades 1 to 8 including Job Families. Please note this includes all employees covered by the Consortium Bargaining Group including CCTV. Overtime (part time employees) This will now be paid after the contractual hours of work are completed. Employees who work regular and continuous overtime will be subject to further discussions regarding their contractual hours. A Review of the Grading Structure to reflect changes in the workplace Further to our meeting on the 7th July, it was agreed that the company will review the grading scheme along with a small working group. A timetable needs to be agreed. Any potential increases in costs as the result of the review will be paid for out of potential cost savings also identified as part of the review. An additional 5 minutes break per Tea Break The company is willing to trial this proposal. However, we must ensure that there is no loss of production as this could potentially cost the company an additional 415,000 pa (0.7%) in lost productivity time. To ensure consistency of approach, sites will have to closely monitor break times. As previously stated, any identified loss of productivity or abuse of this policy will result in the company terminating this agreement. However, we would give no less than one weeks notice. An increase in payment for ill health dismissal The company notes the request from the trade unions regarding an increase in the payment offered to employees leaving the organization on the basis of ill health and proposes to work on this by means of a working party. This working party will report back by November 2008. Discussions on Remploy Pension Scheme rules and pensions provision for new starters and those on Work- Step The company agrees to offer the final salary pension benefit to all employees with two years service. However, employees currently in the money purchase scheme will have to opt-in to the final salary scheme.
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Remploy Pay & Conditions 2001/2 From the 1st January 2003 application of these service days will apply from the date that the required length of service has been completed. The Carers Leave section of current agreements will be amended to remove the word close when referring to relatives. Long Service Awards do not form part of the current National Agreements but the Company commits to favourably amend its Long Service Award policy and will specifically increase the value of long service awards by 25%. The Company commits that from 1st January 2003 an average of 50 hours per year per employee in Remploy will be spent involved in individual development time. This time will involve a range of activities e.g. - on and off job training, different work experiences (internal or external) and/or any other activity that will enhance an individual employees knowledge and experience. The amount of time spent per individual employee will vary according to the need and aspirations of each individual as well as the demands of the particular business/location where they are employed. A National Learning Forum will be established involving representatives of all the recognised Trades Unions and will meet regularly to discuss and monitor effective ways of continually developing employees, to promote Learning in Remploy and to ensure fair and equitable treatment of employees.
There will be an additional NOTE to Para 8.01 of the Weekly Paid National Agreement that ensures that individuals entering a new sick pay year who have completed 3 months service will qualify for up to 35 working days sick pay benefit from the start of the scheme year. Funding of this Agreement

The parties agree that the substantial improvements to pay and benefits contained within this agreement will be funded principally through business improvements including increased output and productivity. These improvements will be supported through a series of local activities to improve working practices and methods. The fundamental principle of these activities will be the involvement and engagement of employees and trades union representatives in continuous improvement processes at their location and there will be full discussion and agreement with local Shop Stewards and Staff Representatives before any programme commences. The parties agree that the period from the conclusion of this agreement until the next review date (1st January 2003) will be used to establish a new single Agreement replacing and updating the existing Hourly Paid and Joint Staffs National Agreements to be relevant for a single table bargaining structure and relevant to Remploy in the 21st Century. To support the achievement of this objective as quickly as possible, a sub committee of the full Consortium will be established with a view to commencing a programme of meetings in May 2002
This document is issued jointly by the Company and all the Joint Trades Unions forming the RNJIC - The Remploy National Joint Industrial Council. 18th April 2002
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Pay & Conditions Non Pay Items Agreed through discussion 25th November 2003 as part of the 2004 Pay & Conditions review 1. Tea Breaks It is agreed that in all instances where adjustments need to be made for employees with mobility restrictions local management will apply sensible arrangements to make appropriate accommodations 2. Bereavement Leave It is agreed that whenever an individual requests Bereavement Leave involving a relative, dependent, or partner this will be taken in units of complete days 3. Team Leader Responsibilities for Discipline It is agreed that the following levels of discipline would be applied by Team Leaders as part of the Team Leader Job Family structure: 4. Fixed Shift Working It is agreed that where full fixed shifts operate commencing from 6.00am and 2.00pm shift allowances of 22.5% will apply. 5. Learning It is agreed that Learning related to personal progression and development will continue to be a high priority and the parties will discuss and consider in the National Learning Forum ways in which career and job related learning can be further enhanced across the Company 6. Job Grading & Revised Salary Structures It is agreed that there will be continued and urgent discussions 7. The application of Managements Discretion when authorising Carers Leave Where it is shown that carers leave is appropriate then leave will be granted 8. Improvements in Working Conditions in Remploy Sites It is agreed that all locations will undertake a joint review of minor improvements required on sites and will put together an agreed Action Plan. A standard questionnaire will be agreed and used to create these action plans and they will be agreed locally in the Local Working Together Forum or JCC. All action plans will be collected centrally and be available to the consortium. 9. Agency Labour It is agreed that Agency labour will only be used in exceptional circumstances and only after agreement and consultation with the trades unions including the local full time officer and will be reviewed on a regular basis.
th
25 November 2003
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Opportunity and Enterprise Working Together

The Remploy Accord

HOURLY PAID & MONTHLY PAID EMPLOYEES

REMPLOY NATIONAL AGREEMENT MAIN SUBJECT FINDER

Pages 4-6 7 - 10 11 - 22 23 - 30 31 - 39 40 - 41 42 - 52 53 54- 59 60 61

THE REMPLOY ACCORD INTRODUCTION & SPHERES OF INFLUENCE

THE REMPLOY ACCORD INTRODUCTION & SPHERES OF INFLUENCE

THE REMPLOY ACCORD INTRODUCTION & SPHERES OF INFLUENCE

To be updated with SB/PD/KH/EM

THE REMPLOY ACCORD DIVERSITY & EQUAL OPPORTUNITIES

THE REMPLOY ACCORD DIVERSITY & EQUAL OPPORTUNITIES

THE REMPLOY ACCORD DIVERSITY & EQUAL OPPORTUNITIES

THE REMPLOY ACCORD DIVERSITY & EQUAL OPPORTUNITIES

THE REMPLOY ACCORD TRADE UNION & EMPLOYEE RELATIONS

SECTION 3 TRADE UNION RELATIONS

THE REMPLOY ACCORD TRADE UNION & EMPLOYEE RELATIONS

THE REMPLOY ACCORD TRADE UNION & EMPLOYEE RELATIONS

THE REMPLOY ACCORD TRADE UNION & EMPLOYEE RELATIONS

THE REMPLOY ACCORD TRADE UNION & EMPLOYEE RELATIONS

THE REMPLOY ACCORD TRADE UNION & EMPLOYEE RELATIONS

THE REMPLOY ACCORD TRADE UNION & EMPLOYEE RELATIONS

THE REMPLOY ACCORD TRADE UNION & EMPLOYEE RELATIONS

3.10 JOINT HEALTH AND SAFETY COMMITTEES

THE REMPLOY ACCORD TRADE UNION & EMPLOYEE RELATIONS

THE REMPLOY ACCORD TRADE UNION & EMPLOYEE RELATIONS

THE REMPLOY ACCORD TRADE UNION & EMPLOYEE RELATIONS

THE REMPLOY ACCORD DISCIPLINE & GRIEVANCE PROCEDURE

THE REMPLOY ACCORD DISCIPLINE & GRIEVANCE PROCEDURE

THE REMPLOY ACCORD DISCIPLINE & GRIEVANCE PROCEDURE

THE REMPLOY ACCORD DISCIPLINE & GRIEVANCE PROCEDURE

THE REMPLOY ACCORD DISCIPLINE & GRIEVANCE PROCEDURE

THE REMPLOY ACCORD DISCIPLINE & GRIEVANCE PROCEDURE

THE REMPLOY ACCORD DISCIPLINE & GRIEVANCE PROCEDURE

THE REMPLOY ACCORD DISCIPLINE & GRIEVANCE PROCEDURE

THE REMPLOY ACCORD PAY & HOURS OF WORK

THE REMPLOY ACCORD PAY & HOURS OF WORK

THE REMPLOY ACCORD PAY & HOURS OF WORK

THE REMPLOY ACCORD PAY & HOURS OF WORK

THE REMPLOY ACCORD PAY & HOURS OF WORK

THE REMPLOY ACCORD PAY & HOURS OF WORK

THE REMPLOY ACCORD PAY & HOURS OF WORK

THE REMPLOY ACCORD PAY & HOURS OF WORK

THE REMPLOY ACCORD PAY & HOURS OF WORK

THE REMPLOY ACCORD HOLIDAY ENTITLEMENT & PAYMENT

THE REMPLOY ACCORD HOLIDAY ENTITLEMENT & PAYMENT

THE REMPLOY ACCORD ATTENDANCE AT WORK

THE REMPLOY ACCORD ATTENDANCE AT WORK

THE REMPLOY ACCORD ATTENDANCE AT WORK

THE REMPLOY ACCORD ATTENDANCE AT WORK

THE REMPLOY ACCORD ATTENDANCE AT WORK

THE REMPLOY ACCORD ATTENDANCE AT WORK

THE REMPLOY ACCORD ATTENDANCE AT WORK

THE REMPLOY ACCORD ATTENDANCE AT WORK

THE REMPLOY ACCORD ATTENDANCE AT WORK

THE REMPLOY ACCORD ATTENDANCE AT WORK

THE REMPLOY ACCORD ATTENDANCE AT WORK

THE REMPLOY ACCORD JOB FAMILIES & PAY STRUCTURES

THE REMPLOY ACCORD CESSATION OF EMPLOYMENT

THE REMPLOY ACCORD CESSATION OF EMPLOYMENT

THE REMPLOY ACCORD CESSATION OF EMPLOYMENT

THE REMPLOY ACCORD CESSATION OF EMPLOYMENT

THE REMPLOY ACCORD CESSATION OF EMPLOYMENT

THE REMPLOY ACCORD CESSATION OF EMPLOYMENT