Employee Information Pack

B D L E M P L O YE E IN FO R M AT IO N P AC K

EXCEPTIONAL SERVICE BY EXCEPTIONAL PEOPLE

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CONTENTS This Employee Information Pack is designed to give some information regarding BDL Management and the Hotels managed by them. It explains details of the terms and conditions relating to your employment and describes some of the benefits that are available. It does not attempt to cover all aspects of employment for all employees. We ask that you read the contents carefully so that you fully understand how each section applies to you. You should read the Employee Information Pack in conjunction with your individual Contract of Employment. There may be some differences between your specific terms and conditions of employment and the more general ones outlined in this Pack. In this case, your Contract of Employment will prevail. Where reference is made to a policy or document not included in its entirety in this Employee Information Pack, the terms set out elsewhere take precedence over the general description given here. These terms are normally available on the Intranet or from the HR Department. If you are in any doubt about any matter, please do not hesitate to ask your Team Leader/Manager or HR Department for clarification. Information contained in this Employee Information Pack may be amended from time to time and revised pages will be updated on the intranet. You should have already received a Contract of Employment detailing terms and conditions relating to your particular role. This Employee Information Pack has been designed to give you additional important and useful information about your employment, and to set the standards and expectations required of you.



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CONTENTS WELCOME TO BDL History of BDL SECTION 1 TERMS & CONDITIONS OF EMPLOYMENT Pages 9 - 16 1.1 Terms & Conditions

1.1.1 Eligibility to Work 1.1.2 Salary Structure 1.1.3 Tips 1.1.4 Pay Documentation 1.1.5 Continuous Service Date 1.1.6 Hours of Work 1.1.7 Additional Hours 1.1.8 Holiday Entitlement 1.1.9 Notice 1.1.10 Data Protection 1.1.11 Absence 1.1.12 Notification of Absence 1.1.13 Doctor, Dentist & Hospital Appointments 1.1.14 Sick Leave & Pay Entitlements 1.1.15 Return to Work 1.1.16 Management of Sickness & Absence 1.1.17 Sickness During Holidays

1.2 Leave for Family and Other Responsibilities 1.2.1 Maternity Leave 1.2.2 Adoption Leave 1.2.3 Paternity Leave 1.2.4 Parental Leave 1.2.5 Time Off to Care for Dependants 1.2.6 Compassionate Leave 1.2.7 Voluntary Public Service Leave 1.2.8 Jury Service 1.2.9 Volunteer Reserve Forces/Retained Fire Service Leave

1.3 Employee Benefits 1.3.1 Employee Discount Accommodation 1.3.2 Medical Cash Plan Scheme 1.3.3 Employee Assistance Programme 1.3.4 Pensions 1.3.5 Salary Sacrifice Schemes

SECTION 2 CODES OF CONDUCT Pages 18 - 36 2.1 Code of Conduct – Introduction 2.2 Appearance Standards

2.2.1 Guest Relations 2.2.2 Personal Hygiene



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2.2.3 Safety/Protective Clothing 2.2.4 Shoes 2.2.5 Uniform Employees 2.2.6 Hair 2.2.7 Nails 2.2.8 Make-Up 2.2.9 Jewellery

2.3 Equal Opportunities 2.3.1 Types of Unlawful Discrimination

2.4 Dignity at Work 2.5 Alcohol, Drug and Substance Abuse Policy 2.6 Smoking Policy 2.7 Use of Company Equipment

2.7.1 Computer Use 2.7.2 E-mail 2.7.3 Internet 2.7.4 Social Media 2.7.5 Telephones

2.8 Conflict of Interest 2.8.1 Employment out with BDL 2.8.2 Receipt of Gifts 2.8.3 Guest Confidentiality

2.9 Environment 2.10 Use of Vehicles for business use 2.11 Internal Communication

2.11.1 Notice Boards 2.11.2 BDL Intranet 2.11.3 BDL Newsletter

2.12 Disciplinary Procedure 2.13 Grievance Procedure

2.13.1 Whistleblowing SECTION 3 HEALTH & SAFETY AND SECURITY Pages 38 - 42 3.1 Health & Safety 3.2 Security

3.2.1 Personal Belongings 3.2.2 Lost Property 3.2.3 Removal of Property from the Premises 3.2.4 Right of Search 3.2.5 Car Parking

SECTION 4 TRAINING & DEVELOPMENT Pages 44 - 45 4.1 Training & Development

4.1.1 Induction 4.1.2 BDL Pathway 4.1.3 E-Learning 4.1.4 Success Profile 4.1.5 In-House & External Training



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Dear Colleague,

Welcome to BDL!

BDL Management Limited is one of the UK’s largest hotel management companies for both branded hotels and

unique standalone hotels.

What sets BDL apart from the rest is the ability not only to manage branded hotels, but also to maximise hotel

revenue and quality within the independent hotel sector. Additionally, we believe that what truly makes us unique,

is our people. It is YOU that makes the difference.

BDL people are happy, passionate, motivated self-starters who give 100% commitment in demonstrating our values

of integrity, ambition, excellence and care. We take pride in our professionalism. Our purpose is to provide

EXCEPTIONAL SERVICE BY EXCEPTIONAL PEOPLE.

This ensures we all get the recognition we want from our guests and visitors, who pay the ultimate compliment by

returning to our hotels time after time. We have to be exceptional to exceed the expectations of our guests and visitors and to meet the requirements of our owners, fellow colleagues and stakeholders. By doing so we shall achieve great success for BDL and individually. This Information Pack will help you to focus on our Vision, Mission and Values. It is also a practical guide to your rights and responsibilities as an important member of the BDL team. Kind Regards STEWART CAMPBELL MANAGING DIRECTOR



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OUR MISSION AND VALUES The following outlines BDL’s commitment to our owners, guests, employees and stakeholders. Our mission is to SHINE every day by:

enhancing our PEOPLE engagement

Ensuring QUALITY in our guest service

Maximising our PROFIT

Giving something back to our communities and the environment Our values within BDL are to always: • Act with INTEGRITY • Deliver EXCELLENCE • Have the AMBITION to continuously improve • Show that we CARE

HISTORY OF BDL

1995 Louis Woodcock and David Thompson buy the Ewington Hotel in Glasgow.

1996 The Townhouse joins their growing business.

Brian Simmers, former MD of Scottish Highland Hotels, has a licence from IHG to build and operate hotels.

1997 Brian, David and Louis team up – BDL is born.

1998 Brian Simmers exits to pursue other interests, but BDL is soon joined by Stuart McCaffer.

1999 Ross Morrow and Neil Taylor join the team.

2000 The opening of Holiday Inn Heathrow, followed by Holiday Inn Express East Midlands Airport.

2001 BDL open office in Brand Street, Glasgow.

BDL win their first management contract at Holiday Inn Express Greenock.

2002 Crowne Plaza opens at Marlow.

2003 Crowne Plaza London Docklands opens.

Stewart Campbell joins the team.

The Express portfolio grows – Holiday Inn Express in Cambridge and Newport are opened and Holiday Inn

Express in Northampton, Milton Keynes, Swansea and Droitwich are bought.

2004 Holiday Inn Express Bedford, Ramada Encore London West, Ramada Encore Swansea, Holiday Inn Express

Hemel are all opened.



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2005 Holiday Inn Express Newcastle is opened.

BDL sells 13 Holiday Inn Express hotels to Somerston Hotels.

2006 Holiday Inn Express Leeds Armouries and Doncaster are brought on board along with Ramada Encore Milton

Keynes.

2007 Ramada Encore Chatham, Holiday Inn Chessington, Holiday Inn Express Hamilton and Holiday Inn Express

Antrim join the portfolio.

2008 BDL opens the first Staybridge in Europe – Staybridge Liverpool.

Ramada Encore Derby, Doncaster Airport and Holiday Inn Express Epsom join the group.

BDL Select is formed including The Langstone Hotel, The Bedford Swan, The Grosvenor, Marks Tey Hotel and

The Landmark Dundee.

2009 Princes Street Suites Edinburgh join the BDL Hotels estate.

Ramada Encores open in Warrington, Inverness, Ipswich, Belfast and Birmingham.

BDL take over the management of 14 McKever hotels in administration.

John Stuart joins the team.

2010 The Point Edinburgh, Whitehouse Hotels, Five Lakes and Tomahawk Hotels join the diverse group.

2011 BDL take over the management of 9 Ramada Hotels from Jarvis.

Grand Jersey enters the group and Rosslea Hall Hotel joins BDL Select.

2012 Opening of Holiday Inn Express Dunstable.

Moore Place Hotel enters the group.

BDL take over management of 4 Holiday Inn Expresses.

Erskine Bridge Hotel and County Hotel come under the management of BDL.

2013 Shetland Hotel, Shetland

The above is accurate at the time of going to print, and the story continues…….



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Section 1

Terms & Conditions of Employment



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1.1 TERMS & CONDITIONS It is important that you fully understand the contents of this section. Please read it carefully in conjunction with your individual Contract of Employment. If you do not understand any part of either, please speak to your Team Leader or HR Department. The Company may need to vary the benefits and procedures pertaining to your employment in certain conditions and reserves the right to do so. Legislative requirements may also cause changes and you will be notified of any such changes. 1.1.1 Eligibility to Work It is vital that employees have the required status to work in the UK. Upon commencing employment, all employees must bring in a valid passport along with any work permit or visa documentation (all of which must be original documents). These documents may need to be reviewed each year depending on your immigration status. Copies of these documents will be held in your personnel file. Anyone who cannot provide valid proof will have their contract terminated. If you do not have a valid passport your Line Manager or HR Department will advise what documentation you will need. 1.1.2 Salary Structure Each job within BDL is awarded a salary according to level of responsibility and market value. The annual salary review is usually on 1st April each year. An increase in salary is not automatic but based on company performance, individual performance and market conditions. Salary increases at any other time are generally based on a change in responsibilities. For the calculation of pay, the working week is defined as running from Monday to Sunday. Payment of salary is made monthly. The date of payment will be on the 28th of each month except when this falls on a Saturday, Sunday or a Bank Holiday, when payment is made on the previous Friday. Other payments such as hourly paid workers, tips, overtime (if applicable) are paid within cut off periods. Please ask your payroll administrator for further details. The Company is obliged by law to deduct Income Tax and National Insurance contributions from your pay. Details are recorded on a payslip which will be available to you each month. 1.1.3 Tips Each hotel operates a tips system. Please refer to the Gratuities Policy within your Hotel or speak to your Line Manager. 1.1.4 Pay Documentation You are required to give the Company your National Insurance Number upon commencing employment. If you do not have one, you will need to apply for one at the local Department of Social Security Office. The HR Department will advise you of the application procedure during induction. It is very important that when you receive your number you immediately inform HR. It is recommended that you keep all pay documents safely, especially any certificates of pay and Income Tax deducted. You should also keep your monthly payslips for at least the last two years. 1.1.5 Continuous Service Date This is contained in your Contract of Employment and is the date used to define eligibility for certain statutory benefits e.g annual leave, maternity and parental leave. 1.1.6 Hours of Work You will find that your normal weekly hours/days of work are detailed in your Contract of Employment. Your work days and start/finish times may vary, these will be indicated by the employee rota and, since the Hotel Industry is a 24 hour, seven days a week service, this rota may show shift work and duties on Saturdays, Sundays and customary



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Public Holidays. It is the responsibility of each employee to arrive at work on time and be ready to begin work at the rostered time. Persistent lateness is a disciplinary matter. The Company reserves the right to amend or alter rostered working hours of shift patterns upon giving reasonable notice to those employees affected by the change. As your employer, we have a duty under the Working Time Regulations 1998 to ensure that you do not work in excess of an average of 48-hours per week, over a rolling 17-week period. If, however, you do not wish for your weekly working hours to be limited, you are asked to give written consent (Opt out) to the Company that you no longer wish to be bound by this statutory limitation. In the event that you have opted-out of the maximum working week limitations, you are required to give the hotel one month’s notice if you wish to be covered by this section of the regulations. This limit applies to your total working hours, not just the hours that you are employed by the Company. You must, therefore, inform HR if you have another job and complete the opt-out form. Every attempt will be made to ensure your continuing employment in the event that the Company is faced with a shortage of work or is unable to provide you with work for any other reason. This could include temporarily placing you on short-term working or laying you off from work. In these circumstances you will be paid for those hours worked. It must be stressed that this is very rare and would only happen in exceptional circumstances. 1.1.7 Additional Hours As a Company we want to ensure that all employees have reasonable rest and leisure time. We would wish full time employees to work a maximum of five out of seven days. However, there are times when business needs require additional hours to be worked. If this applies to your role, your Contract of Employment will contain the details and rates applicable. 1.1.8 Holiday Entitlement The holiday year is from 1st April to 31st March. Your paid holiday entitlement is calculated by looking forward at potential service from 1st April or from your date of commencement (whichever is later) to 31st March each year. The annual holiday entitlement is 28 days (for Full Time) unless otherwise stated in your Contract of Employment and includes all bank holiday day allowances. This is calculated on a pro-rata basis for part-time employees, in relation to the hours worked. All holiday arrangements are subject to the approval of your immediate Supervisor. All holidays must be applied for by submitting a holiday application through the HR system or via the usual method for your hotel or office to your Line Manager for their approval. The length of any one period of holiday is not (without the consent of your Supervisor) to exceed 10 working days. The Company has the right to ask its employees to take a maximum of 5 days holiday during quiet periods, although it must be stressed that this is very rare and ample notice will be given. Below are examples of how Holiday Entitlements are calculated based on number of days worked:

No of contracted working days per week

Holiday Entitlement for a full year

5 28

4 22

3 17

2 11

1 5.5



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In certain unusual circumstances, additional authorised extended holiday may be granted as unpaid leave of absence but this can only be done with the prior approval of the Manager. All holidays earned in the current year must be taken by the 31st March and cannot be transferred over into the next year. Furthermore, no payment in lieu will be made for any holidays not taken. On termination of your employment with the Company, you will be entitled to payment in lieu of any outstanding holidays accrued within the current holiday year. You may be required to take outstanding accrued leave as part of your notice. If on termination of your employment you have taken holidays in excess of your entitlement that has accrued at that time, the Company retains the right to make a deduction from your final salary in respect of those holidays. 1.1.9 Notice Notice periods are contained in your Contract of Employment. Employees will normally be expected to work full notice periods but a shorter notice period may be mutually agreed. The Company reserves the right to make payment in lieu of notice (except in cases of summary dismissal). Upon termination of employment, employees will remain contractually bound not to disclose or make use of any confidential information gained during their employment with the Company. All property belonging to the Hotel and Company must be returned on your last day of employment, otherwise you may be charged for any items not returned. 1.1.10 Data Protection During the course of your employment with BDL, the Company will collect, hold and process personal information about you. This information is used to ensure you are paid properly, that you receive the appropriate benefits and as a record of your job performance. This information is covered by data protection legislation. You have 24 hour access to your personal record via the HR System for which you have a unique username and password. It is your responsibility to ensure your details are accurate and up to date. We draw your attention to the fact that under certain conditions you have a right to access information held about you and can be supplied with a copy of items. If you wish to exercise this right, you should write to the HR Department, requesting access to the information which will be provided within 14 days. An administration charge of £10 may apply. 1.1.11 Absence The Company is committed to ensuring the attendance of all employees throughout the working week in order to maintain high standards of safety, security and service. This requires a positive approach to absence management. 1.1.12 Notification of Absence It is a condition of employment that, if you are unable to work due to illness or injury, on your first day of absence, you telephone your Team Leader/Line Manager/Duty Manager at least two hours before your shift starts, so that alternative arrangements may be made for your work to be covered and service levels maintained. You should inform him/her why you are absent and how long you expect to be away from work. Again this will ensure that adequate cover can be arranged. It is also important to keep in regular contact with your Team Leader/Line Manager if the absence is for more than one day. You should be aware that failure to report sickness absence within a reasonable period of time will normally be regarded as unauthorised absence and may be considered as a disciplinary matter. 1.1.13 Doctor, Dentist & Hospital Appointments These appointments are unpaid and should, wherever possible, take place outside of working hours, or at the beginning or end of the working day. Where circumstances make this not possible you must first obtain approval from your Team Leader/Line Manager before making the appointment. Paid time off for ante-natal appointments is a statutory right.



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1.1.14 Sick Leave & Pay Entitlements No entitlement to sick pay exists for the first three days of any period of sickness; this includes those who may be entitled to Company Sick Pay. The Company may exclude employees from Company Sick Pay eligibility under the following circumstances:

If it is satisfied that there has been abuse of the scheme or misinterpretation of the reasons for absence; If the injury was caused by an accident at work that was the result of the employee’s own misconduct; If the employee has failed to adhere to the notification and certification procedures; To qualify for sick pay, notification must be made before the start of the shift. If you do this you may qualify

for SSP and/or company sick pay on the fourth continuous day of absence; If notification is received after the start of your shift, you may lose SSP and/or company sick pay; If notification is not received at all on the first day of absence, you will not qualify for any sick pay on the

fourth continuous day of absence, and may be subject to disciplinary action; Non-completion of self-certification documentation; If an employee has reached a certain level of Bradford Factor points and has been advised of the withdrawal

of Company Sick Pay; Company sick pay will not be paid to any employee who has resigned, or has their employment terminated

and is working their notice. The amounts of Company Sick Pay stipulated in your Contract of Employment refer to the maximum periods for which payment can be made in any rolling 12-month period. The rolling 12-month period applicable is the 12 months preceding the beginning of your current period of absence and will be calculated backwards in time from the first day of each absence. The rate of sick pay applicable to part time employees will be the same as outlined above for full time employees and will apply to the relevant pro rata salary. Company Sickness Payment is discretionary and may be withheld extended or reclaimed in exceptional circumstances. To ensure the welfare of both yourself and your colleagues, the Company reserves the right to ask you to undergo a medical examination at any stage of employment. Frequent or prolonged illness can put pressure on your colleagues. Following 6 months or more of absence due to sickness, subject to consultation and your doctor’s prognosis, your employment may be terminated. As soon as you return to work, after seeing your immediate supervisor/manager, you must complete the self-certification form of absence. The self-certification form is available on the intranet. If this procedure is not adhered to, it may result in non-payment of SSP or company sick pay. For absences of longer than 7 days, then the above procedure must still be adopted but also you must produce a MED3 form from your doctor to cover the entire period of your absence. Failure to complete this requirement may resort in loss of pay and disciplinary action. 1.1.15 Return to Work On your return to work from a period of absence an informal discussion will take place between you and your immediate manager or supervisor. Your manager or supervisor will ensure that all the documentation is correct. He/she will establish with you the reason for your absence and also that you have made a full recovery and are ready to return to work. He or she will determine, after discussion with you, whether there are any changes to your working environment which need to be considered to stop a recurrence of the illness. 1.1.16 Management of Sickness & Absence Each short term period of absence will attract points to illustrate how disruptive short term absence is to the operation. Bradford scores are a way of identifying individuals with serious absence and patterns of absence worthy of further investigation. It will help management to highlight causes for concern and take appropriate action in line with the absence procedure.



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The calculation is as follows: S x S x D = Bradford points score. Where: S is the number of occasions of absences in the last 52 weeks and D is the total number of days’ absence in the last 52 weeks. Where you have had frequent and persistent short-term absences your manager or supervisor will have an informal discussion with you. However, discretion will be used to treat each case on its merits based on your individual circumstances. The aim of the informal discussion is to provide support and advice and to encourage improved attendance. Where there is no medical advice to support frequent self-certified absences, you may be required to consult a doctor nominated by the Company to establish whether medical treatment is necessary. Depending on the outcome of the informal meeting and/or medical advice, a review period may be set to monitor your absence record. The length of the review period will be determined on an individual basis. If you have visited your GP or other doctor during the review period you will be asked to sign a medical consent form to allow a medical report to be obtained. Reasonable time will be allowed in order for a medical condition to improve and a satisfactory and sustained improvement in the absence record to be achieved. In all cases you will be told what improvement in attendance is expected. If, after thorough investigation, it appears that the absences are unsupported, unrelated and without sound medical evidence, or cause business disruption the matter may be dealt with under the Disciplinary Procedure. 1.1.17 Sickness During Holiday

If you fall sick or are injured while on holiday, the Company will allow you to transfer to sick leave and take replacement holiday at a later time, providing you fulfil all of the following conditions;

The total period of incapacity must be fully certificated by a qualified medical practitioner.

You have contacted the Hotel, and spoken to your Line Manager (by telephone if possible) as soon as you know that there will be a period of incapacity during a holiday.

You have submitted a written request no later than 7 days after returning to work setting out how much of the holiday period was affected by sickness and the amount of leave that you wish to take at another time.

If you are overseas when you fall ill or are injured, evidence must be produced that you were ill by way of either a medical certificate or proof of a claim on an insurance policy for medical treatment received at the overseas location.

Where it is agreed that you can take replacement holiday leave at a later time, the Company may, in consultation with you, nominate the dates on which you are to take the replacement holiday. You must endeavour to take any replacement holiday within the same holiday year as the days lost as a result of sickness or injury. In the event that part or all of the holiday is lost due to incapacity towards the end of the Company’s holiday year and there is insufficient time left during that year for the replacement holiday leave to be taken, you may be permitted to carry over the replacement holiday to the next holiday year. However, this leave should be taken as early in the new holiday year as possible.



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1.2 LEAVE FOR FAMILY AND OTHER RESPONSIBILITIES In addition to your holiday entitlement detailed in your terms and conditions of employment, the Company recognises that there are certain circumstances where you may require additional leave. The Company supports employees with family commitments and other responsibilities out with the workplace wherever this is practical for the business. To this end, it is important that employees give notice of intention to take leave as soon as possible, as outlined in each policy. This will allow suitable cover to be arranged. This section refers to the policies in place for additional leave and copies of all the policies are available on the Intranet or from the HR Department. 1.2.1 Maternity Leave The maternity leave package complies with legislative requirements. It is the individual’s responsibility to inform her Team Leader/Line Manager or HR of the pregnancy as soon as possible. You are also entitled to paid time off for ante-natal care if your Doctor or Midwife recommends it and you have made a prior arrangement with your Team Leader/Line Manager. 1.2.2 Adoption Leave The adoption leave policy complies with legislative requirements. Please speak to the HR Department for full details and eligibility. 1.2.3 Paternity Leave The paternity leave package complies with legislative requirements. To qualify for Ordinary Paternity leave, you must have been employed by the Company for at least 26 weeks prior to the 15th week before birth or by the end of the week you are notified you are matched with your child (adoption). You must also inform your Team Leader/Line Manager. You may have the right to take up to 26 weeks’ Additional Paternity Leave. Please speak to the HR Department for full details and eligibility. It is the individual’s responsibility to give his/her Team Leader/Line Manager or HR the correct amount of notice in writing. You may have the right to take up to 26 weeks’ Additional Paternity Leave. Please speak to the HR Department for full details and eligibility. 1.2.4 Parental Leave Parental leave will be granted in accordance with the current legislation, and in line with business requirements. Please speak to the HR Department for details of process, qualification and entitlements. 1.2.5 Time off Work to Care for Dependants To comply with legislation, BDL offers employees unpaid time off to care for dependants. This right applies to all employees. A dependant is defined as spouse, parent, child or co-habitee. Time off is defined as reasonable time to deal with an emergency or put alternative care arrangements in place. For example, if a child has chicken pox, an employee would be entitled to reasonable time off to make alternative care arrangements, but not two weeks until the child is well again.



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1.2.6 Compassionate Leave The need of each employee for compassionate leave may vary greatly and each case will be considered individually on its merits. In the case of bereavement, special leave will be limited to circumstances involving the death of a member of your immediate family, this will include spouse (including common law), parents (including parents in-law), brother and sisters (including brothers and sisters in-law), grandparents, guardians and children. The following provision is intended as a guide as to how bereavement will be managed and is at the discretion of your manager.

Death of an immediate relative (as described above): Up to 3 days paid leave. Additional Compassionate leave is at the discretion of the General Manager or BDL department head.

1.2.7 Voluntary Public Service Leave Employees should obtain permission from the General Manager or BDL department head before undertaking voluntary public service. Arrangements will be treated on a case by case basis. 1.2.8 Jury Duty Employees must inform their Line Manager/Team Leader if they are summoned to Court as a jury member. An expense claim form will be provided by the Court to cover loss of earnings, you will not be entitled to be paid for absence whilst on jury service. 1.2.9 Volunteer Reserve Forces/Retained Fire Service Leave Employees who are members of the Territorial Army, the Royal Air Force Reserve or are retained fire-fighters may be entitled to take one week’s unpaid leave per year to attend training courses, special courses or exercises. Any additional leave must be taken out of the annual leave entitlement and approved by your Team Leader/Line Manager. This offer is available only to employees who provide evidence that they need to take the time off as a reservist (for example, a letter from their commanding officer) at the time when they are booking leave for the purpose of doing the reservist activities. 1.3 EMPLOYEE BENEFITS BDL believes that its people are exceptional, therefore are committed to enhancing your engagement whilst in employment. This is done, partly, through the wide range of benefits that are on offer. Please note that, in accordance with business needs, different owners and location, these benefits may differ and are liable to change from time to time. A current list of benefits is available from your HR Department. 1.3.1 Employee Discount Programme As employees you can participate in the Employee Room Benefit Programme. This allows employees to stay at participating BDL managed properties at a heavily discounted rate. Friends and Family can also take advantage of this. Full details on eligibility and qualifying criteria can be found on the Intranet or from your HR Department. 1.3.2 Medical Cash Plan Scheme You will be able to apply for membership of the HSF medical cash plan, which allows you to reclaim money spent on Dentists, Physiotherapists for example. Further details will be given during your induction or can be gained from your HR Department. 1.3.3 Employee Assistance Programme (EAP) HSF Assist provides you with 24 hour, unlimited access to a variety of assistance help lines and services such as GP advice, a webcam based “face to face” consultation with a Doctor, Counselling and legal advice. Further information is available in the Benefits section on the BDL intranet.



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1.3.4 Pensions A Pension scheme will be offered by your employer in line with legislation. Please speak to your HR Department to see what scheme is in place. Further details regarding pensions can be found on the BDL Intranet. 1.3.5 Salary Sacrifice Schemes Save money by signing up for Bus to Work Scheme, Learn as You Earn, Childcare Vouchers, Medical Assessment and Cycle to Work Scheme. These are all tax free initiatives and are subject to employment status. Please speak to your HR department for further details. Alternatively go to the Benefits section on the BDL intranet.



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Section 2

Code of Conduct

Section 2

Code of Conduct



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2.1 CODE OF CONDUCT – INTRODUCTION Within BDL we strive to ensure that we operate in accordance with the highest standards of business practice and customer service. We are proud of our businesses and we always aim to observe high ethical standards. In order to achieve these high standards, codes of conduct have been designed to help employees determine the proper course of action/behaviour. BDL Hotels has great faith in its employees and requires certain standards of behaviour in return. It is the policy of the Company to treat its employees with dignity and respect and, in return, we expect employees to demonstrate a high standard of conduct and behaviour whilst carrying out their duties. This means that employees must adhere to codes of conduct and that unacceptable behaviour will be treated very seriously and may result in disciplinary action or dismissal. Where relevant, you will be directed to the BDL Intranet for the appropriate policy document. 2.2 APPEARANCE STANDARDS As our purpose is to provide Exceptional Service by Exceptional People it is important that image is portrayed, not only in the way we conduct our daily work but also in our high standards of personal hygiene and overall appearance. 2.2.1 Guest Relations Whether you meet guests regularly, or only occasionally, you are expected to project a genuine, professional and respectful welcome. Smiling, making eye contact and offering brief greeting whenever you encounter a guest will help create an impression of warmth and hospitality. If a guest asks you something, you must act upon their request. Deal with the request yourself, if you can, otherwise you must refer to someone who can help and explain the situation to the guest. Whilst we wish you to be friendly towards our guests, you should always remember that your relationship with our guests is a professional one. You must never allow the boundaries between professional respect and personal friendship to become blurred. In particular, you are not allowed to accept any guest hospitality, in bedrooms or public areas, regardless of whether or not you are on duty. If a guest does offer you hospitality, you should politely explain that hotel rules prevent you from accepting. 2.2.2 Personal Hygiene Looking after our guests, puts us in close contact with them and we need to take extra care with personal hygiene at all times. 2.2.3 Safety/Protective Clothing Where issued, appropriate safety wear must be worn. Failure to do this could result in disciplinary action. 2.2.4 Shoes Shoes must always be polished and in good repair. Open-toed sandals, trainers, platform shoes, crocs, or excessively high heels are not permitted. 2.2.5 Uniform Uniforms, where provided, must be worn at all times whilst on duty and must be clean, pressed and in good repair. Uniforms provided by the Company will be dry cleaned free of charge. However, washable items have to be laundered by the individual. All uniforms must be returned to the Company upon leaving employment, otherwise a deduction may be made from final salary for the cost of the items not returned.



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Non uniformed employees are responsible for the dry cleaning/laundry of their own clothes. Office employees who visit hotels must dress appropriately in business wear and in line with these standards. 2.2.6 Hair Hair must be clean and neat. In Hotels, If ladies have hair longer than shoulder length it must be tied back using appropriate accessory to match the uniform. Male employees should have hair no longer that collar-length. Extremes of dying, bleaching or colouring are not acceptable. 2.2.7 Nails Nails should always be clean and trimmed. Pale, natural looking nail polish may be applied. Extreme colours are not acceptable. However, in a Food and Beverage area this is not permitted. Charms or other decorations on fingernails are not acceptable. 2.2.8 Make-Up Make up should be subtle and natural-looking. Extreme colours are not acceptable. Strong aftershave/perfume is not permitted for those employees working within a Food and Beverage area. 2.2.9 Jewellery This should be kept to a minimum. Ladies are permitted to wear a watch and two rings. Necklaces should not be visible when in uniform. One pair of ear-rings is permitted for ladies only. Gents are only permitted to wear a watch and a ring, whilst in uniform. Gents are not permitted to wear ear-rings. Employees in Food and Beverage areas are only permitted to wear a watch, wedding ring/engagement ring and for ladies, one pair of stud ear-rings. Looking good is imperative within our Hotels, please be aware that some roles may require different standards, particularly for employees who handle food. You will be informed of these standards during your Induction. 2.3 EQUAL OPPORTUNITIES BDL is committed to providing equal opportunities in employment and to avoiding unlawful discrimination in employment and against customers. We intend that no individual shall be discriminated against on the grounds of any Protected Characteristic referred to in the Equality Act 2010. This policy applies to all BDL employees at every level and all employees in any hotel managed by BDL. BDL is committed to eliminating discrimination and encouraging diversity amongst our workforce. Our aim is that our workforce will be truly representative of all sections of society and each employee feels respected and able to give their best. In addition, all employees have a responsibility not to indirectly support unfair behaviour by ignoring the actions of others including customers and/or suppliers. Improper and inappropriate behaviour towards colleagues lowers morale, interferes with work effectiveness and could impact on the Hotel’s or Company’s reputation. Employees should make every effort to comply with the provisions of this Policy. Violations of the Policy will be handled within the terms of the Company’s Disciplinary Procedure and may result in disciplinary sanctions. Employees who commit serious acts of harassment may be guilty of a criminal offence. If you feel that you have been unfairly treated, you should inform your Team Leader, who will treat the matter confidentially. Alternatively you may discuss the matter with a representative from HR. Wherever possible and, if



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appropriate, every effort should be made to resolve the situation on an informal basis in the first instance. If this is not possible, formal action will be taken. For further information and the full policy please refer to the Equal Opportunities Policy in the HR Section on the BDL Intranet or contact the HR Department. For details of the grievance procedures see Section 3.13 of this Information Pack. 2.4 DIGNITY AT WORK BDL is committed to creating a work environment free of harassment and bullying, where everyone is treated with dignity and respect. This policy applies to all BDL employees at every level and all employees in the hotels managed by BDL. This policy covers bullying and harassment of and by managers, employees, contractors, agency staff and anyone else engaged to work at any BDL operated location whether by direct contract with the company or otherwise. The policy covers bullying and harassment in the workplace and in any work-related setting outside the workplace.

BDL will not tolerate bullying and harassment of any kind. All allegations of bullying and harassment will be investigated and, if appropriate, disciplinary action will be taken. The company will also not tolerate victimisation of a person for making allegations of bullying or harassment in good faith or supporting someone to make such a complaint. Victimisation is a disciplinary offence.

You may be able to sort out matters informally. The person may not know that his/her behaviour is unwelcome or upsetting. An informal discussion may help him/her to understand the effects of his/her behaviour and agree to change it. You may feel able to approach the person yourself, or with the help of someone in human resources, a manager, trade union representative or another employee. Alternatively, an initial approach could be made on your behalf by one of these people.

If an informal approach does not resolve matters, or you think the situation is too serious to be dealt with informally, you can make a formal complaint by using the Company's grievance procedure.

For further information please refer to the Dignity at Work Policy in the HR Section on the Intranet or contact the HR Department. For details of the Grievance procedures see Section 3.13 of this Information Pack.

2.5 ALCOHOL, DRUG AND SUBSTANCE ABUSE The image and reputation of BDL is determined in part by the way employees behave or are seen to behave. Employees are ambassadors of BDL and the partnering brands, and there is an established employee alcohol, drugs and substance abuse policy to provide clear guidance on the abuse of alcohol, drugs and other substances. With reference to the consumption of alcohol, employees must ensure that their performance and judgement are never impaired by alcohol whilst at work. This includes not arriving at work whilst under the influence of alcohol and smelling of alcohol whilst on duty. The use of illegal drugs is forbidden and any employee found in possession or under the influence of illegal drugs may be dismissed. If you feel that you may have a drug or alcohol related problem, you have a duty to discuss this with your Team Leader/Line Manager or Human Resources. The Company will endeavour to support you in seeking appropriate advice and treatment.



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If you believe that a colleague has a drug or alcohol related condition, you should encourage them to raise this with their direct Team Leader/Line Manager or Human Resources. Failure to do so could risk the Health and Safety of the individual and other colleagues. Confidentiality will be maintained on a need to know basis in all matters relating to any employee concerning drug and alcohol related issues. For further information and the full policy please refer to the Alcohol, Drug and Substance Abuse Policy in the HR Section on the BDL Intranet or contact the HR Department. 2.6 SMOKING POLICY BDL is required by Section 2(2)(e) of the Health and Safety at Work Act 1974 to ensure, so far as reasonably practicable, a working environment that is safe, without risk to health and adequate as regards to facilities and arrangements for welfare at work. Fire presents a serious risk to our business and is a major cause of business loss. Smoking in unauthorised areas, carelessly discarded cigarette ends and lighted matches are a common reason for fires. Your hotel will have designated smoking areas outside, which are clearly marked. Smoking is not permitted outside these designated areas. Employees found smoking outside these areas will face disciplinary action. Ashtrays/metal bins will be provided and must be used to extinguish cigarettes and other materials used for smoking. Smoking is not permitted in any work area without exception. This also applies to employee accommodation. Anyone who wishes to smoke must do so during official break periods i.e lunch and only in the designated smoking areas. Smoking breaks out with official break periods will be at the discretion and with the agreement of the Team Leader/Line Manager. All employees who take a break to smoke must ensure that, on returning to their work area, their personal appearance and hygiene meet the required standards of BDL and their department. General Practitioners provide information, support and advice on smoking cessation. 2.7 USE OF COMPANY EQUIPMENT 2.7.1 Computer Use The Company’s computer systems are key tools of our business. You must operate within the limits of your personal authorisation to access the system and input or remove data. Only licensed material to the company must be used. You should inform your manager of any actual or potential breaches of computer security of which you become aware. Failure to do so may result in disciplinary action being taken. The computer network and the messages and information stored in or exchanged through them are the property of BDL.



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Please note that you have a personal responsibility to:

Take appropriate measures to protect computer equipment, systems and information

Protect access to computer systems and information

Protect business systems from loss and disruption

Protect sensitive information

Protect data about people 2.7.2 E-Mail This is to be used for business purposes only and is not intended for the communication of personal messages. All internet e-mail is seen to originate from BDL and should, therefore, reflect our best professional standards. Usage and access of e-mail will be monitored. 2.7.3 Internet This is to be used for business purposes only and is not intended for personal use during working hours. Should you not have access to internet at home, you must seek approval from your Team Leader/Line Manager to use the company’s computers at a suitable time that does not disrupt the business operation. Your use of the computers, email and internet may be monitored, tracked and logged by the company. Random sweeps of the company networks may be carried out in order to monitor use and ensure that employees are complying with the Policy. 2.7.4 Social Media The widespread availability of social media means it is important to understand how to use it effectively and sensibly, both in the workplace and during personal use. BDL believes that when taking part in social media you should be honest, straightforward and respectful. The lines between public and private can become blurred so assume that everything you write is permanent and can be viewed by anyone at any time. Also, assume that everything can be traced back to you personally as well as to your colleagues, the company and its customers, partners and suppliers. The following terms should be adhered to at all times, including during periods of leave. You must ensure that your content, or links to other content, does not:

interfere with your work commitments

contain libellous, defamatory, bullying or harassing content

contain breaches of copyright and data protection

contain material of an illegal, sexual or offensive nature

include confidential information to the company

bring the company into disrepute or compromise the company’s brand and reputation

use the company to endorse or promote any product, opinion or political cause

allow interaction on these websites to damage working relationships between employees and clients of the Company/Hotel.

Whilst the use of social media is encouraged for some roles, all employee responsibilities covered in other policies and codes of conduct remain in force. If content published by you or others implicates you in the breach of these terms, it may lead to an investigation and disciplinary action in accordance with the company’s disciplinary policies.



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2.7.5 Telephones Employees are not allowed to use the company’s telephone systems for personal incoming or outgoing telephone calls or messages, other than in an emergency. If you need to make or receive a call during working hours relating to an emergency, you must ask your Team Leader/Line Manager for their permission. The use of mobile phones is not permitted during working hours or in guest areas. You must ensure that mobile phones are switched off before going on duty. Company mobile phones are provided to specific personnel to allow them to carry out their duties more effectively. 2.8 CONFLICT OF INTEREST All employees of BDL owe a duty of undivided business loyalty to the company. This duty is violated if you engage in activities that cause or may reasonably be thought likely to cause, a conflict with the interests of the company. 2.8.1 Employment out with BDL BDL recognises and respects that employees may take part in legitimate financial and business activities outside their jobs. However, these activities must be lawful and free of conflict with their responsibility as an employee of BDL. Employees must not misuse BDL’s resources or influence or discredit the company’s good name and reputation. It is a condition of your employment that you may not, without the consent of the company, engage in any other employment or business, which the company believes may affect the performance of your duties or conflicts with the interests of the company. You must, therefore, inform your Team Leader/Line Manager before committing yourself to any other employment whilst you are an employee of BDL or a Hotel related to BDL. 2.8.2 Receipt of Gifts In general, the Company does not believe that it is appropriate for employees to accept gifts from customers, suppliers or any other person or organisation with which the Company has (or might have) business connections. This is because it is important to ensure that no employee acts in any way that is inconsistent with the Company's objectives or with the integrity of the business by accepting or offering a gift in circumstances where it could influence, or be seen to influence, that employee's or buyer’s business actions or decisions. There will be a zero tolerance to such actions being undertaken. Receipt of gifts – disclosure. The company has to consider the motive of the sender of any gift when deciding how the matter should be handled. Whilst a small gift sent to an employee as a genuine token of appreciation may be acceptable, a gift of substantial financial value that is intended to influence business decisions will not. A policy requiring employees to declare all gifts is a safeguard against the latter becoming a threat to the integrity of the business. Any employee who receives a gift of any kind from an existing or potential business contact must disclose the fact of the gift, its nature and the identity of the sender to his/her line manager. If the gift is anything other than a small token of appreciation having no substantial financial value, the employee will be required to return the gift to the sender with a polite note thanking him/her and explaining that it is the Company's policy that employees should not receive gifts. If, in the opinion of the line manager, the gift might constitute a bribe or other inducement, the employee will be asked to pass the gift to the Chief Operating Officer, who will return it to the sender with a suitable letter explaining the Company's policy and asking that it be respected in the future. In cases where the employee's line manager agrees that the gift was sent to the employee as a token of gratitude for work carried out to a particularly high standard or for an exceptional level of service given, the employee may, at the



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line manager's discretion, be permitted to retain the gift. Thus small gifts that are genuinely given as a token of appreciation or gratitude will be acceptable, provided that the employee properly declares the gift in line with this policy and provided that the employee does not subsequently treat the person who sent the gift more favourably than other customers/suppliers, etc. This policy does not apply to promotional gifts, ie items such as stationery or pens that bear the logo or company name of another organisation, provided that these have no significant value. However, since it is likely that such gifts will be received by only a limited number of employees, they should be shared amongst other employees where appropriate. Further detail on receiving gifts is included in the Bribery and Business Conduct Policy which can be found in the HR Section on the intranet. Alternatively ask your HR Department for details. 2.8.3 Guest Confidentiality It is vital that guests preserve their confidentiality. Details of reservations, accompanying guests and other guest related details must not be disclosed. Any unauthorised disclosure of information relating to the Company, its guests or employees will be treated as serious misconduct and will be dealt with as a disciplinary matter. Please also remember that automatically processed information relating to individuals is covered by the Data Protection Act 1998. It is a criminal offence to misuse such information and if you are found guilty of doing so, you could be subject to fines and other penalties. Individual employees are not authorised to speak for the Company in response to an enquiry from a journalist, or other member of the press or media, on matters relating to the Company, its guests and employees. If you receive an enquiry of this nature, please refer the matter to the General Manager who will refer the matter to the Group Marketing Manager. 2.9 ENVIRONMENT In line with the company’s Corporate Social Responsibility strategy, BDL is fully engaged in reducing its impact on the environment. We commit to bringing environmental awareness to every aspect of our business by reducing our waste, energy and water consumption across the group through structured policy, education and use of green technology. PRIMARY INITIATIVES

Water

Energy

Community

Waste

Education

Innovation

POLICY MANAGEMENT Our corporate group environmental committee and hotel based environmental teams implement our Environmental Strategy, including measures such as the reduction of electricity consumption in our hotels through low energy lamps and fittings, placing time clocks on equipment, fitting motion sensors, etc. Fitting of water conserving shower heads, water saving aerators on taps, PIR sensors on urinals, etc have dramatically reduced consumption of water in our hotels. BDL has a group wide linen management system to reduce use of unnecessary chemicals and energy.



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A strict recycling policy is in place where all hotels recycle the following items - cardboard, paper, magazines, cooking oils, glass, printer cartridges, light bulbs, electrical goods & cans. 2.10 USE OF VEHICLES FOR BUSINESS USE Due to the wide spread locations of our properties there are a number of employees who will use a car for business use, to attend training, meetings, conferences for example. BDL also have a large number of Group Support teams who are required to travel as part of their role. Before any employee can drive for business reasons, they must be in possession of their full current drivers licence, current MOT (if applicable) and insurance documentation. These must be shown to your HR Manager or General Manager who will photocopy them. Employees must also sign the declaration and complete a drivers questionnaire. All of the above must also be reviewed and resubmitted each year. For more information, please speak to your HR Department, General Manager or BDL Line Manager. 2.11 INTERNAL COMMUNICATION Clear communication is essential to the smooth running of our business. The Company uses a number of different means to share information with you. 2.11.1 Notice Boards Please monitor notice boards in the employee areas of the Hotel/office and in your Department. These boards will be used to communicate information that may affect you at work. For example, details of First Aid Representatives, Fire Regulations, general company and hotel updates as well as current vacancies. 2.11.2 BDL Intranet The Company’s intranet can be found at www.bdlpeople.co.uk . Many of the policies referred to in this Information Pack are available on the Intranet in the HR Section. Other features include:

BDL News and Updates

Contact Lists

Charity information

BDL Newsletters

Photo Galleries

Health & Safety, IT, Food and Beverage, Sales & Marketing information

Environment

Document Share

Training

Short cuts to other resources

Benefits information 2.11.3 BDL Newsletter A newsletter is circulated and available on the Intranet each quarter that includes updates from every hotel in the group.



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2.12 DISCIPLINARY PROCEDURE The purpose of BDL’s Disciplinary Policy and Procedures is to allow the company to achieve fairness and consistency of application across the Company. It is to help and encourage employees to achieve and maintain standards of conduct, attendance and job performance and to encourage employees to improve. Where the nature of the offence potentially warrants a disciplinary sanction or dismissal, this procedure ensures managers, employees and their companions understand how to carry this out consistently and fairly. Managers have a right to discipline employees for poor performance, inappropriate behaviours or conduct. The intent of this policy is to provide awareness and procedures for managers to follow during any of these situations. This policy and procedure is for guidance only and does not form part of employees’ contractual rights. POLICY TERMS No disciplinary action will be taken against an employee until a disciplinary hearing has taken place and the case has been fully investigated. The employee will be advised in writing of the nature of the complaint against him or her and the arrangements for the hearing. The employee will be given the opportunity to state his or her case before any decision is made. The employee will have the right to be accompanied by a work colleague or trade union representative during the

disciplinary hearing and appeal hearing.

Matters covered in the Disciplinary Procedure will be dealt with without undue delay and in accordance with the timescales indicated, unless there are extenuating circumstances. However, the Company reserves the right to amend these timescales in the interests of fairness and justice; for example, further investigation may be required, or the timescale for holding a hearing extended to accommodate the lack of availability of witnesses or companions. In reaching decisions on appropriate disciplinary sanctions, managers will take into account any mitigating circumstances. No employee will be dismissed for a first breach of discipline, except in the case of gross misconduct. The employee will have the right to appeal to an equal or higher level of management against any disciplinary sanction imposed. The Company will make whatever reasonable adjustments are necessary to facilitate the attendance of any disabled employee or companion at an investigation meeting, disciplinary hearing or appeal hearing. EMPLOYEE’S RIGHT OF ACCOMPANIMENT Those employees subject to disciplinary action have the right to be accompanied by either a work colleague or trade union representative (*) of their choice throughout all formal stages of the Disciplinary Procedure. (*) ‘Trade union representative’ means any employee who is also a trade union official or an official of a trade union who is not an employee of the Company, but who has been certified by their union as being competent to accompany an employee. The companion has the right to: (a) confer with the employee before and during the disciplinary hearing, including before the employee answers any questions; (b) respond on behalf of the employee to any views expressed at the disciplinary hearing; and



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(c) to put forward the employee’s position in opening and closing statements made at the disciplinary hearing which sums up the employee’s case. The companion should also be allowed to question any witness who is providing evidence for the disciplinary hearing. The companion does not have the right to answer any questions put directly to the employee by one or more managers conducting the disciplinary hearing, or to address the meeting or hearing if the employee does not wish it, or prevent the employee from explaining their case or answer any questions. Any employee who is required to act in the capacity of a companion at a disciplinary hearing will be entitled to a reasonable period of paid time-off from work duties to complete this role. This will include a reasonable period of time-off for the companion to familiarise him/herself with the case and confer with the employee. It would not be considered reasonable by the Company for an employee to insist on being accompanied by someone whose presence would be prejudicial to the hearing or a companion from a remote geographical location if someone suitable and willing was available from a nearby location. Where employees have difficulty expressing themselves because of language or other difficulties, such as a disability, they may wish to seek help from a work colleague, support worker or trade union representative. RELATIONSHIP WITH GRIEVANCE PROCEEDINGS The Company’s grievance procedure should not be used for appeals against disciplinary decisions, because that is provided for at the appeal stage of the disciplinary procedure. If a grievance is raised once the disciplinary process is underway, the disciplinary process may be suspended in order for the grievance to be considered first. However, this would only occur if the grievance was related to the subject matter arising out of the disciplinary hearing (e.g. the behaviour of a manager during the course of a disciplinary case). Whilst a postponement will be considered, the disciplinary process will continue if dismissal is a likely sanction or it serves the needs of the Company to proceed in this way. Where disciplinary action against another employee results from a grievance, the grievance procedure may be suspended whilst an investigation is carried out, and, if necessary, the disciplinary process is completed. The suspension of the grievance procedure will be at the discretion of the Company, taking into consideration both the interests of the Company and of the individual who raised the grievance. AMENDMENTS TO DISCIPLINARY POLICY AND PROCEDURE The Company reserves the right to vary the Disciplinary Policy and Procedure from time to time if it appears to the Company to be necessary. The Company also reserves the right to depart from the precise requirements of the Disciplinary Procedure when it is expedient to do so and where the treatment of the employee(s) concerned is no less fair. In these circumstances, the Company is committed to following the guidance provided in the ACAS Code of Practice (no1) ‘Disciplinary and Grievance Procedures’. GROSS MISCONDUCT This covers any deliberate act committed by a member of employee which is severely detrimental to the good conduct of the business or harmful to employees. Such acts by their nature are very serious and will normally warrant summary dismissal (i.e. without notice, or payment in lieu of notice or holiday pay in excess of that provided for by the Working Time Regulations 1998).



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Examples of gross misconduct are shown below. This list is not an exhaustive one and only gives an indication of the type of offence/conduct that may be considered gross misconduct. Any unspecified actions of similar gravity, will, therefore be regarded as gross misconduct. Examples:

Refusal to carry out reasonable instructions from a more senior employee or member of management (i.e. a serious act of insubordination).

Abusive behaviour, fighting, threatening, assaulting, or attempting to injure another employee or a member of the public.

Being under the influence of alcohol, drugs or other substances whilst on duty or on Company premises.

Fraud, bribery (giving and receiving), theft or unauthorised removal of property without permission from the Company, its employees, agents, customers or members of the public, where relevant.

Indecent behaviour.

Fraternisation between employees and guests.

Failure to conduct any personal relationship in a professional manner whilst on Company premises.

Conduct seriously prejudicial to the good reputation of the Company (e.g., unauthorised disclosure of confidential information or using malicious information about the Company, its customers, agents or members of the public).

Wilful or negligent violation of hygiene and/or safety rules or procedures likely to endanger any person e.g., smoking in a prohibited area.

Sleeping on duty.

Wilful absence, e.g. job abandonment, a false claim of sickness absence.

Gross negligence.

Any breach of the Licensing and Excise Laws.

Falsifying Company documents and accounting procedures, e.g. time sheets, sign in/sign out sheets, expense sheets, etc.

Deliberate provision of misleading or inaccurate information for the purpose of obtaining employment with the Company.

Wilful alteration, destruction or disclosure of data held in the Company's computer or other serious breach of the Company’s computer security policy including offensive misuse of e-mail or Internet facilities.

Sabotage of, or deliberate or reckless damage to property belonging to the Company, its customers, agents or members of the public.

Actions constituting a criminal offence that makes the individual unsuitable for his/her type of work or unacceptable to other employees.

Any unreasonable refusal by an individual to give consent to a search when properly requested (see Right to Search Policy).

Supply, sale or possession of illegal drugs on Company premises or on Company business.

Serious breach of the Company’s rules and policies.

Placing any comments or messages on any social networking site, internet site, or any other method of communication which are regarded by the Company as being detrimental to its reputation or to any of its employees, customers or agents (see Email and Internet Policy).

Gambling on Company or Hotel premises, or organising lotteries and collections without prior management permission.

Personal conduct prejudicial to the efficiency, discipline or reputation of the Company.

Any other serious breach of trust and confidence (e.g., conviction of a criminal offence that makes the employee unsuitable to carry out his or her duties)



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MISCONDUCT This means any deliberate or negligent act committed by employees that is detrimental to the good conduct of the business, but cannot be described as 'gross misconduct'. The following list is not an exhaustive one and only gives an indication of the type of behaviours that may be considered misconduct. Examples:

Failure to carry out reasonable instructions or insubordination not amounting to a serious act of insubordination.

Disruptive or unacceptable behaviour not amounting to Gross Misconduct.

Persistent lateness or poor timekeeping.

Unauthorised absence.

Unacceptable levels of attendance.

Breach of Hotel House Rules not amounting to Gross Misconduct.

Failure to maintain the required grooming or uniform standards. POOR PERFORMANCE In poor performance cases, where the reason is not within the control of the employee, e.g., health, training or the changing nature of the job, the Company’s Capability Policy and Procedure will be used in place of the Disciplinary Policy and Procedure. However, poor performance resulting from, for example, negligence, lack of application or attitudinal problems will be addressed under the Disciplinary Procedure. Furthermore, where an employee’s attendance record has reached stage two of the Trigger Point Attendance Management Procedure and the absences are deemed to be unrelated to an underlying health condition, the employee will be addressed under the Disciplinary Policy and Procedure. CRIMINAL CHARGES OR CONVICTIONS OUTSIDE THE COMPANY Criminal charges or convictions for conduct unrelated to the Company will not be automatic reasons for dismissal. However, they may be regarded by the Company as misconduct or gross misconduct. An investigation will be carried out by the relevant line manager to determine the nature of any charges or conviction in court. The employee’s line manager will consider the facts and decide whether the offence is one that makes the individual unsuitable for his/her type of work or unacceptable to other employees. This will take place before s/he decides whether to instigate the Disciplinary Procedure. The Company reserves the right to suspend on full pay any employee who has been charged with a criminal offence or has been convicted in court. Furthermore, the Company reserves the right to commence and conclude disciplinary proceedings against any employee who has been charged with a criminal offence or who has been convicted in court. Where necessary, the relevant investigation and/or disciplinary hearing will take place in the absence of the employee concerned (e.g. where s/he is in police custody or serving a period of imprisonment awaiting or following court proceedings). DISCIPLINARY PROCEDURES STEP ONE – ESTABLISH THE FACTS The Company is committed to ensuring that the facts of all potential infringements of disciplinary rules are established at the earliest practical opportunity. When a potential disciplinary matter arises, the relevant manager should establish the facts at the earliest opportunity. Where the facts of the allegation are clear, the manager should proceed to step two. Where the facts of the allegation are not clear or where the Company considers it appropriate, an investigation into the facts should be carried out by the relevant manager. This could entail carrying out one or more interviews with the employee concerned, as well as with third parties such as witnesses, colleagues and managers. Furthermore, documentation and computer data may be examined and analysed. It may also involve a search of the employee’s



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person and/or property in line with the Company Right to Search Policy. Detail of the investigation will be made available to all the parties concerned prior to the disciplinary hearing (except where the Company considers in exceptional circumstances that information should remain confidential. Example: where considered necessary, the identity of witnesses should be kept confidential. Verbatim notes will be taken of investigation meetings. The purpose of the investigation is to obtain witness statements and examine relevant documentation where appropriate. This may have been preceded by a security investigation, e.g. in cases of alleged removal of property. The employee concerned may be invited in writing to attend an investigation meeting in circumstances deemed necessary. The employee does not have a statutory right to be accompanied by a work colleague or trade union representative at the investigation meeting. However, the Company will not unreasonably refuse this request. In particular, managers should consider whether the employee has any language translation requirements, is disabled or is a young worker. If the right to be accompanied at this stage is granted; see section 4.2 to clarify the companion’s rights. All relevant witnesses must be interviewed, statements taken and signed and dated. The witness statements should be written in full (a full statement may have to be written up after the meeting). The manager will note the date, time and place of each observation or incident. Where necessary, the manager will carry out any further investigatory meetings in order to collate all the required information. Where necessary, this will involve interviewing the employee concerned and witnesses on more than one occasion. Having taken all the required statements, the manager should undertake any further investigation with a view to finding other independent supporting evidence (e.g., documentary evidence, the evidence of contractors or other third parties or CCTV images). The purpose of the investigation is not to establish evidence to support the allegation made, but to provide a balanced and informed view. The manager carrying out the investigation should be impartial and not have had any material involvement in the conduct, behaviour or performance that gave rise to the disciplinary allegation. The manager carrying out the investigation will not chair or be involved as a member of any subsequent disciplinary hearing. Suspension: A brief period of suspension of the employee concerned (on full pay) may be necessary in certain circumstances e.g. cases of potential gross misconduct or to facilitate an unhindered investigation, but this should not be regarded as a disciplinary sanction. Less serious alleged misconduct should not normally require paid suspension. Any suspension decision must be confirmed in writing promptly. Suspension on reduced or no pay should not be used. The period of suspension should be kept under review and not used for any considerable period of time. Wherever possible it should not exceed 7 days. During the suspension the employee should be kept regularly informed of the progress of the case. INFORMAL ACTION Cases of minor misconduct or poor performance are usually best dealt with informally by the relevant line manager. In the case of informal action, a private meeting will be arranged between the manager and the employee to discuss the issue and agree a way forward. This will normally include:

the standard(s) of conduct/behaviour/performance required;

timescales to improve; and

support provided (e.g., advice, training or coaching).



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The manager should issue the employee with a file note to document the purpose and outcome of the discussion. The manager should review the file note between one and three months after it was issued to ensure there has been an improvement in conduct/behaviour/performance. Where there has been no or insufficient improvement, or where there has been a recurrence of the conduct/behaviour/performance, the manager will consider whether proceeding to Step two of the Disciplinary Procedure is necessary. STEP TWO – WRITTEN NOTIFICATION AND THE DISCIPLINARY HEARING Notification to the employee and arrangement of the hearing: If a disciplinary hearing is considered necessary, a formal hearing will be arranged at which the employee has the right to be accompanied by a work colleague or a trade union representative. The Company is committed to ensuring that all steps and stages of the Disciplinary Procedure are completed without unreasonable delay. The date and time of meetings and hearings should be arranged so that all parties whose attendance is necessary for the matter to be dealt with properly can attend. The employee should take all reasonable steps to attend. However, the Company reserves the right to fix the date and time of a disciplinary hearing or appeal hearing where it believes fair and reasonable notice has been given to the employee and his/her companion. Any delay in deciding whether or not to convene a disciplinary hearing is not an acknowledgement by the Company that the conduct/behaviour/performance in question does not amount to gross misconduct/misconduct/poor performance within the meaning of this Policy and Procedure. In the event that an employee unreasonably fails to attend the first hearing date a second hearing will be arranged. If an employee fails to attend both the first and second hearing dates the Company reserves the right to proceed with the hearing on the second occasion in the absence of the employee and to reach a decision. Where a hearing is to take place in the absence of the employee, Human Resources must be consulted before the hearing commences. The employee must be made fully aware of the allegation against him or her, and be given a full opportunity to rebut the allegation, where necessary by calling witnesses and/or providing documentary evidence. Furthermore, those managers conducting the hearing should have had no prior involvement in the case, and nor should their presence be unfairly prejudicial to the employee’s case. The Company reserves the right to refuse the employee to call an unrestricted number of witnesses. The manager(s) conducting the hearing should be accompanied by a note taker. The employee will be invited to attend a disciplinary hearing by letter, which will be sent to him/her giving at least 48 hours’ notice. This period may be extended if the employee is unable to confer with his or her chosen companion for reasons beyond their control, or where in the interests of fairness the manager concerned believes a longer time period is required. The letter will set out the allegation(s) and the basis for them, including (where practical) copies of all the relevant evidence and maximum possible sanction. A copy of the Disciplinary Policy and Procedure will be attached to the letter. STEP THREE: DISCIPLINARY SANCTIONS: The sanctions that can be applied following the outcome of a disciplinary hearing are shown below. Verbal warning In cases of minor misconduct or poor performance the line manager will issue a formal verbal warning. This will set out the nature of the offence and the standard of conduct/behaviour/performance required. The employee should be informed it is part of the formal disciplinary procedure and what the consequences will be of a failure to improve. This might result in a written warning, final written warning or ultimately dismissal. The employee should also be



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informed that they may appeal against the sanction. A record of the verbal warning will be kept, but will be disregarded after 6 months provided there is no further misconduct/poor performance during this period. Written warning Where there is a failure to improve conduct/behaviour/performance in the timescale set out in the verbal warning, or where the matter is sufficiently serious the employee will be given a first written warning. This will set out the nature of the offence and the standard of conduct/behaviour/performance required. The employee should be informed it is part of the formal disciplinary procedure and what the consequences will be of a failure to improve. This might be a final written warning or ultimately dismissal. The employee should also be informed that they may appeal against the sanction. A copy of the warning will be kept on the employee’s personnel file. Written warnings will be disregarded after 9 months provided that there has been no further misconduct/poor performance during this period. Final written warning Where there is persistent failure to improve or where the first incident of misconduct/poor performance is sufficiently serious, the employee will be given a final written warning. This should set out the nature of the offence and the standard of conduct/behaviour/performance required. The employee should be advised that the final warning is part of the formal disciplinary procedure and failure to improve could result in dismissal or some other penalty. The employee should also be informed they may appeal the sanction. A copy of the warning will be kept on the employee’s personnel file. Final written warnings should be disregarded after 12 months provided there has been no further misconduct/poor performance during this period. Extension of periods of warnings: (1) The Company reserves the right, in appropriate circumstances, for the period of any formal warning to be extended whilst it remains on the employee’s personnel file. This would take place should there be no improvement in behaviour/conduct/performance whilst the warning remains on the employee’s personnel record and/or until remedial action (e.g., re-training) has been completed. (2) The Company reserves the right, in appropriate circumstances, for an employee’s previous misconduct/poor performance (for which any formal warning has expired within the last 3 months) to be taken into account when making a decision about the most appropriate disciplinary sanction for misconduct/poor performance which is the same or very similar to the misconduct/poor performance for which the expired warning applied. Demotion or transfer The sanction of demotion or transfer may be used as an alternative to dismissal where the disciplining manager believes it to be appropriate, and where it is regarded that the misconduct or poor performance is likely to render adequate performance of the employee’s existing job unlikely in the future. By mutual agreement, demotion or transfer may also be considered at any stage in the disciplinary procedure. Dismissal Dismissal will apply in cases of:

gross misconduct; or

repeated misconduct/poor performance, of any type, during the currency of a previous warning

Dismissal for an act of gross misconduct shall take effect immediately from the time the employee is informed of the sanction. Summary dismissal for an act of gross misconduct will normally be without notice or payment in lieu of notice or holiday pay in excess of that provided for by the Working Time Regulations 1998.



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Dismissal for repeated misconduct/poor performance will be at the end of a specified period of notice or payment will be made in lieu of notice. Dismissal must be authorised by the General Manager or the appropriate senior exec team member. This authorisation must be obtained during the final adjournment of the disciplinary hearing before the decision is given to the employee. Human Resources must also be consulted prior to any dismissals taking place. The most appropriate action following the conclusion of a disciplinary hearing could also include: (a) no further action to be taken – case dismissed; or (b) a file note to document a discussion not amounting to a formal warning STEP FOUR: APPEAL PROCEDURE An employee who has been disciplined at a hearing has the right of appeal against any formal disciplinary sanction. The employee must submit their appeal in writing, which should be sent to the Manager stated on the written confirmation of the disciplinary sanction. This should be done within seven days from receipt of the written confirmation of the disciplinary sanction imposed. Appeals received outside the seven day period may still be heard if the employee can show good reason for the delay and the delay is not unreasonable in the circumstances. Appeals will be dealt with as promptly as possible. They will normally be conducted by way of a review of the decision to apply a sanction and the level of sanction imposed, but may, at the discretion of the presiding chairperson hearing the appeal, proceed as a full re-hearing of the case. The employee will be invited in writing to attend an appeal hearing. The appeal will be heard by a manager who is equal to or more senior than was involved at the earlier stage of the proceedings. The appeal manager will not have been involved in the original disciplinary investigation or hearing. The employee has the right to be accompanied by a work colleague or trade union representative under those circumstances described above. The appeal hearing will be conducted in accordance with those principles and practices described above. The employee will be notified in writing of the outcome of the appeal as soon possible, but no later than 5 days after the completion of the appeals process. The decision reached at this stage will be final. For further information and the full policy please refer to the Disciplinary Policy & Procedures in the HR Section on the BDL Intranet or contact the HR Department. 2.13 GRIEVANCE PROCEDURE The purpose of BDL’s Grievance Policy and Procedure is to allow the company to help promote harmonious working relationships ensuring fairness and consistency to all employees within the company. It is the Company’s policy to require employees with grievances relating to their employment to use the procedure below to seek a satisfactory resolution. The Company will endeavour to resolve grievances fairly and promptly before they are allowed to develop into major problems or potentially collective disputes. Individual employees can raise a grievance on matters relating to their work, conditions of employment, working environment or working relationships, where they consider they have suffered or are likely to suffer a detriment. All employees who have raised a grievance will be treated fairly at all times before, during and after the conclusion of the Grievance Procedure.



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Most routine complaints and grievances are best resolved informally in discussion with the employee’s immediate manager. In the first instance, all grievances should be raised in writing with the employee’s immediate manager. If the matter cannot be resolved informally with the manager, it should be dealt with under the formal procedure below. Employees should make every effort to comply with the provisions of the Policy. Violations of the Policy will be handled within the terms of the Company’s Disciplinary Procedure and may result in disciplinary sanctions. The Company reserves the right to vary the Grievance Procedure from time to time if it appears to the Company to be necessary. The Company also reserves the right to depart from the precise requirements of the Grievance Procedure when it is expedient to do so and where the treatment of the alleged incident is no less fair. INFORMAL APPROACH Wherever possible, routine complaints and grievances should be resolved informally through discussion with the individual’s line manager. Dealing with grievances in this way can often lead to a speedy resolution of problems, but it is advisable for the individual and manager to retain a note of the informal meeting. The manager will give a response within five working days. An informal complaint or grievance may be raised directly by the employee with a senior manager or Human Resources if it: (a) Concerns their immediate line manager; or

(b) It is of too personal or sensitive a nature to raise with their line manager. FORMAL APPROACH Where a grievance cannot be resolved informally or is so serious it should be dealt with under this formal Grievance Procedure, the grievance should be raised with either the individual’s line manager, or where this is not appropriate, with the individual’s senior manager or Human Resources Department. The Company is committed to ensuring that all grievances are fully investigated. This may entail carrying out interviews with the employee concerned and third parties such as witnesses, colleagues and managers, as well as analysing written records and information. The investigation report will only be made available to the parties concerned if appropriate. The Company will respect the confidentiality of the parties where possible, and this will include keeping the identity of witnesses confidential where it believes it is correct to do so. STAGES IN THE FORMAL GRIEVANCE PROCEDURE Stage One: (1) Individuals who either feel that their informal complaint/grievance has not been resolved satisfactorily through informal discussions, or that it is not appropriate to use the opportunity of informally dealing with the matter, may use the formal Grievance Procedure. (2) The employee should place their grievance in writing stating the reasons for the grievance and send it to their immediate line manager. Where the grievance is against that manager, the matter should be raised with the manager’s own line manager or the individual’s Human Resources Department. (3) The manager hearing the grievance should invite the individual to attend a formal hearing in order to discuss the grievance within five working days of the complaint being received. A second manager or another employee from another function may be invited to attend the hearing to act as a witness and take a note of the hearing.



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(4) Following the hearing, the manager should investigate fully and respond in writing to the grievance within five working days. Where this is not possible an explanation for the delay should be provided to the employee. Stage Two: (1) Where the grievance cannot be resolved to the satisfaction of the employee at Stage one, s/he may appeal to an equal or higher level of manager than for Stage one. (2) The employee must place their appeal in writing and send their appeal letter to the designated equal or more senior manager no later than seven days after receipt of the letter notifying outcome of Stage one of the Grievance Procedure. (3) Only an equal or more senior manager who has not been involved in the grievance either informally or at Stage one will hear the grievance appeal. (4) The equal or more senior manager should arrange to hear the grievance within ten working days of the appeal being received and should inform the individual in writing of their right to be accompanied. (5) The grievance appeal hearing will be constituted in the same way as the Stage one hearing. (6) Following the hearing, the manager dealing with the appeal should carry out further investigation if necessary and make a final decision on the appeal within ten working days of the end of the hearing and notify the employee of the outcome immediately. It is the Company’s objective to resolve the matter within this timeline, but it might not always be feasible for senior management to do so. Where this is not possible an explanation for the delay should be provided to the employee as soon as possible. Where the employee makes a request for the reason to be placed in writing, this request should be complied with. The decision reached in relation to the grievance at this stage will be final. RELATIONSHIP WITH DISCIPLINARY PROCEDURE If a grievance is found to be malicious or to have been made in bad faith, then the employee raising it will be subject to the Company’s Disciplinary Procedure. The Grievance Procedure should not be used for appeals against disciplinary decisions, because that is provided for at the appeals stage of the Company’s Disciplinary Procedure. If a grievance is raised once the Disciplinary Procedure is underway, the Disciplinary Procedure may be suspended in order for the grievance to be considered first. However, this would only occur if the grievance was related to the subject matter arising out of the disciplinary hearing. The ACAS Code of Practice only requires the Company to consider suspending the process. Whilst a postponement will be considered, the disciplinary process will continue if dismissal is a likely sanction or it serves the needs of the Company to proceed in this way. Where disciplinary action against another employee results from a grievance, the grievance may be suspended whilst a disciplinary investigation is carried out, and, if necessary, the disciplinary process is completed. The suspension of the grievance procedure will be at the discretion of the Company, taking into consideration both the interests of the Company and of the individual who raised the grievance. The individual who submitted the grievance has no right to be informed of the specific action taken under the Disciplinary Policy and Procedure. However, in certain matters requiring particular sensitivity, such as bullying or harassment, the Company may discuss with the employee who raised the grievance issues that directly affect them.



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2.13.1 Whistleblowing As part of the Company’s grievance procedure, all employees also have the right to raise any concerns about workplace practices, or suspicions of criminal acts, miscarriages of justice or dangers to health and safety that may not cause them an individual detriment. This is sometimes known as ‘whistleblowing’. All employees who honestly and reasonably raise a grievance in good faith for this reason will, at all times, be protected from any detriment (such as victimisation, harassment or bullying). Refer to the Company’s Whistleblowing Policy for further details. Any deliberate false or malicious allegations will be taken very seriously and appropriate disciplinary action will be taken. Employees who wish to raise concerns in this way should use the Company’s grievance procedure. However, if this is not appropriate (e.g., the matter concerns the employee’s own line manager) the employee should report the matter to their Human Resources Department directly or to the [email protected] confidential email address. When reporting such a concern the employee will not be expected to have absolute proof of malpractice, but will need to show the reasons for his or her concern. Where requested, the Company will keep the identity of the discloser confidential as far as is reasonably possible. However, in certain circumstances, e.g., if a criminal investigation follows, the employee may be required as a witness. Should this happen the Human Resources Department will notify the employee at the earliest opportunity. If the disclosure is substantiated, appropriate action will be taken. The employee will be notified of the outcome where reasonably practicable. For further information and the full policy please refer to the Grievance Policy & Procedures in the HR Section on the BDL Intranet or contact the HR Department.

mailto:[email protected]



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Section 3

Health & Safety



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3.1 HEALTH & SAFETY BDL recognises that foremost in its duties and responsibilities is the need to provide and maintain safe, healthy and hygienic working conditions and practices. It is the policy and objective of the Company to do all that is reasonably practicable to prevent ill health and personal injury to its employees and members of the public. We accept that good Health and Safety practice aligns to our goals and is integral to the development of our brand reputation. We will do everything feasible to ensure that this policy is effectively carried out. COMPANY RESPONSIBILITIES The Company has a responsibility under UK legislation to ensure, so far as is reasonably practicable, the health, safety and welfare of all employees, guests and others visiting its premises. In particular, these duties extend to:

The provision and maintenance of safe plant, equipment and safe systems of work

Safe handling, storage, maintenance and transport of work articles and substances

The provision of information (e.g workplace hazards and risks), instruction (e.g introduction of new equipment/training), training (e.g change in job/responsibilities) and supervision

Safe place of work with safe access and egress

Safe working environment with adequate welfare facilities

To undertake risk assessments for all work activities and implement control measures. Where required health surveillance must be conducted

Specific assessments must be undertaken for new/expectant mothers and young persons

Appropriate arrangements should exist for effective planning, organising, controlling, monitoring and reviewing preventative and protective measures

HEALTH & SAFETY – YOUR RESPONSIBILITIES:

PROCEDURES There are a number of procedures to help comply with the legislation. These are not exhaustive and you will be informed of role-specific safety procedures where necessary. HEALTH QUESTIONNAIRE All employees are required to complete a health questionnaire once they have been offered the position. After this, you may be required to undergo a medical. All forms and medicals are completed in confidence.

You must take care of your own health and safety and that of other people who may be affected by what you do.

You must respond immediately to health and safety threats posed by other people and / or hazardous situations in the workplace.

You should seek the support of managers in order to stop unsafe working practices.

You must report any hazards to your head of department, employee liaison representation, health & safety co-ordinator or duty manager.

You should familiarise yourself with the location of all fire fighting equipment, fire exits and the assembly point.

You should help and assist the company in implementing the health and safety policy whenever it is deemed necessary.

You must report any sickness to your head of department or duty manager at least two hours prior to your shift.

You must work in accordance with any information, instruction and training received.

You must not carry out tasks which you have not been trained or authorised to carry out.

You must not interfere with or misuse anything provided in the interested of health, safety and welfare.

You must report any accidents to your head of department or duty manager immediately.



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RESPONSIBILITIES FOR FOOD HANDLERS Food safety is the absence of any risk of harm from food. The law now requires companies to demonstrate that the highest standards are being adhered to. Food hygiene can be considered as the practical process of ensuring that food is fit to eat. As such, all food handlers must always observe the highest possible standards of hygiene to ensure that food does not become contaminated with pathogenic organisms, physical or chemical contaminants. High standards of personal hygiene play an important part in achieving this. Food handlers must wash their hands:

Prior to starting work or before entering a food handling area.

After handling different food stuffs.

After a break.

After using the toilet.

After handling waste food or refuse.

After eating, smoking, blowing their nose or touching their hair, mouth, ears etc. Nails must be kept short, clean and unpolished. Cuts and sores must always be completely covered with blue waterproof dressings which should be changed regularly. All employees are required to complete the agreement to report infection form upon commencing employment. This relates to you informing your Line Manager if you:

Are suffering from, or may be the carrier of, a food borne disease e.g typhoid, salmonella, dysentery.

Have a skin, ear or mouth infection, diarrhoea, and/or vomiting which may lead to contamination of food. FIRE You will be trained during induction on fire safety and evacuation procedures followed by regular refresher sessions. Fire prevention is everyone’s responsibility and you must:

Ensure you are familiar with the procedure for sounding the fire alarms and the correct action to take when you hear the alarms.

Keep all fire escape routes clear and unobstructed at all times and ensure that all such routes are clearly signposted.

Ensure that all fire extinguishers are kept on fixed wall brackets and access to them must never be obstructed.

Ensure Fire doors are kept closed, unless on magnetic door holds, and not propped open.

Never allow large quantities of waste paper to accumulate.

Familiarise yourself with the location of Fire Alarms, Fire Exits and Fire Fighting equipment. MACHINERY AND EQUIPMENT Dangerous parts of moving machinery must always be securely guarded. Never remove a machine guard unless authorised to do so. Particular precautions are required when abrasive wheels are used. Those involved in the mounting of abrasive wheels must be fully trained and their names entered on to a register. It is also necessary to display notices showing the maximum spindle speed, the need to wear eye protectors and giving an abstract of the Abrasive Wheel Regulations. When lifting tackle is installed, it must be issued with a test certificate and marked with its safe working load. Ladders should be regularly inspected and employees who use ladders should be instructed in their safe use.



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Microwave ovens should be inspected in accordance with any advice from suppliers. CHEMICALS Chemical substances, such as solvents, cleaning fluids and those used for swimming pool sterilisation can be particularly hazardous and should be used and stored strictly in accordance with supplier’s instructions. Chemicals should be clearly labelled and securely stored away from food and drink. ELECTRCITY Electricity switch rooms and all plant rooms should be kept locked and a notice displayed prohibiting unauthorised entry. Switch rooms must not be used for general storage. Always report defective or unsound electrical equipment of wiring. Never repair it yourself. Do not overload electrical sockets or allow others to do so and do not allow electrical leads to trail across working areas. Live electrical installations, including fuse and switch boxes, should be securely covered. Battery rooms require special precautions. Goggles and gloves must be worn when handling or topping up batteries to protect against acid splashes. Smoking is forbidden in battery rooms since hydrogen may be present. Placards showing treatment in the event of electric shock must be displayed by main electric switch gear. ACCIDENTS If you have an accident, no matter how trivial, you must report it so that the cause can be investigated. Report accidents to your Supervisor or Manager and ensure that a record is made in the Accident Book. This will be essential to your case in the event of an insurance claim, and it is part of the Statutory Regulations concerning Health and Safety. FIRST AID Adequate first aid facilities and trained first aiders are provided according to legal requirements. Make sure you know how to obtain first aid treatment should it be required. A list of first aiders can be found on the Employee Notice Board. GENERAL Always keep your workplace tidy and do not let waste of any kind accumulate where it could cause a fire, hygiene or obstruction risk. Ensure that all storage is secure, with no risk of falling. Proper access must be used for anything which is stored at height. PERSONAL RISK BDL wish to ensure that all employees minimize the risk to themselves by realizing an incident which may provoke an assault, abuse or threat arising out of the course of his/her employment. In the event of dealing with a person/situation, which could lead to a violent attack, all hotel employees must firstly consider their own safety. In the instance of guests being under the influence of alcohol and/or abusive towards employees/other guests, employees are not to put themselves in a position to provoke a violent verbal or physical attack.



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In dealing with guest complaints allow the guest to express their feelings. Employees should ever feel compromised in entering a guest bedroom alone, and should summon assistance should they feel this might be the case. Suspicious characters should be approached if it is safe to do so but under no circumstances should they be provoked. If monies are demanded during a theft no employees are to put him/herself at risk. HEALTH AND HYGIENE To help the Company comply with statutory hygiene regulations you must: Wear all protective clothing supplied to you including gloves, hats etc at all times when involved with food and beverage. Observe all notices concerning the use of equipment, food storage etc and comply with any instructions and training given in hygiene matters by your Supervisor and authorised persons. If you suffer from any skin, nose, throat or bowel trouble at work, tell your Supervisor and do not handle food or beverage. 3.2 SECURITY 3.2.1 Personal Belongings Personal property such as coats, bags, wallets, purses, mobile phones or other valuables should not be taken into the work area. Your hotel should provide a secure place to store your personal belongings, such as lockers, please ensure you utilise these. All loss of property must be reported to your Line Manager. The Company cannot accept liability for the loss of cash or any other personal belongings. 3.2.2 Lost Property If you find an item of lost property at work, you must report the fact to your Line Manager immediately. Do not hold on to lost property, for even short periods of time. It is important that all items are logged immediately so that they can be returned to their owners on enquiry. 3.2.3 Removal of Property from the Premises Under no circumstances may any article or foodstuffs belonging to the Company be removed from the premises without written authorisation from your Line Manager or some authorised person. If you are found to have removed company property it may be deemed as Gross Misconduct under the Disciplinary procedure. Upon leaving your employment you must return any hotel property in your possession. Failure to return Company property could result in deductions from your final monies. 3.2.4 Right of Search In line with BDL’s commitment to the protection of employees, its operations and the public (including but not limited to its guests), the Company will conduct searches to the extent deemed necessary to ensure the safe and productive operation of its facilities. In order to further ensure both the safe and productive operation of its



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facilities and the welfare of employees and the public, such searches may be carried out with cause or on a random basis. The act of searching does not necessarily imply that the individual is under suspicion. 3.2.5 Car Parking At some of our hotels, car parking facilities are provided for employees. You must ensure you park in the areas allotted for employees and not those needed for guests’ cars. You should also use spaces furthest away from the entrances. If you are in any doubt as to whether employees can use the car park, please speak to your Line Manager.



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Section 4

Training & Development



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4.1 TRAINING & DEVELOPMENT At BDL we strive to fulfil our company purpose ‘Exceptional Service by Exceptional People’. We aim to ensure that employees are successful and equipped with the right levels of knowledge and skills to meet the job requirement and the current and future goals of the business. The Company is committed to developing skilled, customer focused, passionate, enthusiastic and motivated employees. Learning is a continuous process which consists of coaching and practical on the job experience, supported by relevant formal training supported by a wide range of learning resources. For further information on any of the subjects below please speak to your HR Department or Line Manager. 4.1.1 INDUCTION Induction Training is absolutely vital for new starters. An effective induction ensures new starters are retained, and then settled in quickly and happily to a productive role. New employees need to understand the BDL purpose, mission, goals, values, personnel practices, health and safety rules, and of course the job they're required to do, with clear methods, timescales and expectations. The induction programme for a new starter in BDL is to ensure that new employees are trained into the business in such a way to enhance knowledge and their skill and understand the required behaviours towards colleagues and guests. Induction is also about ensuring that those basics, that seasoned employees take for granted are covered, such as what the shifts are; where the notice-board is; what's the routine for holidays, sickness; where's the canteen; what's the dress code; where the toilets are. Your induction period will be reviewed at 4 weeks, 8 weeks and 12 weeks. Confirmation will then be given to the employee confirmation the successful or unsuccessful completion of the probationary period. 4.1.2 BDL PATHWAY The development and promotion of our people is vital to BDL and supports our value of ‘have the AMBITON to

continuously improve’.

To drive succession planning across the business, BDL Pathway identifies the training which is mandated and that

which is optional at each level.

Level 1: Induction Level 2: Team Member Level 3: Supervisory/Team Leader Level 4: Departmental Manager/HOD Level 5: Senior Manager Level 6: General Manager 4.1.3 E-LEARNING To support on the job, face to face style of training we also have an e-learning suite. Each employee shall be given a username and password to the online training sites upon commencing employment. Included on these sites are short statutory training course such as health and safety, fire training, manual handling, food hygiene as well as disability discrimination awareness, customer service skills and cellar management to name but a few. It is your responsibility to ensure you regular complete the relevant courses. 4.1.4 SUCCESS PROFILE Every employee will receive an annual success review between October and December. The objectives of these reviews is to enable managers and individuals to give feedback on their performance, to clearly identify individuals’



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strengths and development needs, to agree key actions and objectives for their future performance and to agree a development plan which will help achieve these objectives. Every quarter a follow up discussion will be held to review the objectives and discuss training needs. 4.1.5 IN-HOUSE & EXTERNAL TRAINING There is a wide range of training delivery styles. You may find that much of your training will be facilitated by your Manager or Buddy and on job. As you progress through the BDL Pathway, you will also find that you have the chance for off the job training which may be delivered by specialist people within BDL or from external trainers and will relate to your own personal development plan.



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BDL Employee Information Pack

2012

Documents

Employee Information Pack