EMPLOYEE HANDBOOK

ANTOINETTE HOTEL GROUP LIMITED

ANTOINETTE HOTEL WIMBLEDON
(INCORPORATING THE LAMBOURNE BAR & GRILL)
HOTEL BOSCO

(FIFTH EDITION – NOVEMBER 2011)

CONTENTS

Page No.

Contents 2

Introduction 3

Policies 4 – 19
Alcohol Policy 4
Capability Policy 5-7
Cash & Money Handling Policy 8
Communications Policy 9 & 10
Drugs Policy 11
Equal Opportunities & Diversity Policy 12
Expenses Policy 13
Harassment & Bullying Policy 14
Redundancy Policy 15 & 16
Retirement Policy 17
Sickness Absence Policy 18
Violence At Work Policy 19

Health & Safety 20 - 24

General Statement, Organisation & H&S Committee 20
Health & Safety Arrangements 20
Chemicals (COSHH) 21
Dangerous Machinery 21
Fire Prevention 21
First Aid Arrangements 21
Manual Handling 21
Personal Protective Equipment 22
Preventing Slips, Trips & Falls 22
Company Rules & Review of Policy 22
Fire Procedure 23
Key Safety Points 24

Absence & Timekeeping 25 & 26

Appointments/Absence Notification 25
Access to Medical Records 25
Patterns of illness or Injury 25
Absence due to other employment 26
Timekeeping 26
Statutory Time Off 26

Disciplinary Policy and Procedures 27 - 30

Grievance Procedure 31 & 32

Holiday Entitlement 33
Statutory Sick Pay 34
Family Friendly Legislation 35 - 38
Maternity Rights 35
Adoption Leave & Pay 35
Flexible Working 36
Parental Leave 36
Paternity Leave 37
Time Off For Dependants 37
Compassionate Leave 38

Personnel Data & Record Keeping 39

General Information 40 - 42
Accidents 40
Appearance & Uniforms 40
CCTV 40
Communication 40
Company Vehicles 41
Guest Invitations 41
Hotel Bedrooms 41
Mobile Phones 41
Personal Details 41
Personal Possessions 41
Right of Search 41
Staff Accommodation 41 & 42
Staff Facilities 42
Termination of Employment 42
Use of Public Rooms 42

General Behaviour & General Rules 43

2
INTRODUCTION

Welcome to Antoinette Hotels and Hotel Bosco - Everyone working for the Company has a role to play in ensuring
that the premises in which they work runs smoothly, and that guests and customers are looked after to the highest
standards.

MISSION STATEMENT

“Antoinette Hotels and Hotel Bosco aims to provide an excellent customer experience for all our guests.

Established as a family business for over 55 years, Antoinette Hotels and Hotel Bosco continually strive to build on
their unique service culture, whilst maintaining their personality and character.

We deliver value for money whilst maintaining our core values of hard work, innovation, personal service and
competitive pricing.”

YOUR HANDBOOK

The aim of the Employee Handbook is to help you to settle in as quickly as possible by giving you details about your
employment and about policies, procedures, rules and general information.

Various rules exist for the effective and safe operation of the business and the welfare and interests of those who
work for Company, and all employees are expected to comply with them.

Other terms and conditions of your employment are covered in your Written Statement of Terms and Conditions of
Employment.

From time to time the Company reserves the right to make changes, or withdraw or replace policies, procedures and
rules or introduce new ones, and update the information provided, with which you as an employee will be subject to
and required to comply with.

Policies within this Handbook, apply to all employees.

If you have any questions or queries about any of the information in the Handbook you should raise them with the
Human Resources Manager.

If you require any information to be provided as printed copy, please advise the Human Resources Manager.

3
ALCOHOL POLICY

Aims

The policy aims to minimise the risk of accidents/incidents occurring because of employees suffering from the effects
of alcohol. It also aims to identify those who may have an alcohol problem that is affecting their work or their
behaviour, and to encourage them to seek help and to offer them a referral to an appropriate source.

Members of staff working under the influence of alcohol constitute a health and safety risk, not only to themselves,
but also to other members of staff, customers and others who may be affected by their actions. The effects of alcohol
can lead to accidents at work, loss of concentration and affect judgement and physical co-ordination. It can also
result in poor work performance and productivity and may also lead to bad behaviour and poor discipline.

Responsibility

The Human Resources Manager will have overall responsibility for implementing this policy. Heads of Department
and their Assistants will also be proactive in monitoring that all employees are following the requirements of the
policy. It is the responsibility of all Heads of Department, to inform the Human Resources Manager, if they suspect
that a member of staff has reported to work under the influence of alcohol.

The Company reminds all members of staff of their legal responsibilities under health and safety legislation, that
requires them to take care of themselves and others whilst at work. Any employee who is under the influence of
alcohol at work, will be in breach of this responsibility.

It is the responsibility of all members of staff to comply with this policy by ensuring that:-

- they do not come on duty whilst under the influence of alcohol

- they do not drink whilst on duty/during working hours
- they do not drink during breaks and then return back to work e.g. when working a split shift
- their alcohol consumption before coming to work is below the level that would have a detrimental effect on their
work
- they never drive, operate machinery, electrical equipment or use ladders whilst under the influence of alcohol
- they do not bring their own alcohol onto the premises in which they work or onto any premises belonging to the
Company
- their attendance record is not affected by a continuous drinking problem
- they ask for help if they feel they have a problem, which will be treated in the strictest confidence

Disciplinary Action

Any member of staff found to be in breach of the Alcohol Policy, will render themselves liable to disciplinary action in
line with the Company‟s Disciplinary Procedure – all incidents will be fully investigated before any disciplinary action
is taken.

Any employee with an alcohol problem will be encouraged to seek help from their GP or a specialist alcohol agency,
and all personal information concerning that employee will be treated in the strictest confidence. If help is refused
and/or impaired performance continues, action will be taken under the Company‟s Disciplinary Procedure.

PLEASE REFER TO THE FULL ALCOHOL POLICY

WHICH CAN BE VIEWED ON THE INTRANET SITE

4
CAPABILITY POLICY

Policy Statement

The Company will endeavour to ensure that an employee achieves and maintains a high standard of performance in
their work. Standards of work and performance will be established and monitored on a regular basis, and employees
will be given the appropriate training and support to meet the required standards.

There may be times when an employee does not perform to the levels required. When dealing with cases of poor
performance, the Company will distinguish between those reasons that are within the employee‟s control e.g.
negligence, lack of application or attitude problems – and those outside the employee‟s control e.g. health, lack of
training or the changing nature of the job. In the former case the Company‟s Disciplinary Procedure will be used, and
in the latter case, the Capability Procedure.

In the case of sickness absence, this procedure should also be read in conjunction with the Company‟s Sickness and
Absence Policy. For issues relating to alcohol and drugs, refer also to the Alcohol and Drugs Policies.

The Company reserves the right to seek assistance from external facilitators (arbitrators, conciliators, mediators) at
any stage in the capability procedure, in the interest of seeking a satisfactory outcome for all concerned.

The wording and format of this procedure is for guidance only and does not form part of the employee‟s contractual
rights. It may be subject to revision and review from time to time.

Procedure

Informal Discussion

When it first becomes clear that an employee‟s performance is poor and unacceptable, the Human Resources
Manager will hold an informal discussion with the employee to try and establish a reason or reasons. Any
explanation given will where necessary, be investigated and then the following outcomes or actions are possible:-

a) the established standards are not reasonably attainable – the Human Resources Manager will review the
standards
b) the employee‟s problem arises from a change in the standards – the new standards will be fully explained
and help and retraining will be offered as appropriate
c) the employee‟s problems are related to their personal life – the necessary counselling or support will be
provided where possible or recommended
d) the employee‟s poor performance is related to a lack of training or supervision – additional support in the
form of training or coaching will be provided
e) the employee is suffering from a medical condition which affects their performance, but the condition has
not yet resulted in a poor attendance record – medical advice will be sought before determining a plan of
action
f) the employee‟s performance problems are related to their state of health and have resulted in frequent or
persistent short-term sickness absences or longer periods of absence – refer to ill health section
g) the employee‟s performance results from and may even constitute misconduct – the disciplinary procedure
will be invoked

If one or more of a) to d) apply, the employee‟s performance will, following the informal discussion, be monitored
thereafter for an appropriate period of time and a follow up meeting arranged.

First Formal Interview

Should matters fail to show a significant improvement, the Company will put in writing the nature of the employee‟s
capability that may result in disciplinary or dismissal action, and send a copy of the statement to the employee. A
formal interview will be arranged between the employee and the Human Resources Manager and the employee will
be invited to attend by letter. At this meeting the employee will have the right to be accompanied by a work colleague
if they so wish. The Company may have a representative at the meeting in order to act as a witness and note-taker.

The aim of the interview is to:-

- identify the cause or causes of the poor performance and to determine what, if any, remedial action can be
given, e.g. training, retraining, support
- explain clearly the shortfall between the employee‟s performance and the required standard
- obtain the employee‟s commitment to reaching that standard, by setting realistic targets
- set a reasonable period of time for the employee to reach the standard and agree the monitoring process during
that period
- tell the employee what will happen if that standard is not met

The outcome of the interview will be recorded in writing and a copy given to the employee.

If e) applies, the Human Resources Manager will advise the employee to seek proper medical attention. A medical
report from the employee‟s GP will be requested with the employee‟s consent, if appropriate, and the employee may
be required to attend an examination by a practitioner of the Company‟s choice in order to seek a (second) medical
opinion. A refusal to obtain a GP‟s report, or to attend a medical examination, may lead to the Company taking
disciplinary action against the employee. Once it is established that the employee is receiving appropriate medical
treatment, the employee‟s performance will be reviewed over a reasonable period of time agree with the employee.

5
CAPABILITY POLICY - contd

Second Formal Interview

In all cases covered by a) to e) above, at the end of the review period a further formal interview will be arranged
between the employee and the Human Resources Manager. This invitation to attend the meeting will be given in
writing and they will be advised that they have the right to be accompanied by a work colleague. The Company may
have a representative at the meeting in order to act as a witness and note-taker.

During the meeting one or more of the following will be covered:-

- if the required improvement has been made, the employee will be told that this is the case and be encouraged to
maintain the improvement. Further formal review meetings will be arranged as appropriate
- if some improvement has been made but the standard has not yet been met, the review period may be extended
and during the extended review period, a further formal interview will be arranged
- if there has been no significant improvement, the Human Resources Manager will explain to the employee that
they failed to improve. The Company will consider other options - whether there are suitable alternative
vacancies the employee would be competent to fill. If there are, the employee will be given the option of
accepting such a vacancy, or being dismissed. They will be given full details in writing of such a vacancy,
before being required to make a decision
- in the absence of suitable alternative work, the employee will be told that the Company has no alternative but to
dismiss. The employee will be invited to give his or her views on this before the final decision is taken. The
decision will be confirmed to the employee in writing
- if the main cause of the poor performance is the fact that the job has changed over time, the Company will
consider whether a redundancy situation has occurred
- if the main cause of poor performance is a medical one, the Company will consider whether the employee is
disabled within the meaning of the Disability Discrimination Act 1995, and will take appropriate action

Ill-Health

See f) above. The following procedure will be operated where an employee‟s Head of Department establishes that:-

- the employee‟s attendance record is significantly worse than those of comparable employees or creates a
particular operational difficulty (refer to Short-term absences below) OR
- the employee‟s absence due to sickness has gone on for a considerable length of time (refer to Long-term
absences below)

Short Term Absences

Where appropriate, and after initial assessment of the problem, the Human Resources Manager will request the
employee to attend an interview. The invitation to attend a meeting will be given in writing. The employee may be
accompanied by a work colleague if they so wish. The Company may have a representative at the meeting in order to
act as a witness and note-taker.

The interview will aim:-

- to identify the frequently and reason for the absences, and ensure that the employee is
aware that their absence record is giving cause for concern
- to advise the employee to seek proper medical attention if there is an underlying medical problem. A medical
report from the employee‟s GP may be requested with the employee‟s consent, if appropriate, and the employee
may also be required to attend an examination by a practitioner of the Company‟s choice in order to seek a
(second) medical opinion. (A refusal to obtain a GP‟s report, or to attend a medical examination, may lead to
the Company taking disciplinary action against the employee, up to and including dismissal.) Where an
employee refuses to consent to a medical report or to see an independent consultant of the Company‟s choice,
explain that a decisions will be taken on the available information and that this might result in dismissal
- to inform the employee that the persistent short-term absences are unacceptable and put continued employment
at risk
- to give consideration to the employee‟s personal problems and to possible ways of helping the employee to
resolve them
- to agree a reasonable period of time over which the employee‟s attendance can be assessed and improved
- to indicate what the next step will be if the employee fails to reach the standard of work performance required. A
letter will be sent to the employee confirming the facts and the action to be taken, and specifying what will
happen if attendance is not improved
- if necessary, to consider whether there are alternative vacancies which the employee would be competent to fill
- if the employee may be considered disabled within the meaning of the Disability Discrimination Act 1995, to
consider making reasonable adjustments to the employee‟s job to accommodate their short-term or long-term
requirements

Further interviews will be arranged as appropriate to monitor whether any improvement in the employee‟s attendance
record has been achieved. All such invitations to meetings will be given in writing to the employee and they have the
right to be accompanied if they wish by a work colleague.

In some circumstances, the Company may require the employee to provide private medical certificates for all
absences from work due to sickness, regardless of their duration. The Company will reimburse the employee fully for
the cost of obtaining these certificates.

At any stage of this procedure, following investigation, should the Human Resources Manager feel that the
employee‟s absences are not due to an underlying medical condition, but are casual in nature, the Company‟s
Disciplinary Procedure will be invoked.

6
CAPABILITY POLICY – contd

Long-Term Absences

During any period of sickness absence, the Company may ask the employee in writing to attend a meeting on work
premises at which the employee may be accompanied by a work colleague. If the employee is too unwell to come to
the work premises, the Company reserves the right to visit the employee at his or her home. The Company may
have a representative at the meeting in order to act as a witness and note-taker.

The interview will aim:-

a) to establish the reasons for the employee‟s absence and its likely duration. The employee may be
requested to allow the Company to contact their GP in order to establish the likely length of absence and
the long-term effect on the employee‟s capability in relation to job performance and attendance ay work.
The employee may also be required to attend an examination by a practitioner of the Company‟s choice in
order to see a (second) medical opinion. (A refusal to obtain a GP‟s report, or to attend a medical
examination, may lead to the Company taking disciplinary action against the employee, up to and including
dismissal.) Where an employee refuses to consent to a medical report or to see an independent consultant
of the Company‟s choice, explain that a decisions will be taken on the available information and that this
might result in dismissal
b) to consider offering alternative employment or shorter working week, if this would enable the employee to
return to work
c) if the employee may be considered disabled within the meaning of the Disability Discrimination Act 1995, to
consider making reasonable adjustments to the employee‟s job to accommodate his/her short-term or long-
term requirements.
d) in the event of steps b) and c) are impracticable or unreasonable, to inform the employee that long-term
absence to ill-health may put their employment at risk (bearing in mind the needs of the company at that
time)
e) to set a date at which dismissal will be considered if the employee is still unable to return to work,
confirming the facts and the action to be taken
f) if the employee‟s sickness absence continues, to arrange further interviews as appropriate to review the
employee‟s state of health and establish a likely return to work date

All Sickness Absences

If the employee‟s attendance record does not improve, or his or her long-term absence continues, a final interview
will be arranged. The Company will have gone through the processes described above, reviewed all the information,
including the current state of the employee‟s health and prognosis for the future, the requirements of the business,
the employee‟s length of service, past sickness record and whether he or she could be offered alternative work or
other duties more suitable to their state of health. At this point, unless there are reasonable grounds to believe that
there will be an improvement in the foreseeable future, the Company‟s decision to dismiss the employee by reason of
incapability will be explained.

Appeals

In the event of dismissal, the employee may appeal in writing stating the reasons for appeal within five working days
of receipt of the dismissal letter. This appeal must be sent private and confidentially to the Human Resources
Manager. Faxes and e mails will not be accepted. An appeal will be heard by a member of senior management or a
Director of the Company at the Company‟s discretion. The appeal will be held in line with the hotel‟s disciplinary
appeals procedure. This right also applies to action short of dismissal, such as transfers, demotion and alteration of
duties.

7
CASH AND MONEY HANDLING POLICY

Employees involved in financial transactions with customers/clients must ensure that they are aware of and comply
fully with the Company‟s procedures as detailed below:-

- employees must sign in or log in when taking over a till

- employees must enter all transactions into the till and ensure that the customer is aware of the amount charged
- employees must check the amount tendered and enter this into the till. Employees must then provide customers
with the correct receipt, if requested, and change
- employees must check that credit cards are valid, and that the signature is correct. Authorisation must be
obtained if necessary
- employees must report incorrect entries and shortages immediately to their Head of Department
- employees must not carry money with them when on till duty, nor must they, without permission change their
own money in the till
- credit/refund transactions should be made in accordance with agreed practice unless prior authorisation has
been given
- cheques must not be accepted without a valid cheque card. Employees must ensure that the signature on the
card matches the signature on the cheque, and that the amount does not exceed the cheque card limit. The
cheque card number must be written on the reverse of the cheque

IMPORTANT

FRAUDULENT RECORDING OF FINANCIAL TRANSACTIONS WILL RESULT IN AN INVESTIGATION BEING

CARRIED OUT IN LINE WITH THE COMPANY’S DISCIPLINARY PROCEDURE, WHICH IF SUBSTANTIATED
WILL RENDER EMPLOYEES LIABLE TO SUMMARY DISMISSAL.

PETTY CASH

Employees involved in purchasing items on behalf of the Company, that require the use of petty cash, must obtain
this in the first instance from the Accounts Department/Duty Manager. Accounts/Duty Manager can authorise petty
cash to the value of £150.00.

If Accounts is closed, then petty cash to the value of £25.00 can be obtained from Reception.

For all petty cash a voucher must be signed by the person taking the petty cash, and countersigned by the Duty
Manager or a member of the Senior Management Team.

The items required must be purchased on the same day the petty cash is obtained, and a receipt is required from the
supplier.

Receipts and any change must then be given back to the Accounts Department, on the same day.

Should petty cash not be returned to the Company, or items purchased, then this will be considered an act of Gross
Misconduct, which will result in disciplinary action being taken in line with the Company‟s Disciplinary Procedure.

8
COMMUNICATIONS POLICY

The Company‟s computer network is a valuable business tool, and employees who are discovered unreasonably
using the Company‟s computers for personal and private purposes will be dealt with under the Company‟s
Disciplinary Procedure.

Vandalism of, or otherwise intentionally interfering with the Company‟s computer network constitutes gross
misconduct and may result in summary dismissal under the Company‟s Disciplinary Procedure.

The purpose of this policy is to protect the Company‟s legal interests. Unregulated access increases the risks of
employees inadvertently forming contracts, it is also increases the opportunity for wrongful disclosure of confidential
information. In addition, carelessly worded e-mails can expose the Company to an action for libel.

E-Mail and the Internet

The following general points should be observed:-

- the Company‟s e-mail system and internet are provided for business use – reasonable personal use is restricted
to the employee‟s lunch break, or before or after the employee‟s working hours
- e-mails and downloads may contain viruses. You must not open attachments or files downloaded from the
internet without virus checking them first. If a virus warning is received inform the Operations Manager or
contact the Company‟s software provider
- the style and content of the message must be consistent with the standards that the Company expects. Check
all e-mails carefully before despatch. It is the responsibility of the sender to ensure that the contents of e-mails
are relevant and appropriate
- where appropriate protect confidentiality
- where passwords are issued these must be kept confidential by each employee
- employees are made aware that it may be necessary for the Company to check e-mails or voice mails of
employees in their absence
- clearly mark any personal e-mails as private or personal

Unauthorised Use

The Company will not under any circumstances, allow the use of e-mails or the internet for the following:-

- sending or forwarding any messages which contain comments or which could be thought of as defamatory,
discriminatory, abusive, bullying or harassing or otherwise inappropriate messages likely to cause
embarrassment, distress or offence to other employees, guests, suppliers and others e.g. on the grounds of
race, sex, sexual orientation, religion, religious beliefs or disability. The Company‟s policies on Discrimination
and Harassment apply fully
- logging onto sexually explicit websites or downloading and/or circulation of pornography or obscene material
- sending jokes or chain letters, if they will cause offence
- on line gambling
- accessing displaying, generating, downloading, and/or passing on to others, pornography or generally offensive
material, via the Company‟s internet facility, is not permitted at any time
- downloading software from the internet or distributing copyright information and/or software
- posting confidential information about employees, the Company or its customers
- you should not access the e-mail of another employee without their express permission or the direct sanction of
Senior Management
- using or loading your own software or programmes (including free software/games/demo
discs, etc), on the Company‟s computer system

Communications of a sensitive or confidential nature should not be sent by e-mail because it is not guaranteed to be
private. When monitoring e-mails, the Company will, save in exceptional circumstances, confine itself to looking at
the address and heading of the e-mails. However, where circumstances warrant it, the Company may open e-mails
and access the content. In this case, the Company, will avoid, if possible, opening e-mails clearly marked as private
and confidential.

The Company reserves the right to deny or remove e-mail or internet access to or from any employee.

9
COMMUNICATIONS POLICY – contd

Telephone

The Company‟s telephone lines are for the exclusive use of employees in connection with the Company‟s business,
however, the Company will allow the making and receiving of personal calls, if they are kept to a minimum and do not
lead to lengthy casual chats. Not only does excessive time engaged on personal telephone calls lead to a loss of
productivity, it also constitutes unauthorised use of the Company‟s time.

If it is discovered that the telephone has been used for excessive personal calls, this will be dealt with in line with the
Company‟s Disciplinary Procedure, and the employee may be required to pay the Company the cost of personal calls
made.

Acceptable telephone use should be no more than five minutes of personal calls in each working day. Personal calls
should be timed so as to cause minimum disruption to work and should, as a general rule, only be made during
breaks except in the case of a genuine emergency.

Employees should be aware that telephone calls made and received on the Company‟s telephone network will
routinely be monitored, to check that the use of the telephone system is not being abused.

Use of Personal Mobile Phones at Work

The use of personal mobile phones whilst on duty is not permitted and they should not be carried by staff whilst on
duty. If a mobile phone is lost whilst on duty the Company is not liable.

If you are in possession of a mobile phone it must not be used to receive or make calls, or to read or send text
messages, other than during break times.

Disciplinary Action

Employees who are found to be contravening this policy may face serious disciplinary action, in line with the
Company‟s Disciplinary Procedure. Depending on the seriousness of the offence, it may amount to gross
misconduct and could result in summary dismissal.

Monitoring

The Company reserves the right to monitor and access employees‟ e-mails, use of the internet, and any other use of
the Company‟s communication systems by its employees, both during routine audits of the computer system, and in
specific cases where a problem relating to excessive or unauthorised use is suspected. The purposes for such
monitoring are:-

- to promote productivity and efficiency

- for security reasons
- to ensure there is no unauthorised use of the Company‟s time
- to ensure the smooth running of the business if the employee is absent for any reason and communications
need to be checked
- to ensure that all employees are treated with respect, by discovering and eliminating any material that is capable
of amounting to unlawful harassment

The Company also reserves the right from time to time to monitor systems on an ongoing basis which may involve
spot checks or audits, monitoring or recording of e-mail transmissions, internet usage and telephone calls. This will
be done to ensure that the Company‟s policies are being complied with, and in line with the following allowable
legislative reasons:-

- to detect harassment or other inappropriate behaviour by employees

- in a regulatory context, to provide a record of transactions
- to train staff
- to ensure compliance with quality objectives
- to monitor performance
- to detect fraudulent activities, theft of Company property, the sending of confidential information and/or trade
secrets

Personal data and information collected and processed during monitoring will not be used for purposes other than
those for which the monitoring was introduced for, unless it is in the best interests of the individual concerned, or it
leads to discovery of an activity that the Company cannot ignore, for example breach of health and safety rules that
could put other workers at risk.

Information will be handled confidentially and stored securely and will not be kept longer than necessary and will take
into account the requirements of the Data Protection Act 1998, the Human Rights Act 1998, the Regulation of
Investigatory Powers Act 2000 and the Telecommunications (Lawful Business Practice) Regulations 2000.

10
DRUG POLICY

Aims

The Company recognises that, for a number of reasons, employees could develop drug-related problems during the
course of their employment. This policy applies to drugs, which are unlawful under the criminal law and not to
prescribed medication. The aims of this policy are to promote a responsible attitude to drugs within the Company by:-

- making known to employees the harmful effects of drugs

- minimising problems and accidents at work arising from drugs and their misuse
- promoting the well-being and health of employees
- offer assistance and advice to employees who need it by:-
a) identifying those with possible problems relating to drug misuse at an early stage
b) offering guidance and, where required, actively encouraging employees with possible problems to seek
appropriate help
c) offering employees know to have drug-related problems affecting their work, referral to an appropriate
agency for help

Prohibition on drugs in the workplace

If an employee is found under the influence of drugs at work there could be serious safety, work
and personal, consequences.

No drugs must be brought onto or consumed on the premises at any time. Staff must not take drugs if they are
required to drive private or hotel vehicles on business. Staff must also not take drugs when they are on operational
standby or on call.

Any breach of these rules will result in disciplinary action being taken which is likely to result in
summary dismissal on grounds of gross misconduct.

Advice and Counselling

It is the Company‟s intention to deal constructively and sympathetically with an employee‟s drug related problem.
When it is known that an employee has a drug problem, the Human Resources Manager will be able to provide
advice and guidance on how to seek assessment of the problem and, if necessary, suitable treatment. The primary
objective of any discussions of this type will be to assist the employee with the problem in as compassionate and
constructive way as possible.

Whilst certain personnel records will be necessary, any discussions of the nature of an employee‟s drug problem and
the records of any treatment will be strictly confidential unless the employee agrees otherwise.

Drug Related Misconduct

This policy, for assisting employees with drug-related problems, is separate from the Company‟s disciplinary
procedures. However, action will be taken under the disciplinary procedure if misconduct takes place at work or the
employee is found to have brought drugs onto or consumed drugs on Company premises. If an employee is known to
be, or strongly suspected of being, intoxicated through drugs during working hours, arrangements will be made for
the employee to be immediately escorted from the Company‟s premises.

Incapacity through drugs at work, which have not been prescribed on medical grounds, is a gross misconduct offence
under the disciplinary procedure and the employee is therefore liable to be summarily dismissed. This also applies to
any employee believed to be buying or selling drugs or in possession of drugs on the Company‟s premises.

Where an employee with an identified drug problem, which affects conduct at work or performance at work, refuses
the opportunity to receive help, the matter will be referred for action through the disciplinary procedure as
appropriate. Likewise, if after accepting counselling and assistance, and following review and evaluation, the conduct
or work performance reverts to the problem level, the matter may also be dealt with through disciplinary procedure.

Information

General information about the effects of drugs on health and safety, is available from:-

Drugs helpline – 0800 776600 –www.urban75.com/Drugs/helpline.html

PLEASE REFER TO THE FULL DRUG POLICY

WHICH CAN BE VIEWED ON THE INTRANET SITE

11
EQUAL OPPORTUNITIES & DIVERSITY POLICY

Policy Statement

The Company is an equal opportunities employer and wholeheartedly supports and is committed to the principles and
practice of Equal Opportunities in employment, and opposes all forms of unlawful or unfair, direct or indirect
discrimination, victimisation, harassment, bullying or less favourable treatment on the grounds of age, colour, race,
nationality, ethnic or national origin, sex, sexual orientation, gender reassignment, marital/family/civil partnership
status, same-sex partnerships, age, religion or religious beliefs, disability, trade union membership or activity and
pregnancy (including maternity leave). It is also the Company‟s policy that there should be no bullying, harassment
or victimisation of one employee by another for any reason.

The Company is fully committed to providing a productive and harmonious working environment that offers equal
treatment and equal opportunities for all its employees, and where every employee is treated with respect and
dignity.

This policy covers equal opportunities in all aspects of employment and training including: advertising, the recruitment
and selection process, appointments, terms and conditions of employment, pay, opportunities for promotion, training
and development, transfers, selection for redundancy, and dismissal and the provision of references for
ex-employees.

This policy applies to all employees of the Company including contractors, casual and agency workers. It
also applies equally to the treatment of customers, clients, suppliers and members of the public.

Management Responsibility

Whilst the Directors, and Senior Management have overall responsibility for the effective operation of the Equal
Opportunities Policy, all employees whatever their position, have their part to play in equality and diversity.

Heads of Department have a responsibility to ensure that the policy is implemented within their departments, and to
be pro-active against discrimination, harassment, bullying and victimisation. All incidents or complaints must be
taken seriously and Heads of Department should be responsive and supportive to any member of staff who
complains about discrimination, harassment or victimisation (either direct or indirect), provide advice (or seek advice
from the Directors or Human Resources Manager) on the procedure to be adopted, and maintain confidentiality.
Please refer to the separate Harassment Policy.

Employees Responsibility
It is the individual responsibility of every member of staff to ensure the practical application of this policy by adhering
to the principles of equal opportunities and playing their part in achieving its objectives. Employees have an
obligation to respect and act in accordance with this policy, and should:-

- co-operate with any measures introduced to develop equal opportunities and diversity
- refrain from taking discriminatory actions or decisions which are contrary to the contents and spirit of this policy
- not harass, abuse, victimise, bully or intimidate other employees, job applicants, customers, providers of
services or members of the public, in a manner contrary to the contents and spirit of this policy
- not instruct, induce or attempt to induce or pressurise other employees to act in breach of this policy

Breaches of the Company‟s Equal Opportunities and Diversity Policy are considered gross misconduct and will result
in disciplinary procedures being instigated.

Monitor and Review

This policy will be monitored and reviewed on a regular basis to help evaluate its fairness and effectiveness and to
ensure that the objectives of the policy are being met. The Company will ensure compliance with any changes in
equality law and review the policy accordingly. In addition, the hotel will also regularly review existing procedures for
recruitment, selection, promotion and training, plus any associated forms, regularly to ensure that good practices and
good intentions are being put into practice. Any data relating to equal opportunities, including equal opportunity
questionnaires which contain personal sensitive data, will be processed and held in accordance with the
requirements of the Data Protection Act 1998.

THIS POLICY MUST BE OBSERVED AND PRACTISED AT ALL TIMES

PLEASE REFER TO THE FULL EQUAL OPPORTUNIES & DIVERSITY POLICY

WHICH CAN BE VIEWED ON THE INTRANET SITE

12
EXPENSES POLICY

The Company will reimburse employees for approved expenses wholly and necessarily incurred in the course of their
work.

It is not the purpose of expense payments to provide an incentive or reward for non-standard duties. The amount of
any expenses payment will be the additional costs incurred as a result of the employee undertaking a work
assignment.

Expenses will be paid in accordance with the regulations and interpretation of the Inland Revenue or suspended if
necessary at their instruction.

Any special ad hoc arrangements made to suit particular circumstances will not be considered to set any form of
precedent.

The following claims will be reimbursed providing they are reasonable, and the appropriate documentation has been
completed and supporting receipts submitted.

Cars – mileage will be refunded for authorised journeys upon production of a fuel receipt. Parking charges will also
be refunded upon production of a receipt/ticket. However, the Company will not reimburse you for any parking fines
incurred

Meals – whenever necessary and reasonable whilst on authorised business

13
HARASSMENT & BULLYING POLICY

Policy Statement

The Company is committed to being an Equal Opportunities employer and this policy is intended to complement the
existing Equal Opportunities and Diversity Policy. The Company is opposed to all forms of harassment and bullying
and seeks to create and maintain a working environment where all employees are treated with dignity and respect at
work. Any form of harassment or bullying will not be tolerated in the workplace, and the Company is committed to
eradicating all forms of unacceptable behaviour at work.

It is in everyone‟s interest for the environment in which they work to be harmonious and respectful. Although the
Company would like to think that this is always the case, it recognises that inappropriate behaviour, which may
include harassment and bullying, can and does take place.

This policy aims to ensure that if inappropriate behaviour does occur in the workplace, it is dealt with in a serious,
sensitive and confidential manner, so that the matter can be resolved as quickly as possible for all concerned.

The Company considers all forms of harassment and bullying as Gross Misconduct and any employee who is found
to have been guilty of such behaviour, will be liable to disciplinary action, up to and including summary dismissal.
Disciplinary action will also be taken against any employee who is found to have made a deliberately false or
malicious complaint of harassment or bullying.

Employees who do raise a genuine complaint of harassment or bullying, will not be subject to any unfavourable
treatment or victimisation as a result of making a complaint.

This policy will be reviewed and updated from time to time taking into account any legislative changes.

This policy applies to all permanent, casual, temporary, and contractual employees, and any other person on
site, whilst on duty or attending a social or business occasion off site.

Definitions of Bullying and Harassment

There are many definitions of bullying and harassment and different things affect people in different ways, therefore,
what one individual might think of as harmless could be felt to be harassment by another. Bullying and harassment
may not necessarily be face to face, it may be by written communications, electronically (e-mails), by telephone, or in
text messages.

It often involves the abuse of an unequal power relationship and is unlawful where a person's rejection of, or
submission to such behaviour, may be used as a basis for decisions that affect that person's employment (including
access to training, promotion, salary increase or other employment decision), or where such behaviour creates an
intimidating, hostile or offensive working environment.

Harassment is defined as-:

Any discrimination or unsolicited and unwanted behaviour, actions or words, which results in the creation of a
stressful or intimidating environment for the recipient. In general terms it is unwanted conduct affecting the dignity of
men and women in the workplace. It may be related to age, sex, race, disability, religion, nationality or any personal
characteristic of the individual, and may be persistent or an isolated incident, and it includes harassment, sexual
harassment, racial harassment, harassment on the grounds of disability, bullying and victimisation. The key is that
the actions or comments are viewed as demeaning and unacceptable to the recipient. It is important to remember
that harassment is defined by the way that someone feels about a persons behaviour, and not by their intentions.

Preventing Harassment and Bullying

It is the responsibility of each employee to comply with this policy by ensuring that they conduct themselves in an
appropriate manner at all times and not behaving in a way that constitutes harassment.

PLEASE REFER TO THE FULL HARASSMENT & BULLYING POLICY

WHICH CAN BE VIEWED ON THE INTRANET SITE

14
REDUNDANCY POLICY

Policy Statement

Whilst it is the Company‟s intention to provide a stable work environment and reasonable security of employment for
its employees, it must ensure the economic viability of the business in an increasingly competitive business
environment. It is recognised that there may be changes in market, financial and trading conditions, technology and
organisational requirements that may affect staffing needs and necessitate the need for redundancies.
Should circumstances arise where redundancy may be a possibility, the Company will seek to minimise the effect of
redundancies by following a fair, consistent and objective procedure. It must however, be recognised that where the
needs of the business dictate, the procedure will be adapted to the particular circumstances which prevail.
Small number of Redundancies
On occasions when a small number of jobs are affected by the threat of redundancies, management will engage in
full consultation with the individual employees concerned as early as possible. The consultations will cover ways of
avoiding or minimising redundancy and the adoption of a fair and objective selection criteria as well as, should
redundancy be inevitable, the notice, redundancy pay and any other payment entitlements. Employees have the
right to be accompanied by a fellow worker, at certain stages of the redundancy process.
The stages are as follows:-
Step 1: Statement of grounds for action and invitation to a meeting
Step 2: Meeting
Step 3: Appeal

Sizable reduction in the workforce

Where there is the possibility of redundancy affecting 20 or more employees, the Company will invite affected
employees to nominate and elect representatives to take part in consultations about possible redundancies.
Management will enter into consultation with the elected representatives with a view to establishing whether the
proposed job losses can be achieved by means other than compulsory redundancies i.e. re-deployment and re-
training, early retirements and voluntary redundancies.
PROCEDURE
Action to avoid redundancies
The following steps will be taken with the intention of avoiding redundancies:-
 restricting the recruitment of permanent or temporary staff
 reducing overtime to a workable minimum
 investigate measures such as short-time working and/or layoffs
 investigate opportunities for deploying/training employees for different/alternative work/in other
departments
 invite voluntary redundancy or early retirement
 invite volunteers for part time work
 consider job sharing where two people carry out one job
 reducing the use of/terminating temporary and agency staff

Communication and consultation with employees and their representatives

In the case of one or two individuals being selected for redundancy, the consultation process will begin as soon as
possible. When, after due consideration of the alternatives, the hotel considers that the need for redundancy still
remains, management will ensure that the employee and their representative are given written details of their
proposals. As detailed below.
When, after due consideration of the alternatives, the Company considers that the need for a large number of
redundancies still remains, management will ensure that employee representatives are given written details of their
proposals, including:-
 a general statement of the situation
 details of action proposed and method proposed
 reasons for proposals being made
 details of the number of the employees likely to be affected

A provisional selection for redundancy will then be made using a fair and objective selection criteria, subject to the
Company‟s need to retain specific knowledge and skills and a balanced workforce.
Individual consultation
All employees will be notified that compulsory redundancies are proposed and that a provisional selection has been
made. Management will enter into immediate consultation on an individual basis with those employees who have
been provisionally selected for redundancy. A member of the Senior Management team will meet with the employee.
Employees have the right to be accompanied by a fellow worker, at certain stages in the consultation process.

15
REDUNDANCY POLICY - contd
First consultation meeting - during the first consultation meeting the key points to be discussed will be, to explain
why the redundancy/redundancies are necessary, explain how the selection criteria will work, ask the employee is
there anything they would like the Company to take into account during selection, and explain the procedure that will
follow and the timescales. After five working days, during which the management will have considered any
representations made by the individual or their representative, a 2nd consultation meeting will be held.
Second consultation meeting - at which a final decision will be communicated to explain whether or not the
individual has been selected for redundancy. At the second meeting, any suitable alternative employment will be
discussed, confirm when the employee‟s employment will end and how much notice will be worked, requirements
during the notice period and time off provisions, any entitlement to redundancy pay, and any training and assistance
which can be offered to the employee. This will be confirmed in writing, including details about the appeals
procedure.
Suitable alternative employment
Full consideration will be given to offering suitable alternative employment if this is available. Employees will be given
enough information about the alternative job, and enough time to make a sensible decision.
Redundant employees who accept alternative employment with the Company have a statutory right to a four-week
trial period in the new job, where the terms of the new contract differ from those of the original one. If during the trial
period either party gives notice to terminate the contract, the dismissal will be for the same reason i.e. redundancy.
An employee is obligated to accept an alternative job if it is deemed to be a “suitable alternative”. If an employee
unreasonably refuses an offer of suitable alternative employment, they may forfeit their right to a redundancy
payment, if the refusal is shown to be unreasonable.
Selection criteria and selection procedure
The selection criteria and selection procedure will be fair and consistent and avoid discrimination. The Company will
follow a fair selection process. Criteria will be applied fairly and consistently so that each individual selected has
been identified by the same method of assessment. Any selected employee will be consulted and be able to have
free access to any information that was utilised in selecting that employee. For example selection may be based on
the following:-
 skills/qualifications, experience, training and job knowledge
 job performance - efficiency and standard of work performance
 achievement of targets
 attendance record
 timekeeping
 disciplinary record
 voluntary redundancy
 early retirement
 the ability to take on additional or new job duties and responsibilities

Notice of termination

Employees who are made redundant will be given notice of termination in accordance with their contractual
entitlement or payment in lieu of notice. The notice due will be either the statutory minimum entitlement or the notice
entitlement due under their contract, whichever is the greater.
Leaving before the agreed termination date
If a redundant employee is successful in obtaining alternative employment within the period of notice, management
may agree to an earlier termination of the contract, usually only if no extra cost would be incurred by having to
employ temporary staff during the period of notice.
Time off
Subject to the Company‟s operational requirements, employees who are made redundant will be given permission to
take a reasonable amount of paid time off during their notice period, to look for new employment, attend interviews,
or make arrangements for retraining opportunities. This is a statutory right and is only available to employees who
have two years or more continuous employment at the date on which the notice would expire.
Redundancy payments & written particulars of redundancy payment
Compensation for loss of employment due to redundancy will be, as a minimum, in accordance with the statutory
entitlement laid down in existing legislation. To qualify for the statutory redundancy payment the employee must
have two years continuous service (regardless of the number of hours worked. Up to a maximum of 20 years can be
counted. The Company will give an employee who is eligible for statutory redundancy payment, a written statement
showing how the redundancy payment has been calculated.
Redundancy appeals procedure
Employees have the right of appeal against their selection for redundancy. Such appeals will be heard by a member
of senior management or a director of the company at the Company‟s discretion.
 appeals must be sent in writing private and confidentially to the Human Resources Manager within 14
working days of the date of their letter of redundancy, faxes and e mails cannot be accepted
 the letter of appeal must clearly state on what grounds the employee wishes to appeal
 appeal hearings will be held without delay, but the employee will be given at least five working days‟ notice
of the time and place.
 at the appeal hearing the employee has the right to be accompanied by a work colleague
 following the appeal hearing a decision will be made as soon as possible. The decision will be notified by a
member of senior management or a Director and will be confirmed in writing.

16
RETIREMENT POLICY

The Company has adopted a retirement policy that all employees, whether full time or part time will be due to retire
from employment on reaching the maximum retirement age, which is 65. The actual date of retirement will be the
day immediately prior to the date of the employee‟s 65th birthday.

All employees have the option to retire earlier than 65 if they wish.

Procedure for retirement

Employees will be informed in writing of their intended retirement date and their right to make a request to work
beyond retirement age, at least six months before their retirement date. A meeting will be arranged with the
individual employee to discuss retirement.

- at age 64, the employee will be informed that they are due to retire at 65
- arrangements may be agreed to allow flexible retirement, such as gradually reducing hours in the run up to full
retirement

Employees who wish to continue working beyond retirement age, must request to do so no less than three months
before the intended retirement date.

Late retirement

The employment of an employee after they have reached retirement age will be considered and discussed on a case
by case basis.

After consideration, an extension to the retirement age may be granted at the discretion of a Director. Any
employment beyond retirement age, however, temporary must be approved by a Director, and will take into
consideration a number of factors that include:-

- the employee‟s situation within the department/hotel

- the ease or difficulty of recruiting a replacement
- the current pensionable position of the employee
- the employee‟s ability to continue contributing effectively to the job
- confirmation of medical fitness

The extended period of service will be subject to a written agreement, which will include:-

- the period of extension (which will include quarterly reviews of the employee‟s health and work performance)
- the period of notice required on either side
- the conditions under which service may be terminated
- if existing terms and conditions of employment will continue or a new set of terms and conditions will apply (this
may include part time work, or shorter more flexible hours)

If an employee requests not to be retired this request will be considered by the Company before the employee retires.
A meeting will be held and the Company‟s decision will be put in writing to the employee as soon as reasonably
practicable. An employee has the right to be accompanied by a fellow worker who is permitted to confer with the
employee during the meeting,

An employee can appeal against the Company‟s decision, and an appeal meeting will take place.

Compulsory retirement

The new statutory three step Standard Dismissal and Disciplinary Procedure will apply in the case of compulsory
retirement (Step 1:statement and invitation to a meeting, Step 2:meeting, Step 3:right of appeal).

- where retirement is by mutual consent, or where the dismissal is at the retirement age of 65, then there is no
need for the Company to follow the statutory dismissal procedure
- where the Company seeks to dismiss an employee compulsorily on grounds of age before the retirement age of
65, then the standard dismissal procedure will be followed

Early retirement

Early retirement can occur for a number of reasons:-

- ill health
- as part of a redundancy programme
- voluntarily
- a separate procedure applies for early retirement on the grounds of ill health and for voluntary retirement in a
redundancy situation (refer to the hotel‟s Sickness Policy and Redundancy Policy)

17
SICKNESS ABSENCE POLICY

Policy Statement

This policy relates to all employees and establishes guidelines in relation to sickness absence. It is aimed at
enabling sickness absence to be addressed consistently and fairly and sets out procedures for reporting and
recording sickness absence. Accurate sickness records are important to enable the Company to identify patterns of
sickness and work-related health problems.

Staff who are ill will be treated sympathetically and every effort will be made to assist recovery and safeguard
employment. It is recognised, however, that the loss of working days through repeated sickness absence can be a
significant cost to the Company in terms of work not completed or the costs of arranging absence cover. Repeated
sickness also places additional pressure on colleagues.

Entitlement to sick pay is covered under SSP information contained in this handbook.

Reporting and recording procedures

- where a member of staff becomes ill while at work and feels too unwell to continue working, their Head of
Department/Duty Manager should give permission for the individual to leave work and where appropriate, seek
medical advice.
- absence from work due to illness must be reported at least two hours before an employee is due to commence
work. Please refer to absence notification information contained in this handbook
- staff should not ask anyone else to make contact on their behalf, unless it is not possible for them to do so
- if a member of staff believes their condition may be related to an activity or incident at work, they should inform
their Head of Department/Duty Manager. In such circumstances an Accident Report Form should be completed
- it is the responsibility of Heads of Department/Duty Manager to ensure that the Human Resources Manager is
informed of all sickness absence, so that back to work interviews can be held and accurate records kept
- staff are expected to contact their Head of Department/Duty Manager on a daily basis, unless they are aware of
the length of time their require off due to illness, e.g. admittance to hospital

Medical Certificate

- if a member of staff is absent from work due to illness/injury which continues for seven consecutive days
(including weekends), they must provide the Company with a medical certificate on or before the seventh day
- medical certificates will then be required each week to cover any continued absence
- a final certificate may be required saying that the member of staff is fit to return to work
- failure to produce a medical certificate may result in SSP not being paid

Returning to work following sickness absence

- when staff return to work following sickness absence they should report to their Head of Department
- a back to work interview will then be held by their Head of Department or the Human Resources Manager

Monitoring sickness absence

- the Human Resources Manager will regularly review sickness absence to ensure that
departments are able to function effectively, and to check for patterns that give cause for concern or indicate the
possibility of health problems that may be exacerbated by the working environment
- if a member of staff‟s absence pattern gives the Human Resources Manager cause for
concern it will be discussed with them informally at the earliest opportunity
- if the Company suspects any employee of faking sickness or injury and/or claiming sick leave and/or sick pay,
the Company reserves the right to withdraw sick pay and to investigate the matter further, and take appropriate
disciplinary action as necessary

In cases where an employee‟s absence record warrants attention, a Head of Department or the Human Resources
Manager will carry out an interview. The purpose of this interview will be to discuss an employee‟s views about their
state of health in the light of their sickness absence record. This will be on an informal basis in the first instance.

The Head of Department or the Human Resources Manager will have the employee‟s sickness record available, and
will demonstrate how it exceeds an acceptable level of absence. They will also highlight any patterns or trends which
require explanation. The employee will be invited to discuss any underlying problems.

The employee will be asked to explain the circumstances which necessitate their absence from work. If appropriate
they will be offered an appointment to discuss any recurring health problems with an appropriate person appointed by
the hotel. If an employee refuses such an appointment, the Company will have to make decisions without the benefit
of medical advice. Such a refusal may also prejudice their right to sick pay.

Any substantial continuing health problems will be dealt with under the Company‟s Capability Policy. Where there
appears to be no one substantial underlying cause for excessive absence, it will be made clear that the employee will
be expected to meet appropriate attendance targets. If the employee fails to meet the appropriate attendance
targets, they will be interviewed again on an informal basis. Medical certificates to cover all absences will be
requested and further attendance targets set.

A continued failure to meet attendance targets may result in an employee being subject disciplinary action in line with
the Company‟s Disciplinary Procedure on the grounds that they do not reach the Company‟s required standard of
attendance. The company may ask for further medical advice at any stage during the formal procedure and if an
employee refuses to give permission for such advice to be sought, the Company will be obliged to make any
subsequent decisions without the benefit of such advice.

18
VIOLENCE AT WORK POLICY

Policy Statement
This policy has been formulated to help the Company comply with legal duties. These include the provision of a safe
place and a safe system of work for our staff and others who may be affected by our business activities. Due to its
importance, this Violence At Work Policy also forms part of the Company‟s overall Health and Safety Policy.

Violence At Work
In our own workplace, the Company has identified the following groups of staff as being most at risk:-

- those who deal directly with guests/visitors

- those who deal with cash
- lone works
- night staff

The Legal Position

In order for the Company to fulfil it‟s duties under the Health and Safety at Work Act 1974. s.2(1), it will go through
the following process:-

- carry out a risk assessment in order to assess the risk to staff and other visitors
- review security measures such as CCTV, adequate lighting, coded doors, alarm systems, sufficient staff, regular
removal of cash, and lone working
- decide what control measures, if any, are necessary
- implement any control measures if the assessment shows this is necessary
- monitor any arrangements to ensure that they are effective

Employee’s Duties
All employees have a responsibility to take reasonable steps to ensure that they do not place themselves, or others
at risk of harm. Employees are also expected to co-operate fully with the Company in complying with any procedures
that may be introduced as a measure to protect the safety and well-being of staff and visitors.

Procedures
The following are guidelines on action that the Company will take to reduce the risk of violence to staff and visitors.
They are not exhaustive, but are a set of principles to be followed if a risk is perceived:-

- as part of the risk assessment process, the Company will talk to staff across the business in order to assess
what, if any further measures are required
- staff are actively encouraged to discuss with their Heads of Department any concerns that they may have and
all approaches will be treated sympathetically
- staff should seek assistance as necessary from their Head of Department/Duty Manager or Senior
Management, if they are dealing with a particularly difficult or aggressive customer/visitor
- any incidents of violence must be entered into the Accident Report Book located in Reception, as well as being
reported to the Human Resources Manager. This includes all incidents of violence, threats and verbal abuse.
Records will be kept confidential in line with Data Protection requirements
- if an incident causes a member of staff or visitor to suffer a major or fatal injury or to be absent from work for
more than three consecutive days (including weekends) an accident report will be made under RIDDOR 1995

Dealing With Guests

The safety of staff is paramount. So if anyone finds themselves dealing with rude or aggressive guest, they must
never return aggression as this is how anger can escalate into violence. Try to adopt a calm and reassuring attitude
and speak slowly and gently. In the unlikely event that a situation escalates, staff should always withdraw from it.
Assistance must be requested as necessary from a Head of Department/Duty Manager or Senior Management, or if
necessary the Police should be called.

Staff Training
Should a risk assessment identify that staff training is necessary in order to reduce the risks, then suitable training will
be given to staff.

Advice And Counselling

The Company recognises that in the event of an employee being a victim of violence, some counselling or other
specialist help may be required. The Human Resources Manager will be able to give advice and guidance on how to
obtain help and assistance with any workplace violence-related issue.

19
HEALTH AND SAFETY

Brief details about health and safety are given in this Handbook, but for full details please refer to the Company‟s
Health and Safety Policy, a full copy of which can be viewed on the intranet site.

General Statement

The Company recognises that one of it‟s foremost duties and responsibilities to it‟s employees, is to provide and
maintain working conditions and practices, that are healthy, safe and hygienic, as far as is reasonably practicable. It
also recognises it‟s duties and responsibilities to guests, customers, clients, contractors, suppliers and members of
the public, who are affected by the Company‟s activities.

The Health and Safety Policy applies to any person working within the Company, whether or not the Company
contractually employs them. It protects both people at work within the Company, guests, customers, clients,
contractors, suppliers and members of the public who are affected by the Company‟s activities.

Company Health and Safety Organisation

The Company‟s Directors, have ultimate responsibility, for all aspects of health and safety, and to ensure it is
effectively implemented, administered, reviewed and monitored.

Heads of Departments, are responsible for implementing the Health and Safety Policy within their own department,
and for ensuring that all staff are made aware of the Health and Safety Policy, and of any amendments. They are
also responsible for keeping the policy requirements under regular review, and ensuring that any problems that arise
are resolved or reported to the Human Resources Manager, for the necessary action to be taken.

Employees are reminded of the legal requirements to ensure that the Health and Safety Policy is observed. In
particular they are required:-
- to take reasonable care for their own health and safety at work and those who may be affected by their actions,
or by their neglect
- to co-operate fully with the Company and others to ensure that any statutory duties or requirements for health
and safety are complied with
- not to intentionally, or recklessly, interfere with, or misuse, any aspect or anything provided in the interests of
health, safety and welfare
- to wear/use any items of personal protective equipment that have been provided/issued
- to use any equipment provided to minimise the risk of injury, e.g. trolleys to move chairs/tables instead of
manual lifting to prevent manual handling injuries, steps to reach items placed at height instead of using chairs

Health and Safety Committee

The Company has a Health and Safety Committee, whose purpose is to act as a safety watchdog, monitoring the
systems through which the employer ensures health and safety at work. Employees may bring to the attention of
their Head of Department any health and safety issue, which they would like the Health and Safety Committee to
discuss.

Health and Safety Arrangements

Accident Prevention

Heads of Department and Senior Management are responsible for identifying potential hazards, and to take remedial
action to reduce the risks. They must ensure that all staff are briefed and trained in necessary safety measures and
precautions. It is their duty to take action or report to the Human Resources Manager, on any potential hazard.

Recording an Accident

All accidents or near misses MUST be reported. Any member of staff who has an accident or near miss, must make
sure that it is recorded in the ACCIDENT REPORT BOOK, which is kept in RECEPTION. Any hazards causing or
contributing to the accident or near miss, will be fully investigated and corrective and preventative action taken.

Completed Accident Records will be kept secure and confidential to protect confidentiality of personal data, in line
with the Data Protection 1998 requirements.

Alcohol and Drugs

Members of staff working under the influence of alcohol constitute a health and safety risk, not only to themselves,
but also to other members of staff, customers and others who may be affected by their actions. The Company
expects all members of staff to refrain from drinking whilst on duty, during breaks or before coming to work.

The Company has a strict policy that forbids the use of, the supply of, or the possession of illegal drugs on Company
premises, and the misuse, whether deliberate or unintentional, of prescribed drugs and substances such as solvents.

Any member of staff found to be in breach of the Company‟s Alcohol and/or Drugs Policy, will render themselves
liable to disciplinary action in line with the Company‟s Disciplinary Procedure.

PLEASE REFER TO DETAILS ON THE COMPANY’S ALCOHOL POLICY AND DRUGS POLICES CONTAINED
WITHIN THIS HANDBOOK. THE FULL POLICIES CAN BE VIEWED ON THE HOTEL INTRANET SITE

20
HEALTH AND SAFETY - contd

Chemicals

Using chemicals or other hazardous substances at work can put your health at risk.

When using any chemical or hazardous substance, always make sure you read the safety label on the product, this
will advise you of how to handle the product, and if necessary if any personal protective equipment is required when
using it, e.g. gloves or a mask.

Always make sure chemicals or hazardous substances are used for the correct purpose, are stored safely after use,
are never mixed together as this can cause toxic fumes, and are never dispensed from the container they are
provided in so that they are not mistaken for something else and used incorrectly.

If you would like more information concerning COSHH (control of substances hazardous to health), please ask the
Human Resources Manager for a booklet concerning this subject.

Dangerous Machinery

Each Head of Department, must ensure that only suitably trained and authorised employees are allowed to operate
machinery prescribed as dangerous, and that no person under the age of 18 should be allowed to operate or clean
such machinery, without adequate training and supervision. Prescribed dangerous machinery on the premises,
includes the meat slicer and waste disposal unit in the Kitchen, and the tile cutter, saws and kangol within the
Maintenance department.

Fire Prevention

Hotels are well equipped with fire fighting apparatus. See page 23 which gives more details on the Company‟s fire
procedure and the use of fire extinguishers. Fire instruction will be provided by the Company, as per legal
requirements. Fire instruction will also be provided during your induction.

First Aid Arrangements

First Aid Boxes are provided, and can be found in the Reception and Kitchen, exact locations will be provided during
your induction. Details on First Aiders can be found on the Company notice boards.

Hazards

The Company has identified KITCHENS, GOODS LIFTS, PASSENGER LIFTS, CELLARS AND ANY AREA IN
WHICH BUILDING/CONSTRUCTION WORK IS IN PROGRESS, AS HIGH RISK AREAS. Particular attention should
be paid to the use and maintenance of Kitchen equipment, and to the use and storage of cleaning materials. Staff
should NEVER attempt to repair or service ANY MACHINERY OR EQUIPMENT.

Manual Handling

When carrying out any manual handling the correct technique must be used:-

- plan your lift

- when you lift the vertebrae must support your weight or the weight of the load
- check the weight is stable and will not shift and there are no sharp edges of points sticking out
- assume the safe lifting stance
- stand close to the object, keep a shoulder width stance with feet turned out
- squat – bend the knees and tighten your stomach muscles
- maintain your back‟s natural curve
- lift with your legs NOT your back
- minimise the weight you must lift
- make sure you can see where you are going – move slowly with small steps
- when unloading face the spot you have chosen and lower the load slowly by using your legs NOT your back
- exercise and limit stress on your back
- do not bend at the waist or lift with your back
- do not twist while lifting or carrying
- do not try to lift more than you can handle
- do not reach over your shoulders for a load
- do not try to recover a falling load
- do not pull any load

If a load is particularly heavy ask someone to help you, or use the trolleys provided.

If you would like more information on Lifting, Moving and Carrying, please ask the Human Resources Manager for a
booklet concerning this subject.

21
HEALTH AND SAFETY - contd

Personal Protective Equipment

Certain types of personal protective equipment (PPE) is provided by the Company, and if issued must be worn/used.
Any defects to personal protective equipment must be reported to the Human Resources Manager.

Kitchen staff must make sure that at all times they wear their uniform as this acts as a form of PPE, this includes
safety shoes. Oven cloths should be used when dealing with hot saucepans, taking items out of the oven, etc.

Maintenance staff must make sure that at all times when required PPE is used, this includes goggles, hard hats and
safety boots when demolition work is taking place, ear protectors when using items such as the kangol, gloves when
carrying sharp items and masks when carrying out work that may produce fumes.

If you would like more information on Personal Protective Equipment, please ask the Human Resources Manager for
a booklet concerning this subject.

Preventing Slips, Trips and Falls

Slips, trips and falls are the most common cause of non-fatal major injuries in the workplace. Use your common
sense to prevent slips, trips and falls.

- keep your eyes open and look out for things such as trailing cables, spillages, unsafe ladders and obstructions
- report anything that might cause a trip, slip or fall
- when carrying out any cleaning or maintenance work make sure signs are in place to alert people
- if using a ladder make sure it is not damaged and does not have any missing rungs, it is secured at the top and
bottom at least three feet above the support point and is on a firm and level base
- if using stairs – do not run up or down stairs – remove all obstructions – do not carry anything that may block
from vision

Many falls happen at ground level. These accidents could happen due to the following:-

- not wearing suitable footwear

- slipping on wet surfaces
- not watching where you are going
- running or moving too quickly
- poor visibility

Watch out for these causes of slips, trips and falls:-

- slippery falls – clean up or report a spill straight away – use a warning sign or barrier to warn other people of a
potential hazard
- chairs – avoiding leaning back. Keep all chair legs firmly on the floor
- torn carpets – report any of these conditions to your head of department
- cabinets – close all drawers when not in use
- workspace – keep your personal belongings of the floor
- rubbish – make sure it is taken away regularly
- floor openings – are covered or have a guardrail
- stairs – nothing is placed on stairs
- obstructions – step over them not on them
- loads – never carry if it blocks your vision
- hazards – are reported immediately to your head of department

Company Rules

The Company considers the health and safety of its employees, to be of paramount importance. Failure by any
member of staff to observe correct and adequate health and safety practices, will result in disciplinary action being
taken in line with the Company‟s Disciplinary Procedure.

Review of the Policy

During Management Meetings and Health and Safety Committee Meetings, the Health and Safety Policy will be
periodically reviewed, and any weaknesses and recommendations will be referred to a Director, for attention.

22
FIRE PROCEDURE

ACTION TO BE TAKEN ON DISCOVERING A FIRE

- raise the alarm immediately, by breaking a „fire alarm call point‟, this will cause the fire bells to ring
- inform Reception of the location of the fire by dialling „0‟, they will ring the Fire Brigade
- only attempt to fight the fire if it is safe and you are trained to do so (remember a fire extinguisher will only tackle
a very small fire, such as a waste paper bin, and an escape route will be needed if the fire grows), by using the
correct type of fire extinguisher, and if there is another member of staff present

ACTION TO BE TAKEN ON HEARING THE FIRE ALARM

- on hearing the fire alarm (continuous ringing of bells), stop work immediately
- leave the premises by the nearest fire exit, taking with you any guests who are in the area in which you are
working. Inform guests:-
NOT TO PANIC
NOT TO RUN
NOT TO USE THE LIFT
TO LEAVE BY THE NEAREST FIRE EXIT
NOT TO RE-ENTER THE PREMISES UNTIL AUTHORISED TO DO SO

- staff should if possible switch off all equipment and un-plug where possible, this is especially important in the
Kitchen and Laundry
- close all doors and windows
- PROCEED TO THE FIRE ASSEMBLY POINT:-
Antoinette Hotel Kingston - Fire Assembly Point is located in the hotel garden and is indicated by a large
green/white sign saying FIRE ASSEMBLY POINT
Antoinette Hotel Wimbledon/Lambourne Bar & Grill – Fire Assembly Point is outside a company called MFS
Financial Advisors on the Broadway
- report to the senior person on duty in your department or the Duty Manager. Inform them of any missing staff or
guests

Notes

- under no circumstances must staff take any personal risk

- all staff must familiarise themselves with the fire exits located around the premises, and especially in the area
where they generally work. Staff should also find out where fire alarm call points and fire extinguishers are
located
- when working around the premises make sure FIRE DOORS ARE CLOSED and never wedged open, as these
are provided to delay the spread of a fire
- if there is a problem with a fire door, fire extinguisher or fire alarm call point, this must IMMEDIATELY be
reported to Reception, so that the problem can be rectified

FIRE EXTINGUISHERS
All fire extinguishers are red, but carry a colour coded triangle on them, which indicates the type of fire that they can
be used on. A sign on the wall above the fire extinguisher, will also indicate what type of fire it can be used on. IT IS
VERY IMPORTANT THAT THE RIGHT TYPE OF EXTINGUISHER IS USED, AS IF THE INCORRECT ONE IS
USED ON A FIRE IT MAY CAUSE THE FIRE TO GROW RAPIDLY.

Types of Fire Extinguishers

WATER – suitable for wood, paper and fabric. NEVER USE ON ELECTRICAL, LIQUID OR GAS FIRES. IF
USED ON AN ELECTRICAL FIRE IT WILL GIVE YOU A SHOCK AND CAUSE THE FIRE TO EXPLODE

FOAM – suitable for oils, spirits, fats, wood. Paper and fabric. NEVER USE ON ELECTRICAL FIRES AS IT IS
WATER BASED

CO2 – suitable for use on all electrical fires, oils, fats, spirits and gas. NEVER HOLD THE EXTINGUISHER OR
NOZZLE WITH BARE HANDS, OTHERWISE YOUR HANDS WILL FREEZE TO THE EXTINGUISHER

FIRE BLANKETS – located in the Kitchen, are suitable for people who are on fire, as you can cover them with
the blanket to extinguish flames. Can also be used on fat fires, e.g. chip pans, as the blanket will smother
the fire

23
KEY SAFETY POINTS

Dealing with the public puts you at risk from verbal and mental abuse, aggression, threatening behaviour,
harassment, discrimination, violence and attack and theft. Please take note of the following points and be
aware of your personal safety whilst at work.

Avoid putting your personal safety at unnecessary risk at work –trust your instincts. Never assume it won’t
happen to you. Remember to report any incident, however trivial it may seem – not doing so could put
others at risk. Its is also vital so that measures can be taken to prevent an incident re-occurring.

Do not under estimate the importance of body language – up to 90% of communication between individuals
is non-verbal. Avoid body language that can be interpreted as aggressive, such as hands on hips, pointing
your finger.

Do not enter the lift with anyone who makes you uneasy.

If the event of an attempted robbery or theft you should hand over money or equipment to avoid violence,
DO NOT ATTEMPT TO STOP THEM.

GUEST SERVICE PERSONNEL

- report immediately any suspicious person entering the premises
- call for assistance if you have a difficult or aggressive guest or customer
- report immediately any suspicious person entering the premises
- call for assistance if you have a difficult or aggressive guest or customer
- stay calm, speak calmly and slowly and do not be enticed into an argument
- let your Head of Department know of any problems or incidents during your shift
- do not accept any telephone bookings for late arrivals that will arrive after midnight, of the day the reservation is
taken, unless the guest is known to you and a credit card number/confirmation has been received
- ensure that all keys are returned to the key cupboard and not left lying about on the reception desk where
someone could easily pick them up
- the key cupboard must always be locked when you leave reception
- ensure the float behind reception is secure and a limited amount of cash is kept
- make sure you are fully aware of what action to take in the event of a Fire or Emergency
- report all accidents, injuries and near misses
- ensure your personal items are stored safely out of reach
- never accept invitations to enter a guest‟s room
- take care when leaving at night

NIGHT STAFF AND GUEST SERVICE PORTERS

- ensure the premises are fully secured at midnight
- do not accept any change guests who appear to be under the influence of alcohol or abusive
- when you leave Reception ensure the key cupboard is locked and reception door secured, and take any
necessary keys with you
- avoid putting yourself in a vulnerable situation
- leave room doors open when taking luggage into a guests room
- do not enter a guest‟s room when delivering room service
- be fully aware of what action to take in the event of a Fire or Emergency
- make yourself familiar with the Emergency Contact procedures and who to contact if an emergency arises or if
you need to summons help#
- keep the Company up to date with any changes in your health, medication etc that could affect your work, as
night workers are particularly vulnerable

CHAMBER PERSONS
- always knock and check a room is empty before entering to clean a room
- always work with the door open
- do not play loud music or wear earphones which could prevent you hearing someone come enter the room
- if a guest returns before you finish, vacate the room as quickly as you can and return later
- refer any guest‟s issues to Reception or call for assistance if the guest becomes aggressive or threatening
- never accept any invitations from guests to enter their room
- report straight away any improper approaches from guests
- report any suspicious persons that you see straight away to your Head of Department
- do not carry any valuables or money with you when you are working
- make sure you a familiar with the action you need to take in the event of a fire or emergency

RESTAURANT STAFF
- call for assistance if you have a difficult or aggressive guest or customer
- if possible a male member of staff should deliver room service. If this is not possible then female staff must
make sure a colleague knows where they are going, and they must not enter the guest‟s room

BAR STAFF
- call for assistance if you have a difficult or aggressive guest or customer
- when large amounts of cash have been taken, these must be given to Reception to deposit in a safe – make
sure nobody is watching you when you go to Reception
- after drinking-up time, be polite when refusing to serve guests who require another drink. If they become difficult
or aggressive call for assistance. If there is any sign of violent behaviour, ask Duty Manager or a member of the
night team to call the Police

24
ABSENCE AND TIMEKEEPING

The Company recognises that in certain circumstances employees may require time off work, for reasons other than
pre-booked holidays or sickness.

Appointments

Employees are normally expected to ensure that any appointment made to visit the Doctor, Dentist, Optician or
Hospital, etc., is made in their own time, and outside normal working hours. In the event that this is not reasonably
practicable, e.g. an emergency appointment is required, time of work will be allowed to attend such appointments,
providing that:-

- the appointment is substantiated with an appointment card

- the timing of the appointment causes as little disruption as possible, i.e. at the beginning or end of the working
day, and
- appointments requiring time off work are not made on a regular basis
- prior permission is obtained

Appointments must relate to the employee, and the employee will not be paid for this time off, unless it relates to
antenatal care.

Absence Notification

If you are absent from work for any reason and your absence has not been previously authorised, you must inform
the hotel at least two hours before the commencement of your duties, giving the reason for absence and expected
duration of absence. Before 7.00 am you should speak to a Night Porter, after 7.00 am you should speak to the Duty
Manager.

Employees with a flexible or irregular work pattern should make contact as early in the day as possible, if they are
expected at work.

If the Company is not notified of the reason for your absence, it will be treated as unauthorised absence, and
disciplinary action will be taken in line with the Company‟s Disciplinary Procedure.

It is the employee‟s responsibility to keep the Company advised of circumstances, which are preventing the
employee from attending work, and of their likely date of return.

If you are absent from work due to sickness or injury which continues for more than seven consecutive days
(including weekends and bank holidays), you must provide the hotel with a medical certificate. Thereafter medical
certificates must be provided each week to cover any continued absence, together with a final certificate saying that
you are fit to return to work. Certificates must be forwarded immediately to the Company.

Failure to comply with these arrangements may disqualify you from entitlement to sick pay or Statutory Sick Pay
(SSP) and may also render you liable to disciplinary action in line with the Company‟s Disciplinary Procedure.

Unauthorised Absence

Any unauthorised absence, including not returning to work after authorised holiday, or regular unauthorised
absences, will be regarded as a disciplinary matter and action will be taken in line with the Company‟s Disciplinary
Procedure. Extended unauthorised absence will be considered as gross misconduct which could result in dismissal.

Access to Medical Records

Should it be necessary the Company may, at any time, reserve the right to consult the employee‟s Doctor with the
employee‟s consent, and/or require you to be examined by an independent Doctor nominated by the Company, in
order to seek a medical opinion. Employee‟s rights under the Access to Medical Reports Act 1988 will be observed.
Where the Company wishes to obtain a medical report, employees will be asked for their consent in writing.

The above will enable the Company to plan workloads. It is in the interests of both the employee and the Company
to establish the employee‟s ability to work, with the benefit of expert medical opinion.

The Company may also wish employees to undergo a medical examination, in a number of other circumstances,
including long-term ill health situations, drug and alcohol screening and for health and safety and food hygiene
reasons.

If a medical report indicates that an employee is not able to carry on in their current position, then their employment
status will be reviewed, and if possible a suitable alternative job offered, or a change in terms of employment.

Patterns of illness or injury

All employee sickness is recorded by the Company and as such patterns of sickness absence is monitored as a
matter of course. If the Company suspects any employee of faking sickness or injury and/or claiming sick leave
and/or sick pay, the Company reserves the right to withdraw sick pay and to investigate the matter further, and take
appropriate disciplinary action as necessary.

Staff taking days off on a regular basis due to sickness, will be spoken to by the Human Resources Manager, to
ascertain if the member of staff has a medical problem, which may require them to be seen by a Doctor nominated by
the Company.

25
ABSENCE AND TIMEKEEPING - contd

Absence due to other employment

Staff employed on a full time basis, are expected to ensure that this is their first job, and as such make sure that any
other employment does not affect their work, e.g. arriving late, leaving early and taking days off to carry out other
work. Any member of staff not complying with this, will be subject to disciplinary action in line with the Company‟s
Disciplinary Procedure.

Timekeeping

Employees are responsible for attending work punctually, and in accordance with the hours defined within their
Written Statement of Terms and Conditions of Employment, and/or their working rota.

Persistent lateness will be not be tolerated – where lateness occurs 3 times or more during during a four week period
this will result in disciplinary action being taken in line with the Company‟s Disciplinary Procedure. Timekeeping will
then be monitored, and the disciplinary procedure continued if necessary. Lateness for work may result in pay being
reduced accordingly.

Employees may not leave work prior to their normal finishing time, without permission from their Head of Department.
In the event of an employee requiring time away from work during their normal working hours, they must report to
their Head of Department upon leaving and returning to work, and must clock-out and clock-in. Persistent finishing
early or requiring time away from work during normal working hours will be monitored, and if the reasons for this are
not found to be justifiable, e.g. to go shopping, disciplinary action may be taken in line with the Company‟s
Disciplinary Procedure.

Statutory Time Off

Public Duties

Under current employment legislation employees who hold certain public positions are entitled to reasonable time off
during normal working hours, to perform the duties associated with the position. Such positions include Magistrates,
Local Councillors, Statutory Tribunal Members, etc. Employees are not entitled to pay for this time.

Jury Service

Employees are entitled to time off work to fulfil their obligations with regard to Jury Service. In the event of an
employee being summoned to attend for Jury Service, they must notify their Head of Department or the Human
Resources Manager, immediately upon receipt of the Jury Summons, giving full details of the dates they are required
to attend Court.

In the event that an employee is retained on Jury Service for a prolonged period, the employee has an obligation to
notify their Head of Department or the Human Resources Manager, and should keep in regular contact with their
Head of Department or the Human Resources Manager, throughout the period. Employees are expected to return to
normal working hours, immediately following their release from their duties. Employees are not entitled to payment for
this time off, as they are allowed to claim expenses from the Court to cover their costs, and also compensation for
loss of earnings. The Juror‟s loss of earnings certificate should be given to the Wages Clerk to complete, in order for
compensation to be paid.

Absence Record Forms and Back To Work Interviews

On returning to work after an absence (other than a holiday) staff must complete an absence record form. A false
declaration on this form may result in disciplinary action being taken in line with the Company‟s Disciplinary
Procedure.

Back to work interviews will be held by their Head of Department or the Human Resources Manager for all
staff returning to work after an absence (other than a holiday), to help monitor an employee‟s absence record.

Time Off for Dependants }

Parental Leave } – see details under Family Friendly Legislation
Paternity Leave } on pages 35 - 38
Adoption Leave }

Maternity Leave and Time off for Antenatal Care – see details under Maternity Rights on page 35.

26
DISCIPLINARY POLICY AND PROCEDURES

Policy
The Company‟s aim is to encourage all employees to improve, achieve and maintain standards of conduct,
attendance and job performance. Disciplinary matters will be dealt with consistently and fairly and will be non-
discriminatory. This procedure sets out the action that will be taken when the Company‟s rules and procedures are
breached or where conduct and performance are not meeting the standards required by the Company.

The Company will review and revise the procedures in the light of any change in employment legislation, good
employment practice or other changing circumstances, to ensure its continuing relevance and effectiveness.

This policy applies to all employees of theCompany

Principles
- the procedure is designed to establish the facts quickly and each step and action under the procedures will be
taken without unreasonable delay
- cases of minor misconduct or unsatisfactory performance will be dealt with informally
- for more serious cases formal procedures will be followed
- employees will be informed of the disciplinary issue against them. They will be invited to attend a meeting and
have an opportunity to state their case before a decision is reached
- employees have a statutory right to be accompanied by a single companion, who is a fellow worker of the
Company
- employees will be given a written explanation of any disciplinary action taken and the improvement/change
expected
- before dismissing an employee or taking disciplinary action other than issuing a warning, the Statutory Dismissal
and Disciplinary Procedure (DDP) will be followed
- except in the case of Gross Misconduct, an employee will not normally be dismissed for a first disciplinary
offence
- an employee has the right to appeal against any disciplinary action
- the procedure may be implemented at any stage if the alleged misconduct or disciplinary matter warrants such
action

Disciplinary Procedures
The procedure for dealing with general misconduct comprises a number of stages and the stage adopted will depend
on the nature and severity of the offence/issue, as well as the circumstances surrounding it. During each stage of the
disciplinary procedure an employee will be given the opportunity to express their reasons and views on the matter.
Where an employee feels that they have been unfairly treated, they have recourse to the Appeals Procedure.

Investigations will be carried out before a disciplinary meeting is held. Disciplinary meetings will be carried out by a
member of Senior Management. If the Human Resources Manager is unable to carry out an investigation before a
disciplinary meeting, this will be carried out by another member of the Senior Management team, who may also be
the person responsible for carrying out the disciplinary meeting.

Informal Disciplinary Procedure

Minor cases of misconduct and unsatisfactory performance will be dealt with informally through discussions with the
individual, providing for example informal advice and constructive suggestions to assist and encourage the individual
to improve, coaching or counselling. If informal action does not bring about an improvement, then formal action will
be taken.

Formal Disciplinary Procedure

Stage 1 – Written Warning
Stage 2 – Final Written Warning
Stage 3 – Dismissal

However, if after initial investigation a matter appears sufficiently serious the procedure may be taken up at any
appropriate stage, even where the employee has no current warnings on record.

Written Warning
If the infringement is regarded as more serious, or there is no improvement in standards or conduct, or if a further
offence occurs, the employee will be given a formal Written Warning.

The employee will be informed in writing of the alleged conduct or complaint against them or other circumstances,
and copies of any relevant evidence will be provided. They will be invited to attend a meeting to discuss the matter,
and be advised of their statutory right to be accompanied by a witness who must be a colleague or trade union
representative. No recording equipment is to be used during the meeting unless the employee has a disability which
affects his/her ability to understand what is being said or does not speak English.

The employee will have an opportunity to state their case and to answer allegations that have been made. After the
meeting, all the facts will be considered before a decision is made. The employee will be informed in writing of the
decision taken, the improvement or change in behaviour required, the timescale allowed for this, and the right of
appeal against the decision. The employee will also be informed of the consequences of further misconduct, or
failure to improve performance, within the set period following a final warning.

A copy of the written warning will be kept in the employee‟s personnel file.

An appeal against the disciplinary decision should be made in writing within five working days of receipt of the
warning. See further details under Appeals Procedure.

27
DISCIPLINARY POLICY AND PROCEDURES - contd

Final Written Warning

If there is still failure to improve or change behaviour or conduct/performance is still unsatisfactory, during the
currency of a prior warning, or where the matter is sufficiently serious, following an investigation and meeting, a Final
Written Warning will be given.

The employee will be informed in writing of the alleged conduct or complaint against them or other circumstances
involved, and copies of any relevant evidence will be provided. They will be invited to attend a meeting to discuss the
matter, normally within five working days, and be advised of their statutory right to be accompanied by a witness who
must be a colleague or trade union representative. No recording equipment is to be used during the meeting unless
the employee has a disability which affects his/her ability to understand what is being said or does not speak English.

The employee will have the opportunity to state their case and to answer allegations that have been made. After the
meeting, all the facts will be considered before a decision is made. The employee will be informed in writing of the
decision taken, the improvement or change in behaviour required, the timescale allowed for this, and the right of
appeal against the decision. The employee will also be informed of the consequences of further misconduct, or
failure to improve performance, and that failure to improve or modify behaviour may lead to dismissal or some other
action short of dismissal.

A copy of the final written warning will be kept in the employee‟s personnel file.

An appeal against the disciplinary decision should be made in writing within five working days of receipt of the
warning. See further details under Appeals Procedure.

Dismissal Or Other Action

The minimum statutory Dismissal and Disciplinary Procedures (DDP) will be followed when the Company is
contemplating dismissals – either the standard three-step procedure or the modified two-step procedure.

The decision to either dismiss or take other action, will be made by at least one member of the Senior Management
Team.

Standard Dismissal and Disciplinary Procedure (DDP)

The standard dismissal and disciplinary procedure will apply to dismissals involving capability dismissal, conduct
dismissal, individual redundancy dismissals, non-renewal of fixed term contracts and retirement dismissals. It will
also apply where the Company intends to take disciplinary action (e.g. suspension without pay, demotion or loss of
pay) in relation to the employee‟s capability and/or conduct. It will not apply when the Company gives oral or written
warnings or suspends an employee on full pay.

Step 1: Statement of grounds for action and invitation to a meeting

The Company will set out in writing the employee‟s conduct or characteristics, or other circumstances which lead
them to contemplate dismissing or taking disciplinary action against the employee including the basis for the grounds.
The Company will send the statement or a copy of it to the employee, together with copies of any relevant evidence,
in order for the employee to have a reasonable opportunity to consider their response and the employee will be
invited to a meeting at a reasonable time and place to discuss the matter. They will be advised of their statutory right
to be accompanied.

Step 2: Meeting
The meeting will take place before disciplinary action is decided or taken, except in the case where the disciplinary
action consists of suspension. The employee must take all reasonable steps to attend the meeting. At the meeting
the employee will have an opportunity to state their case and to answer allegations that have been made.

After the meeting, the Company will inform the employee in writing of the decision taken, and the right of appeal
against the decision if they are not satisfied with it. In the case of dismissal, the employee will be provided as soon
as reasonably practicable with written reasons for dismissal, the date on which the employment will terminate and the
appropriate period of notice.

Step 3: Appeal
If an employee wishes to appeal they must inform the Company in writing within five working days. This appeal must
be sent private and confidentially to the Human Resources Manager. Faxes and e mails cannot be accepted. An
appeal will be heard by a member of senior management or a Director of the Company at the Company‟s discretion.
The employee will be invited to attend an appeal meeting and the employee must take all reasonable steps to attend.
Employees have the right to be accompanied by a witness who must be a colleague or trade union representative.
No recording equipment is to be used during the meeting unless the employee has a disability which affects his/her
ability to understand what is being said or does not speak English. After the appeal meeting, the Company will inform
the employee of their final decision.

At the appeal stage any disciplinary penalty imposed can be reduced, but it cannot be increased.

Modified (two-step) Dismissal and Disciplinary Procedure

The modified dismissal and disciplinary procedure for use only when an employee has already left the Company or
where the Company is entitled to dismiss an employee for gross misconduct or where employment cannot continue,
e.g. if they are working illegally.

The modified dismissal procedure will only be used when the following conditions apply:-

- the employee was dismissed without notice on the basis of their gross conduct
- the dismissal took place at the time the Company became aware of the gross misconduct (or immediately after)

28
DISCIPLINARY POLICY AND PROCEDURES - contd

- where the Company is entitled to dismiss for gross misconduct without notice or payment in lieu of notice, and it
was reasonable for the employer to dismiss without investigating the circumstances

The modified dismissal procedure will be completed in full for the dismissal to be fair.

However, even in the case of apparently obvious gross misconduct, the Company will normally carry out an
investigation before dismissing an employee. Suspension on full pay may be considered whilst an investigation is
carried out. At least one member of Senior Management will make the decision to dismiss.

Step 1: Statement of grounds for action

The Company will set out in writing the employee‟s alleged misconduct which has led to the dismissal, the evidence
and the reasons for making the decision to dismiss and the employee‟s right of appeal. The Company will send the
statement or a copy of it to the employee.

Step 2: Appeal
If the employee wishes to appeal against the disciplinary decision, they must inform the Company in writing within
five working days. This appeal must be sent private and confidentially to the Human Resources Manager. Faxes
and e mails cannot be accepted. An appeal will be heard by a member of senior management or a Director of the
Company at the Company‟s discretion. The employee will be invited to attend an appeal meeting and the employee
must take all reasonable steps to attend. Employees have the right to be accompanied at the appeal meeting. After
the meeting, the Company will inform the employee of their final decision.

At the appeal stage any disciplinary penalty imposed can be reduced, but it cannot be increased.

Gross Misconduct
Gross misconduct is a potentially fair reason for dismissal. If, after investigation, it is confirmed that an employee has
committed one of the following offences (the list is not exhaustive), the employee will be dismissed:-
 action of any sort that results in loss of business
 attending any meeting/event/exhibition during working hours without the permission of Senior
Management. A member of staff attending during working hours without a valid reason will not be paid
 breach of any aspect of the Company‟s policies, e.g. Alcohol, Drugs, Equal Opportunities and Harassment,
this includes sexual, racial or any other discrimination, harassment, bullying or victimisation
 bringing the name of the Company into disrepute, by being involved in any derogatory action outside of
working hours, e.g. being involved in a fight where the name of the Company is mentioned
 causing an accident whilst driving without due care and attention or whilst using a mobile phone
 deliberately making a false entry in written records (including computer records, internet and e-mail)
 disclosure of confidential Company information, including breaking Data Protection rules
 entry into a bedroom or private flat without permission, or misuse of a bedroom or private flat
 extended or persistent unauthorised absences, e.g. failing to report for work and following correct reporting
procedures
 persistent issues regarding timekeeping
 failure to comply with any aspect of the Company‟s policies and procedures
 fighting, physical assault or dangerous „horseplay‟ whilst at work or whilst on Company business
 gross insubordination or the use of aggressive behaviour or excessive bad language towards any guest,
contractor, fellow employee or others
 inaccurate or fraudulent recording of financial transactions
 knowingly giving false information or deliberately omitting relevant information on the job application form
or curriculum vitae
 loss/misuse of petty cash
 misuse of Company property, equipment, systems and premises
 personal use of company vehicles – smoking in company vehicles
 receiving a criminal charge or conviction inconsistent with continuing employment, e.g. for theft
 repeatedly leaving the Bar unattended for prolonged periods of time without locking the tills and securing
the shutters
 serious negligence, including breach of safety rules and regulations/or action which results in unacceptable
loss, damage or injury, or seriously endangers the health and safety of a guest, contractor, fellow employee
and others
 serving drinks to off duty members of staff (unless they have been given permission to be on the premises,
e.g. attending a Function)
 sleeping whilst on duty
 theft, wilful damage or negligence which leads to damage to property belonging to the Company, guests or
other employees
 theft, fraud, embezzlement, or any offence committed against the Company, and action calculated to assist
another in such activities
 using equipment belonging to the Company for personal reasons without permission
 using another member of staff to assist in unrelated work matters
 watching television whilst on duty
 offences under the Licensing Laws, which include:-
- selling alcoholic beverages to young persons under the permitted age of 18
permitting gaming or betting on the premises or any offence under the Betting and Gaming Laws
- knowingly permit any breach of the peace, drunkenness, riotous or disorderly conduct on the
premises
- taking in or purchasing any alcoholic beverages or any other goods, without the permission of
management
- removal of alcoholic beverages, cash or any other goods from the premises, without the permission
of management

29
DISCIPLINARY POLICY AND PROCEDURES - contd

Appeals Procedure
All employees have the right of appeal against disciplinary decisions taken, or if new evidence comes to light or there
are procedural irregularities. If an employee wishes to appeal they must put the appeal in writing within five working
days of the disciplinary decision.

In their letter confirming the disciplinary action taken, staff will be made aware of the person they should write to if
they wish to appeal.

The employee will be invited to attend an appeal meeting and the employee must take all reasonable steps to attend.
Appeals will normally be held within ten working days. Employees have a statutory right to be accompanied at the
appeal meeting. Records and notes of the original disciplinary meeting will be made available to the person hearing
the appeal. Where new evidence arises during the appeal it may be appropriate to adjourn the appeal to investigate
or consider the points.

After the appeal meeting, the Company will inform the employee about the appeal decision and the reasons for it, as
soon as possible. Any decision made will be final. The decision will also be confirmed in writing.

Should an employee raise a grievance that is related to the case during a disciplinary process, depending on the
nature of the grievance the Company will consider suspending the procedure for a short period in order to deal with
the grievance. Where the grievance and disciplinary cases are related it may be appropriate to deal with both issues
concurrently.

Right To Be Accompanied At Disciplinary Hearings

Employees have a statutory right to be accompanied by a single companion who is a fellow worker of the Company,
if they so wish, where they are required or invited by their employer to attend certain disciplinary meetings and when
they make a reasonable request to be accompanied. Employees who exercise their right to be accompanied will not
be disadvantaged in any way.

Whether an employee has a statutory right to be accompanied at a disciplinary meeting will depend on the nature of
the hearing. If the matter is being dealt with informally, such as an informal interview or counselling sessions, it
would not be good practice for the employee to be accompanied at this informal stage. The right applies specifically
to hearings that could result in:-
- a formal warning
- the taking of some other action e.g. suspension without pay, demotion or dismissal
- the confirmation of a warning issued or some other action taken

If workers are disabled, the Company will consider whether it might be reasonable to allow the employee to be
accompanied because of their disability. In the same way the Company will also cater for a companion‟s disability,
e.g. providing wheelchair access if necessary.

Before the meeting takes place, the employee must tell the Company whom they have chosen as a companion. The
Company will try and agree a mutually convenient date for the disciplinary meeting with the employee and their
companion. Where the chosen companion cannot attend on the date proposed, the Company will offer an alternative
time and date as long as it is reasonable and is not more than five working days from the original date.

The chosen companion will be allowed to participate during the meeting, including conferring with the employee and
asking witness questions. The companion has the right to address the meeting to:-

- put the employee‟s case

- sum up the employee‟s case
- respond on the employee‟s behalf to any view expressed at the meeting

But the companion cannot answer questions for the employee. The chosen companion can take paid time off to
prepare for and go to a disciplinary meeting.

Records
Records will be kept on the employee‟s personnel file, detailing any breach of disciplinary rules or unsatisfactory
performance by an employee, the employee‟s defence, any witness statements, the findings made and the action
taken, the reason for the action taken, whether an appeal has been lodged, the outcome of the appeal, any
grievances raised during the procedure, and any subsequent developments.

Records will be kept confidential and retained in accordance with the Data Protection Act 1998, which gives the
individuals the right to request and have access to certain personal data. In this instance, copies of meeting records
should be given to the employee, including any formal minutes that may have been taken, although some information
may be withheld, e.g. to protect a witness.

30
GRIEVANCE PROCEDURE

Policy

It is the Company‟s policy to ensure that employees with a grievance relating to their employment, can use a
procedure that can help resolve grievances as quickly and as fairly as possible. The key aim of the Grievance
Procedure is to provide an internal mechanism for employees who have problems or concerns about their work,
working environment or working relationships to raise these issues, and have them addressed and dealt with
confidentially. The procedure also helps keep grievances to a minimum by ensuring that they are dealt with promptly
and before they reach larger proportions.

The Grievance Procedure is aimed at dealing with genuine grievances. Where the Company considers the employee
is acting out of frivolous or vexatious motives, it may for example, disallow a request to proceed to the next stage of
the procedure and/or the complainant may be disciplined.

This policy applies to all employees of the Company

GRIEVANCE PROCEDURES

Informal Grievance Procedure

In the first instance an employee who has a grievance about their employment should discuss it informally with their
Head of Department. It is hoped that the majority of concerns will be resolved at this stage. If the complaint is
against a Head of Department then the employee should approach the Human Resources Manager.

Where the grievance cannot be resolved informally, the employee should raise it formally in writing under the formal
grievance procedure.

Formal Grievance Procedure

All grievances should be put in writing by the employee to the Human Resources Manager. A meeting will be held
without unreasonable delay after a grievance is received.

Standard Grievance Procedure (SGP)

The Company and the employee will normally be expected to go through the statutory grievance procedure, unless
they have reasonable grounds to believe that in doing so they might be exposed to a significant threat, such as
violence, abusive or intimidating behaviour, that they will harassed or where their property is threatened.

Equally, the statutory procedure does not need to be followed if circumstances beyond the control of either party
prevent one or more of the steps being followed within a reasonable period. For instance where there is long term
illness.

Step 1: Statement of Grievance

The employee must put the grievance in writing to their Head of Department. If the complaint is against the person
with whom the grievance would normally be raised, the employee can approach the Human Resources Manager.

Step 2: Meeting
On receiving a formal grievance, the person dealing with the grievance will have a reasonable opportunity to review
the grievance before inviting the employee to attend a meeting in order to discuss the grievance. The employee must
take all reasonable steps to attend the meeting. The employee will be advised of their statutory right to be
accompanied depending on the nature of the grievance.

At the meeting the employee will be allowed to explain their complaint/grievance. If during the meeting the Company
feels that further investigation is necessary, the meeting will be adjourned to get advice or make further
investigations.

Following the meeting the Company will without unreasonable delay inform the employee of their decision, and the
action to be taken to resolve the grievance, and notify them of their right of appeal against the decision if they are not
satisfied with it.

Step 3: Appeal
The employee has a right to appeal against the decision given if they are not satisfied with it. If an employee wishes
to appeal they must inform the Company. The appeal must be put in writing to the Human Resources Manager
without unreasonable delay. Faxes and e mails cannot be accepted.

The Company will invite the employee to attend an appeal meeting, and they will be advised that they have the right
to be accompanied at the appeal meeting. The employee must take all reasonable steps to attend the meeting. It
may be appropriate to adjourn the appeal meeting to investigate or consider points.

After the appeal meeting, the Company will without unreasonable delay inform the employee in writing of their
response to the grievance and that it is the final stage in the grievance procedure.

31
GRIEVANCE PROCEDURE - contd

Modified Standard Grievance Procedure

The modified grievance procedure will apply where an employee has already left employment, where the standard
procedure has not commenced or been completed before the employee left employment and both parties agree in
writing that it should be used instead of the standard statutory procedure. Under the modified procedure the
employee should write to the Company setting out the grievance as soon as possible after leaving employment and
the employer must write back setting out its response.

Step 1: Statement of Grievance

The employee must put the grievance and the basis for it in writing and send the statement or a copy of it to the
Company for the attention of their Head of Department. If the complaint is against the person with whom the
grievance would normally be raised, the employee can approach the Human Resources Manager.

Step 2: Response

The Company will set out their response in writing and send the statement or a copy of it to the employee.

Right to be Accompanied at Grievance Meetings

Employees have a statutory right to be accompanied by a single companion who is a fellow worker of the Company,
where they are required or invited by their employer to attend certain grievance meetings and when they make a
reasonable request to be accompanied. Employees who exercise their right to be accompanied will not be
disadvantaged by doing so.

The statutory right to accompaniment applies only to grievance hearings that concern the performance of a „duty by
an employer in relation to worker‟. This means a legal duty arising from statute or common law, e.g. contractual
commitments such as grievances about equal pay, disability rights, bullying or harassment.

If workers are disabled, the Company will consider whether it might be reasonable to allow the employee to be
accompanied because of their disability. In the same way the company will also cater for a companion‟s disability,
e.g. providing wheelchair access if necessary.

Before the meeting takes place, the employee must tell the Company whom they have chosen as a companion. The
Company will try and agree a mutually convenient date for the grievance meeting with the employee and their
companion. Where the chosen companion cannot attend on the date proposed, the hotel will offer an alternative time
and date will be offered, as long as it is reasonable and it is not more than five working days from the original date.

The chosen companion will be allowed to participate during the meeting, including conferring with the employee and
asking witnesses questions. The companion has the right to address the meeting to:-

- put the employee‟s case

- sum up the employee‟s case
- respond on the employee‟s behalf to any view expressed at the meeting

But the companion cannot answer questions for the employee. The chosen companion can take paid time off to
prepare for and go to a disciplinary meeting.

Records
Records will be kept for future reference detailing the nature of the grievance raised, a copy of the written grievance,
the Company‟s response, the action taken, the reasons for the action taken and whether there was an appeal, and if
so, the outcome and any subsequent development.

Records will be treated as confidential and retained in accordance with the Data Protection Act 1998, which gives the
individuals rights to request and have access to certain personal data. In this instance, copies of any meeting records
should be given to the employee, although some information may be withheld, e.g. to protect a witness.

32
HOLIDAY ENTITLEMENT AND CONDITIONS

The Holiday Year runs from the 1st of April to the 31st of March each year.

The annual holiday entitlement is 20 days plus 8 bank holiday days, unless otherwise advised in your Contract of
Employment, and is pro-rata for part time workers.

Although there is no qualifying period for holiday entitlement, during your first year of employment you are only
entitled to take holiday that you have actually accrued. This is calculated monthly in advance at the rate of
one-twelfth of the full holiday entitlement to four weeks paid holiday, i.e. 1.66 days per month.

The following are the annual bank/public holidays:-

 New Years Day

 Good Friday
 Easter Monday
 May Day
 Spring Bank Holiday
 August Bank Holiday
 Christmas Day
 Boxing Day

Given the nature of the business it may be necessary on occasions, for employees to work on a bank/public holiday.
In such circumstances employees will receive time off in lieu unless otherwise stated in your Contract of Employment.
If payment is made for bank/public holidays, this will be at normal basic pay.

If required all staff must reserve sufficient annual holiday, to cover the non-bank/public holidays over the
Christmas/New Year period.

All annual holiday entitlement must be approved and authorised by the Human Resources Manager or Operations
Manager (prior to the holiday being taken), using an a Holiday Request Form. The Company may refuse permission
to holiday requests if for example, other employees have applied for leave at the same time, or insufficient notice has
been given, or due to operational requirements. If this is the case you will be notified within a period equivalent to the
period of holiday requested.

Where too many employees require the same holiday period which if granted would impair the efficiency of their
department, management will grant holidays on the basis of first request, first granted and length of service.

No more than 10 consecutive holiday days can be taken at any one time, unless prior approval has been given by the
Human Resources Manager or Operations Manager.

Where employees fall sick prior to or during pre-booked annual holidays, there is no entitlement to take those
holidays on another occasion, unless written permission has been obtained.

Holiday entitlement must be taken in the current Holiday Year and cannot be carried forward into the following year.
Holiday entitlement cannot be replaced by pay in lieu.

Upon termination of employment, employees will be entitled to payment for any unused holiday entitlement calculated
on the number of complete calendar months worked during the holiday year. Where any holiday is taken in excess of
an employee‟s holiday entitlement, the Company reserves the right to deduct the sum owing from an employee‟s final
payment.

Failure to return from a holiday on the date expected, will be deemed to be unauthorised absence, and will result in
disciplinary action being taken in line with the Company‟s Disciplinary Procedure.

The above is in line with the Working Time Regulations 1998 and subsequent amendments.

33
STATUTORY SICK PAY

Entitlement to Statutory Sick Pay (SSP)

Payment of SSP depends on employees satisfying the conditions of the scheme as to periods of incapacity, periods
of entitlement, qualifying days, and rules on notification of absence.

Periods of Incapacity for Work (PIW)

No SSP is payable unless a period of incapacity has been formed, i.e. when the employee has been absent from
work for at least four consecutive days (PIW), whether or not these are working days, due to physical or mental
illness or disablement.

Qualifying Days

Qualifying days for SSP will be the days on which you are contractually required to work.

The first three days in a period of entitlement are „waiting days‟ and do not qualify for SSP.

Payment of SSP

SSP is only paid in respect of qualifying days. The rate of SSP depends on the employee‟s average gross weekly
earnings during the eight weeks preceding the PIW.

No SSP is payable to employees who are not earning more than the current weekly lower earnings limit. The daily
rate of SSP is calculated by dividing the weekly amount by the number of qualifying days in the week.

SSP is treated as earnings, and is subject to PAYE and NIC.

Maximum Entitlement

An employee reaches the maximum entitlement to SSP in one period of incapacity (provided that the rate of SSP
payable does not change) when an employee has been paid 28 times the appropriate rate.

Medical Certificate

If you are absent from work due to sickness or injury which continues for seven consecutive days (including
weekends), you must provide the Company with a medical certificate either on or before the seventh day. Thereafter,
medical certificates must be provided each week to cover any continued absence, and a final certificate may be
required saying that you are fit to return to work.

Failure to produce a medical certificate may result in SSP not being paid.

34
FAMILY FRIENDLY LEGISLATION

MATERNITY RIGHTS

Length of Maternity Leave

The Company offers benefits, which are in line with the statutory maternity requirements and provisions.

Employees must inform their Head of Department as soon as they are aware that they are pregnant, in order
for their future intentions to be discussed and appropriate arrangements made. This also enables the Company to
carry out a risk assessment to ensure the health, safety and welfare of the expectant mother and the unborn child.

Time off for Antenatal Care

You are entitled to take paid time off during your normal working hours to receive antenatal care, regardless of the
length of your service or your hours of work. Although wherever possible you should arrange your appointments at
the start or end of your shift. Antenatal care includes appointments with your GP, Hospital appointments and Clinics.

You should advise your Head of Department that you will be absent as far in advance of your appointment as
possible. You may be asked to produce your appointment card and a medical certificate stating that you are
pregnant, before permission is granted for time

All pregnant employees are entitled to take up to one year‟s (52 weeks) maternity leave, or as much of that period as
they wish to take. Maternity leave and pay are separate entitlements.

Maternity Leave is a single continuous period and is made up of:-

26 weeks‟ Ordinary Maternity Leave, during which the contract of employment continues and all contractual benefits
apply, except wages or salary, and 26 weeks‟ Additional Maternity Leave, during which only certain terms of the
contract of employment continue.

The law requires that an employee take a minimum of two weeks‟ maternity leave immediately following the birth.

Pregnant employees who meet qualifying conditions based on their length of service and average earnings and give
the correct notice are entitled to receive up to 39 weeks‟ statutory maternity pay.

Please see the Human Resources Manager, if you require further information on the Company‟s maternity
arrangements and maternity policy.

ADOPTION LEAVE AND PAY

Adoption leave and pay are available to:-

- individuals who adopt

- one member of a couple where a couple adopt jointly (the couple must choose which partner takes adoption
leave)

The partner of an individual who adopts, or the other member of a couple who are adopting jointly, may be entitled to
paternity leave and pay.

Statutory Adoption Pay (SAP) is paid for up to 39 weeks and is the same as the standard rate of Maternity Pay.

To qualify for adoption leave, an employee must:-

- be matched with a child for adoption by a UK adoption agency

- have notified the agency that they agree that the child should be placed with them and agree the date of
placement
- have worked continuously for their employer for 26 weeks ending with the week in which they are notified of
being matched with a child for adoption

Adoption leave and pay is not available in circumstances where a child is not newly matched for adoption, e.g. when
a step-parent is adopting a partner‟s child.

Adopters are allowed to take up to 26 weeks‟ Ordinary Adoption Leave followed immediately by up to 26 weeks‟
Additional Adoption Leave – a total of up to 52 weeks‟ leave. Ordinary adoption leave is normally paid leave.
Additional adoption leave is unpaid.

Adopters are required to inform in writing their intention to take adoption leave within 7 days of being notified by their
adoption agency that they have been matched with a child for adoption, unless this is not reasonably practicable.
Employees must:-

- advise when the child is expected to be placed with them

- when they want their adoption leave to start
- provide documentary evidence from their adoption agency as evidence of their entitlement to SAP

Adopters who intend to return to work at the end of their full adoption leave entitlement do not have to give any
further notification to their employers. Adopters who want to return to work before the end of their adoption leave
period, must give 28 days‟ notice of the date they intend to return.

Please see the Human Resources Manager if you require any further information on Adoption Leave and Adoption
Pay.

35
FAMILY FRIENDLY LEGISLATION - contd

FLEXIBLE WORKING

Eligible employees will be able to request to work flexibly and to have that request seriously considered. It will not
provide an automatic right to work flexibly as the Company may not always be able to accommodate the employee‟s
desired work pattern.

The right is designed to meet the needs of both parties, and it aims to facilitate discussion and encourage both
employee and employer to consider flexible working patterns and to find a solution that suits them both.

General eligibility requirements

In order to make a request an employee must:-

- be an employee – agency works do not qualify

- have worked for the Company continuously for 26 weeks at the date the application is made
- not have made another statutory request during the past 12 months

An employee can only make an application to care for either:-

- a child under the age of 16

- a disabled child who is under 18, and who is in receipt of disability living allowance (DLA)
- an adult who requires care

Parents who can make flexible working requests:-

A parent can request flexible working if they are either:-

- the mother, father, adopter, guardian, special guardian, foster parent or private foster carer of the child or a
person who has been granted a residence order in respect of a child
- or married to or the partner or civil partner of the child‟s mother, father, adopter, guardian, special guardian,
foster parent or private foster carer or of a person who has been granted a residence order in respect of a child

Carers who can make flexible working requests:-

A carer can request flexible working if they care, or expect to be caring, for either:-

- a spouse, partner, civil partner or relative

- someone who lives at the carer‟s address

Scope of a request

The request to work flexibly can relate to:-

- a change to the hours you work

- a change to the times when you are required to work (start and finish)
- a request to work from home

Please see the Human Resources Manager if you require further information on Flexible Working.

PARENTAL LEAVE

The Company offers benefits that are in line with the statutory parental leave regulations.

Parental leave is a right for parents to take time off work to look after a child or make arrangements for the child‟s
welfare. Parents can use it to spend more time with children and strike a better balance between work and family
commitments.

Parental leave is available to employees who have, parental responsibility for a child. To be eligible, employees
generally have to have one year‟s continuous service.

Employees get 13 weeks in total for each child. Parents of disabled children get 18 weeks in total.

Employees will be able to take parental leave in short or long term blocks depending on what has been agreed.

In the case of adoption parental leave can be taken:-

- within five years of the date of placement (or the child‟s 18th Birthday, if that is sooner)

In the case of a disabled child parental leave can be taken:-

- up to the child‟s 18th birthday

Parental leave is for each child and if twins are born the right is for 13 weeks for each child. If your child has been
awarded a disability living allowance, you can take the leave in days or shorter periods than a week. A week‟s leave
is defined as your normal weekly working hours.

Please see the Human Resources Manager if you require further information on Parental Leave.

36
FAMILY FRIENDLY LEGISLATION - contd

PATERNITY LEAVE

Eligible employees will have the right to take paid Paternity Leave and pay in order to care for the child or support the
mother. The right will apply even if the child is born earlier or later than expected. Only one period of leave will be
available to employees irrespective of whether more than one child is born as a result of the pregnancy, and in the
case of adoption irrespective of whether more than one child is placed together.

Eligibility

Employees will need to satisfy the following conditions in order to qualify for paternity leave. They must:-

- be the biological father of the child or the mother‟s husband or partner

- have or expect to have responsibility for the child‟s upbringing
- have worked continuously for the hotel for 26 weeks leading into the 15 th week before the baby is due or the end
of the week in which the child‟s adopter is notified of being matched with the child
- in the case of adoption, be the adopter‟s spouse or partner

Length of Paternity Leave

Eligible employees will be entitled to choose to take either one week or two consecutive weeks' Paternity Leave.
Leave cannot be taken in odd days. Employees can choose to start their leave:-

- from the date of the child‟s birth (whether this is earlier or later than expected), or
- from a chosen number of days or week after the date of the child‟s birth (whether this is earlier or later than
expected), or
- from a chosen date later than the first day of the week in which the baby is expected to be born
- in the case of adoption, from the date of the child‟s placement (whether this is earlier or later than expected) or
from a chosen number of days or week after the date of the child‟s placement (whether this is earlier or later
than expected)

Notice of intention to take Paternity Leave

Employees must inform the Company of their intention to take paternity leave by the end of the fifteenth week before
the baby is expected, unless that is not reasonably practicable. They must advise the hotel of:-

- the week the baby is due

- whether they wish to take one or two weeks‟ leave
- when they want their leave to start

Employees can change their mind about the date on which they want their leave to start providing they tell their
employer at least 28 days in advance (unless that is not reasonably practicable). Employees must tell the Company
the date they expect any payments of SSP to start at least 28 days in advance, unless that is not reasonably
practicable.

Please see the Human Resources Manager if you require further information on Paternity Leave.

TIME OFF FOR DEPENDANTS

All employees are entitled to take a reasonable amount of time off work (unpaid) to deal with an emergency or a
sudden unexpected situation involving a dependant, and to make any necessary long term arrangements. In
most cases the amount of leave will be one or two days at the most, but this will depend on individual circumstances.

A dependant is the husband, wife or partner, child or parent of the employee. It also includes or someone who lives
in the same household as a member of the family, e.g. this could be a grandparent who lives in the household. It
does not include tenants or boarders living in the family home, or someone who lives in the household as an
employee, e.g. a live-in housekeeper.

The right enables employees to take action which is necessary:-

- if a dependent falls ill, or has been injured or assaulted

- when a dependent is having a baby
- to make longer term care arrangements for a dependent who is ill or injured
- to deal with the death of a dependent
- to deal with an unexpected disruption or breakdown of care arrangements for a dependent
- to deal with an unexpected incident involving the employee‟s child during school hours

An employee needs to tell their Head of Department as soon as possible about their absence. The reason for it and
how long they expect to be away from work. It is not necessary to give the notice in writing.

The right is intended to cover genuine emergencies only. If you know in advance that you will need time off you
should put in a holiday request form.

Please see the Human Resources Manager if you require further information on Time Off for Dependants.

37
FAMILY FRIENDLY LEGISLATION - contd

COMPASSIONATE LEAVE

Subject to your statutory right to time off to deal with a family emergency, if you suffer a bereavement or serious
illness in your family or in a close relationship, compassionate leave will be granted. This must be approved by the
Operations Manager or Human Resources Manager. All requests for compassionate leave will be considered on an
individual basis.

There is no contractual or statutory entitlement to be paid for absences relating to compassionate leave. Any
payment of salary during compassionate leave is made at the absolute discretion of the Company. However, the
Company will pay a minimum of two days which can be increased at the discretion of a Director, in respect of the
bereavement or serious illness of a close family member, i.e. spouse, partner, grandparent, child, brother or sister.

Subject to your statutory right to time off to deal with a family emergency, the Company expects you to use your paid
annual leave entitlement for time off needed to care for sick relatives.

A fraudulent application for compassionate leave will result in disciplinary action being taken in line with the
Company‟s Disciplinary Procedure.

38
PERSONNEL DATA AND RECORD KEEPING

The Company needs to keep certain records, some because the law requires it and others for internal purposes.
Certain Acts of Parliament relating to employment and the regulations they generate, require employers to maintain
current and historic records.

Personnel Records

Are necessary for the formulation and implementation of employment policies and procedures for recruitment,
training, promotion, dismissal, etc., such as helping to develop an Equal Opportunities Policy.

All manual and computerised personnel and personal records, are kept confidential, safe and secure and in line with
the Data Protection Act 1998.

Personal Details

Staff should inform their Head of Department or Human Resources Manger in writing, of any change in personal
details, such as medical condition, address, telephone number, marital status or emergency contact numbers. All
records are held in accordance with the Data Protection Act 1998.

39
GENERAL INFORMATION

Accidents

All accidents resulting in an injury, whether to an employee, guest or other person on the premises, must be entered
into the Accident Book, which is located in Reception. Completed accident reports will be kept secure and
confidential in line with Data Protection requirements to protect confidentiality of personal data.

If Hospital treatment is required following an accident, then it is important that the person receiving treatment contacts
the hotel afterwards, so that details of what treatment they received is entered into the Accident Book.

Please ensure that you are aware of which members of staff are qualified First Aiders, so that they can assist you in
the event of an injury. A list of First Aiders is kept with the Accident Report Book.

Under the Health and Safety at Work Act 1974, employees have a responsibility to look after their own health and
safety at work, as well as their colleagues and other persons on the premises.

Appearance and Uniforms

Name badges should be worn at all times whilst you are on duty/during your working hours.

Uniforms are provided so that staff can be identified by guests, and also to prevent staff from damaging their own
clothes.

Uniforms must be clean, pressed and worn correctly, and a smart and tidy appearance maintained at all times. No
supplementary clothing must be worn or detract from the appearance of the uniform.

Male staff working in front of house areas are expected to wear black trousers, and a shirt and tie, unless an
alternative uniform is provided.

Male staff working in other areas are expected to wear the uniform provided. If no uniform is provided then clothing
appropriate to the job should be worn.

Female staff working in front of house areas are expected to wear black or blue skirts, which should be knee length
or longer, and a white blouse, unless an alternative uniform is provided. Tights must be worn at all times.

Female staff working in other areas are expected to wear the uniform provided. If no uniform is provided then
clothing appropriate to the job should be worn.

Under no circumstances are open-toed shoes or shoes with no backs to be worn, as these are a health and safety
risk. If a member of staff has a medical condition which means they have to wear these types of shoes, then a letter
must be obtained from a Doctor.

Jewellery should be kept to a minimum for all staff, and should not conflict with the employee‟s job.

Hair must be clean, neat and tidy and tied back where necessary. Male members of staff should be clean shaven.
Make-up should be kept to a minimum, nail polish in good condition, and both must be appropriate to the job.

Food handlers must comply with all hygiene regulations.

Personal hygiene must be of a very high standard, and your appearance should reflect your employment position.
No employee is permitted to report for duty, smelling of body or foot odour, or wearing unclean clothing.

Failure to wear badges and correct uniform including any personal protective equipment issued, will result in
disciplinary action in line with the hotel‟s Disciplinary Procedure.

CCTV

The Company has CCTV cameras in various public areas and areas used by members of staff, these cameras have
been installed for safety and security purposes. Employees should be aware that data gathered from monitoring will
be reviewed and should it reveal information about an employee that could be detrimental, the employee will be given
an opportunity to explain or challenge the information, before the Company makes a decision to institute disciplinary
procedures. All CCTV data and information recorded will be kept confidential and secure in line with the Data
Protection Act 1998.

Communication

Senior Management hold regular meetings with all Head of Departments, and employees are encouraged to bring to
the attention of their Head of Department, any points for discussion.

Senior Management also encourage each department to hold it‟s own regular meetings, in order to promote better
communication. Suggestions for improvements to any of our services to guests are particularly welcome.

Notice boards hold a variety of information, and employees should check the notice boards regularly for new and
updated information. Employees should also access the Company‟s intranet site on a regular basis (go to
www.antoinettehotels.com, click on intranet enter user name „hotel‟ – password „123‟, to make themselves aware of
any changes to the Employee Handbook and Company Policies.

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GENERAL INFORMATION - contd

Company Vehicles

If, as a condition of your employment you are required to drive a Company vehicle, you must hold and continue to
hold a valid and current UK Driving Licence. For insurance purposes on joining the Company and at yearly intervals,
you are required to supply your original Driving Licence to the Operations Manager, so a copy can be taken and
retained on your personnel file. You must notify the Operations Manager immediately if you lose your Driving
Licence, or are convicted of any driving offence or receive an endorsement on your Licence. If driving is part of your
job requirement, should you lose your Driving Licence, or be charged or convicted of any serious driving offence, the
Company reserves the right to terminate/review your employment.

Staff must not use mobile phones whilst driving a Company vehicle.

All accidents in Company vehicles, must be immediately reported to the Operations Manager, failure to do so may
result in disciplinary action in line with the Company‟s Disciplinary Procedure.

Guest Invitations

It is Company policy that staff do not socialise with guests on any Company premises, either whilst they are on duty
or outside their working hours. This includes having a drink or a meal with a guest, either in the bar, restaurant or
guest room. This is to ensure that a professional relationship is maintained between staff and guests.

Hotel Bedrooms

Only authorised staff should enter guest/hotel bedrooms and only for the purpose of carrying out their work related
duties or for a valid reason. Under no circumstances should staff use the bedroom facilities, i.e. making a drink,
taking a shower, taking a nap on the bed etc. Such incidences will be regarded as a gross misconduct and
disciplinary procedures will be taken in line with the Company‟s Disciplinary Procedure.

Mobile Phones

The use of personal mobile phones whilst on duty is not permitted. Refer to the Company‟s Communication Policy
on page 8 for full details.

Employees driving Company vehicles or whilst driving on Company business must not drive whilst holding a mobile
phone. From 1st December 2003 it is an offence to drive whilst holding a mobile phone. Offenders will receive a fixed
penalty and/or possible court proceeding resulting in a fine and possible driving ban. The Company will not be
responsible for paying fines in respect of mobile phone use.

Personal Details

Staff should inform their Head of Department or Human Resources Manger in writing, of any change in personal
details, such as medical condition, address, telephone number, marital status or emergency contact numbers. All
records are held in accordance with the Data Protection Act 1998.

Personal Possessions

Staff are not encouraged to bring valuable items/large amounts of cash onto the premises, as they are not covered
by the Company‟s insurance policy. If for some specific reason this request cannot be adhered to, then these items
must be given to Reception for safe keeping. You should check that your private insurance, i.e. household insurance
covers you for loss of money and possessions away from home.

If lockers are provided then other smaller personal possessions such as mobile phones and items of clothing, must
be placed in these. The Company will not accept responsibility for the loss of personal possessions, left in cleaning
cupboards and other non-authorised areas.

Right of Search

The Company reserves the right to search employees, their belongings, vehicle and live-in accommodation at any
time. The exercise of this right will be authorised by the Human Resources Manager or Director. During the search a
witness should be present and a refusal by an employee may be grounds for disciplinary action being taken in line
with the Company‟s Disciplinary Procedure.

Staff Accommodation

Resident employees are provided with accommodation for the better performance of their duties, and the right to
occupy shall immediately cease upon termination of employment for whatever reason.

The accommodation is provided on the clear understanding that it is kept in a clean and tidy condition at all times,
and employees sharing facilities, e.g. bathrooms, take their turn in cleaning these facilities.

Employees must respect the privacy of others, and noise must be kept to an acceptable level. Under no
circumstances are resident employees allowed overnight guests in staff accommodation (unless permission has been
obtained from the Human Resources Manager or the member of staff responsible for looking after staff
accommodation), and all visitors must leave the premises by 11.00 pm.

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GENERAL INFORMATION – contd

Staff Accommodation - contd

Employees must keep to their allocated accommodation, and may not swap rooms, furniture or fittings, unless
permission has been obtained from the member of staff responsible for looking after staff accommodation.
Employees are responsible for purchasing their own television sets and TV licence, and arranging contents
insurance. Pets are not allowed in staff accommodation. The member of staff responsible for looking after staff
accommodation will carry out routine staff room checks, together with a member of Senior Management, and notice
of these checks will be given. Any member of staff found to be abusing their staff accommodation, may be subject to
disciplinary action in line with the Company‟s Disciplinary Procedure.

Staff Car Parking

A limited amount of staff car parking spaces are available, however, priority must be given at all times to guest‟s
vehicles. Staff should always park to the rear of the car park, and obtain a parking permit. This permit does not
guarantee a parking space, and must be displayed at all times.

When driving into or exiting the car park, staff should not use excessive speed, and any member of staff causing an
accident to any person as a result of excessive speed, will be subject to disciplinary action in line with the Company‟s
Disciplinary Procedure.

Staff Meals

Resident employees are provided with meals, which must be collected from the Kitchen at the designated times.
Dinners must be ordered in advance. Employees must return cutlery, crockery and trays to the Kitchen.

Staff Room

Members of staff using the staff room are responsible for keeping it clean and tidy, and for washing up their own
cutlery and crockery after use. Please make sure when leaving the tea room, that milk and butter is returned to the
fridge, and electrical items such as the toaster and microwave are switched off.

Any member of staff found to be abusing the staff room, may be subject to disciplinary action in line with the
Company‟s Disciplinary Procedure.

Smoking is not allowed in the staff room.

Termination of Employment

Upon termination of employment for whatever reason, past employees are not permitted on Company premises for a
period of six months. After this period and for a further eighteen months, they are not permitted on Company
premises without the permission of a member of the Senior Management Team or the Director. If past employees
have been invited to attend a function, permission to attend must be obtained from a member of the Senior
Management Team or the Director.

Use of Public Rooms and Hotel Facilities

Employees are only permitted to be in public areas when carrying out their normal duties. These areas are out of
bounds to off duty staff.

Employees are not permitted to purchase drinks from the bar.

Employees are not allowed to use the restaurant and bar facilities whilst off duty unless prior permission has been
given. Thirty percent discount will be given to staff who wish to dine in the Restaurant, this offer is not valid on
purchases of alcohol, or applicable to any special events, e.g. Mothers Day.

Employees who are invited to attend a specific function, may attend subject to prior approval being obtained from a
member of the Senior Management Team.

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GENERAL BEHAVIOUR AND GENERAL RULES

In addition to the various policies, rules and procedures already mentioned, employees must abide by the following:-

 address all people courteously using title and surname where known
 answer all questions or direct the person to where help can be obtained
 all complaints must be dealt with efficiently and should be treated seriously, if you are unable to deal with it
yourself, refer it to a Head of Department/Duty Manager, keeping the complainant informed of what you are
doing and why
 treat your colleagues courteously and with respect
 follow instructions given by your immediate Head of Department/Duty Manager at all times
 take care when using equipment which is often fragile and expensive
 employees are expected to achieve and maintain a good standard of workmanship and cleanliness and show a
conscientious approach to the job or to the detail of that job to a standard that may be reasonably expected
 employees are expected to show the skill or aptitude required for the job, especially where such skills are
claimed or implied at the time employment commenced
 to ensure maximum efficiency , employees are engaged on the basis that they must be prepared to undertake
reasonable duties other than those for which they have been specifically engaged
 the telephone, postal service, e-mail or internet must not be used for private purposes without prior permission
 an orderly and courteous manner must be maintained in front of suppliers, customers, residents, visitors and
clients
 it is not permitted to remove material or equipment of any kind from the premises or any other place of work,
without prior permission from Senior Management
 the company‟s customer‟s time, materials or equipment must not be used for any unauthorised work
 employees are expected to read and observe all authorised notices displayed around the premises and all
memos that are issued
 employees are expected to act wholeheartedly in the interests of the Company at all times. Any conduct
detrimental to it‟s interests or it‟s relations with it‟s customers, suppliers, the general public or damaging to it‟s
public image shall be considered to be a breach of the Company‟s rules
 employees must not perform, arrange or carry out any work or activity which could be considered to be in
competition with or which may adversely affect the Company‟s‟ interests
 confidential or secret information must not be disclosed at any time, either during or after employment

This list is not exhaustive, and it is every employee‟s duty to observe the above. Where the above points are not
adhered to, employees may render themselves liable to disciplinary action in accordance with the Company‟s
Disciplinary Procedure.

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