It is important for paternity pay purposes that you notify your line manager if, during the paternity pay period, you are taken into legal custody or start to work for another employer. Rights on and after return to work:On resuming work after paternity leave, you are entitled to return to the same job on the same terms and conditions of employment as if you had not been absent. Time off to accompany a pregnant woman to ante-natal appointments: From 1 October 2014, if you are the spouse or civil partner of a pregnant woman, or you are the partner of a pregnant woman with whom you live in an enduring family relationship (but you are not her relative), or you are the father of an expected baby, you are entitled to take unpaid time off work in order that you may accompany the pregnant woman to an ante-natal appointment made on the advice of a registered medical practitioner, registered midwife or registered nurse. This is limited to a maximum of two appointments, with the maximum time off during working hours for each appointment being no more than 6.5 hours. You will be required to sign a declaration in this regard which states that you have a qualifying relationship with a pregnant woman or her expected baby, you are taking the time off to accompany her to an ante-natal appointment made on the advice of a registered medical practitioner, registered midwife or registered nurse and the date and time of the appointment. However, you will not be required to produce evidence of either the pregnancy or the ante-natal appointment. If the pregnant woman is a surrogate mother, this right also applies to the intended parent if they are the potential applicant for a parental order. You should endeavour to give your line manager as much notice as possible of time off to accompany a pregnant woman to ante-natal appointments.
Challenge-trg Group – Shared /Parental Leave Policy This section sets out the Company’s policy on parental leave. The Company implements the parental leave rights set out in legislation. Parental leave is additional to paternity leave, maternity leave, adoption leave and time off to deal with family emergencies. Entitlement to Parental Leave:All periods of parental leave are unpaid. There is no contractual or statutory entitlement to be paid for absences relating to parental leave. Any payment of salary during parental leave is made at the absolute discretion of the Company. Both mothers and fathers can take parental leave. In order to qualify for parental leave, you must have worked for the Company for a continuous period of one year by the time you want to take the leave. If you have already taken part of your parental leave with a previous employer, you will not be able to take any further parental leave until you have completed one year’s continuous employment with the Company. You are entitled to take up to 13 weeks’ Parental Leave in order to care for a natural or an adopted child (or to make arrangements for the child’s welfare) if you meet one of the following eligibility conditions: • You are the natural parent of or you have acquired formal parental responsibility for a child who is under five years old. • You have adopted a child under the age of 18. In the case of birth fathers, you must be named on the child’s birth certificate. If you are the parent or adoptive parent of a disabled child who has been awarded Disability Living Allowance, you are entitled to take up to 18 weeks’ parental leave. When Parental Leave may be taken: Assuming you are eligible, you can choose to take parental leave: • Up until the child’s fifth birthday. • In adoption cases, within five years after the child is first placed with you for adoption (or until the child’s 18th birthday if that comes sooner). • In the case of a child with a disability, up until the child’s 18th birthday. Taking time off for Parental Leave: Parental leave is for each child, so in the case of twins, 13 weeks’ leave may be taken for each child. You must take parental leave in blocks of one week. If you take parental leave for a shorter period than one week (for example, two days), that will constitute a week’s leave for
the purpose of calculating your 13 weeks’ parental leave entitlement (although you will continue to be paid as normal for the time you work). The exception to this is that parents of disabled children can take leave in blocks of one day. A maximum of four weeks’ parental leave can be taken in respect of any child during any one calendar year. Each parent is entitled to parental leave. Procedure for notifying a request to take Parental Leave:You are required to give at least 21 days’ written notice to your Manager of your proposed parental leave dates. If leave is to be taken immediately after birth or adoption, 21 days’ written notice of the expected week of childbirth or the expected week of placement for adoption should be given. You must specify the dates on which your period of parental leave is to start and finish. If it is not reasonably practicable for you to comply with the 21 days’ notice requirement, you should give notice as soon as reasonably practicable. If you give notice that you wish your leave to start on the date of birth or adoption and that date is sooner or later than expected, your leave will begin on the actual date of birth or adoption. At the time of requesting Parental Leave, you should: • Provide the name of the child in respect of whom you wish to take leave, stating their date of birth and your relationship to them. • Produce an appropriate birth or adoption certificate or such other documentation as the Company may reasonably request. • Produce evidence of your child’s entitlement to Disability Living Allowance (where relevant). • Specify parental leave as the reason for absence. • Declare any periods of parental leave you have taken with a previous employer. Periods of Parental Leave with Previous Employers: The period of 13 weeks’ leave (or 18 weeks’ leave where Disability Living Allowance applies) is the maximum you can take and periods of leave taken with a previous employer will be taken into account when calculating this period. The Company will expect you to declare periods of leave with a previous employer either before or at the time of making a request for parental leave. The Company may also check with your previous employer how much parental leave you have taken at your previous employment.
Postponement of Parental Leave: The Company reserves the right to postpone a period of parental leave for up to six months where it considers the operation of its business would be unduly disrupted if the leave were to be taken at the time requested. For example, leave may be postponed during particularly busy periods, seasonal peaks or where a significant proportion of your department have already applied to be absent from work at the same time. The Company will confirm any postponement arrangements in writing no later than seven days after receipt of your request to take parental leave. This letter will state the reason for postponement and set out the proposed new dates of parental leave. The Company will attempt to agree with you a suitable alternative date when the parental leave can commence. The Company will not postpone leave if you have given notice to take it immediately after the time the child is born or is placed with you for adoption. Rights during Parental Leave: During parental leave your contract of employment continues. You are entitled to all of your statutory employment benefits, but some contractual benefits can be suspended by the Company. For example, you will continue to accrue your statutory annual leave entitlement during parental leave but you do not have the right to accrue any additional contractual annual leave entitlement. Your seniority, pension rights and rights to any other service-related benefits are unaffected by parental leave. Right to Return to Work after Parental Leave: At the end of parental leave, you will be entitled to return to the same job on the same terms and conditions as if you had not been absent, provided always that your period of parental leave was for a period of four weeks or less and that you have not taken parental leave immediately after taking additional maternity leave or additional adoption leave. Where your period of parental leave is taken immediately after taking additional maternity leave or additional adoption leave or your parental leave period is more than four weeks, again you will be entitled to return to the same job on the same terms and conditions. If, however, there is some reason why it is not reasonably practicable for the Company to take you back in your original job, you will be offered suitable alternative work of equivalent status and responsibility and on terms and conditions that are no less favourable than would have applied if you had not been absent. Claiming Parental Leave Dishonestly: If you act dishonestly in claiming an entitlement to parental leave, this is a disciplinary offence and will be dealt with under the Company’s disciplinary procedure. This includes attempting to claim leave for a child who is too old, claiming leave for purposes other than caring for a child or misleading the Company about parental leave taken with a previous
employer. Depending on the seriousness of the offence, it may amount to potential gross misconduct and could result in your summary dismissal. Statutory Shared Parental Leave Pay (ShPP): Eligibility for birth parents To be eligible for Shared Parental Leave (SPL) and Statutory Shared Parental Pay (ShPP), both parents must: share responsibility for the child at birth meet work and pay criteria - these are different depending on which parent wants to use the shared parental leave and pay You’re not eligible if you started sharing responsibility for the child after it was born. If both parents want to share the Statutory Parental Leave (SPL) and ShPP You and your partner must: have been employed continuously by the same employer for at least 26 weeks by the end of the 15th week before the due date stay with the same employer while you take SPL be an employee each earn on average at least £116 a week If the mother’s partner wants to take the SPL and ShPP The mother must: have been working for at least 26 weeks (they do not need to be in a row) during the 66 weeks before the week the baby’s due have earned at least £390 in total across any 13 of the 66 weeks The mother’s partner must:
have been employed continuously by the same employer for at least 26 weeks by the end of the 15th week before the due date stay with the same employer while they take SPL be an employee earn on average at least £116 a week If the mother’s partner is a ‘worker’, they can get ShPP but not SPL. If the mother’s partner earns less than £116 a week, they can get SPL but not ShPP. If the mother wants to take the SPL and ShPP The mother’s partner must: have been working for at least 26 weeks (they do not need to be in a row) during the 66 weeks before the week the baby’s due have earned at least £390 in total in 13 of the 66 weeks (add up the highest paying weeks, they do not need to be in a row) The mother must: have been employed continuously by the same employer for at least 26 weeks by the end of the 15th week before the due date stay with the same employer while they take SPL be an employee earn on average at least £116 a week
Challenge-trg Group - Adoption Leave & Pay PolicyThe Company implements the adoption leave rights set out in legislation. This section sets out the Company’s policy on adoption for employees adopting a child. In order to qualify for the right to take adoption leave, you must be adopting a child through an approved adoption agency and you must have worked for the Company for a continuous period of 26 weeks calculated as at the week in which you are notified by the adoption agency of having been matched with the child for adoption. If you are jointly adopting a child with your spouse or partner or civil partner, only one of you will be entitled to take adoption leave. You can choose which adopter will take adoption leave. The other adoptive parent will normally be entitled to take paternity leave, provided they meet the relevant eligibility criteria (see the section on Paternity Leave). The right to adoption leave is not available to foster parents who adopt a child they are fostering, or to step-parents who adopt their partner’s child. Notification of Adoption Leave If you wish to take adoption leave, you must inform your Manager in writing of your request no later than seven days after the date on which notification of the match with the child is provided to you by the adoption agency. You must provide written details of the date on which you were notified of having been matched with the child, the date the child is expected to be placed with you for adoption and when you want your adoption leave to start. As evidence of your entitlement to adoption leave, you will also be required to provide a copy of the relevant matching certificate and adoption papers from the adoption agency. You are permitted to bring forward your adoption leave start date, provided you advise the Company in writing at least 28 days before the new start date or, if that is not possible, as soon as reasonably practicable. You may also postpone your adoption leave start date,
provided you advise the Company in writing at least 28 days before the original proposed start date or, if that is not possible, as soon as reasonably practicable. The Company will formally respond in writing to your notification of your leave plans within 28 days, confirming the date on which your adoption leave will end if you take your full 52-week entitlement to adoption leave. Adoption leave can start on the day the child is placed with you for adoption or on a date that is up to 14 days before the expected date of placement. Adoption Leave Assuming you are eligible, you are able to take up to a maximum of 52 weeks’ adoption leave. This comprises 26 weeks’ ordinary adoption leave and up to 26 weeks’ additional adoption leave. This is regardless of the number of hours you work. Additional adoption leave begins on the day after ordinary adoption leave ends. Ordinary Adoption Leave During the period of ordinary adoption leave, your contract of employment continues in force and you are entitled to receive all your contractual benefits, except for salary. In particular, any benefits in kind will continue, annual leave entitlement will continue to accrue and pension contributions will continue to be made. Your pension contributions will be based on your actual pay whilst the Company’s contributions will be based on the salary you would have received had you not gone on adoption leave. Salary will be replaced by Statutory Adoption Pay (SAP) if you are eligible to receive it. You should endeavour to take any outstanding annual leave that may be due to you before the commencement of your ordinary adoption leave. You are reminded that holiday must be taken in the year that it is earned and therefore if the holiday year is due to end during adoption leave, you should take the full year’s entitlement before starting your adoption leave: see the section on Holidays for further information.
Additional Adoption Leave Additional adoption leave starts immediately after the end of ordinary adoption leave and continues for a further 26 weeks. During the period of additional adoption leave, your contract of employment continues in force and, as is the case during the period of ordinary adoption leave, you are entitled to receive all your contractual benefits, except for salary. Any benefits in kind will continue and annual leave entitlement will continue to accrue. Salary will be replaced by SAP for the first 13 weeks of additional adoption leave if you are eligible to receive it. The remaining 13 weeks of additional adoption leave will be unpaid. Pension contributions will continue to be made during the period when you are receiving SAP but not during any period of unpaid additional adoption leave. Statutory Adoption Pay SAP is payable for up to 39 weeks during adoption leave provided your average weekly earnings are not less than the lower earnings limit for National Insurance contributions. The weekly rate of SAP is paid at a rate set by the Government for the relevant tax year, or 90% of your average weekly earnings if this is lower than the Government’s set weekly rate. SAP is paid into your bank account in the same way as salary is normally paid. SAP is treated as earnings and is therefore subject to income tax and National Insurance deductions. SAP is payable whether or not you intend to return to work after your adoption leave. It is important for adoption pay purposes that you notify your Manager if, during the adoption pay period, you are taken into legal custody or start to work for another employer.
Contact during Adoption Leave Shortly before your adoption leave starts, the Company will discuss the arrangements for you to keep in touch during your leave, should you wish to do so. The Company reserves the right in any event to maintain reasonable contact with you from time to time during your adoption leave. This may be to discuss your plans for return to work, to discuss any special arrangements to be made or training to be given to ease your return to work or simply to update you on developments at work during your absence. Keeping in Touch Days You may agree to work for the Company for up to a maximum of ten days during either your ordinary or additional adoption leave without that work bringing the period of your adoption leave to an end and without loss of a week’s SAP. These are known as ‘keeping in touch’ days. Any work carried out on a day shall constitute a day’s work for these purposes. The Company has no right to require you to carry out any work, and you have no right to undertake any work, during your adoption leave. Any work undertaken, including the amount of salary paid for any work done on keeping in touch days, is entirely a matter for agreement between the Company and you. Any keeping in touch days worked do not extend the period of your adoption leave. Once the keeping in touch days have been used up, you will lose a week’s SAP for any week in which you agree to work for the Company. Returning to Work You will have been formally advised in writing by the Company of the date on which your adoption leave will end and the date on which you are expected to return to work if you take your full 52-week entitlement to adoption leave. You are expected to return on your due return date unless you notify the Company otherwise. If you are unable to attend work at the end of your adoption leave due to sickness or injury, the Company’s normal arrangements for
sickness absence will apply. In any other case, late return without prior authorisation will be treated as unauthorised absence. Whilst you are under no obligation to do so, it would assist the Company if you could confirm as soon as convenient during your adoption leave that you will be returning to work as expected. If you wish to return to work earlier than your expected return date, you must give the Company, preferably in writing, at least eight weeks’ notice of your proposed date of early return. If you fail to do so, the Company may postpone your return to such a date as will give the Company eight weeks’ notice, provided that this is not later than your expected return date. If you decide not to return to work at all after adoption leave, you must give notice of resignation in accordance with the terms of your contract of employment. If the notice period would expire after your adoption leave has ended, the Company may require you to return to work for the remainder of your notice period. Transfer of Adoption Leave If you were notified of having been matched with the child for adoption on or after April 3 2011 and you propose to return to work early without using your full 52-week entitlement to adoption leave by giving at least eight weeks’ advance written notice of an early return in accordance with the rules set above, you may be eligible to transfer up to 26 weeks of your outstanding adoption leave entitlement (and outstanding SAP). This may be transferred to your spouse, civil partner or cohabiting partner if they have been matched with the child for adoption, to be taken by them as additional paternity leave (and additional statutory paternity pay) once you have returned to work. The earliest that additional paternity leave may commence is 20 weeks after your adopted child’s date of placement and it must end no later than twelve months after the date of placement. The minimum period of additional paternity leave is two consecutive weeks and the maximum period is 26 weeks. You must therefore have at least two weeks of your adoption leave which remains unexpired if you wish to take advantage of these provisions.
Further details should be obtained from your spouse’s or partner’s employer. If you do wish to transfer part of your adoption leave entitlement in this way, you will be required to submit a written and signed declaration form to that employer and you should be aware that it may also make additional enquiries of the Company to verify its employee’s entitlement to additional paternity leave and pay. Your Rights on Return to Work On resuming work after ordinary adoption leave, you are entitled to return to the same job as you occupied before commencing adoption leave on the same terms and conditions as if you had not been absent. On resuming work after additional adoption leave, again you are entitled to return to the same job as you occupied before commencing adoption leave on the same terms and conditions as if you had not been absent. If, however, there is some reason why it is not reasonably practicable for the Company to take you back in your original job, you will be offered suitable alternative work of equivalent status and responsibility and on terms and conditions that are no less favourable than would have applied if you had not been absent. Adoptions from Overseas If you adopt a child from overseas, you may still be entitled to statutory adoption leave and pay. Special rules apply in these circumstances. For further information, please contact the Human Resources Department.
Challenge-trg Group – Sickness & Absence Policy We understand from time to time that there may be occasions where you will not be fit for work due to illness or another substantial reason. If this is the case, please adhere to the following policy, failure to do so may render you liable for disciplinary action. Notifying your Manager If you are absent due to sickness on a normal working day, you must notify your manager, if you are unable to contact your manager, then contact HR: by telephone as soon as possible and no later than one hour before your shift start time; stating the reason for your absence; and the expected duration of your sickness absence where known. If you are a shift worker or have a different work pattern from normal office hours (8.30 am – 5.30 p.m. Monday to Friday), for example, if you work onsite, evenings or work at weekends, you should notify your manager in good time (at least one hour) before your start time where this is possible, so that cover may be arranged. If we do not hear from you within an hour of your normal start time your manager may endeavour to contact you at home. If you are unable to call yourself you may ask someone to make contact on your behalf. However, you must ensure you speak with your manager later the same day or as soon as practicable thereafter. If you are off for more than one day, you must contact your manager everyday of your absence, unless you have a doctor’s fit note covering you for this period, on the first day of the absence, you would advise your manager how long the fit note is for, or whenever you receive your fit note, upon expiry, you will either return to work, supply Challenge-trg Group with another fit note, informing us of the duration or advise us your intended return to work. You are responsible for notifying Challenge-trg Group of your sickness absence and providing the appropriate certification statements as required. In order to qualify for statutory sick pay, you must meet the statutory conditions. These are detailed on the HMRC website at:www.hmrc.gov.uk/payerti/employee/statutory-pay/ssp-overview.htmWe acknowledge that there may be exceptional circumstances which prevent the member of staff from meeting the reporting and certification requirements, for example, in the case of a severe injury / hospitalisation.
Certification for Sickness Absence Days 1 - 7 of sickness absenceFor the first 7 calendar days of continuous sickness absence (i.e. including non working days), you do not need to obtain a note from your G.P. to cover your absence. When you contact your manager to inform them about your absence and the reasons for this, your manager will record this and inform HR. If you leave work due to sickness absence before you have completed 2 hours work (pro rata for part time staff), your absence is recorded as a full day’s absence. Sickness absence that exceeds 7 daysFor absences that exceed 7 continuous calendar days (including non working days) you must provide a Med 3 form which is a ‘Statement of fitness for work’ (Statement). Known as the 'fit note', this was introduced in 2010. You are responsible for ensuring your medical Statements reach your manager promptly. Periods of absence that are not covered by a Statement will not qualify for statutory sick pay, however, each case will be considered on its merits before sick pay is withheld. If your G.P. provides advice that you may be fit for work you should notify your manager as soon as practicable. You should send your Statements to your manager who will arrange for this to be logged electronically and passed to the payroll team for processing. If the Statement is not received in time for processing, you may be delayed being paid SSP. Statement of Fitness for Work Certificate (Fit Note) Your G.P. will either give you a Statement confirming that you are unfit for work for a specific period / until a specific date or your G.P. may advise that you are able to return to work and, in these circumstances, your G.P. will suggest options that may help you to return to work. The purpose of the Statement or ‘fit note’ is to facilitate a return to work and may be more likely to be used in longer term sickness cases or those with an ongoing medical condition. The suggestions your G.P. may advise include: Amended duties – this involves changes to your job and duties, if you are unable to complete all your normal duties, and these may be amended in discussion with your manager.
Workplace adaptations – this involves changes to your work environment that may relate to, for example, use of equipment, accommodating mobility issues or other changes that may facilitate a return to work. A health and safety risk assessment and occupational health advice may be sought depending upon the nature of the changes suggested. A phased return – this allows you, initially, to work a reduced number of hours upon your return to work and increase the hours you work gradually until you return to your normal full time hours. This arrangement is normally agreed for a short period, normally of up to 2 weeks. Altered hours – this may be recommending a different work pattern and using forms of flexible working; for example, allowing a later start time or changing work patterns to accommodate treatment sessions. In some cases your G.P. may recommend that occupational health advice is sought. Returning to workWhen completing the Statement of Fitness for Work, your G.P. will say whether you need to be reassessed before you return to work. If your absence continues you will need to ensure that all absence is covered by a Statement. If you do not need a further assessment, your return date will be your next normal working day after the end of the sickness period stated. Sickness during holidays If you are sick during holiday absence, your holiday may be reinstated subject to you providing a Statement from your G.P. to cover the period of sickness. Retrospectively dated Statements will not be accepted. Managing Absence In order to manage sickness absence effectively and consistently we will seek to support staff during periods of illness and use the following interventions and procedures to facilitate a return to work, retain staff in employment and improve attendance: Return to work discussions and/or interviews Keeping in touch during absence Monitoring and recording absence Carrying out sickness review meetings Providing management support Seeking medical reports and OH advice Managing absence through the procedures detailed below or through the disciplinary procedure where appropriate
Return to Work DiscussionsAll staff will have a return to work discussion with their manager, normally on their first day back at work. If you work outside normal office hours it may not be practicable to have a face to face conversation, for example, if you work during the evenings or work remotely. In such cases the conversation may be by telephone or email. The purpose of a return to work discussion is to ensure that your manager is aware of issues which affect your attendance at work and your state of health so that the appropriate support and action may be taken. For example, your manager should be made aware of whether: you have an underlying medical condition; any adjustments are needed if you have a disability; you are suffering from stress which may relate to personal issues or to issues at work; there are personal issues outside work which are affecting your attendance. Return to work discussions and sickness review meetings may help to improve attendance and resolve absence issues, as health and other associated problems are discussed openly in a supportive way with a view to addressing issues at an early stage. Absence is monitored over a 12 month rolling period. The current absence will be calculated from the date of review for the previous 12 month period. In order to ensure a consistent and fair approach when calculating absences the Bradford Factor will be adopted. The content of return to work discussions will vary depending upon the length, type of absence and concerns in relation to your sickness record. It is likely to be a brief conversation about your health and offer of support, however, it may be a more detailed discussion or meeting depending upon the issues. Your manager should: acknowledge and welcome you back to work; find out the reason and cause of absence if this is not known; make sure you are well and fully fit to return to work, taking into account any recommendations from your G.P. where relevant; identify whether there is any additional support Challenge-trg Group may provide; and bring you up to date with any changes or news. A copy of the notes of your return to work meeting will be filed with HR In some cases an employee may not feel able to discuss their medical condition with their manager. In these circumstances, the employee may request to speak to another manager about the reasons for their absence via HR. Sickness information will be held confidentially and access restricted to authorised personnel within Challenge-trg Group. Under the Data Protection Act, sickness information is considered sensitive data and Challenge-trg Group is committed to ensuring that such data
is treated confidentially and not shared more widely than is necessary, in accordance with the Act. The Bradford Factor is made up of a unique score relating direct to your absence: S x S x D = BFS Spells x Spells x Duration = Bradford Factor Score or simply put - amount of times you are absent x amount of times you are absent x The Actual amount of days off. We have set fair and realistic triggers up to ensure consistency across Challenge-trg Group. The Triggers Over 49 but less than 120 – Consider Verbal Warning 121 – 249 – Consider Written Warning 250 – 450 – Consider Final Written Warning 450+ Consider Dismissal Examples of how the Bradford Factor is calculated. James has taken 7 days off in a row – his Bradford factor will be (1 x 1) x 7 = 7 Phil has taken 7 days off but on 3 separate occasions his Bradford Factor will be (3 x 3) x 7 = 63 Jenny has taken 7 days off but on 6 separate occasions her Bradford Factor will be (6 x 6) x 7 = 252
Challenge-trg Group - Disciplinary and Grievance PolicyWhilst the Company does not intend to impose unreasonable rules of conduct on its employees, certain standards of behaviour are necessary to maintain good employment relations and discipline in the interest of all employees. The Company prefers that discipline be voluntary and self-imposed and in the great majority of cases this is how it works. However, from time to time, it may be necessary for the Company to take action towards individuals whose level of behaviour or performance is unacceptable. Minor faults will be dealt with informally through counselling and training. However, in cases where informal discussion with the employee does not lead to an improvement in conduct or performance or where the matter is considered to be too serious to be classed as minor, for example, unauthorised absences, persistent poor timekeeping, sub-standard work performance, etc the following disciplinary procedure will be used. At all stages of the procedure, an investigation will be carried out. The Company will notify you in writing of the allegations against you and will invite you to a disciplinary hearing to discuss the matter. The Company will provide sufficient information about the alleged misconduct or poor performance and its possible consequences to enable you to answer the case. This will include the provision of copies of written evidence, including witness statements, where appropriate. You will be given reasonable notice of the hearing. The formal disciplinary hearing will then take place, conducted by a Manager, at which you will be given the chance to state your case. You are entitled to be accompanied by a work colleague or Trade Union Representative. You must make every effort to attend the hearing. At the hearing, you will be allowed to set out your case and answer any allegations and will also be given a reasonable opportunity to ask questions, present evidence, call relevant witnesses and raise points about any information provided by witnesses. Following the hearing, the Company will decide whether or not disciplinary action is justified and, if so, you will be informed in writing of the Company’s decision in accordance with the stages set out below and notified of your right to appeal against that decision. It should be noted that your behaviour is not looked at in isolation but each incident of misconduct is regarded cumulatively with any previous occurrences. Please note that except with the express written permission of the Company, disciplinary investigations and hearings must not be recorded on any electronic device. If the Company discovers that you have done this covertly, you could be subject to further disciplinary action. Stage 1– Verbal WarningFor a relatively minor breach of discipline or failure to achieve satisfactory Company standards
following informal discussions with your Manager, you will be Verbally Warned. This will be confirmed to you in writing, duly witnessed and will remain in force for a period of six months. Stage 2: Written Warning You will be given a formal WRITTEN WARNING. You will be advised of the reason for the warning, how you need to improve your conduct or performance, the timescale over which the improvement is to be achieved, that the warning is the first stage of the formal disciplinary procedure and the likely consequences if the terms of the warning are not complied with. The written warning will be recorded but nullified after twelve months, subject to satisfactory conduct and performance. Stage 2: Final Written Warning Failure to improve performance in response to the procedure so far, a repeat of misconduct for which a warning has previously been issued, or a first instance of serious misconduct or serious poor performance, will result in a FINAL WRITTEN WARNING being issued. This will set out the nature of the misconduct or poor performance, how you need to improve your conduct or performance, the timescale over which the improvement is to be achieved and warn that dismissal will probably result if the terms of the warning are not complied with. This final written warning will be recorded but nullified after twelve months, subject to satisfactory conduct and performance. However, the Company reserves the right to extend the validity of the final written warning to a maximum of three years in cases of very serious misconduct or where the employee has a history of misconduct issues. Stage 3: Dismissal Failure to meet the requirements set out in the Final Written Warning will normally lead to DISMISSAL with appropriate notice. A decision of this kind will only be made after the fullest possible investigation. You will be informed of the reasons for dismissal, the appropriate period of notice, the date on which your employment will terminate and how you can appeal against the dismissal decision. Gross MisconductOffences under this heading are so serious that an employee who commits them will normally be summarily dismissed. In such cases, the Company reserves the right to dismiss without notice of termination or payment in lieu of notice. Examples of gross misconduct include: Dishonesty, theft or fraud. Communicating confidential information to third parties. Working for a competitor without permission. Falsification of company records or unauthorised removal or sale of Company products or property. Willful damage to Company property. Deletion of Company data / files. Significant breach of data/personal information
Significant breach relating to information security Conviction of a serious criminal offence (taking into account the provisions of the Rehabilitation of Offenders Act 1974). Taking bribes in connection with employment. Actions which endanger an employee’s safety. Knowingly breaking a legal requirement in connection with employment. Assault or threatening, inflammatory behaviour or rudeness to customers or work colleagues. Gross insubordination. Willful refusal to carry out reasonable and proper requests. False expense claims for fraudulent purposes. Being under the influence of alcohol or illegal drugs during working hours or on company / client property. Harassing or victimizing another employee on the grounds of race, colour, ethnic origin, nationality, national origin, religion or belief, sex, sexual orientation, gender reassignment, marital or civil partnership status, age or disability. Unauthorised absence. Bringing the Company into disrepute. Any form of misconduct and/or conduct that the Company considers is prejudicial to its interests. Serious breaches of Health and Safety rules. The above is intended as a guide and is not an exhaustive list. SuspensionIn the event of serious or gross misconduct, you may be suspended on full basic pay while a full investigation is carried out. Such suspension does not imply guilt or blame and will be for as short a period as possible. Suspension is not considered a disciplinary action. AppealsYou may appeal against any disciplinary decision, including dismissal, to the appropriate level of Management. This will be detailed to you within the letter confirming the outcome of your disciplinary hearing and your right of appeal. Appeals should be made in writing within five working days of the decision and you should state in full the grounds for appeal. You will then be invited to attend an appeal hearing chaired by the appropriate level of Management. At the appeal hearing, you will again be given the chance to state your case and will have the right to be accompanied by either a work colleague or a Trade Union Representative. Following the appeal hearing, you will be informed in writing of the appeal decision. The Company’s decision on an appeal will be final.
Grievance ProcedureThe primary purpose of this grievance procedure is to enable staff to air any concerns that they may have about practices, policies or treatment from other individuals at work or from the Company, and to produce a speedy resolution where genuine problems exist. It is designed to help all employees to take the appropriate action, when they are experiencing difficulties, in an atmosphere of trust and collaboration. Although it may not be possible to solve all problems to everyone’s complete satisfaction, this policy forms an undertaking by the Company that it will deal objectively and constructively with all employee grievances, and that anyone who decides to use the procedure may do so with the confidence that their problem will be dealt with fairly. This grievance procedure is not a substitute for good day-to-day communication in the Company where we encourage employees to discuss and resolve daily working issues in a supportive atmosphere. Many problems can be solved on an informal footing very satisfactorily if all employees are prepared to keep the channels of communication between themselves open and working well. This procedure is designed to deal with those issues that need to be approached on a more formal basis so that every route to a satisfactory solution can be explored and so that any decisions reached are binding and long lasting. ProcedureIf you cannot settle your grievance informally, you should raise it formally. This procedure has been drawn up to establish the appropriate steps to be followed when pursuing and dealing with a formal grievance. Stage 1In the event of you having a formal grievance relating to your employment you should, in the first instance, put your grievance in writing and address it to your immediate Manager, making clear that you wish to raise a formal grievance under the terms of this procedure. Where your grievance is against your immediate Manager, your complaint should be addressed to an alternative Manager or to the Human Resources Department. This grievance procedure will not be invoked unless you raise your grievance in accordance with these requirements. A Manager (who may not be the Manager to whom your grievance was addressed) will then invite you to attend a grievance meeting to discuss your grievance and you have the right to be accompanied at this meeting by a work colleague or Trade Union Representative. Every effort will be made to convene the grievance meeting at a time which is convenient for you and your companion to attend. If this means that the meeting cannot be held within a reasonable period (usually within five working days of the original date set), we ask that you make arrangements with another companion who is available to attend. Any employee who is chosen to accompany another in a grievance hearing is entitled to take paid time off for this purpose.
You must make every effort to attend the grievance meeting. At the meeting, you will be permitted to explain your grievance and how you think it should be resolved. Following the meeting, the Company will endeavour to respond to your grievance as soon as possible and, in any case, within five working days of the grievance meeting. If it is not possible to respond within this time period, you will be given an explanation for the delay and be told when a response can be expected. You will be informed in writing of the Company’s decision on the grievance and notified of your right to appeal against that decision if you are not satisfied with it. Stage 2 In the event that you feel your grievance has not been satisfactorily resolved, you may then appeal in writing to the appropriate level of Management within five working days of the grievance decision. You should also set out the grounds for your appeal. On receipt of your appeal letter, a more senior Manager or a Directors (who again may not be the person to whom your appeal was addressed) shall make arrangements to hear your grievance at an appeal meeting and at this meeting you may again, if you wish, be accompanied by a work colleague or Trade Union Representative. You must make every effort to attend the grievance appeal meeting. Following the meeting, the senior Manager or Directors will endeavour to respond to your grievance as soon as possible and, in any case, within five working days of the appeal hearing. If it is not possible to respond within this time period, you will be given an explanation for the delay and be told when a response can be expected. You will be informed in writing of the Company’s decision on your grievance appeal. This is the final stage of the grievance procedure and the Company’s decision shall be final. Disciplinary IssuesIf your complaint relates to your dissatisfaction with a disciplinary, performance review or dismissal decision, you should not invoke the grievance procedure but should instead appeal against that decision in accordance with the appeal procedure with which you will have been provided.
Challenge-trg Group – Whistleblowing PolicyLegal protection of employees who speak out in the public interest about wrongdoing or malpractice at work is now in force with the Public Interest Disclosure Act 1998. Employees who in good faith bring financial irregularities, fraud, dangerous practices, environmental hazards, failure to meet health and safety standards or criminal offences to the attention of the management are protected from action against themselves if the information is found to be substantially true. Employees must follow the Grievance Procedure when ‘Whistleblowing’ unless circumstances prove inappropriate. In such circumstances employees should write a confidential letter to either the Directors or to the Director of Human Resources or email direct to hr@challengetrg.co.uk . Employees should always report qualifying disclosure claims internally in the first instance. They will however continue to be protected if any such genuine claim is brought to the attention of other external legal bodies. However this will not necessarily be so if a claim is disclosed directly to the press. Employees should contact Human Resources on 0208 971 1900 if they have any concerns or issues they wish to raise anonymously.
Challenge-trg Group – Drugs and Alcohol Policy Alcohol Policy: General Statement:We are a responsible employer and take our duties under the Health & Safety at Work Act 1974 seriously. Therefore we have formulated this policy to help us comply with our legal duties. These include providing a safe place and a safe system of work for our staff and others who may be affected by our activities. We recognise that drinking before or whilst present at work could have serious health and safety implications, especially as a result of the new licensing laws which came into effect on 24 November 2005. As a result, this policy sets out thour position on alcohol in the workplace. Due to its importance, this policy also forms part of our overall Health and Safety Policy. Alcohol and Health and Safety: Whilst the consumption of alcohol is an integral part of many employees’ lifestyle, its presence in the workplace is not appropriate. Not only can a small amount affect work performance, but it can also compromise the individual’s safety and that of others. Common side effects include a loss of concentration, impaired judgment, loss of co-ordination and manual dexterity. Prohibition of Alcohol: For these reasons, staff are forbidden to bring alcohol onto company premises for the purpose of consumption during normal working hours, including lunchtimes. This extends to external areas as well as internal. Disciplinary Sanctions:If an employee comes to work whilst under the influence of alcohol, or otherwise consumes alcohol on the premises in any breach of this policy, it will result in disciplinary action being taken against the individual. We also retain the right to summarily dismiss on the grounds of gross misconduct. Workplace Drugs Policy General Statement: We are a responsible employer and take our duties under the Health & Safety at Work Act 1974 seriously. Therefore we have formulated this policy to help us comply with our legal duties. These include providing a safe place and a safe system of work for our staff and others who may be affected by our activities. We recognise that non-prescribed drugs are widely
available that could have health and safety implications for the Company. As a result, this policy states our position on the taking of any non-prescribed drugs that are unlawful under the criminal law. Due to its importance, this drugs policy also forms part of the Company’s overall Health and Safety Policy. Drug Use and Health and Safety: Many drugs have side effects that not only affect an individual’s health, but may also compromise their safety and that of others. Although the affects vary depending on the drug used, common side effects can include a loss of body co-ordination, forgetfulness and confusion. The potential safety risks for all staff at work are obvious, but a lack of mental alertness can be particularly dangerous. Prohibition on use of Illegal Drugs: Under no circumstances are illegal drugs allowed on the Company premises or to be taken on them at any time. This includes all areas, both internal and external. The Company reserves the right to random Drug Test any employee. Disciplinary Sanctions: Any breach of these rules will result in disciplinary action being taken against the individual and may also result in summary dismissal on the grounds of gross misconduct.
Challenge-trg Group – Social Media Policy Policy: This policy provides guidance for employee use of social media, which should be broadly understood for purposes of this policy to include blogs, wikis, micro blogs, message boards, chat rooms, electronic newsletters, online forums, social networking sites, and other sites and services that permit users to share information with others in a contemporaneous manner. Procedures: The following principles apply to professional use of social media on behalf of Challenge-trg Group as well as personal use of social media when referencing Challenge-trg Group. Employees need to know and adhere to the Challenge-trg Group of Conduct, Employee Handbook, and other company policies when using social media in reference to Challenge-trg Group. Employees should be aware of the effect their actions may have on their images, as well as Challenge-trg Group image. The information that employees post or publish may be public information for a long time. Employees should be aware that Challenge-trg Group may observe content and information made available by employees through social media. Employees should use their best judgment in posting material that is neither inappropriate nor harmful to Challenge-trg Group, its employees, or customers. Although not an exclusive list, some specific examples of prohibited social media conduct include posting commentary, content, or images that are defamatory, pornographic, proprietary, harassing, libellous, or that can create a hostile work environment. Employees are not to publish, post or release any information that is considered confidential or not public. If there are questions about what is considered confidential, employees should check with the Human Resources Department and/or line manager. Social media networks, blogs and other types of online content sometimes generate press and media attention or legal questions. Employees should refer these inquiries to authorized Challenge-trg Group spokespersons. If employees find encounter a situation while using social media that threatens to become antagonistic, employees should disengage from the dialogue in a polite manner and seek the advice of a supervisor. Employees should get appropriate permission before you refer to or post images of current or former employees, members, vendors or suppliers. Additionally, employees should get
appropriate permission to use a third party's copyrights, copyrighted material, trademarks, service marks or other intellectual property. Social media use shouldn't interfere with employee’s responsibilities. Challenge-trg Group computer systems are to be used for business purposes only. When using Challenge-trg Group computer systems, use of social media for business purposes is allowed (eg: Facebook, Twitter, Challenge-trg Group blogs and LinkedIn), but personal use of social media networks or personal blogging of online content is discouraged and could result in disciplinary action. Subject to applicable law, after hours online activity that violates Challenge-trg Group Code ‐of Conduct or any other company policy may subject an employee to disciplinary action or termination. If employees publish content after hours that involves work or subjects associated with ‐Challenge-trg Group a disclaimer should be used, such as this: “The postings on this site are my own and may not represent Challenge-trg Group positions, strategies or opinions.” It is highly recommended that employees keep Challenge-trg Group related social media accounts separate from personal accounts, if practical. Press/MediaShould you be contacted by the Press/Media, do not comment on anything they ask you, or state that you have no comment as that will be used. Simply state that we have an external company that deals with all press/media related queries, ask for their contact details and send these details with whatever the subject topic they wanted to speak with you about to Emma Irving Emma.Irving@challengetrg.co.uk who will liaise with our external company.
Challenge-trg Group - Bullying and Harassment Policy This policy covers bullying and harassment in the workplace and in any work-related setting outside the workplace, for example, during business trips and at work-related social events. Bullying is offensive or intimidating behaviour or an abuse or misuse of power which undermines or humiliates an employee. An employee harasses another employee if they engage in unwanted conduct related to an anti-harassment protected characteristic, and the conduct has the purpose or effect of violating the other employee’s dignity, or creating an intimidating, hostile, degrading, humiliating or offensive environment for that other employee. An employee also harasses another employee if they engage in unwanted conduct of a sexual nature, and the conduct has the purpose or effect of violating the other employee’s dignity, or creating an intimidating, hostile, degrading, humiliating or offensive environment for that other employee. Finally, an employee harasses another employee if they or a third party engage in unwanted conduct of a sexual nature or that is related to gender reassignment or sex, the conduct has the purpose or effect of violating the other employee’s dignity, or creating an intimidating, hostile, degrading, humiliating or offensive environment for that other employee, and because of that other employee’s rejection of or submission to the conduct, they treat that other employee less favourably than they would treat them if they had not rejected, or submitted to, the conduct. The unwanted conduct will still amount to harassment if it is based on the anti-harassment protected characteristic of a third party with whom the employee is associated and not on the employee’s own anti-harassment protected characteristic, or if it was directed at someone other than the employee, or even at nobody in particular, but they witnessed it. In addition, harassment can include cases where the unwanted conduct occurs because it is perceived that an employee has a particular anti-harassment protected characteristic, when in fact they do not. Conduct may be harassment whether or not the person intended to offend. Something intended as a “joke” or as “office banter” may offend another person. This is because different employees find different levels of behaviour acceptable and everyone has the right to decide for themselves what behaviour they find acceptable to them.
Behaviour which a reasonable person would realise would be likely to offend an employee will always constitute harassment without the need for the employee having to make it clear that such behaviour is unacceptable, for example, touching someone in a sexual way. With other forms of behaviour, it may not always be clear in advance that it will offend a particular employee, for example, office banter and jokes. In these cases, the behaviour will constitute harassment if the conduct continues after the employee has made it clear, by words or conduct, that such behaviour is unacceptable to him or her. A single incident can amount to harassment if it is sufficiently serious. Examples Bullying and harassment may be verbal, non-verbal, written or physical. Examples of unacceptable behaviour include, but are not limited to, the following: Unwelcome sexual advances, requests for sexual favours, other conduct of a sexual nature. Subjection to obscene or other sexually suggestive or racist comments or gestures, or other derogatory comments or gestures related to an anti-harassment protected characteristic. The offer of rewards for going along with sexual advances or threats for rejecting sexual advances. Jokes or pictures of a sexual, sexist or racial nature or which are otherwise derogatory in relation to an anti-harassment protected characteristic. Demeaning comments about an employee’s appearance. Questions about an employee’s sex life. The use of nick names related to an anti-harassment protected characteristic. Picking on or ridiculing an employee because of an anti-harassment protected characteristic. Isolating an employee or excluding him or her from social activities or relevant work-related matters because of an anti-harassment protected characteristic. Reporting Complaints All allegations of discrimination or harassment will be dealt with seriously, confidentially and speedily. The Company will not ignore or treat lightly grievances or complaints of discrimination or harassment from employees. If you wish to make a complaint of discrimination, you should use the Company’s grievance procedure. With cases of harassment, while the Company encourages employees who believe they are being harassed or bullied to notify the offender (by words or by conduct) that his or her behaviour is unwelcome, the Company also recognises that actual or perceived power and status disparities may make such confrontation impractical. In the event that such informal
direct communication is either ineffective or impractical, or the situation is too serious to be dealt with informally, you should follow the procedure set out below. If you wish to make a complaint of harassment, whether against a fellow employee or a third party, such as a client, customer, contractor or supplier, you should follow the following steps: 1. First of all, report the incident of harassment to your line manager. If you do not wish to speak to your line manager, you can instead speak to an alternative manager or to the Human Resources Department. 2. Such reports should be made promptly so that investigation may proceed and any action taken expeditiously. 3. All allegations of harassment will be taken seriously. The allegation will be promptly investigated and, as part of the investigatory process, you will be interviewed and asked to provide a written witness statement setting out the details of your complaint. Confidentiality will be maintained during the investigatory process to the extent that this is practical and appropriate in the circumstances. However, in order to effectively investigate an allegation, the Company must be able to determine the scope of the investigation and the individuals who should be informed of or interviewed about the allegation. For example, the identity of the complainant and the nature of the allegations must be revealed to the alleged harasser so that he or she is able to fairly respond to the allegations. The Company reserves the right to arrange for another manager to conduct the investigation other than the manager with whom you raised the matter. 4. Once the investigation has been completed, you will be informed in writing of the outcome and the Company’s conclusions and decision as soon as possible. The Company is committed to taking appropriate action with respect to all complaints of harassment which are upheld. If appropriate, disciplinary proceedings will be brought against the alleged harasser. 5. You will not be penalised for raising a complaint, even if it is not upheld, unless your complaint was both untrue and made in bad faith. 6. If your complaint is upheld and the harasser remains in the Company’s employment, the Company will take all reasonable steps to ensure that you do not have to continue working alongside him or her if you do not wish to do so. The Company will discuss the options with you. 7. If your complaint is not upheld, arrangements will be made for you and the alleged harasser to continue or resume working and to repair working relationships. Alternatively, you may, if you wish, use the Company’s grievance procedure to make a complaint of harassment. Any employee who is found to have discriminated against or harassed another employee in violation of this policy will be subject to disciplinary action under the Company’s disciplinary procedure. Such behaviour may be treated as gross misconduct and could render the employee liable to summary dismissal. In addition, line managers who had knowledge that such discrimination or harassment had occurred in their departments but who had taken no
action to eliminate it will also be subject to disciplinary action under the Company’s disciplinary procedure.Challenge-trg Group – Dress Code When working for us, you are representing the Company, and as such clients, customers, members of the public and other persons will judge our Company on how you present yourself and how you behave.It is therefore, important that all our employees take care with their personal hygiene and grooming at all times. Clothes appropriate to your job role must be worn at all times whilst at work. You must wear smart business attire at all times whilst at work. The following are not to be worn at any time whilst at work: Trainers Flip-Flops Sandals Strapless tops/dresses Leggings Chinos T-shirts Where items of uniform or work-wear are provided, you must wear these when working. Failure to do so will lead to disciplinary action. Upon termination of employment, by either party and for whatever reason, you must return your uniform (if provided) and any identity badge to your Line Manager or the Group Operations Manager. Your failure to do so will result in the cost of such items being deducted to any final monies owing to you. The Company operates a smart/casual “dress-down” Friday at the Director’s discretion where the above dress codes are relaxed. However, you must ensure that the clothes worn
are still appropriate for the workplace and you must not wear anything with offensive designs or logo’s. Challenge-trg Group - SmokingSmoking, including the use of electronic cigarettes, is not allowed on our premises or at any public entrance to our premises. Smoking is only allowed in the designated outside area and only during your authorised break times. Smoking is also prohibited in all Company vehicles. After smoking, you should ensure that you wash your hands and take whatever steps are reasonable to ensure that you do not return to your workplace smelling of smoke. Your failure to comply with these rules may result in disciplinary action. Challenge-trg Group – Prevent Policy The purpose of this policy is to ensure an awareness of Prevent within Challenge-trg Group. Provide a clear framework to structure and inform our response to safeguarding concerns, including a supportive referral process for those who may be susceptible to the messages of extremism. Embed British Values into the training and ways of working recognise current practice which contributes to the Prevent Agenda Identify areas for improvement. Who does this policy apply to?The Prevent Policy applies to everyone working at or attending Challenge-trg Group. It confers responsibilities on all management of Challenge-trg Group, their staff, learners, agency staff and volunteers, contractors, visitors, consultants and those working under self-employed arrangements. Policy StatementThe aim of the Prevent Policy is to create and maintain a safe, healthy and supportive learning and working environment for our learners, staff and visitors alike. We recognise that extremism and exposure to extremist materials and influences can lead to poor outcomes for learners. We further recognise that if we fail to challenge extremist views we are failing to protect our learners from potential harm. As such the Prevent agenda, will be addressed as a safeguarding concern. Challenge-trg Group has adopted the Prevent Duty in accordance with legislative requirements. However, we will endeavour to incorporate the relevant duties so as not to: (a) Stifle legitimate discussions, debate or learner engagement activities in the local community; or
(b) Stereotype, label or single out individuals based on their origins, ethnicity, faith and beliefs or any other characteristics protected under the Equality Act 2010. Why do we need this policy?Background informationPrevent is one of 4 strands of the Government’s counter terrorism strategy – CONTEST. The UK currently faces a range of terrorist threats. Terrorist groups who pose a threat to the UK seek to radicalise and recruit people to their cause. Therefore, early intervention is at the heart of Prevent which aims to divert people away from being drawn into terrorist activity. Prevent happens before any criminal activity takes place by recognising, supporting and protecting people who might be susceptible to radicalisation. The national Prevent Duty confers mandatory duties and responsibilities on a range of public organisations, including Further Education Challenge-trg Group, and seeks to: Respond to the ideological challenge of terrorism and aspects of extremism, and the threat we face from those who promote these views. Provide practical help to prevent people from being drawn into terrorism and violent extremism and ensure they are given appropriate advice and support. Work with a wide range of sectors where there are risks of radicalisation which needs to be addressed, including education, criminal justice, faith, the internet and health. The Government has created a system of ‘threat level’ which represents the likelihood of a terrorist attack in the near future. The current threat level from international terrorism in the UK is severe, which means that a terrorist attack is highly likely. Our Prevent Policy has five key objectives: 1. To promote and reinforce shared values, including British Values to create space for free and open debate; and to listen and support the learner voice. 2. To breakdown segregation among different learner communities including by supporting inter-faith and inter-cultural dialogue and understanding; and to engage all learners in playing a full and active role in wider engagement in society. 3. To ensure learner safety and that Challenge-trg Group is free from bullying, harassment and discrimination. 4. To provide support for learners who may be at risk of radicalisation, and appropriate sources of advice and guidance. 5. To ensure that learners and staff are aware of their roles and responsibilities in preventing violent and non-violent extremism. Definition
The following are commonly agreed definitions within the Prevent agenda: An ideology is a set of beliefs. Radicalisation is the process by which a person comes to support terrorism and forms of extremism that may lead to terrorism Safeguarding is the process of protecting vulnerable people, whether from crime, other forms of abuse or from being drawn into terrorism-related activity. Terrorism is an action that endangers or causes serious violence, damage or disruption and is intended to influence the government or to intimidate the public and is made with the intention of advancing a political, religious or ideological. Vulnerability describes factors and characteristics associated with being susceptible to radicalisation. Extremism is vocal or active opposition to fundamentalBritish Values, including democracy, the rule of law, Individual and mutual respect and tolerance of different faiths and beliefs. AimsLeadership and ValuesTo create and maintain an ethos that upholds core values of shared responsibility and wellbeing for all learners, staff and visitors whilst promoting respect, equality and diversity and understanding. This will be achieved through: Promoting core values of respect, equality and diversity, democratic society, learner voice and participation. All staff must complete Prevent Training prior to employment and confirm they have read the policy through Moodle. Building staff and learner understanding of the issues and confidence to deal with them through mandatory staff training, specialist tutorials, awareness campaigns and community engagement activities. Through staff briefing sessions. Also, all staff must complete Prevent Training minimum every 2 years and regular updates through meetings. Protection of apprentices and prevention of abuse by updated training following the Safeguarding Policy includes for young people and a guide for managers. Deepening engagement with local communities and faith groups. Processes for raising, recording and investigating concerns the reporting guide is issued to staff and shared at team meetings Actively working with representations from Police, Local Authorities, Health, Education, Probation, and Fire & Rescue services. Teaching and LearningTo provide a curriculum that promotes British Values, knowledge, skills and understanding, to build the resilience of learners by undermining extremist ideology and supporting the learner voice.
This will be achieved through: Embedding British Values, equality, diversity and inclusion, wellbeing and community cohesion throughout the curriculum. Promoting wider skills development such as social and emotional aspects of learning. A curriculum adapted to recognise local needs, challenge extremist narratives and promote universal rights. Teaching, learning and assessment strategies that explore controversial way that promotes critical analysis and pro-social values. Use of external programmes or groups to support learning while ensuring that the input supports the goals and values of Challenge-trg Group. Encouraging active citizenship and learner voice. SupportTo ensure that staff, take preventative and responsive steps, working with partner professionals, families and communities. This will be achieved through: Strong, effective and responsive learner support services Implementing anti-bullying strategies and challenging discriminatory behaviour. Recognising factors that may increase risk to a learner, i.e. vulnerability, disadvantage or hardship and implementing early risk management strategies. Ensuring that learners and staff know how to access support in and/or via community partners. Supporting learners with problem solving and repair of harm. Supporting ‘at risk’ learners through safeguarding and crime prevention processes. Focusing on narrowing the attainment gap between the different groups of learners Working collaboratively to promote support for learners across all areas including those in Off-site provision Roles and responsibilitiesWhilst this is a standalone policy, it is integral to our Safeguarding Policy and should be applied as an extension to the company’s current and established safeguarding procedures. The DirectorsAll Directors have a legal responsibility under the Prevent Duty to make sure they have undertaken training in the Prevent Duty. Additionally, the directors must ensure that: all staff have undertaken training in the Prevent Duty; all staff are aware of when it is appropriate to refer concerns about learners, learners or colleagues to the Safeguarding Officer; all staff exemplify British Values into their values;
policies and procedures to implement the Prevent Duty are in place and acted on where appropriate. All StaffAll staff at Challenge-trg Group have a responsibility to: create and support an ethos that upholds the company’s mission, vision and values including British Values, to create an environment of respect, equality and diversity and inclusion: attend Prevent training in order to have the skills to recognise those who may be vulnerable to radicalisation, involved in violent or non-violent extremism, and to know the appropriate action to take if they have concerns; report any concerns around extremism or radicalisation via the safeguarding reporting channels; report and remove any literature displayed around the company that could cause offense or promote extremist views; support the development of staff and learner understanding of the issues around extremism and radicalisation through activities such as training, awareness campaigns and tutorials; participate in engagement with local communities, schools and external organisations as appropriate. Managing Risks and Responding to EventsThe company will ensure that it monitors risks and is ready to deal appropriately with issues which arise through the following Understanding the nature of threat from violent extremism and how this may impact directly and indirectly. Identifying, understanding and managing potential risks from external influences. Responding appropriately to events reported via local, national or international news that may impact on learners and communities. Ensuring plans are in place to minimise the potential for acts of violent or non-violent extremism. Ensuring measures are in place to respond appropriately to a threat or incident. Continuously developing effective ICT security and responsible user policies. Ensuring compliance with related policies IT usage is monitored through Pop up blocker Cyber essentials Who needs to understand this policy and how will they know about it? Prevent training for all staff, learners and directors is mandatory and will be delivered by the following methods:
LearnersPrevent awareness included in learner induction sessions and in the Learner Handbook. Information about Prevent delivered through Mandatory tutorials and resources and via attendance at prevent learner related activities. Challenge-trg Group Staff (regardless of status). This will include those; Managers, teaching, training and assessing staff. Volunteers and those staff who are employed on specific projects. Receive mandatory training and updates which will be included in meetings and briefings regardless of status. All new members of staff will receive Prevent training as part of their induction programme. All agency staff, volunteers and contractors will be provided with appropriate training / updates regarding changes to the Prevent agenda. Our commitment to meeting the Prevent Duty can be summarised as follows: P – Promotion of Equality and Diversity and positive relationships between staff and learners R – Referral of any concerns via safeguarding staff to relevant authorities E – Embedding British Values and education for learners on all courses V – Vetting guest speakers and removal of any posters or other materials of an extremist nature E – Environment – a safe and secure site with CCTV, sufficient security procedures and online filters N – News monitoring for any concerns in the locality T – Training of staff to raise awareness of the signs and risks. Links to other policiesThis policy should be used in conjunction with the following policies and procedures: HR26 Safeguarding Policy HR 13 Equal Opportunities & Dignity at Work Policy HR 19 Health and Safety Policy HR 04 Learner Anti-Bullying and Harassment Policy HR 58 Company Mobile Phone Policy HR 29 Whistleblowing Policy and Procedure HR 06 ISMS 8 Data Protection Policy HR 45 Company Employee Laptop Policy
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