RENTAJET GROUP LIMITED RGL STAFF HANDBOOK · 2 2.11 Uplifts for Temporary Extra Responsibilities 10 2 2.12 ... Support 12 & 13 2 2.17 Subsistence 13 2 2.18 Oversees Remuneration Policy

RGL Staff Handbook Page 1

RENTAJET GROUP LIMITED

RGL STAFF HANDBOOK

Version 5 01st August 2017


INTRODUCTION

The following pages set out a number of policies and procedures which seek to provide a working environment in which all employees can pursue their careers safely, fairly and ethically whilst maintaining the integrity and reputation of RGL. It is important to read these policies carefully as failure to comply with them may lead to disciplinary action being taken. This document which, together with the offer letter and any other relevant letters/documents, form a part of an RGL employee’s Contract of Employment.

Signed: ……………………………………………………

Ian Clarke – Operations Director Rentajet Group Limited

Brief History of Rentajet Group Limited (RGL) RGL was founded in 1984 and has evolved to become one of the UK’s leading providers of water jetting services for a wide range of industries. RGL is a private company which has enjoyed a period of growth and continues to expand. At RGL, we pride ourselves on creating an ethical, enjoyable and productive environment where individuals can develop their full potential and enjoy coming to work. RGL is a UK based company with a head office in Hampshire but undertakes contracts both throughout the UK and overseas. The majority of the workforce operates remotely from the head office and company is classed as a small to medium sized enterprise (SME)

RGL Staff Handbook

Standard Terms and Conditions 1 1.1 Title of Employment & Duties 3

1 1.2 Place of Employment 3

1 1.3 Standard Working Hours - Site & Workshop Employees 3 & 4

1 1.4 Probationary Period 4

1 1.5 Notice Period 5

1 1.6 Exit Interview 5

1 1.7 RGL Property 5

1 1.8 Change in circumstances 5

Remuneration 2 2.1 Salaried Employees 6

2 2.2 Waged Employees 6

2 2.3 Part-Time Employees 6

2 2.4 Non Jetting Time(formerly Travel Time) 6

2 2.5 Overtime Payments (hourly paid) 6 & 7

2 2.6 Shift Working 7

2 2.7 Weekend Working 8

2 2.8 Weekend Cancellation Policy 8

2 2.9 Standby Pay (formerly Standing Pay) 8 & 9

2 2.10 Deductions 9 & 10

2 2.11 Uplifts for Temporary Extra Responsibilities 10

2 2.12 Timesheets 10

2 2.13 Payslips 11

2 2.14 Accommodation 11

2 2.15 Workshop Staff Working as Jetters 11 & 12

2 2.16 Workshop Technical Support 12 & 13

2 2.17 Subsistence 13

2 2.18 Oversees Remuneration Policy 13 & 14 & 15

2 2.19 Profit Share Scheme 15 & 16

2 2.20 Cash Advance Policy 16

2 2.21 Short Term Personal Loans 16/17

2 2.22 Expenses and Business Travel 17

Pensions 3 Pensions 17

Leave 4 4.1 Holiday 17 & 18

4 4.2 Holiday Approval 19

4 4.3 Bringing Leave Forward 19

4 4.4 Authorised Unpaid Leave 19

4 4.5 Bereavement Leave 19

4 4.6 Time off for Dependants 19 & 20

4 4.7 Paternity Leave 20

4 4.8 Parental Leave 20

4 4.9 Maternity Leave 20

4 4.10 Jury Service 21

Flexible Working 5 Flexible Working 21

RGL Staff Handbook

Absence due to Sickness 6 6.1 Reporting Absence due to Sickness 21

6 6.2 Pay During periods of Absence due to Sickness 21

6 6.3 Sickness whilst on holiday 22

6 6.4 Frequent Sickness Absence 22

6 6.5 Long Term Sickness 22

Driving and Vehicle Policy 7 7.1 Driving on Company Business 23

7 7.2 Vehicle Allocation 24 & 25

7 7.3 Responsibilities of Vehicle Key Holders 25

7 7.4 Routine Maintenance/MOT/Servicing 25 & 26

7 7.5 Road Fund Licence 26

7 7.6 Use of Private Vehicles on Company Business 26

Towing Policy 8 Towing Policy 26 & 27 & 28

Training Policy 9 Training Policy 28 & 29

Confidentiality 10 10.1 Company Proprietary Information 29

10 10.2 Customer Confidential Information 29 & 30

10 10.3 Rights at Work/Data Protection 30

10 10.4 Access to Employee Records 30

IT Policy 11 11.1 IT Purpose of Policy 31

11 11.2 IT Policy Key Points 31

11 11.3 IT Action in the Event of Breach of Policy 31

Mobile Phone Policy 11 Mobile Phone Policy 31

11 11.4 Other Rules Surrounding Mobile Phones 32

11 11.5 Damage to Mobile Phones 32

11 11.6 Personal Telephone Calls (Landlines) 32

Equal Opportunities & Managing Diversity Policy 12 Equal Opportunities & Managing Diversity Policy 32 & 33

12 12.1 Definitions 33 & 34

12 12.2 Recruitment Policy 34

12 12.3 Harassment 35

12 12.4 Forms of Harassment 35

12 12.5 Employee Responsibilities 36

12 12.6 Manager Responsibilities 36

12 12.7 Complaints Procedure 36 & 37

12 12.8 Standards of Behaviour 37 & 38

12 12.9 RGL's Identity 38

12 12.10 Training 38 & 39

12 12.11 Personal Belongings 39

12 12.12 Company Premises 39

12 12.13 Criminal Record Checks 39

RGL Staff Handbook

Health & Safety 13 13.1 Fire and Other Emergencies 39 & 40

13 13.2 RGL Health & Safety Integrated Policy Statement 40 & 41

13 13.3 Accidents and Injury at Work 42

13 13.4 Exposure to the Sun's Heat and Harmful Rays 42

13 13.5 Eyes and Eyesight Testing 42

Drugs, Alcohol and Substance Abuse Policy 14 14.1 Drugs/Alcohol Policy 42 & 43

Lone Worker Policy 15 Lone Worker Policy 43

Stress in the Workplace Policy 16 Stress in the Workplace Policy 43 & 44

Whistle Blowing Policy 17 Whistle Blowing Policy 45

Smoking Policy 18 Smoking Policy 45 & 46

Fraud Policy 19 Fraud Policy 46

19 19.1 Definition 46

19 19.2 Prevention 46 & 47

19 19.3 Fraud Response 47

19 19.4 Reporting Fraud or Suspected Fraud 47 & 48

19 19.5 Establishing and Securing Evidence 48

19 19.6 Recovery of Losses 48

19 19.7 Completion of the Investigation 48

19 19.8 References for Employees 48

Code of Practice on Right to Search 20 20.1 Introduction 48 & 49

20 20.2 Searches 49

20 20.3 Refusal to be Searched 49

20 20.4 Privacy 49

20 20.5 Witnesses 49

General Provisions 21 21.1 Governing Law and Jurisdiction 49

21 21.2 Updates and Revisions to Terms and Conditions of Employment 49

21 21.3 Company Language 49

21 21.4 Collective Agreements 50

Disciplinary Procedure 22 22.1 Definition 50

22 22.2 Purpose and Scope of This Procedure 50

22 22.3 Investigation 50

22 22.4 Suspension 50

22 22.5 Right to be Accompanied 50 & 51

22 22.6 Disciplinary Procedure 51 & 52

RGL Staff Handbook

22 22.7 Informal Warning 53

22 22.8 Written Warnings 53

22 22.9 Dismissal or Other Penalty 54 & 55

Grievance Procedure 23 23.1 Definition 55

23 23.2 Purpose and Scope of this Procedure 55

23 23.3 Right to be accompanied 55 & 56

23 23.4 Grievance Procedure 56

23 23.5 Grievances during Disciplinary Proceedings 57

Other Considerations 24 24.1 Personal Belongings 57


1) STANDARD TERMS AND CONDITIONS OF EMPLOYMENT

The information below forms part of an employee’s Contract of Employment with RGL. Therefore, it is essential that all sections are read and understood. The Company reserves the right to make reasonable changes to any of the general terms and conditions of employment. Such changes will be notified to all employees by email and the online staff handbook will be amended accordingly. Should the employment terms and conditions of an individual require amending, at the request of Management or the individual him/herself, a discussion with those directly involved will take place with the outcome being published to all those affected.

1.1 Title of Employment and Duties Employees will be advised of their role in their offer letter.

The employee may be required to undertake different duties in accordance with their skills, capabilities and experience to assist in the efficient running of the company, including working with other areas of the business as deemed necessary.

RGL employees agree to devote the whole of their time, ability and attention to their duties during normal working hours and such other times as may be required for the proper performance of their roles.

1.2 Place of Employment An employee’s initial place of work will be as notified in their offer letter. However, an employee must undertake any travel as may be necessary for the proper fulfilment of their roles.

Site based Employees – the base location for site based employees will be home and their place of work will be at an RGL Client’s site or at such other location as may be reasonably required.

Client sites include locations both within the UK and abroad. Site based employees will be required to work away from home for sustained periods.

Workshop and Office based Employees - for those employees based in the Workshop/Head Office complex their normal place of work is at RGL, Paultons Park, Ower, Romsey, Hampshire SO51 6AL

1.3 Standard Working Hours for Site and Workshop based Employees

RGL’s working week covers 7 days commencing on a Monday and ending on a Sunday. The day shift on Monday is the first shift of the week and the night shift on Sunday is the last. Jetting teams work a standard day of 10 hours (including 30 minutes unpaid lunch break). Normally this will be from 08.00 hours to 18. 00 hours but may vary depending on site requirements. Site Based Staff - RGL will commit to paying an individual their full standard hours if they have

started work on time and through no fault of their own are unable to complete a full day.


However, employees are expected to be available for work during the hours that they are being

paid.

Workshop teams work a standard day of 9 hours (including 30 minutes unpaid lunch break). Normally this will be from 08.00 hours to 17.00 hours but may vary depending on work load and situation. A daily unpaid lunch break of 30 minutes should be taken when working more than 6 hours daily. All employees are expected to be at their places of work at agreed times. Leaving earlier or arriving later, must be previously agreed with the Manager/Supervisor responsible. Failure to comply with the stipulated hours may result in pay being withheld and/or disciplinary action being taken. Poor timekeeping has a detrimental effect on the business and persistent lateness will result in disciplinary action being taken. RGL reserves the right to vary working hours and pattern of working depending on the needs of the business. All employees – RGL will not permit or require any employee to work more than an average of 48 hours per week in any 17 week period unless by mutual consent and that the appropriate consent form has been signed. RGL reserves the right to change normal weekly working patterns/hours of work to meet the needs of the business. This, if required, will be done with as much notice as possible. RGL employees must not engage directly or indirectly in any business or employment outside their work for the Company. Any employee wishing to embark on additional work, (including voluntary, charity, unpaid or any other work that represents a regular commitment) must declare the work and seek written permission from one of the Directors prior to taking up additional responsibilities.

1.4 Probationary Period All new employees are subject to a probationary period of 3 months following which a formal review will take place with their Manager, Supervisor and/or Director. RGL reserves the right to extend this period should it be deemed necessary. Performance and suitability for continued employment will be reviewed throughout the probationary period. During the probation period new employees will be given appropriate training and support to help them reach the required standards. Permanent employment will only be confirmed upon satisfactory completion of the probationary period. Probationary periods will count as part of continuous employment within the company. Throughout the probationary period RGL reserves the right to terminate employment with immediate effect by giving 1 days’ notice (or payment in lieu of notice)


Note: This action does not require any prior warning(s) or disciplinary interview.

1.5 Notice Periods An employee’s Contract of Employment with RGL will continue unless terminated in writing by either party at any time. In such cases, a notice period is required as outlined in the table below, or as stated in the individual’s offer letter.

Length of Service Notice period required from employee

Notice period required from RGL

During initial probationary period 1 day 1 day

After satisfactory completion of probationary period 1 week 1 week

Between end of probationary period and 2 years service 1 week 1 week

Between 2 and 12 years service 1 week's notice for each year

1 week's notice for each year

12 years service or more 12 weeks notice 12 weeks notice

1.6 Exit Interview When possible, any employee with over 6 months service who is leaving RGL will be given an exit interview. This is an opportunity to discuss the situation with the outgoing individual as well as a forum to discuss practicalities including final pay and return of company property etc.

1.7 RGL Property Upon termination of employment, all property belonging to the company must be returned immediately to RGL. These items may include: All PPE, credit/fuel cards, charge and expense cards, books, papers, drawings, designs, documents, records, laptops and other computer hardware, computer software kept or made for use at RGL electronic diaries, keys, mobile phones. The value of any items not returned will be deducted from final salary.

1.8 Changes in Circumstances Employees are required to inform the Administration Department by email of any changes relating to their circumstances i.e. home address, telephone number, bank account details, qualifications gained, emergency contact, driving licence penalties, criminal charge, caution or conviction.


2) REMUNERATION 2.1 Salaried Employees

An employee’s annual salary will be as detailed in the offer letter and will be paid directly into an employee’s nominated bank account. This salary will be paid on or around the 28th day of each calendar month.

2.2 Waged Employees An employee’s hourly rate of pay will be as detailed in their offer letter and will be paid directly into the individual’s nominated bank account. Wages will be paid weekly on Wednesday following the week in which they were earned. In the weeks where there is a Public Holiday on the Monday, wages will be paid on the Thursday following the week in which they were earned.

2.3 Part Time Employees

Part time employees will be paid on a pro rata basis based on the hours they work. In all other aspects, their salaries/wages will be paid in accordance with the pay arrangements for full time employees of the company.

2.4 Non-Jetting Time (formerly travel time) Site based employees only The non-jetting rate applies to all employees not based at the RGL premises at Ower, Romsey and is paid at 72.5% of an individual’s basic hourly rate.

Non-jetting time can be claimed in order to remunerate/compensate site based employees for their time while travelling between home, the RGL yard and their working sites as well as the loading/unloading of plant and equipment. The non-jetting rate is only payable when site based employees are travelling and/or loading/unloading equipment outside of their normal working day of 10 hours (minus 30 minutes break). This rate applies irrespective of whether or not a pump is being towed. Travelling from the work site to accommodation and back again (or from home to the place of work and back for those who live within a 30 mile radius) is part of a normal daily commute and is not subject to any remuneration.

2.5 Overtime Payments (hourly paid staff only)

Overtime is defined as all hours worked (except for non-jetting time) in excess of normal full time contracted hours and is paid at 1.5 times the employees standard hourly rate of pay.

All overtime must have the prior explicit approval of an individual’s Manager/Supervisor before it takes place.

Wherever possible, overtime will be allocated on a voluntary basis but there may be occasions when it will be obligatory.

Overtime payments are made to the nearest full half hour of time worked.


Work carried out on a Public Holiday will be paid at the weekend rate. However, because a Public Holiday is a paid day off the holiday rate will also be added, effectively making Public Holiday working payable at 2.5 times standard pay. Please note that no additional overtime or shift premiums are applicable to this rate.

Whilst working on Saturdays, Sundays and Public Holidays, RGL guarantees site based employees a minimum of 9.5 hours pay, irrespective of hours actually worked.

Hours worked exclude unpaid breaks. Breaks required to comply with RGL’s statutory obligations must be taken and will be deducted automatically when calculating overtime.

2.6 Shift Working

Definitions: Day shift – a stint of work or shift where the majority of hours worked fall between 06.00 hours and 20.00 hours. Night shift – a stint of work or shift where the majority of the hours worked fall between 20.00 hours and 06.00 hours.

Where a contract requires shift working, the following shift uplifts are applicable to recompense employees for the inconvenience and disruption of working shift hours:

Day shift Night Shift

Weekdays Standard rate of pay Standard rate @ time & half

Saturday & Sunday Standard rate @ time & half Standard rate @ time & half

Public Holidays Standard rate @ two & half times Standard rate @ two & half times

Night shift is subject to same rules as day shift with regards to completing a full shift.

When changing from night shift to day shift, there will be one ‘transition’ day where no contract work will be required unless previously agreed. This transition day will be paid at 8 hours the normal hourly rate of pay and is expected to be used to return the equipment to the yard and/or collect equipment for the next assignment.

Should the team use the hotel room on their transition day where possible they will check out prior to mid-day to avoid an additional day of accommodation charges.

The transition day payment only applies once after a period of night shift work, irrespective of the duration of the night shift period.

Should a night shift team be stood down due to no fault of their own and at short notice (i.e. 8 hours or less) they will be paid a full standard shift of 9.5 hours at flat rate. However this only applies if the team are still required to remain on the night shift pattern. This rate will also apply to weekends and Public Holidays and no additional uplifts will be applied.

It should be noted that it is not possible to predict every permutation regarding shift patterns, site working times and site locations. When anomalies occur which fall outside the framework of this section of the handbook, the Contracts Manager and relevant Director will make a decision regarding the specific situation. This decision is non-negotiable and final.


2.7 Weekend Working

Weekend working will be necessary from time to time and employees are expected to take part when required to do so. RGL will endeavour to provide at least one week’s notice when this occurs and where such notice is given, the employee will be expected to work. Should employees have commitments on their future weekends they must inform the Contracts Manager or Supervisor of their non-availability well in advance (at least two weeks). Failure to do so will mean that they will be presumed to be available and may be obliged to participate in weekend work subject to the requisite notice. In the cases where it is not possible to provide such notice, weekend work will be on a voluntary basis. With either of these scenarios, RGL will respect the rule of a maximum of 13 days consecutive work requiring an obligatory unpaid day off unless otherwise mutually agreed.

2.8 Weekend Cancellation Policy As the team members have re-arranged their weekend around their commitment to work it is deemed fair to compensate for the disruption and/or loss of potential earnings should there be a cancellation at the last minute. In such circumstances, the following will apply:

A) Notice of cancellation of work on the Thursday prior to the weekend – no compensation

B) Less than 24 hrs notice from start time but still able to return home prior to the start of the

weekend. - 1 normal day flat rate pay (no overtime, shift allowance or other uplift applicable)

C) Should a Saturday night shift be postponed or cancelled the individual affected will be entitled to a standard day’s pay assuming that they are returning to a day shift pattern immediately afterwards.

D) Should a Saturday night shift be postponed or cancelled but the individual affected is expected to remain on night shift pattern they will be entitled to a night shift rate of pay for the night not worked.

E) If the job is postponed/cancelled/rescheduled at the last minute and the individuals affected have no opportunity to return home prior to the start of the weekend, they will be entitled to full day of their flat rate pay (no overtime, shift allowance or other uplift applicable). When it is not possible/economic to return home for the entire weekend, this entitlement will be applicable for each of the days that the individual remains at the location.

F) If a weekend job that was envisaged to run the entire weekend but finished on the Saturday and the individual can travel and arrive home on the same day (for which he will be paid for a full day irrespective of the hours) he would not be entitled to payment for the Sunday.

2.9 Standby Pay (formerly Standing Pay) Definition: If there is a shortage of work within RGL or any other occurrence that causes a reduction in business activity, RGL reserves the right to put employees on standby pay.


RGL will comply with it’s legal and contractual duties concerning standby pay in such events. This policy stipulates what payment will be made to all eligible employees who are placed on standby. Eligibility:

All Team Leaders are entitled to standby pay, irrespective of length of service. This entitlement commences when a Team Leader has successfully completed their probationary period.

For all other positions standby pay will not be applicable until 2 years of continuous service have been completed.

To be eligible to receive standby pay an employee must (during their normal working hours) a) Be contactable by telephone and email and be able to respond to either within 30

minutes b) Be available to mobilise to site, yard, or other location with their PPE within 2 hours

should the need arise

c) Be alcohol free It should be noted that any employee who fails to comply with the terms of this clause will be deemed as being unable to work and will forfeit their entitlement to standby pay for 3 working days or until there is suitable work which can be allocated to them.

Should an employee on standby pay be asked to work after 18.00 hours they will be entitled to a full standard day pay

The daily standby rate of pay will be 50% of an employee’s standard hourly rate multiplied by their normal 9.5 contractual hours.

The standby rate of pay will be reviewed at least annually and the rate may be adjusted according to the prevailing financial circumstances at the time.

Standby pay is subject to income tax and national insurance deductions

An employee who is stood down may opt to take leave days instead of standby pay. This is a personal decision of the employee and purely voluntary.

For those employees who are on standby and who are eligible to receive standby pay, RGL reserves the right to ask the employee to carry out errands. In these instances, the task would not be expected to take more than 4 hours to complete. Should the task take longer than 4 hours it will be considered a normal working day and their full rate of pay is applicable.

Should a situation arise where an employee has already mobilised to site but work is suspended and the employee is unable to return home for whatever reason that is beyond their control, the following will apply: a) Monday to Friday – a full day’s pay applies to all those affected, irrespective of

whether or not they are eligible, for each day that they are unable to work b) Weekends – The full day standard rate of pay with no weekend uplift applies to all

those affected for each day that work is not available. This means that an employee will be paid their standard hourly rate multiplied by their normal contracted hours.

2.10 Deductions The company reserves the right to deduct from an employee’s pay any sums which may be owed to the company, including any overpayments or loans or losses suffered by the company as a result of gross misconduct or breach of company rules. Prior to the deductions being made, the individual will be informed in writing.


Note: The deductions referred to in this section do not include adjustments made as interpretation of hours worked.

2.11 Uplifts for Temporary Extra Responsibilities

Acting Team Leaders There may be occasions where a jetting operator will be asked to stand in as Team Leader. This may be to cover a Team Leader’s absence for a day or to take charge of a team for the lifecycle of the job. In each case, the operator would be expected to fulfil the team leader role and associated responsibilities in full. As compensation/recognition for the additional responsibility the company would pay their wages at Team Leader Level 1 rate. Failure to fulfil the role in full may lead to the uplift being withdrawn.

Multiple Teams There may be occasions where a job requires more than one team to operate on the same site and same shift. In this case, it is likely that the Contracts Department would nominate a Team Leader to take overall charge of the shift. In this case, the individual would be entitled to a pay supplement of £1.00 per hour on the individual’s normal rate and this is subject to uplifts for overtime, shifts, weekend and public holiday.

Training Rate As part of the development programme for new Jetters they may be assigned to an existing team to gain practical experience and to be assessed in terms of skill, attitude and ability. As and when these trainees are placed within a team, the Team Leader in charge will have the responsibility to guide the trainee, ensure that he is safe and follow the agreed training regime. To compensate for this additional responsibility, the individual would be entitled to an increase of £1.00 per hour on their normal rate and this is subject to uplifts for overtime, shifts, weekend and public holiday.

2.12 Timesheets

All hourly paid employees must fill out their own timesheets and email them to the Administration department by 09.00 hours on each Monday (Tuesday in the case of a Public holiday). Any timesheets received after this time may not be included in the wage run for that week. It is the responsibility of each employee to ensure that the information in their timesheet is accurate and reflects the actual hours worked. These will be authorised by the Contracts department prior to payment. The Administration department is responsible for converting the authorised working hours information on the timesheets in to wage payment. Any amendments to the submitted timesheets made by the Contracts department shall be communicated directly to the employee. Note: Submitting a false claim for hours or overtime not worked will be considered gross misconduct.


2.13 Payslips Payslips will show gross pay, net pay and the factors which go to make up this amount. If any queries arise regarding pay, the Administration department should be contacted immediately so that they can take appropriate action. Unless agreed otherwise, any pay errors, either over or underpayment, will be rectified in the next salary/wage payment.

2.14 Accommodation

Site based employees will often be allocated to projects where, due to the time, distances and costs involved, it is not feasible to return home each day. Normally, if the project is within 50 miles of the RGL yard or home, the employee will be expected to commute each day. When returning home is not feasible, RGL will provide accommodation. This accommodation will be booked by the Administration department and will be of Premier Inn or Travelodge standard. Accommodation will be on a shared occupancy ‘bed only’ basis. Employees will not be permitted to make their own accommodation arrangements without the prior permission of the Contracts department. Should permission be granted, the search for alternative accommodation must be conducted in the employee’s own time and the accommodation found must be acceptable to all relevant team members. However, in all circumstances, all accommodation must be booked by the Administration department. Note: Should employees book their own accommodation, the cost must not exceed the amount that the company would have normally paid for accommodation in the vicinity of the work site. Any costs above this must be borne by the employees concerned. In all cases and under no circumstances will employees benefit financially from the use of cheaper accommodation.

2.15 Workshop Staff Working as Jetters

When a member of the workshop team is requested to work away from home on site in a jetting role and cannot return home, he/she has the option of whether to continue on the “Workshop Terms” basis or to switch to “Jetters Terms” for the duration of temporary role. The choice is made by the individual concerned prior to commencing the job and must be adhered to for the duration of the contracted period. There are plusses and minuses with each of the choices which are outlined below: Workshop Terms · Pay rate remains as per their workshop rate · Minimum of 8.5 hours pay irrespective of actual hours worked · Overtime rate starts at 8.5 hours · No travel pay rate as all hours paid at normal or overtime rate · Meals, snacks drinks etc. expenses covered against receipts. No subsistence allowance · Single occupancy accommodation Jetters Terms · Uplift to full team leader rate if running the job (Pay at their workshop rate if not)


· Minimum of 9.5 hours pay irrespective of actual hours worked. · Overtime rate starts at 9.5 hours · Travel rates apply · Subsistence allowance whilst away(no expenses) · Hotel accommodation as per Jetters contracts (normally joint occupancy)

2.16 Workshop Technical Support From time to time technical staff may be required to provide a standby and/or technical support service on weekends and/or public holidays. The system will be operated on a rotor basis and all relevant workshop staff will be expected to take their turn. The rota will include the Head of Workshops, Technical Officers and any other technically competent person. The nominated duty technical support will be expected to be available to cover the hours that the site teams are working (up to a maximum of 12 hours). Should 24-hour cover be required, two technical support representatives will be required and volunteers will be requested. During this time, his mobile phone must be switched on and he must be able to mobilise (collect the van from the yard) within one hour. Should a duty technical support person be unavailable on a certain date he must arrange to swap with one of his colleagues and ask for the rota to be changed accordingly. When on support duty, each duty technical support person will be paid £25.00 gross per day of duty for the inconvenience of being on call and being available on a particular day. Should a technical support person be required to cover a night shift or public holiday, the £25.00 rate will be subject to the uplift (1.5 times). The technical support person will be given a set of keys to the yard/offices for his duty stint so he has access to the service van and workshop. It is the individual’s responsibility to ensure that he relocks the premises when leaving and ensures that processes are followed with regards to tools, plant and equipment taken from the workshop. Should the duty technical support person be required to mobilise he will be paid a minimum of three hours pay. This “minimum call out pay” only applies to being called out when on support duty and is not applicable to normal weekend work if it is required. Once on duty, additional hours accrue three hours from the time of first arrival at the yard to the time of leaving the yard to return home or arriving at accommodation if unable to return home. In the case of an individual providing technical support on a public holiday, the minimum call out pay will not be applicable and they will be entitled to claim a minimum of a standard day irrespective of hours worked. Hours worked are subject to overtime, weekend and public holiday uplifts as stated in the staff handbook.


The duty technical support person needs to carry with him a full set of PPE (both green and orange), an overnight bag (in case it is not possible for him to return home once mobilised), a fully charged phone programed with all relevant RGL contact numbers, a fuel card, money, identification, address of the site he is visiting and a satnav.

Technical Support Late Cancellation Policy

As members of the workshop have re-arranged their weekend around their commitment to work it is deemed fair to compensate for the disruption and/or loss of potential earnings should there be a cancellation at the last minute. In such circumstances the following will apply: A) Notice of cancellation of support requirement on the Thursday prior to the weekend and/or

more than 24 hours’ notice of cancellation – no compensation

B) Less than 24 hrs notice from start time. – The individual may claim the “on call” allowance for the day. NB. In these circumstances of compensation for late cancellation, no shift or weekend allowances are applicable.

Service Vehicle RGL will provide a dedicated service vehicle fully equipped with a set of equipment and spares to cover most site emergencies and/or breakdowns. It is the responsibility of the Head of Workshops to ensure that the vehicle is fuelled, maintained, regularly checked and fully equipped as per agreed lists. The vehicle will be based at the RGL yard unless previously agreed otherwise. After a site visit, any consumables used must be replaced to ensure that the service van is always equipped. It is the responsibility of the issuer of the consumable to ensure they are replaced in the van ready for the next call out.

2.17 Subsistence (site based employees) Meals will not be provided for employees who stay away from home on RGL business. However, the following subsistence payments will be made in accordance with the location of the accommodation:

Outside of the M25 - £20.00 per day

Inside the M25 - £24.00 per day These allowances have been agreed with the HMRC and are currently free from income tax. Please note that these rates can be subject to change at any time in accordance with HMRC approved rates. These allowances should be claimed through the time sheet process and will be paid through the payroll accordingly.

2.18 Overseas Remuneration Policy There are 3 distinct situations where this policy will apply:

Travelling to and from an overseas location

On-shore contracts

Off-shore contracts


Travelling Travelling to and from the overseas location is paid at the employees standard rate of pay. No uplifts are applicable irrespective of the time or day of travel. This pay commences from the start of the journey (leaving home or yard) until arrival at the destination (hotel or site). The amount paid will not be less that the employee’s normal hours but will be capped at a maximum of 12 hours per single journey. Note: Subsistence cannot be claimed whilst travelling.

On-Shore Overseas Contracts (applicable to non-British territories) When away from the UK but based on-shore the employee is entitled to a 0.25 uplift to the standard hourly rate. i.e. standard rate = 1 x hourly rate + on-shore rate = 1.25 hourly rate This will apply for all days (or part days) worked at the overseas location

Each working day or part day will be paid at a minimum of 9.5 hours per day irrespective of the actual time worked. Uplifts for night shift and weekend work will be as per standard UK policy and will be subject to the 0.25 addition. i.e. night shift = 1.5 x hourly rate + night shift onshore rate = 1.75 hourly rate No overtime rates are applicable to on-shore working. Public holidays worked whilst overseas will be compensated by either a day in lieu or a compensatory days’ pay. The choice of who works day or night shift is at the sole discretion of the Contracts Manager, not the individual’s choice. Subsistence may be claimed to compensate an employee for out of pocket expenses whilst overseas on company business. The rate is the same as that applies to subsistence in the UK. Note: Subsistence payments are subject to HMRC rules and guidelines.

Off-Shore Overseas Contracts When based off-shore, the time and half rate will apply for all days (or part days) spent off-shore. Each day (or part day) will be paid for a minimum of 12 hours at time and half, irrespective of the actual time worked. There is no additional uplift for weekend working, however, Public holidays will be compensated by either a day in lieu or a compensatory days’ pay. Subsistence may be claimed to compensate an employee for out of pocket expenses whilst overseas on company business. The rate is the same as that applied to subsistence in the UK. This policy applies to all off-shore locations in all parts of the world.


Note: if based at on-shore accommodation whilst waiting to travel to an off-shore location, the on-shore rates apply.

Non Work days when on location (applies to on and off-shore locations) There may be occasions when it is necessary for employees to remain at the working location despite there being no work for them to carry out. In the case of being stood down (planned to work but circumstances do not allow it) RGL will pay the individual as though it was a normal working day at their location. In the case of a standard weekend or day off at the end of a working week and where the employee cannot return home, the individual may claim 9.5 hours at their standard rate plus subsistence allowance. There will be no uplift for weekends however Public holidays spent on company business away from home will be compensated by either a day in lieu or a compensatory day’s pay.

2.19 Profit Share Scheme The RGL Profit Share Scheme is a collective reward which is intended to thank employees for their contribution to the success of the company throughout the previous business year. It should be noted, however, that the policy is concessionary and does not automatically mean that profits (if any) will be shared. The scheme is open to all employees who are employed by RGL at the time of the review. Employees who leave the company for whatever reason prior to the review will not be entitled to participate. Each year, normally in March, the Directors will analyse the previous year’s business performance together with other factors such as cash flow, order book, company borrowings and make a decision on the level payable. This decision is not open for discussion and is not negotiable. The decision will be made based on RGL’s business performance and as set out in the table below, with the chosen percentage being applied to the annual salary of all eligible employees.

Poor Performance On Target Performance Above Target Performance

Exceptional Performance

Special Circumstances Expected Level Expected Level Special

Circumstances

0% 1% 2% 3%

How the scheme works:

The percentage figure in the table will be applied to an employee’s normal annual salary

Normal annual salary is taken as being the hourly rate of pay multiplied by daily normal hours x 5 days per week x 52 weeks per year.

Annual salary does not take into account any overtime hours, shift allowance or any other uplifts.

Long periods (in excess of 1 week) away from work due to sickness, maternity leave, paternity leave, unpaid leave etc., will not be included within the annual pay and will be deducted from the annual total of day eligible for the Profit Share.


Part-time employees are included in the Scheme and will participate on a pro-rata hour basis.

Any employee who received a written warning during the 12 months prior to the review may only be entitled to a maximum 50% of the profit share.

Costs incurred due to negligence, for example lost equipment and/or PPE may be deducted from the employee’s profit share award.

For the avoidance of doubt, there is no contractual entitlement to any Profit Share award which may from time to time by paid by RGL. The decision on whether to make a Profit Share award and the amount (if any) will be taken by the Directors of RGL in their absolute discretion. Any decision to make a Profit Share award in one year will not oblige RGL to make an award in subsequent years. Should a Profit Share be payable in any one year, Team Leaders and Managers will be entitled to a 1% uplift on the annual percentage figure.

2.20 Cash Advance Policy Employees requiring an advance to cover legitimate business expenses must in the first instance seek approval from their Manager/Supervisor. Subject to this approval being granted, the Manager/Supervisor will write an email to the Administration department outlining the purpose of the advance and the amount. The Administration department will transfer the required amount into the personal bank account of the employee as soon as possible in order that the funds can be available to use. Two weeks after the cash advance has been made, the advanced sum will be deducted from the net wages of the employee and returned to RGL’s bank account. It is the responsibility of the employee to ensure that they have access to the money transferred into their account. Any business expenses incurred by the Employee (whether using advanced funds or not) should be claimed back in the normal way through the expense claim system, against valid receipts 2.21 Short Term Personal Loans to Employees

Employees who find themselves requiring an advance to cover personal expenses due to exceptional circumstances beyond their control may request a short term loan from the company. The request should be made through their line manager with detailed reasons why the loan is required. The maximum amount of loan available will be £400 however any amount up to this may be requested. Once authorised by a Director, the Finance Department will transfer the required amount into the personal bank account of the employee as soon as possible so the funds will be available to them in the shortest possible time frame. Two weeks after the loan has been made, the loaned sum will be deducted from the net wages of the employee at a rate of £100 per week (unless otherwise agreed beforehand) and returned to the company bank account.


This facility is only available to employees who have successfully completed their probationary period and will only be granted once to any individual in any six month period. Should an employee leave the company prior to paying off their loan the remaining amount will be deducted from their final settlement.

2.22 Expenses and Business Travel Employees who purchase items or services on behalf of RGL using their own money may claim it back using a company expenses form. All expense forms should be completed and submitted along with receipts to the Administration Department by 09.00 am each Monday for inclusion in that week’s wages run. In some rare cases, expenses are incurred where receipts are not provided. Where this is the case the employee may submit a claim for the expense without a receipt. On the expenses form the employee should provide the date, time and details of the item/event along with the contract/project reference. Please note that payment without receipts is discretionary.

Work related costs of travel will be reimbursed against receipts. All claims must include the journey to which they relate.

Staff working in London must purchase an Oyster Card and claim travel expenses back against a weekly print out available on the Oyster Card website. Mileage rates when travelling by private transport are paid at the rate approved by the HMRC. This rate is subject to change.

Note: Individuals are strongly advised to check with their insurance company to ensure that their vehicles are adequately covered for business. Please refer to the company Vehicle Policy.

All expense claims are approved by the employees Manager/Supervisor. Any false claims submitted will be investigated and may lead to disciplinary action being taken.

3) PENSIONS Eligibility will depend on age and having successfully completed the probationary stage of employment. RGL have appointed Blue Sky Pensions as the administrator of this government scheme which allows employees to make pension contributions. Information relating to the scheme can be found at: https://map.blueskypensions.co.uk . A copy of the Pension Fund booklet is also available on the employee pages of the RGL website. Management pensions are covered by a separate policy.

4) LEAVE

4.1 Holiday The company’s holiday year runs from 1st April to 31st March.

https://map.blueskypensions.co.uk/


An employee’s annual holiday entitlement is 23 days unless otherwise specified in their offer letter. In addition, employees are entitled to the following recognised public holidays:

New Year’s day

Good Friday

Easter Monday

Spring Bank Holiday

May Bank Holiday

Late Summer Bank Holiday

Christmas Day

Boxing Day Any additional public holidays announced may or may not be paid at the discretion of the company. Employees may be required on work on a public holiday, in which case overtime rates become applicable. The company reserves the right to withhold payment for any statutory holiday should there be unauthorised absence on the working day preceding the holiday or the working day immediately following. Staff who commence or leave employment during the holiday year will accrue holiday at the rate of 1/12th of their annual entitlement per completed month of service or part thereof rounded up or down to the nearest full day. Part-time employees will be entitled to leave on a pro-rata basis. Holiday must be taken in the holiday year in which it accrues. Any holiday accrued and not taken will be forfeited at the end of the holiday year. In exceptional circumstances and with the authorisation of a Director, up to 3 days holiday may be carried over to the first quarter of the following year. Employees are required to retain a minimum of 3 days leave from their annual entitlement to be taken during the Christmas break. Each year the Company will notify employees of the number of days to be taken for use between Christmas and New Year. Wherever possible employees will be able to choose when they take their holidays. However, there may be circumstances when employees are requested to take holiday during quiet periods. In such circumstances, the company will endeavour to agree when holiday is taken by mutual consent. Where agreement when holiday is to be taken cannot be made, the company may serve notice that the employee is required to take holiday. This notice will be no less than the number of days of holiday to be taken. From July 2014 RGL employees are entitled to an additional day of holiday for each 2 years of continuous service after that date (up to a maximum of 3 additional days for 6 years continuous service) If on termination of employment more than the accrued amount of holiday has been taken, the company reserves the right to deduct the appropriate amount from the employee’s final salary. Alternatively, upon termination of employment where holidays have been accrued but not taken, payment will be made to the employee. Where a new employee has existing holiday plans prior to joining RGL, the company will endeavour to honour such plans. In such circumstances, the company reserves the right to provide holiday pay in accordance with the amount of days accrued at the date of the holiday and employee will take authorised unpaid leave for any balance.


4.2 Holiday Approval Employees should make holiday requests in writing at least one month in advance of the first day of the holiday. Any requests for leave should be submitted to their line manager (preferably by e mail), who will then obtain the necessary authorisation and confirm back to the employee that the request has been agreed (or not). The company will endeavour to accommodate all holiday requests and these will be approved in the interests of fairness to all employees and the business needs at the time of the request. Until such confirmation is received by the employee, it should not be assumed that the leave request has been granted. Employees who do not obtain approval prior to taking leave may be subject to disciplinary action. Furthermore, RGL reserves the right to treat any absence from work in such circumstances as unauthorised unpaid leave.

4.3 Bringing Leave Forward In certain extreme circumstances an individual may request to bring forward leave days (up to a maximum of 5) from their following year’s entitlement. Such requests can only be approved by a Director and will be considered on a case by case basis and granted (or not) based on the prevailing circumstances. 4.4 Authorised Unpaid Leave Employees may request additional unpaid leave. This will be considered and a case by case basis and a decision made based on the requirements of the business at that time. Such requests must be made in advance and with as much notice as possible. Employees should be aware that requests for authorised unpaid leave will only be considered once the normal leave entitlement has been exhausted.

4.5 Bereavement Leave Bereavement leave of 2 days (standing pay for site based staff) will be granted to employees at the discretion of management. This will apply to immediate family members, (husband/wife/partner/child/mother/father/sibling) with 1 day to make necessary arrangements and 1 day for the funeral. An extension to this period may be granted although any additional time off must either be taken from the annual leave allowance or, with prior agreement, taken as unpaid leave. Bereavement leave of 1 day to attend the funeral of grandparents will normally be granted.

4.6 Time off for Dependants The company recognises that from time to time there are family emergencies. Employees will be allowed a reasonable amount of unpaid leave to deal with incidents involving a dependant. A dependant is defined as a parent, wife, husband or partner, child someone who lives as part of the family (eg somebody for whom the employee is the main carer), or someone who relies on the employee in an emergency. The incident must be genuinely unexpected. The period off is restricted to the time taken to resolve the issue or to put in place alternative arrangements to ensure adequate care of the dependant. Employees should notify their manager at least an hour before they are due to start work or as soon as reasonably practicable. When contacting the Company, employees must state how long they expect to be absent.


Employees who fail to contact the company when reasonably practicable to do so may have the time off treated as unauthorised absence and the company may instigate proceedings under the disciplinary procedure. Any abuse of this policy may result in disciplinary action including charges of gross misconduct under the company’s disciplinary procedure.

4.7 Paternity Leave Employees may be eligible for Statutory Paternity Leave pay if they and their partner are:

Having a baby

Adopting a child

Having a baby through a surrogacy arrangement

To be eligible the employee must:

Have worked for RGL continuously for at least 26 weeks by the end of the 15th week before the expected week of childbirth (known as the qualifying week)

Be employed by RGL up to the date of birth

Earn at least £113 a week before tax To obtain detailed information visit: https:/www.gov.uk/paternity-pay-leave/eligibility

4.8 Parental Leave Parental leave is unpaid. An employee is entitled to a maximum of 18 weeks leave for each child and adopted child up to their 18th birthday. To be eligible the employee must:

Successfully completed at least 1 year’s continuous service (after probation) with RGL

Take no more than four weeks unpaid leave in any one year To obtain detailed information visit: https://www.gov.uk/parental-leave

4.9 Maternity Leave Employees who qualify for Maternity Leave/Pay must:

Have worked for RGL continuously for at least 26 weeks up to the qualifying week (the 15th week before the expected week of childbirth)

Earn at least £112 a week before tax Statutory Maternity Leave is 52 weeks. It is made up of:

Ordinary Maternity Leave – first 26 weeks

Additional Maternity Leave – last 26 weeks Maternity Leave does not commence until 11 weeks before the expected week of childbirth. Expectant mothers are entitled to a reasonable amount of time off for ante-natal appointments To obtain detailed information visit: https://www.gov.uk/maternity-pay-leave

https://www.gov.uk/maternity-pay-leave


4.10 Jury Service Should an RGL employee be called to do Jury Service they are entitled to whatever leave of absence proves necessary. It is the responsibility of the employee to provide their Manager with a copy of the loss of earnings claim form which can be collected from the court.

5) FLEXIBLE WORKING Any member of staff with at least 26 weeks service (after probation) with RGL may make a formal written request for flexible working arrangements. Whether the request is granted or not will be wholly based on the nature of the individual’s role and how the proposed arrangement would impact on the RGL business. Note: Flexible working is not an automatic or statutory entitlement.

6) ABSENCE DUE TO SICKNESS 6.1 Reporting absence due to sickness If an employee is unable to attend work due to sickness he/she should notify his/her manager at least one hour before he/she is due to commence work or as soon as reasonably practical. Employees should notify his/her manager personally rather than using a third party unless it is not practical to do so. On returning to work all employees are required to complete and sign a self-certification form for any absence due to sickness. Failure to complete this form or to notify the Company of absence due to sickness may affect eligibility to claim Statutory Sick Pay (SSP). For absences of 8 days or more, employees must obtain a Statement of Fitness for work or ‘fit note’ from their GP or hospital prior to returning to work. This certificate (available from the Admin department) should be submitted to their Manager/Supervisor, (either by email, post or by hand) within 48 hours of the employee being given the certificate.

6.2 Pay during periods of absence due to sickness In the event of being unable to attend work due to sickness employees are entitled to Statutory Sick Pay in accordance with the rules of the statutory scheme. SSP is not payable for the first three days of sickness absence in any 56 day period. SSP rates are determined by the Government each year. Current rates can be obtained via the internet. Providing the self-certification/medical certificate procedures have been adhered to, SSP is payable for a maximum of 28 weeks. However, there are a small number of people who will not qualify for SSP payments. Any employee who is concerned that he/she may not qualify for SSP should speak to the HR department. Any absence which is not covered, or is only partially covered, by a medical certificate or self-certification, may result in SSP not being paid. No employee is permitted to work (either voluntarily, or paid or unpaid) whilst claiming sickness absence and/or SSP. Breach of this condition will be viewed as gross misconduct and may lead to dismissal.


6.3 Sickness whilst on holiday In circumstances where an employee suffers illness or injury whilst on authorised holiday, such that the employee is bed ridden, he/she may apply to his/her manager to treat the leave as absence due to sickness. Payment of SSP will be subject to receipt of a doctor’s certificate and adherence to sickness notification procedures

6.4 Frequent sickness absence If you are frequently absent from work for periods of 7 days or less, the Company reserves the right to arrange an independent medical examination by a Company appointed doctor. The Company also reserves the right to investigate the reasons for absence, and if appropriate, request that your attendance record is improved. Failure to improve may result in disciplinary action being taken.

6.5 Long-term sickness In the event that an employee is absent from work or likely to be absent from work for an extended period, the Company may consider the following actions:

Independent medical examination: The Company will arrange for an independent medical examination by a Company appointed doctor. This examination will seek for example, to establish the employee’s future capability to perform his/her role and the likelihood of requiring more time off sick/continuing light duties. A report by the employee’s doctor may also be requested.

Consideration of temporary light duties or medical suspension: To facilitate an early return to work or to full health, every consideration will be given as to whether light duties are available and suitable on a temporary basis. If nothing is available or suitable, the Company may require an employee to stay off work until they are fully fit to return to their duties. In such cases, SSP will apply.

Consideration of suitable alternative work: After a significant period of absence or period of light duties as an alternative to dismissing an employee on grounds of ill health/capability, every effort will be made to consider whether: There is any suitable (permanent) alternative work; Any changes can be made to work equipment or the work environment to enable he employee to continue working; The tasks involved in the job can be changed in order to accommodate the employee.

Dismissal on grounds of ill health: Further to the findings of an independent medical examination and having given due consideration to whether there is suitable alternative work, the Company reserves the right to dismiss an employee on grounds of ill health.


7) DRIVING AND VEHICLE POLICY

7.1 Driving on Company Business Taking charge of a company vehicle

When taking charge of a company owned or hired vehicle, the Employee should check the vehicle and notify their Manager and/or Hire Company of any damage prior to taking responsibility. Windscreen Insurance

All company owned vehicles are covered by windscreen insurance. A membership card is kept in the glove box of each vehicle. However, contact must be made with the office prior to contacting the insurers. Breakdown Cover All Company owned vehicles are covered by an AA Fleet Policy. A membership card is kept in the glove box of each vehicle. However, contact must be made with the office prior to contacting the AA. Conduct when driving on Company business RGL expects all driving activity to be conducted in a safe manner, both in terms of protecting the safety of the driver, passengers and other road users. Driving practices should uphold the good reputation of RGL. At no time and under no circumstances will RGL condone speeding, driving whilst over-tired, illegal parking, eating or drinking whilst driving or using a handheld mobile phone whilst driving. This list is not exclusive or exhaustive. Furthermore, RGL expects all drivers to act at all times with courtesy and respect. Any breaches of this policy, including incidents of road rage may invoke the disciplinary procedure. Fines incurred whilst driving RGL will not be responsible for any fines or penalties incurred whilst driving on Company business. Should RGL be pursued for an unpaid fine or penalty, arrangements will be made to deduct such amounts from the Employee’s wages or salary. NB: Any penalty notices received concerning company owned or registered vehicles will be paid immediately to avoid the possibility of increased fines for late payment. Driving standards Any reports of practices in vehicles which fall below the standard expected will be fully investigated. This could include dangerous driving practices, offences in contravention of the Highway Code or actions by the employees of RGL (drivers or passengers) which could have a detrimental effect on RGL’s reputation. Where such practices can be attributed to Employees travelling on Company business, disciplinary action may be taken.


Vehicle Smoking Policy Smoking in Company owned or hired vehicles, is prohibited by law. All Company owned vehicles will be fitted with no smoking stickers and all drivers and passengers are expected to adhere to this policy. Failure to do so may lead to disciplinary action. Accidents whilst driving on company business (in a Company owned vehicle)

Any accident, no matter how minor in nature, must be reported to the Contracts Manager/Supervisor or a Director immediately and an accident report including any damage caused must be completed as soon as reasonably practicable. The report should include the contact details of any witnesses whenever possible.

Drivers of Company owned vehicles involved in accidents must not make admissions of liability nor make statements to third parties unless under a legal obligation to do so by the Police without first consulting with a Director. At the scene of an accident, the driver should take the name, address, telephone and insurance details of the other party(ies) and provide as much evidence as possible, including photographs. Should an Employee be involved in an accident where it is clearly proven that they were in breach of driving laws or rules (excessive speeding, using a mobile telephone whilst driving, driving under the influence etc.) the Employee may be required by RGL to reimburse the excess charged by the insurers and the cost of any uninsured losses. Such monies in this case will be deducted from pay, profit share or other monies due with prior notice given to the employee.

7.2 Vehicle Allocation There are three categories of vehicle allocation within RGL:

Managerial Vehicles/Role Specific Vehicles

These are allocated to allow senior Employees to fulfil their roles as well as being for their personal use. These vehicles are fully funded by RGL. Please note – the assignees of these vehicles are subject to a personal tax liability for both the vehicle and any company funded fuel.

Work Vehicles (Team Vans)

These are allocated to Employees (normally Team Leaders) for the sole purpose of carrying out their roles within the organisation. They are fully funded for travel on Company business only. This is normally between the RGL yard, the working site, site-based accommodation and/or home. As a concession and only with prior permission, an individual may use a “work vehicle” for private

matters however any private mileage covered must be declared by the employee on their

timesheets. Mileage will be charged to the individual at the same rate that is applied to the use of

private vehicles on company business.


Failure to declare the private mileage or take proper care of the vehicle will result in the concession being withdrawn and could lead to disciplinary action. Work Vehicles (Pool vehicles)

These vehicles are not allocated to individuals but are to be used on Company business as and when required. As a concession and only with prior permission, an individual may use a “work vehicle” for private matters however any private mileage covered must be declared by the employee on their timesheets. Mileage will be charged to the individual at the same rate that is applied to the use of private vehicles on company business. As a concession and only with prior permission, an individual may be permitted to take a pool vehicle home at no cost to themselves.

7.3 Responsibilities of Vehicle Key Holders Employees using Company owned vehicles will be responsible for:

Keeping the vehicle in a clean and tidy condition inside and out;

Reporting safety defects on a “vehicle check list” and/or fault report as they are identified or as soon as practicable thereafter;

Ensuring the vehicle is locked when unattended and no valuables are left inside;

Carrying out monthly checks and sending the completed form to their line manager. Checks include but are not limited to: checking and maintaining the oil level, coolant level, brake fluid level, windscreen washer fluid level and tyre pressures.

RGL reserves the right to request the return of the vehicle at any time. The use of “work vehicles” for private use is not permitted unless prior authorisation has been granted. Use of vehicles for private use without such authorisation may result in disciplinary action. Where Employees are authorised to use a work vehicle for private use they may be required to reimburse RGL at the published mileage rate.

7.4 Routine Maintenance / MOT / Servicing All appropriate vehicle repair and maintenance will be carried out by reputable garages. In emergencies, the RGL workshop may carry out repairs to a company vehicle but only if there are no suitable alternatives available at the time. Those responsible for vehicles that require repair when away from the yard should contact their Manager/Supervisor or the Head of Workshops to discuss the problem and agree a solution. Employees are not encouraged to carry out repairs on company vehicles and should always refer back to the Workshop in the first instance. A record of MOT expiry dates will be kept by the Finance-Admin Department, who will notify the Contracts Manager one month in advance of the MOT becoming due in order that a replacement vehicle can be allocated to the user.


The Team Leader responsible for the vehicle will also be responsible for ensuring that the requirement for vehicle services and routine maintenance tasks are monitored and alert their Manager/Supervisor when actions are required. The arrangements for fulfilling the necessary works will be split between the contracts department and the workshop depending on the activity of the vehicles in questions. Responsibilities are:

Contracts Manager - Team Vehicles, Fleet Pool Vehicles,

Head of Workshops - Pump Fleet Trucks, Water Bowser Workshop vehicles and service van

Individual Managers - Managerial/role specific vehicles assigned to them

7.5 Vehicle License Tax Vehicle license tax and V5 requirements for all company owned vehicles will be coordinated by the Finance/Admin Department.

7.6 Use of Private Vehicles on Company Business All Employees have a responsibility to transport themselves to and from work. For those based at RGL’s premises in Ower, this is normally a simple daily commute so no mileage may be claimed. However, for site based Employees, it may be necessary to drive to site or to rendezvous with work colleagues using their own private vehicle. In such instances, a mileage allowance may be claimed for any mileage covered in excess of 30 miles. Should any such journey be less than 30 miles, it will be deemed as a normal daily commute and no mileage allowance is applicable. RGL has a duty of care to ensure that employees private vehicles that are used for company business have current MOT certificates and are taxed and insured. This may be achieved through requesting copies of these documents or by checking with the DVLA. In each case, it is the responsibility of the vehicle owner to ensure that their vehicles are legal and roadworthy prior to driving on company business. Should the RGL checks prove that a vehicle is not legally compliant, the owner may be asked to make alternative arrangements All Employees should be aware that there may be insurance implications and so are advised to check with their Insurance Company prior to driving/using their private vehicle on Company business.

8) TOWING POLICY The pumps that RGL use to perform their business are defined as “Plant Vehicles”. As “Plant Vehicles” there is no requirement for the drivers to use a tachograph when undertaking driving to transport their equipment to (or from) a site they will be working on. NB – In the rare circumstances that a pump needs to be delivered to a site for a third party to use under a hire agreement, a vehicle equipped with a tachograph must be used if the distance is greater than 100km from the RGL yard. The rules covering tachograph use should be discussed with the Head Office prior to embarking on the delivery.


Each member of a jetting team is required to take their turn in driving Company vehicles which will also involve towing. All drivers of company vehicles are expected act responsibly, obey the rules of the road and ensure they remain alert by not driving for extended periods and taking regular (normal) breaks. To comply with current legislation, anyone not licenced to tow (B+E classification on the driving licence) must pass an additional test to confirm competence and gain a full B+E towing licence. Drivers who hold a valid provisional towing licence will be expected to take their turns in towing but must clearly display “L” plates and be accompanied by an “experienced” supervisor who has held a full towing licence for three years or more. NB. Provisional towing licence holders are permitted to drive on L plates on all roads including motorways and are governed by the same rules of the road as full licence holders except for the need to be supervised and display “L” plates as described previously. It is the policy of RGL that all team members and workshop staff (over 21 years of age) hold/gain full towing licences within 18 months of the end of their respective probationary periods

All potential Team Leaders must pass their towing tests or be licenced to tow prior to being confirmed as a Team Leader The test and associated costs - the Company will subsidise these costs as follows:

1st and 2nd test – The Company will cover the costs of the recommended training, the costs of the test as well as paying the individual a full day’s pay at flat rate for each day (or part day) taken by the process. In the unlikely event that an individual fails their second test he/she will be required to retake it. In this case: 3rd test - The Company will cover the costs of up to 4 hours further training, half the costs of the test and pay the individual a full day’s pay at flat rate for each day required. Should a further test be required: The Company will pay the individual flat rate for the hours that he/she is away from work (up to a maximum of 8 hours) but the costs of any additional training and/or tests must be borne by the individual. Key Points:-

It is a pre-requisite for all Jetting and Workshop technical staff to be able, willing and qualified to tow. Prior to passing their tests, individuals will be expected to take their share of the driving using L plates (where practical/possible)

The costs and time allocated to towing training represents a long-term investment and commitment to an individual. Therefore, any member of staff receiving this training would be expected to remain with the Company for a minimum of 18 months after qualifying for towing.

If an individual leaves the Company (for whatever reason) prior to completing this 18-month period, they would be expected to pay back the costs of the training as follows:


Leaving within 9 months of qualifying – return full costs Leaving between 9 months and 18 months of qualifying – return half the costs After 18 months – nothing to pay.

Should an individual be unable or unwilling to take/pass their towing test it may jeopardise their position within RGL. Each case and the associated reasons will be judged individually however, they will be deemed to be unable to perform their role and could face dismissal as a result.

Should an individual lose their entitlement to drive and/or tow through the loss of driving licence, they will be deemed to be unable to perform/fulfil their role and could face dismissal as a result.

9) TRAINING POLICY

Background RGL believe that effective employee training is fundamental to developing the necessary skills, knowledge and attitudes to meet the organisation’s needs in relation to its objectives. By investing in people through their training, RGL strives to harness the full potential of its staff to support the needs of the company whilst fulfilling their needs for personal development and job satisfaction.

Types of training

Obligatory training – Within the jetting industry, there are many certifications required

to comply with health and safety regulations as well as the rule of individual client

sites. This training must be carried out for individuals to perform their roles and is fully

funded by RGL from both the time and cost perspectives

This includes: Induction Training

Site qualifications

Health & Safety training

On the job training – This is where someone learns whilst performing their role. It could be as a third man in a two-man jetting team or being part of a team in the office. In all cases, individuals will be mentored by an experienced member of the team and their progress monitored accordingly.

Development training – Where a training need for an individual is identified through the Appraisal process or through experience, a training course/program will be arranged accordingly. The company will cover the costs of the training and the time/cost associated with attendance.

This includes:

Management & Supervisory training

Skills / Relevant New Technology

Legislation - Training required by new legislation

Personal training – This training is driven by an individual wishing to enhance their

knowledge though personal development at their own expense. This could include

gaining a qualification in their chosen discipline and/or becoming certified/qualified in


a related field. These situations will be judged on an individual basis however, RGL will

give “reasonable” unpaid time off to attend courses and/or take examinations.

This includes: Professional & Occupational updating

Non-vocational training

Individual training not related to the employee’s job role

Training courses arranged and paid for by RGL represent a commitment from the company to an individual. It is therefore expected that an employee would remain with the company for a period after the training has taken place. Should an employee leave the company for whatever reason, the cost of the training will be deducted from their final settlement amount as follows: Leaving within 3 months of the training – Full cost to be recovered Leaving between 3 months and six months after the training – Half the costs to be recovered Leaving longer than six months after the training – No cost to be recovered

Training will be arranged through line management and where appropriate, a debrief after a training course will be held to discuss the effectiveness of the training, anything required to improve it and whether it was value for money. Any training undertaken will be recorded on the training matrix and copies of an individual’s training certificates will be kept by the HR department in the employee’s personal file.

10) CONFIDENTIALITY

10.1 Company Proprietary Information Employees agree to keep confidential all company proprietary information which comes to their knowledge during their employment with RGL. This obligation of confidentiality shall survive after termination of employment with the Company for a period of three years or such earlier time as any particular information reaches the public domain, other than through breach of the obligation to maintain confidentiality. Any inventions made by an employee in the course of their employment with the Company shall be and remain at all times the property of the Company, notwithstanding any entitlements which may be applicable under the Patents Act 1977. Any copyright which is owned by an employee or any photograph taken in the course of an individual’s employment with the Company and connected with the activities of the Company shall be assigned to the Company and may be used by the Company in any manner it considers reasonable and proper.

10.2 Customer Confidential Information Employees are required to keep all customer written information and data confidential. No disclosures are to be made of customer confidential information to third parties without prior consent of the customer and the Company. This obligation remains in force irrespective of employment.


Some customers of the Company may, on occasion, request or require an employee to sign their own separate confidentiality agreements or even The Official Secrets Act. Under no circumstances should any such document be signed without prior reference to a Director or Manager. In appropriate cases, legal advice will be obtained from the Company’s solicitor before a response is made to a customer in connection with such a request or requirement.

10.3 Rights at Work

Data Protection

The Company is entitled to hold and process both electronically and manually, data about the employee which the Company requires for administration and management of its employees and its business, and for compliance with applicable laws and regulations. The Company may monitor employees where the purpose of the monitoring is for a legitimate purpose to meet business needs or for legal compliance. Employees may not be made aware in advance that such monitoring is taking place. The Company may transfer and disclose personal data to third parties for administration and management of its employees and for compliance with applicable laws and regulations. Such transfer of data may occur regardless of the country of residence of the person to whom the data is to be transferred. Where the disclosure or transfer is to a person resident outside the European Economic Area, the Company will take reasonable steps to ensure that the employees’ rights and freedoms in relation to the processing of the relevant personal data are adequately protected. Telephone numbers (and or any other personal details) will not be given to non RGL employees for non-business purposes. Personal messages can be taken and passed on to the RGL employee involved so he/she can return the call if they deem it necessary to do so. Any concerns about records that are kept or about data protection should be addressed either to your manager or to the director responsible. 10.4 Access to employee records The Company will retain information in a file which is identified with an individual. Such records may be electronic or manual. Examples of data to be retained may include:

• a completed application form • a curriculum vitae • interview notes • references • signed job descriptions • Statements of Written Particulars • appraisal forms • letters of direct correspondence with employees • disciplinary records • notes relating to the day to day management of the employee • medical certificates and other information covering periods of absence • training records

File notes


11) IT AND MOBILE PHONES POLICY

IT Policy

11.1 Purpose of the Policy

The policy provides guidance about acceptable IT use when sending or receiving email messages and attachments, conducting instant messenger conversations, browsing the internet and when using other RGL IT resources. The policy also describes the standards that users are expected to observe when using email or other RGL IT communication media.

11.2 Policy Key Points

RGL’s IT facilities should not be used for unlawful, defamatory or offensive purposes.

Personal use of RGL email/internet access and other RGL IT communication media must not conflict with RGL policies or any contractual obligations to RGL and must be undertaken in an individual’s own time

Employees must not engage in activities on the internet that could bring RGL into disrepute.

Employees must not download unauthorised software onto any RGL system. This policy also applies where employees use their own devices to access the internet using RGL’s wireless network.

11.3 Action in the Event of a Breach of the Policy

Breaches of this policy may lead to disciplinary action, which could include dismissal on the grounds of gross misconduct. Transmission of some materials may also amount to a criminal offence. Where there is evidence of a criminal offence, the issue may be reported to the police for them to take appropriate action. RGL will co-operate with the police and other appropriate external agencies in the investigation of any alleged offence.

Mobile Phone Policy RGL encourage staff to provide their own smartphones so that they are in charge/control of the type of phone they prefer and can chose their own service contract. However, if necessary, RGL will provide a fully funded Smart Phone to certain Employees who require them to help fulfil their roles and to communicate with colleagues. Eligibility: All Team Leaders and site based staff who have successfully completed their probation period. These phones will be allocated to Employees for company use only and will not be a replacement for personal mobile phones. Calling premium rate numbers, subscribing to premium rate SMS services, downloading from the web and using the phone for unnecessary or non-work related activity is not permitted on company phones. Any breach of this will result in any charges being passed on to the Employee and is likely to result in disciplinary action.


11.4 Other rules surrounding mobile phones

Hand-held mobile phones must never be used when driving. In the absence of a hands-free kit, the call should either be taken by the passenger or left to voicemail and listened to at the next stop;

Any loss or theft of an RGL provided mobile phone should be reported immediately;

Any concerns an Employee may have concerning the health and safety aspects of using a mobile phone should be reported to their Manager;

Use of RGL provided mobile phones for private use is not encouraged, however, it is recognised that from time to time, it will be necessary to do so. Such use should be kept to a minimum;

Employees who have been provided with a mobile phone are expected to keep them serviceable and switched on when site conditions permit during working hours;

Failure to adhere to this policy may result in disciplinary action under the company’s disciplinary procedure.

11.5 Damage to Mobile Phones

As with other items of company property, all Employees are expected to take all necessary care of company mobile phones but, if the phone is damaged the individual will be responsible for coordinating the repair. Whilst their phone is being repaired, an alternative telephone may be provided by the Admin department upon request. If the phone is beyond repair, the individual can purchase a replacement phone at their own cost. Please note, this new phone must have the same (or greater) functionality as the model previously issued. Alternatively, RGL will provide a replacement Smartphone which will be available to purchase at cost to the company.

11.6 Personal Telephone Calls Employees may make personal telephone calls in an emergency. All personal calls, whether they are incoming or outgoing, should be kept as brief as possible. Should it be seen that this privilege is being abused, it will be regarded as a contravention of company policy and an individual may be subject to disciplinary proceedings.

12) EQUAL OPPORTUNITES & MANAGING DIVERSITY POLICY The Company is committed to being an equal opportunities employer and not to discriminate in any of its operations or policies on grounds of race, ethnic origin, colour, nationality, sex, gender reassignment, sexual orientation, marital status, age, religion, disability or hours of work. Both the Company and an individual can be heavily fined for acts of discrimination and harassment. The Company is committed to the principles of the Disability Discrimination Act 1995 and 2005. Where arrangements place an individual with a disability at a substantial disadvantage in


comparison with persons not disabled, the Company will make reasonable adjustments to minimise this disadvantage. The Company undertakes to ensure that merit, competence and potential form the basis for all recruitment, employment and development decisions (not tenure). The aim is to develop a diverse, high-quality workforce and to promote equal opportunity. All employees are required to adhere to the policy and any breach of the policy may result in disciplinary action. This policy applies to all aspects of employment from recruitment to dismissal.

12.1 Definitions Conduct which is likely to contravene the Equal Opportunities and Managing Diversity Policy is defined as follows: • Unlawful racial discrimination occurs when on racial, colour, nationality or ethnic grounds, a

person is treated less favourably than others. • Unlawful sexual discrimination occurs when because of their sex, a person is treated less

favourably than others of the opposite sex in similar circumstances and/or a person is treated less favourably than another person on the grounds that the person is undergoing, has undergone or intends to undergo gender reassignment unless the treatment is justified by a genuine occupational qualification.

• Unlawful discrimination on the grounds of sexual orientation occurs when a person is treated less favourably than others based on the person’s actual or perceived sexual orientation.

• Unlawful discrimination on the grounds of marital or civil partnership status occurs when a person is treated less favourably than others based on the person’s marital status.

• Unlawful discrimination on the grounds of religion or beliefs occurs when a person is treated less favourably than others based on the person’s actual or perceived religion, religious beliefs or similar philosophical beliefs.

• Unlawful disability discrimination occurs when a disabled person is treated less favourably than others who do not have a disability and the treatment is not justified, and/or if reasonable adjustments are not made in relation to the disabled person and this treatment is not justified.

• Unlawful discrimination on the grounds of part time working occurs when a person is treated less favourably than a comparable full time worker.

• Unlawful discrimination on the grounds of age occurs when a person is treated less favourably than others due to his/her age or perceived age or when a criterion or practice is applied which disadvantages a group of a specific age where this practice or criterion cannot be justified.

• Unlawful discrimination on the grounds of pregnancy or childbirth or subsequent maternity leave occurs when a woman is treated differently on grounds of her pregnancy or maternity leave.

• Unlawful discrimination on the grounds of union membership or non-union membership occurs when a person is treated differently on grounds of membership or non-membership of a trade union.

• Direct discrimination consists of treating a person on the grounds of race, ethnic origin, colour, nationality, gender, gender reassignment, sexual orientation, marital status, age, religion, disability or hours of work less favourably than others are or would be treated in the same or similar circumstances.


• Indirect discrimination consists of a provision, criterion or practice which, whether intentionally or not, adversely affects one group considerably more than another and which cannot be justified.

12.2 Recruitment Policy Recruitment Policy Scope: The recruitment process applies to all people being brought into RGL to work within its organisation and structures. This includes temporary staff hired in from agencies and casual employees brought in on a temporary basis as well as full-time staff members. It does not include self-employed tradesmen or consultants who are covered by a separate document. Authorisation – Company Organisation charts represent agreed staff levels based on company plan assumptions. Should the company plan assumptions change in a major way, the organisation charts will need to be amended accordingly and these would then be signed off at the monthly business review meeting. In any case, vacancies shown in the agreed organisation charts are deemed to be authorised for recruitment. Note – No recruitment outside the organisation chart is permitted (including part-time, consultancy and/or temporary support) without the prior agreement of all three directors either as an agreed and minuted action at the BRM or as a memo signed by all three. No recruitment or offer can take place without a completed role profile being signed off by the role holder’s direct manager/director of the department and the head of HR. The HR department will assume responsibility for selecting candidates for interview based on CV’s received. RGL is an equal opportunities employer and selection will be based on a candidate’s perceived ability to fulfil the role through qualifications, apposite previous experience and/or alignment with the candidate profile. Interviews will be arranged by the HR department and will endeavour to establish whether the candidate is right for the available role and whether the role and the company is right for the candidate. The interview will be conducted by at least two members of staff Following the interview, the interviewers will discuss the candidate and award scores against a set of standard criteria. These points should be agreed by both participants so the final scores represent the considered view of both/all members of the interview panel. Recruitment Screening and Vetting Policy Overview RGL operate some stringent vetting/screening procedures to ensure that new members of staff are not just thoroughly screened to ensure that they are entitled to work in this country, but also that they are fit and proper people to work within the water jetting industry and they are who they say they are and their history is checked to verify this. All relevant incoming staff members will undergo the checks listed below prior to being given a permanent role with RGL; • Passport (if applicable) • Right to work in the UK (if applicable) • Criminal record • Drugs and alcohol • Full health screening • References (minimum of 1 work related and 1 personal)


• Work history verification Only when the checks above have been carried out in full with satisfactory results received and recorded will a position be offered.

12.3 Harassment The Company will not tolerate all forms of harassment and seeks to ensure that the working environment is sympathetic to all its employees. This policy and its procedures inform employees of the types of behaviour that are unacceptable and provide employees who are the victims of harassment with a means of redress.

12.4 Forms of harassment Harassment means in law engaging in unwanted conduct, which in the perception of the employee in question, has the purpose or effect (or could reasonably be considered as having the effect) of violating another person’s dignity, or creating for that person an intimidating, hostile, degrading, humiliating or offensive working environment. Employees should note that the law in determining if harassment has taken place puts an emphasis on how the victim views the abuse. Employees therefore, should consider that what may be acceptable to one person may not be acceptable to another. Harassment can take many forms and examples may include: • Violence including pushing, shaking or blocking an individual’s way; • Ignoring an individual; • Shouting or swearing or making threats; • Personal insults and name calling; • Spreading rumours; • Unreasonable or unnecessary punishments; • Persistent criticism and belittling individuals; • Excessive supervision; • Unreasonable fault finding or excessive workload; • Removing responsibility or allocating menial tasks. (The above list is not exhaustive). Harassment may come from many directions and various sources associated with RGL’s business activities. Managers, supervisors, customers, clients and subcontractors may be involved either as perpetrators or recipients, and witnesses can sometimes be affected as adversely as those directly involved. Unlawful victimisation consists of treating a person less favourably than others are, or would be treated in the same or similar circumstances, because they have made a complaint or allegation of discrimination or have acted as a witness or informant in connection with proceedings concerning a form of unlawful discrimination. Bullying includes persistent criticism, personal abuse and/or ridicule, either in public or private, which humiliates and demeans the individuals involved, gradually eroding their self-confidence. Bullying is a form of harassment and is therefore not acceptable.


12.5 Employee responsibilities All employees at every level of the Company are responsible for eliminating any harassment and discrimination. All employees are responsible for their own behaviour and for ensuring that they comply with this policy.

12.6 Manager responsibilities All managers have a positive responsibility to discourage and prevent harassment and discrimination from taking place. They must ensure that: • They uphold the values of the Company and do not encourage harassment or discrimination

through their own actions; • Prompt action is taken to stop harassment or discrimination as soon as it is identified; • Allegations about harassment and discrimination are taken seriously and there will be no

victimisation of any employee making or assisting someone else to make a complaint; • Offensive or potentially offensive material is not displayed in the workplace; • It is made clear that harassment and discrimination are not acceptable and, where

appropriate, that this type of behaviour will be dealt with under the Company’s disciplinary procedure.

12.7 Complaints procedure 12.7.1 Informal action

Employees should make it clear that discriminatory or harassing behaviour is unacceptable to them. A person-to-person discussion at an early stage will often be sufficient without the need to involve third parties. In circumstances where it is too difficult or embarrassing for an individual to hold this discussion, the employee may ask for an initial approach to be made by a work colleague. 12.7.2 Formal action

Where informal methods fail, or serious harassment or discrimination occurs, employees are advised to bring a formal complaint. The complaint should be made in writing, and, where possible, state:

• the name of the harasser; • the nature of the harassment; • names of witnesses to any incidents of harassment; • any action already taken by the complainant to stop the harassment.

The complaint should be sent, in confidence, to an appropriate director of the Company. The director will appoint an appropriate person to conduct an investigation of the complaint and to take appropriate action using the procedures set out in the grievance procedure.

Immediately after a complaint has been received, action will be taken to separate the accused from the complainant or minimise direct contact between the accused and the complainant; this may involve temporary transfer of the accused or suspension with pay until the complaint has been resolved.


Copies of statements made by witnesses will be made available to the accused and the complainant. Witnesses will be encouraged to appear at the complaint hearing if requested by either party. It is acknowledged that some witnesses may be reluctant to do so. In these circumstances the appointed investigator will, if necessary, adjourn the hearing to ask supplementary questions of witnesses in private. The complainant may be supported throughout the procedure by a fellow employee of their choice. The accused employee will also have the right to be accompanied by a fellow employee of their choice. Where the appointed investigator concludes that discrimination or harassment has taken place, he/she will ensure that the accused employee has every opportunity to defend or explain his/her actions. The severity of the penalty imposed upon an employee will be consistent with those detailed in the disciplinary procedure and in certain cases may result in dismissal. After discussion with the victim, the appointed investigator may order the transfer of the offender if they remain in the Company’s employment or arrange for the amendment of working practices to minimise contact between the employees. If the victim so wishes they may request a transfer, which will be granted subject to practical limitations. An employee who receives a warning or is dismissed for harassment or discrimination may appeal against the penalty in accordance with the right of appeal which is contained within the disciplinary procedure. An employee who brings a complaint of harassment or discrimination will not suffer victimisation for having brought the complaint.

12.8 Standards of Behaviour

RGL expects a high standard of behaviour from its Employees and they must comply with instructions issued by RGL; for instance, all employees are expected to perform their duties diligently and punctually and they are expected to treat everyone they meet including members of the public, colleagues, clients with courtesy and consideration. RGL does not seek to inhibit individual choice in relation to appearance. However, employees are expected to dress appropriately at all times in relation to their roles and to ensure that their personal hygiene and grooming are properly attended to prior to presenting themselves at work. If you have any queries about what is appropriate, these should be directed to your manager.

It should be noted that RGL expects the highest standards of behaviour from employees wearing RGL branded clothing as breaches of this may bring the company name into disrepute. This applies equally within and outside working hours.


12.8.1 Authorship/publication Employees considering authorship or publication of a book, article etc. which is not commissioned by RGL, but which could in any way be connected with their work or employment at RGL, should seek guidance from a Director before entering into any commitment. They should also comply with the requirement in respect of Other Employment as set out above. The same considerations apply to the publication of material on the internet. 12.8.2 Contact with the media and public debate Employees must exercise care and discretion in all contacts, including social contacts, with journalists or others working in the media; the latter includes radio, television, wire services and the press at national, regional or local level. Employees should not speak to anyone in the media on RGL matters, or participate in debate through the media, including through the internet, without the prior approval of a Director; this includes any contacts arising from political or other public activities in which an employee may be involved. If, for any reason and in whatever circumstances, such contact takes place without consultation with a Director in advance, the discussion must be reported as soon as possible after the event. The aim of this policy is to protect the reputation of RGL and to avoid Employees finding themselves in any situation where a conflict with their duties and responsibilities as an RGL Employee could occur. Failure to comply with the policy may result in action under the Disciplinary Procedures. When Employees are using social media for personal purposes they should ensure they comply with RGL’s Social Media Policy.

12.9 RGL’s Identity The reputation of RGL is a valuable asset. Managing reputational risk is therefore an important consideration. Consistent with this, RGL seeks to protect the use of its identity – its name and logo – from inappropriate use. RGL might allow a supplier to make use of RLG’s name in certain company literature (e.g. client presentations) and on their websites, subject to the constraints laid out in the policy on the use of the RGL’s name and logo. The Directors are responsible for the guidelines and for approving requests to use RGL's name and logo.

12.10 Training Employees must undertake any training which RGL requires them to reasonably undertake. This may take place within the Employee’s normal working hours but may also be outside normal working hours and at a location other than the Employee’s normal place of work. Training courses required in order for Employees to fulfil their roles will be fully subsidised by RGL. Training courses that need to be re-taken as a result of an Employee losing the qualification (eg being banned from driving and losing the license to tow) will be treated as non-vocational courses as set out below. For some non-vocational training courses leading to an externally recognised qualification, the Employee may be required to make a contribution to the cost to RGL of such training. However, this will be agreed with the Employee prior to the training taking place. Subject to the amount, this


would normally be on a sliding scale over an agreed period, with the amount reducing to zero. If the Employee voluntarily leaves their employment, they would be personally liable for the outstanding amount. Where this is the case, RGL would agree such arrangements in advance of any commitment to the training by the Employee. Employees who are asked by RGL to attend training courses will be entitled to claim hours as per their normal working day. However, they should contact the office prior to returning home or back to accommodation if the course hours are less than the hours being claimed. Whilst on RGL approved training courses, normal rules associated with accommodation and/or overnight allowances and expenses apply.

12.11 Personal Belongings Any personal property such as jewellery, cash, credit cards, clothes, cars, motorbikes or bicycles etc. left on RGL’s premises or in RGL company vehicles is done so entirely at an employee’s own risk. All employees are strongly advised not to leave any valuables unattended, either on RGL premises, in RGL vehicles or in their own vehicles. RGL does not accept liability for loss or damage to any personal property whatsoever.

12.12 Company Premises Employees must not bring any unauthorised person(s) on to RGL property without prior permission from management. In these circumstances, employees are responsible for keeping the visitor safe and appropriately monitored during their stay. ,

12.13 Criminal Record Checks Employees of RGL may be required to undergo a criminal records office check. It is an essential term of this handbook that all Employees tell the truth to RGL regarding any criminal convictions that they may have. This does not apply to offences which are ‘spent’ under the Rehabilitation of Offenders Act 1974, unless required by the client. Employees must inform RGL if they are arrested, charged with or summonsed for a criminal offence of any nature. Employees are obliged to fully answer any questions from RGL in relation to such matters. In the event that an Employee is convicted of a criminal offence of any nature whatsoever and whether committed in or out of working hours, RGL may terminate the Employee’s employment with or without notice or payment in lieu of notice and irrespective of the fact that no warnings have been given.

13) HEALTH & SAFETY All RGL Employees should read the following documents, all of which can be found in the Employee section of the RGL website:

Integrated Health & Safety Policy Statement;

First Aid Policy;

Fire and Emergency evacuation procedure relevant to their place of work.


All water jetting operatives and workshop Employees should also read the following policies and procedures as appropriate:

Working at Height Policy;

Manual Handling Policy;

Confined Space Policy;

Asbestos Policy;

COSHH Policy The above documents are primarily intended to be used to minimise risks to health and safety arising in the first place. You have a duty to do everything you reasonably can, following the guidance in these manuals, to work safely and do nothing that could affect your own health and safety or that of others. This is a statutory requirement under the Health and Safety at Work Act 1974. Any wilful, reckless, or seriously negligent failure to comply with this duty may well render you liable to disciplinary action. If you are unsure about any aspect of RGL’s Health and Safety Policy, please contact your Manager.

13.1 Fire and Other Emergencies RGL employees must make themselves thoroughly familiar with the fire and emergency procedures which are available on the Employee section of the RGL website. At all client sites as well as the RGL offices, this will include familiarising yourself with knowledge of the buildings in case you are advised to move from one side of the building to another in an emergency. There is also a duty to participate in evacuation drills and fire training sessions, as required.

13.2 RGL Health & Safety Integrated Policy Statement The Directors of RGL are committed to and recognise their joint responsibility for maintaining the ethical, legal and moral conduct of the Company. The Health and Safety at Work Act 1974, the Environmental Protection Act 1990 and other legislation imposes statutory duties on employees throughout the Company. To assist in fulfilling and exceeding these statutory obligations, the policy of RGL is to ensure that:

a) The responsibilities for Health & Safety, Quality and the Environment are assigned, understood, accepted and fulfilled at all levels of the Company;

b) The Company is committed to the continual improvement of Health & Safety, Quality and

Environmental Management and Performance and will provide adequate financial and physical resources to achieve this;

c) The Company set clear objectives and targets ensuring that all staff are able to contribute to the improvement of the Company’s integrated health, safety, quality and environmental management system known as RGL’s “Business Management System”;

d) The Company is committed to the prevention of accidents and work related ill health of its employees by maintaining a safe and healthy working environment;


e) The Company is committed to the prevention of environmental pollution when carrying out its business activities;

f) The Company is committed to exceeding customer expectations by actively striving for excellence in all aspects of its business activities;

g) A clear “Top Down” commitment to quality is made by the Directors and cascaded through the Company to every employee via Management Meetings;

h) The Company will continually review its performance against set objectives;

i) The Health & Safety of visitors to any of the premises under its control is not put at risk;

j) That this policy statement is communicated to all members of staff and all relevant stakeholders;

It is the policy of RGL, so far as is reasonably practicable, to ensure that:

a) The provision of maintenance of plant and systems of work are safe and without risk to health;

b) Arrangements for use, storage, handling and movement of equipment and substances for

use at work are safe and without risk to health;

c) Adequate information is available with respect to equipment and substances used at work detailing the conditions and precautions necessary to ensure that when properly used they will be safe and without risk to health;

d) Necessary and appropriate information, instruction, training and supervision is provided to

render employees competent to undertake their responsibilities;

e) Regular assessments of the safety and environmental performance are made and continuous improvement plans are developed accordingly;

f) RGL complies with all relevant legal and regulatory requirements; the Integrated Health and Safety, Environmental and Quality Policy being reviewed and updated as and when is necessary;

g) RGL provides appropriate quality, environmental, social responsibility, and health and safety information and training for its employees, building on competencies and encouraging them to apply good practice both at work and at home.

It shall be the duty of all employees at work to ensure: -

a) that reasonable steps are taken to safeguard the health and safety of themselves and of other persons who may be affected by their acts or omissions at work.

b) co-operation with the management to ensure compliance with policy, legislation or

published rules relating to health, safety or the environment.


13.3 Accidents and Injuries at Work All accidents and injuries at work, however minor in nature, must be reported immediately or as soon as practicable to a Director who will record the details in the accident book. This is necessary to ensure that the appropriate authorities can be informed if appropriate, in compliance with Health and Safety legislation.

13.4 Exposure to the sun’s heat and harmful rays Employees who are exposed to harmful rays from the sun are advised to apply a suitable sun screen regularly in accordance with the manufacturer’s guidelines. Employees are advised to select products which are labelled ‘UVA/UVB’ protection or ‘broad spectrum protectant’. Employees working in hot and or humid conditions should ensure that they drink sufficient fluids to remain properly hydrated.

13.5 Eyes and Eyesight Testing The Health and Safety Regulations Act 1992 states that Employees who comply with particular circumstances are entitled to have an appropriate test paid for by their Employers. These circumstances are quite clear and focus on the computer based requirements of the job, with length of time, type of work and regularity the key defining points. The Act mentions issues such as the Employee needing to use a visual display unit (VDU) for continuous spells in periods of over one hour, where the transfer of information between the Employee and their computer is integral to their job. An appropriate test is taken to mean a standard optician eye test. Employees who believe the above regulatory guidelines match their own circumstances, are responsible for requesting that RGL should pay for their eye test. RGL does not have a responsibility to offer such a test to all it’s Employees. If an Employee has an eye test and the optician states that glasses are required for the sole purpose of computer work, that Employee can ask RGL to pay for or contribute to the cost of the glasses. However, RGL is not required to pay for glasses which may be required for any other purpose.

14) DRUGS, ALCOHOL AND SUBSTANCE ABUSE POLICY

14.1 Drugs/Alcohol Policy Restrictions on the use of alcohol and drugs

RGL, operates a zero tolerance approach to any drug and alcohol misuse. It is every Employee’s duty to comply with and abide by the following rules relating to the use of substances which may impair performance. Any breach of these rules will render the individual subject to disciplinary action which may include dismissal. Any violation of criminal statutes may result in the referral of the matter to the law enforcement authorities. Consumption of Substances which may impair performance


RGL is committed to a safe, healthy, and productive workplace for all Employees. RGL recognises that alcohol, drug, or other substance abuse by Employees may impair their ability to perform properly and will have serious adverse effects on the safety, efficiency and productivity of other Employees and the Company as a whole. The misuse of legitimate drugs, or the use, possession, distribution or sale of illicit or non-prescribed drugs on company business or premises, is strictly prohibited and is grounds for termination. Possession, consumption, distribution or sale of alcoholic beverages on company premises is not allowed without prior approval of appropriate Director. Being unfit for work because of the misuse of drugs or alcohol is grounds for termination of employment. While this policy refers specifically to alcohol and drugs, it also applies to inhalants and all other forms of substance abuse. RGL may conduct unannounced searches for drugs and alcohol on company owned or controlled property. The Company may also require Employees to submit to medical evaluation or alcohol and drug testing where reasonable cause exists to suspect alcohol or drug use, including following workplace incidents. Unannounced periodic or random testing will be conducted when an Employee meets any one of the following conditions: has had a substance abuse problem or is working in a designated position identified by management, a position where testing is required by law, or a specified position designated as safety critical. A positive test result or refusal to submit to a drug or alcohol test is grounds for disciplinary action, including termination. You have the right to refuse to be tested. However, any refusal to submit to a test will not remove the risk of you being disciplined or dismissed, where RGL has reasonable grounds for suspecting a breach of the policy. If on the other hand you have not breached the policy, you are recommended to consent to the test, as this may be the quickest way to settle the matter. In addition to the above policy, it is a requirement of RGL that all applicants accepting offers of regular employment must pass a drug and alcohol test.

15) LONE WORKER POLICY Lone worker policy – When working in the workshop or yard it is essential that there is at least one backup person in the vicinity in case of emergency. This may be a member of the office staff and/or staff from another department. Office staff may from time to time need to work late and/or at weekends but they must ensure that they are either not alone on site or that another member of the team knows they are working and is available in the case of an emergency. 16) STRESS IN THE WORKPLACE POLICY RGL is committed to protecting the health, safety and welfare of employees. We recognise that work-related stress is a health and safety issue and acknowledge the importance of identifying and reducing workplace stressors (causes of occupational stress). This policy will apply to everyone in the company. Managers are responsible for implementation and the company is responsible for providing the necessary resources.


Definition of stress The Health and Safety Executive define stress as “the adverse reaction people have to excessive pressure or other types of demand placed on them”. This makes an important distinction between pressure, which can be a positive state if managed correctly, and stress which can be detrimental to health. Occupational Stress Policy This policy applies to everyone employed by RGL and provides guidance about recognising stress in ourselves and in others. Symptoms of Occupational Stress There are a large range of symptoms of stress both physical and emotional. In short, stress affects the “wellbeing” of individuals and can cause uncustomary behaviour and/or physical symptoms. Common causes of Occupational stress The main causes of work related stress relate to work activity and performance. In a dynamic and fast paced working environment, it is not uncommon for individuals to have to deal with several issues simultaneously. This can prove stressful particularly when some of the issue do not conclude successfully. An employee’s home life may also play a large part in creating occupational stress albeit indirectly. If individuals are experiencing stress at home or socially it will likely spill over to their work environment. Combatting occupational stress RGL is committed to continuous improvement and is constantly striving to improve the working environment and therefore, reducing the likelihood of occupational stress occurring. Should an individual feel that they are suffering excessive pressure which is likely to lead to occupational stress they should arrange to speak to the Head of HR or one of the Directors. An appointment will be made within 3 working days of the request. To respect the employees right to privacy, the conclusions are generic and will be filed in the individual’s personal file. Generic conclusions:

1) No further action required. The conversation was sufficient to reduce the stress 2) The conversation was useful and another one should be arranged to continue discussions 3) The conversation did not help and a conversation with another staff member will be

arranged. 4) There is a workplace problem that needs to be addressed. 5) The employee needs time off work to resolve personal problems. 6) The employee needs time to seek medical advice 7) The employee wold benefit from counselling and/or any other support that he company can

provide 8) Anything else The onus is on either the Head of HR or the Director concerned to follow up and conclude the matter by recording the actions taken. Note: Should an employee require time off work as part of the measures to reduce their stress levels, the terms of the sick pay policy will apply.


17) WHISTLE BLOWING POLICY The Background

If workers bring information about a wrongdoing to the attention of their employers or a relevant organisation, they are protected in certain circumstances under the Public Interest Disclosure Act 1998. This is commonly referred to as 'whistle blowing. The law that protects whistle-blowers is for the public interest - so people can speak out if they find malpractice in an organisation. Blowing the whistle is more formally known as 'making a disclosure in the public interest'. It is hoped that individuals with a genuine concern would, in the first instance, arrange to have a conversation with one of the Directors of the company. At this meeting, the individual may choose to be accompanied but also, the Director may elect to have a third-party present to act as a witness and/or take notes of the conversation particularly in serious and sensitive situations. Should an individual not be satisfied with the result of their meeting with the Director they may take the matter further to an external body however if they need time away from work to pursue the issue they should agree this in advance with their line Manager or one of the Directors. Disclosures Qualifying disclosures are disclosures of information where the worker reasonably believes (and it is in the public interest) that one or more of the following matters is either happening, has taken place, or is likely to happen in the future. •A criminal offence •The breach of a legal obligation •A miscarriage of justice •A danger to the health and safety of any individual •Damage to the environment •Deliberate attempt to conceal any of the above. Workers who justly 'blow the whistle' on wrongdoing in the workplace can claim unfair dismissal if they are dismissed or victimised for doing so. An employee's dismissal (or selection for redundancy) is automatically considered 'unfair' if it is wholly or mainly for making a just protected disclosure. NB. From 25th June 2013 if a case goes to a tribunal and the tribunal thinks the disclosure was made in bad faith, it will have the power to reduce compensation by up to 25%.

18) SMOKING POLICY

Legislation now exists which makes it illegal to smoke in enclosed public spaces. In any event, smoking, including the use of all simulated smoking devices such as electronic cigarettes etc. is strictly prohibited on all RGL premises (including entrances and exits) and vehicles, apart from the designated outside area(s) which have been identified for those who wish to smoke during (and as part of) their break-time. Note: It should be noted that smoking is part of the break time and not in addition to it. For all Office/Workshop based staff, smoking at the RGL site is only permitted within the break periods of:


Morning Break 10.00-10.20 Lunch Break 13.00-13.30 Afternoon Break 15.00–15.15 When working on client sites, employees must always comply with the smoking policies of the site. Failure to comply with the RGL or Client’s smoking policy may lead to action under Disciplinary Procedures.

19) FRAUD POLICY

RGL is committed to the highest standards in moral and ethical behaviour and is opposed to fraud and corruption. RGL considers all forms of fraud as extremely serious offences and is committed to preventing, deterring and eliminating fraud and/or corrupt conduct. RGL considers any act of fraud or other wrongful acts committed by its Employees at any level to be wholly unacceptable and in response, will take all necessary disciplinary and/or legal action it deems appropriate.

19.1 Definition Fraud is defined as “any action deliberately designed to cause loss to RGL, or to obtain any unauthorised benefit, whether or not this is received personally or by others”. Fraud and other wrongful acts may include, but are not limited to:

Forgery or alteration of a cheque, bank draft or other financial document or account belonging to RGL;

Falsifying timesheets, expense claims or other report documents;

Misappropriation of funds, securities, supplies or other assets;

Impropriety in handling or reporting of money or financial transactions;

Profiting as a result of insider knowledge of company activities;

Disclosing confidential or proprietary information to outside parties;

Accepting or seeking anything of material value from contractors, vendors or persons providing services/materials to RGL;

Destruction, removal or inappropriate use of records, furniture, fixtures, equipment and/or any similar or related irregularity.

19.2 Prevention

The major thrust of anti-fraud policy is fraud prevention. The key areas of fraud prevention include:

Leadership All Directors and Managers are expected to lead by example in ensuring that the highest levels of ethical conduct are maintained and that RGL’s regulations, procedures and policies are complied with. All Employees should take special care in ensuring that their dealings with other organisations cannot give rise to conflicts of interest between their duty of employment and their personal interest. This extends to the acceptance of hospitality, gifts and/or favours. All Employees are required to declare any links or business interests with third parties that may give rise to a conflict of interest.


Management systems and internal controls The existence of effective management systems and internal controls are at the forefront of fraud deterrence and prevention. These controls seek to ensure that no one Employee has control over all aspects of any specific transaction and that a transparent delegated authority system is established and effectively administered, thus reducing the risk of fraud.

Financial Regulations and Procedures

RGL has established and published a range of financial regulations and operating procedures. All Employees are required to adhere to these when working on behalf of the company and to act in accordance with agreed internal controls and best practice.

Detection Fraud, suspected fraud or irregularity may be captured through a number of means, including the following:

Requirement for Employees to report any irregularity; Operation of proper management and control procedures.

19.3 Fraud Response

The fraud response plan defines the actions and reporting responsibilities, authority levels and reporting lines in the event of suspected fraud or irregularity. The objectives of the fraud response plan are:

a) To respond quickly to a report of suspected fraud or irregularity; b) To assign responsibility for the investigation of the suspected fraud or irregularity; c) To take appropriate action against the offender(s); d) To decide whether to report the fraud to external authorities (eg Police, HMRC) e) To prevent further loss; f) To secure evidence necessary for any potential disciplinary or criminal action; g) To take steps to recover any losses; h) To establish the basis upon which external specialists should be involved;

19.4 Reporting Fraud or Suspected Fraud Fraud or suspected fraud should be reported in the first instance to a Director. Within 48 hours of the initial report, the Directors will convene a meeting to consider the initial response. The meeting will consider the facts available at this stage in order to decide:

a) Whether further investigation is required b) Who should conduct that investigation and by when c) Whether specialist external input is required d) Any action needed to prevent further losses and/or damage limitation


Where the initial investigation provides reasonable grounds for believing that a fraud has been committed, the Directors will need to consider any action required in order to prevent further losses. This may require the suspension of the Employee suspected of fraud. Where a decision is taken to suspend the Employee, this should be carried out at the earliest opportunity in order to prevent the destruction or removal of evidence to support any future disciplinary or legal action. The suspended Employee should be supervised at all times prior to leaving the premises. They should be required to return any company property in their possession including keys to all company premises and vehicles.

19.5 Establishing and Securing Evidence The formal investigation into the suspected fraud will gather evidence of sufficient quality to substantiate (or otherwise) the case. The quality of this evidence is important as it may be required for possible disciplinary action or legal proceedings.

19.6 Recovery of losses It is RGL’s policy to seek the repayment of losses where a case of fraud has been proven. Where the loss is substantial, legal advice must be sought as to the prospects of recovery and the legal basis upon which this can be achieved.

19.7 Completion of the Investigation Upon completion of the investigation, a written report must be prepared and agreed by the Directors. The report should contain:

a) A description of the incident including the value of any loss, the employee involved and the means by which the fraud was carried out;

b) The measures taken to prevent any reoccurrence; c) Any action needed to prevent further such losses.

19.8 References for Employees All requests for references for Employees who have been disciplined for fraud must be referred to a Director who will respond to any such requests, having due regard to Employment Law.

20) CODE OF PRACTICE ON RIGHT TO SEARCH

20.1 Introduction RGL regards the safety of its Employees, contractors, clients, suppliers and visitors, together with the security of its buildings and other assets, to be of paramount importance. RGL reserves the right to search any Employee, including their personal baggage and their vehicles, whilst on RGL premises. It should also be noted that RGL has the right to search its own property such as desks, lockers, cupboards. Any search of an individual – which should normally involve little more than a request to reveal the contents of pockets, but which may also include the type of “frisking” routinely carried out at airports – will be undertaken by searchers of the same sex as the person being searched. This (same


sex) requirement does not apply to searches of property such as bags, briefcases, containers, motor vehicles etc. All searchers will be aware of the requirement to exercise courtesy, tact and discretion in order to minimise inconvenience as far as possible.

20.2 Searches If there are grounds to believe that an offence has been committed in a particular location within the RGL’s premises, any persons having access to that area may be liable to be searched.

20.3 Refusal to be Searched Individuals who refuse to be searched, run the risk of being disciplined, dismissed or face prosecution if RGL or the police are satisfied that this is appropriate action.

20.4 Privacy Individuals have the right to be searched in private. As regards searches of property – eg bags, briefcases, containers, vehicles, etc – it will not always be possible for these to be carried out in private, but these searches will be conducted as discreetly as possible and in privacy, whenever practicable.

20.5 Witnesses Individuals have the right to be searched in the presence of a witness who should normally be from other immediately available staff, contractors or visitors to avoid unnecessary delays and disruption. In any case, the searcher would always ensure that a third party is present during any search of an individual.

21) GENERAL PROVISIONS

21.1 Governing Law and Jurisdiction The rights and obligations of you and RGL will be governed by and construed in accordance with the laws of England and Wales. You and RGL also irrevocably agree to submit to the non-exclusive jurisdiction of the Courts of England and Wales.

21.2 Updates and Revisions to Terms and Conditions of Employment These Terms and Conditions of Employment may be subject to change from time to time and this Staff Handbook will updated accordingly. The revised version will be uploaded on to the Employee Section of the RGL website.

21.3 Company Language

RGL is a registered British company and as such has adopted the English language as it’s mother tongue. All employees are required to have attained a level of proficiency (both written and verbal) in English to communicate, read and understand documentation and to be able to fully perform their roles and responsibilities.


21.4 Collective Agreements

There are currently no collective agreements in force in relation to employment with RGL.

22) DISCIPLINARY PROCEDURE

22.1 Definition The disciplinary procedure may be invoked where the employer is concerned by the employee’s level of performance or conduct. Initiation of the disciplinary procedure may affect any potential pay increases and/or prospects for promotion.

22.2 Purpose and scope of this procedure This document sets out the processes and procedures that will be adopted by RGL where disciplinary action is considered. It sets out the minimum standards that RGL expects from the employee and the statutory rights the employee has in disciplinary situations.

22.3 Investigation It is important that the employer establishes the facts in each case. The employer will carry out a thorough investigation of the facts as quickly as possible. In carrying out an investigation the employer will make best efforts to protect the confidentiality of all employees including the accused where possible. The employer may in some circumstances, (for example to protect witnesses), withhold some information from the employee. In misconduct cases, the employer (where practicable) will endeavour to separate those people carrying out the investigation from those responsible for hearing any subsequent disciplinary hearing and/or potential appeal.

22.4 Suspension There may be circumstances where the employer may suspend employees on full pay, (for example to allow a thorough investigation of the allegations to take place). Where such suspensions are invoked, the period of the suspension will be minimised and will be reviewed regularly. Periods of suspension are not considered disciplinary action and a period of suspension will not necessarily result in the disciplinary procedure being invoked. 22.5 Right to be accompanied Employees attending a hearing under the disciplinary procedure have a right to be accompanied by a suitable work companion or a trade union official, even though the Company does not recognise trade unions. A trade union official may be either an official employed by the union or an official whom the union has certified in writing as having experience, or having received training in acting as an employee’s companion at disciplinary hearings.


Companions will not be regarded as suitable where the companion may prejudice the hearing or if there is a conflict of interest or where the companion is geographically distant and there are other equally competent companions available locally. An employee may ask a work colleague to act as his/ her companion, and the employer will fully support the colleague in this role. The chosen work colleague may decline to act as a companion. Where the employee has a disability the employer may permit the employee to choose a companion who has special knowledge of the employee’s disability and its effect. The employer will not be responsible for the payment of any fees charged by the companion to attend the meeting. In such cases the employee should notify the employer in advance of his/her proposed companion and the reasons for this choice of companion. The employer will approve or decline that the proposed companion can act as a companion and notify the employee of its decision in advance of any meeting. Where the employee’s companion is a colleague the Company will grant the companion reasonable time off to allow the companion to familiarise themselves with the case and confer with the employee before and after the hearing. The companion may: • put the worker’s case; • sum up the worker’s case; • respond on the worker’s behalf to any view expressed at the hearing; • confer with the employee but may not answer questions on the employee’s behalf. The companion does not have the right to answer questions on the employee’s behalf or address the hearing if the employee does not consent to this. In the event that the employee’s chosen companion is unavailable at the time proposed for the meeting by the Company, the meeting will be postponed if the employee proposes an alternative time, which is: • reasonable; and • falls within five working days after the day proposed by the Company. If the employee fails to attend the pre-arranged meeting the hearing will be held in their absence. The employee will then be informed of the outcome in writing.

22.6 Disciplinary Procedure The success of the Company and its employees depends, to a large extent, on the ability to achieve and preserve high standards of co-operation and discipline. All employees understand and accept that in any organisation there have to be standards of performance and conduct. There are occasions when it is necessary to take action towards individuals whose behaviour or performance is unacceptable or detrimental to the Company, the Company's other employees, clients or members of the public with whom they come into contact on Company business. The standards listed below are divided into those which constitute: • Gross misconduct and carry a penalty of summary dismissal;


• Misconduct or poor performance of a more minor nature, which may result in disciplinary action, outlined below.

The list is not intended to be either exclusive or exhaustive. Misconduct defined as gross misconduct includes: - • Theft or fraud; • Physical violence or bullying; • Deliberate and serious damage to property; • Serious misuse of the Company’s property or name; • Deliberately accessing internet sites containing pornographic, offensive or obscene material; • Serious insubordination or rudeness; • Unlawful discrimination or harassment; • Bringing the organisation into serious disrepute; • Serious incapability at work brought on by alcohol or illegal drugs; • Causing loss, damage or injury through serious negligence; • A serious breach of health and safety rules; • A serious breach of confidentiality; • Abuse of supervisory powers

Failing or refusing to take a drugs and alcohol test. Misconduct of a more minor nature includes: • Refusal to carry out a reasonable instruction; • Insulting behaviour; • Harassment (where deemed not sufficiently serious for dismissal); • Constant failure to produce a satisfactory quality or quantity of work; • Irregular attendance and persistent bad time keeping; • Frequent absence from the employee’s proper place of work without permission; • Failure to observe health and safety practices and procedures including failure to wear

protective clothing or carry out safety checks; • The unauthorised use of Company time, material or equipment; • Continual use of foul language that is offensive to the employee’s colleagues or others; • The unauthorised collection of money on the Company's premises; • The unauthorised exhibition or distribution of any posters, bill, notice, advertisement or

other publication on the Company's premises, property (including vehicles) or sites, or the unauthorised removal of any Company notice;

• Abuse of medical absence and self-certification rules and procedures.

Failure to provide medical certification Any employee who is subject to disciplinary action will be informed in writing by his/her manager or a suitable substitute for the manager that they are to attend a disciplinary interview at a given time and place. The employee will be notified in advance in writing of the allegations against him/her. The employee will be given the opportunity to state his/her case at every stage of the disciplinary procedure. The employee will be asked at each stage in the procedure whether or not they wish to be accompanied. The employee has the right of appeal at each stage of the procedure.


Disciplinary action can be initiated at any stage within the procedure according to the seriousness of the matter.

22.7 Informal Warning Where, in the case of first breaches of discipline, it is necessary to take disciplinary action against an employee due to either a breach of employment terms or unacceptable standards of behaviour or performance, an informal warning will be given by the employee's manager (or nominated deputy). This will be a recorded conversation that takes place and the appropriate file note made. After six months the file note is no longer valid and will not be taken into consideration for future disciplinary matters but will remain on file.

22.8 Written Warnings To help ensure that the written warning system is applied consistently throughout the company, and that associated communications are effective, no written warnings will be valid without three signatures of approval as stated below:

Team leaders and managers: signed off by all three directors;

Other employees: signed off by the individual’s manager, the director responsible for the department, and the director responsible for HR

22.8.1 First formal action FIRST WRITTEN WARNING If there is a more serious breach of behaviour or performance or employment terms, it may be necessary to issue a first written warning, outlining the nature of the issue, the action required to remedy it, the specified time period within which improvement should be made by the employee and the consequences of the failure to do so. The first written warning will be confirmed to the employee in writing and will be valid for a period of 12 months. A copy will be kept on the employee’s personnel file. 22.8.2 Second formal action FINAL WRITTEN WARNING If the employee continues to offend with regard to breaches of discipline, employment terms, unacceptable standards of behaviour, performance, where conduct previously complained of re-occurs or any other serious issue arises a final written warning will be issued. This will outline the nature of the offence, the action required to remedy it and the consequences of the failure to do so. It will also detail that any recurrence of the offence or other serious misconduct within the allocated improvement period may result in dismissal. The final written warning will be confirmed in writing to the employee and will be valid for a period of 12 months. A copy will be retained on the employee’s personnel file. Note: It should be noted that any employee receiving any of the warnings as described may forfeit full profit sharing entitlement and the nature of the warning may be taken into account during promotional or remuneration reviews.


22.9 Dismissal or other penalty If an employee fails to improve performance within the specified improvement period, dismissal may result. The decision to dismiss will be taken by a Manager or Director who has not participated in the previous hearings. If it is decided that the employee's service is to be terminated, the appropriate notice or payment in lieu will be given. The Company reserves the right to suspend employees without pay, demote the employee as a disciplinary penalty in cases of serious or persistent misconduct or as an alternative to dismissal. The period of suspension will not exceed five working days. A written warning or a final written warning as appropriate may accompany suspension or demotion. 22.9.1 Period of warnings Warnings will normally be disregarded for consideration in other disciplinary matters when the time limit of the warning has expired. However where a pattern emerges that conduct or performance lapse shortly after the warning has expired or there is evidence of abuse, the employer may vary the duration of any warning. 22.9.2 Gross misconduct Where this occurs, an employee may, dependent on circumstances, be suspended on full pay. The decision to dismiss will be taken after consultation between the employee's manager or a nominated deputy and a director who will then not participate in any appeal hearing. The decision to dismiss will be confirmed in writing to the employee. Where an employee is dismissed for gross misconduct, notice will not be paid. 22.9.3 Appeal procedure The employee has the right of appeal at any stage of the disciplinary procedure on the following grounds: - • Where the employee considers that they have been unjustly found against; • Where the employee contends that a matter of fact has been omitted or, if referred to at

the disciplinary meeting, the fact has not been properly taken into account in reaching the decision;

• Where the employee contests the appropriateness of the type of disciplinary action decided upon.

An employee wishing to exercise the right of appeal must do so within five working days of written notification of the decision. The appeal should be addressed to a director of the Company. Where an employee exercises the right of appeal the employee shall state, in writing, the grounds on which the appeal is based. Appeals will be heard as quickly as possible after the date of notification of the wish to appeal by the employee. The Company will organise the date and place of the appeal hearing. The Company will endeavour to organise the appeal hearing at a mutually convenient time and location. If the employee is unable to attend the first appeal date offered, an alternative hearing date will be suggested. In the event that the employee is unable to attend this hearing the appeal hearing will


be held in the employee’s absence. In this case the employee is advised to send written evidence of the grounds of appeal. Any employee who is dismissed by the Company who subsequently appeals shall be treated as dismissed from the effective date of dismissal unless the decision to dismiss is revoked. If the decision to dismiss is revoked, then the employee continues in the Company's employment and any pay or costs due will be reimbursed from the date of dismissal less any penalty applied by the appeal hearing. The Company will nominate an appropriate person or persons to hear the appeal hearing. The person hearing the appeal will be a person who has not participated in the investigation or disciplinary hearing.

23) GRIEVANCE PROCEDURE

23.1 Definition Grievances are concerns, problems or complaints that employees raise with the employer.

23.2 Purpose and scope of this procedure

This procedure sets out the process and procedures that will be adopted by the employee and employer in trying to resolve an employee’s grievances.

23.3 Right to be accompanied

Employees participating in a grievance have a right to be accompanied by a suitable work companion or a trade union official, even though the Company does not recognise trade unions. A trade union official may be either an official employed by the union or an official whom the union has certified in writing as having experience, or having received training in acting as an employee’s companion at grievance hearings.

Companions will not be regarded as suitable where the companion may prejudice the hearing or if there is a conflict of interest or where the companion is geographically distant and there are other equally competent companions available locally.

Where the employee has a disability the employer may permit the employee to choose a companion who has special knowledge of the employee’s disability and its effect. The employer will not be responsible for the payment of any fees charged by the companion to attend the meeting. In such cases the employee should notify the employer in advance of his/her proposed companion and the reasons for this choice of companion. The employer will approve or decline that the proposed companion can act as a companion and notify the employee of its decision in advance of any meeting.

Where the employee’s companion is a colleague the Company will grant the companion reasonable time off to allow the companion to familiarise themselves with the case and confer with the employee before and after the hearing.

The companion may: • put the worker’s case; • sum up the worker’s case;


• respond on the worker’s behalf to any view expressed at the hearing; • confer with the employee but may not answer questions on the employee’s behalf.

The companion does not have the right to answer questions on the employee’s behalf or address the hearing if the employee does not consent to this. In the event that the employee’s chosen companion is unavailable at the time proposed for the meeting by the Company, the meeting will be postponed if the employee proposes an alternative time, which is:

• reasonable • falls within five working days after the day proposed by the Company.

An employee who cannot attend the meeting arranged by the employer should inform the employer in advance whenever possible. If the employee fails to attend due to unforeseen circumstances the meeting will be rearranged. However if the employee fails to attend the re-arranged meeting without good reason the employer will write to the employee to warn him/her that a decision will be made on the evidence available and will offer the employee the opportunity to provide feedback on the evidence and allegations prior to any decision being made.

23.4 Grievance procedure Employees who feel they have a grievance should first approach their manager to try to resolve the matter informally. Employees who have a grievance against their immediate manager should see a director. If the matter is not resolved in a satisfactory manner within five working days the formal grievance procedure may be instigated. The employee should put the grievance in writing, stating the grievance and referring to any evidence supporting the grievance and make suggestions as to how the grievance can be resolved. The grievance should be sent to the employee’s manager or an alternative director of the Company if the grievance is about the employee’s manager. An appropriate person will meet with the employee to discuss and understand fully the grievance. The employee should take reasonable efforts to ensure he/she attends this meeting. In order to ensure the process remains impartial the grievance will be fully investigated by an independent person nominated by the Company. In order that the Company may investigate fully and without prejudice it may be necessary and appropriate to suspend employees with pay during the period of investigation. All employees involved in the investigation are expected to respect the need for confidentiality. Failure to do so will be considered a disciplinary offence. After this investigation has taken place, the Company will write to the employee who has raised the grievance with the results of this investigation normally within five working days, although if the matter cannot be dealt with in this time period the employee will be advised. The Company will set out action it intends to take to resolve the grievance. The employee has the right to appeal against the decision made by the Company. The appeal should be addressed to a director. Upon receipt of the appeal the Company will allocate an appropriate person to conduct an appeal meeting and carry out any further investigation. The person allocated to hear the appeal will normally be more senior than the manager who conducted the initial


grievance hearing. The allocated manager will inform the employee of the results of the appeal. The decision of the appeal is final.

23.5 Grievances during disciplinary proceedings If an employee raises a grievance where the reason for the grievance is actual disciplinary action by the Company, the Company will hear the grievance during the disciplinary appeal hearing. In the event that the Company is notified of a grievance after a disciplinary appeal hearing has been held, a separate grievance meeting will be arranged.

24) OTHER CONSIDERATIONS

24.1 Personal Belongings Employees are advised not to bring any valuables into work, for example credit cards, large amounts of money, jewellery and/or personal electronic devices. Private vehicles parked on site are left at the owner’s own risk. The Company does not accept responsibility for loss or damage to personal property.

Documents

RENTAJET GROUP LIMITED RGL STAFF HANDBOOK · 2 2.11 Uplifts for Temporary Extra Responsibilities 10 2 2.12 ... Support 12 & 13 2 2.17 Subsistence 13 2 2.18 Oversees Remuneration Policy