Welcome to Baker Langham! Formed in 2007, Barker Langham Ltd is a leading cultural consultancy, specialising in the visioning, strategic planning and development of cultural heritage projects in the UK, Europe, Middle East, Asia Pacific and North America. We are Museum Association mentors as well as advisors to UNESCO and the Heritage Lottery Fund. All our projects have contributed to our developing a deep understanding of local histories and cultures, through our collaborations with local communities and stakeholders. Our intention is to provide excellent services to our clients. To do so, we invest in excellent people. Wherever we are working, we aim to excite, inspire and enwgage visitors and our clients. We are equally committed to fostering enthusiasm, inspiration, and pride in our team. We privilege personal and professional diversity in our team, and seek to provide a nurturing environment that values and protects staff while allows them to develop their skills and talents. Our personnel are our most valuable resource. Our aim is to encourage individuals to develop both personally and professionally and to enhance the capabilities of Barker Langham, thereby increasing our collective effectiveness. Our policies are aimed at increasing your competence in line with your aspirations and abilities, to the benefit of yourself and Barker Langham. Sign-off here from Directors
Table of Contents INTRODUCTION JOINING THE TEAM • Pay • Place of Work • Hours of Work LEAVE AND ABSENCES • Holidays • Sickness • Incapacity • Family Leave CODES OF CONDUCT • Grievance policy • Disciplinary policy • Data and Equipment • Interns and Volunteers • Expenses • Dress code LEAVING THE TEAM • Redundancy • Dismissal • Handover OFFICE PRACTICES • File-naming Conventions • Branding Guidelines • Purchase Requests COMPANY POLICIES • Quality Assurance • Environmental • Health and Safety • Equality and Diversity • Bullying and Harassment • Whistle-blowing APPENDICES: FORMS &TEMPLATES
Introduction This Employee Handbook outlines the rights, responsibilities, obligations and procedures relating to Barker Langham Ltd (the “Company”) and its employees (the “Employee”). This Handbook is made available to all new starters and will be reviewed on an annual basis. This handbook is designed to be read in conjunction with your contract of employment, which provides a statement of your job title, salary and other personal employment details. This may be superseded by any subsequent letter which will confirm details of any changes in your employment with Barker Langham Ltd. Barker Langham Ltd is committed to upholding the statutory rights of Employees, and providing a safe and enriching work environment for all personnel, including Associates, Volunteers, Interns, and Temporary Workers. Any queries regarding this Handbook can be raised with one’s direct line manager, the Directors, or the Practice Manager. At the commencement of your term of employment, you will be asked to complete a form providing the following personal information, to ensure your records are accurate and that you are added to payroll: • • • • •
Name Contact details Bank details form;w National Insurance number Date of birth
You will also be asked for a P45 tax form or to complete a P46 form. You may also be asked for a scan of your current passport to confirm the right to work in the UK. You will receive a formal induction to the office premises, including health and safety procedures, security, and how to comply with the building’s environmental management systems. You will also receive an informal induction to the Company, including overview of projects, internal lines of communication and accountability, and familiarising yourself with the Company premises and equipment. 7
Joining the Team Pay Once a term of employment with Barker Langham Ltd is offered and accepted, employees are entitled to receive a written statement of employment within two (2) months of the initial offer of employment, whether made verbally or in writing. For full-time and part-time employees, this would usually be in the form of a contract. The employeeâ€™s contract outlines their rights and obligations during the period of employment, as well as their annual salary. The Employee's salary shall accrue from day to day and be payable monthly in arrears on or about the 28th day of each month directly into the Employee's bank or building society account. An itemised payslip will be made available to you each month. The Company may deduct from the salary, or any other sums owed to the Employee, any money owed to the Company by the Employee, including any overpayments. Raises, bonuses, or requests for advance payments must be discussed between the Employee and at least one of the Directors, and will be decided on a case-by-case basis. Any agreement will be formalised in writing by Barker Langham, and communicated to the Company accountants. 8
Any cash payment made to an Employee must be authorised by a Director and the recipient must sign a dated receipt.
During the Appointment the Employee shall not be required to work outside the United Kingdom for any continuous period of more than 30 days.
Any cash advance made to an Employee must be recorded by a Director or Practice Manager and the recipient must sign a dated receipt.
Hours of work
Employees must advise the Directors or Practice Manager of any changes to their employment, or personal circumstances that would affect their tax or employment status. Computerised personal data is kept by the company, in accordance with the requirement of the Data Protection Act. Place of work The Employee's normal place of work is 1 Naoroji Street, London, WC1X 0GB or such other place as the Company may reasonably require for the proper performance and exercise of their duties. The Employee agrees to travel on Company business, within the United Kingdom or abroad, as may be required for the proper performance of their duties. In these circumstances, the Company will endeavour to give at least 24-hours notice of travel requirements, and all travel expenses will be covered. The Employee must retain all relevant receipts during travel in order to make an expenses claim (see appendix 8 page 35).
The Employeeâ€™s normal working hours will be agreed upon in their contract. The Employee may be required to work additional hours, including evenings and weekends, if necessary for the proper performance of their duties. If additional hours are worked the employee may receive time off in lieu (TOIL) or payment. Where possible, this will be arranged in advance with one of the Directors. Where it is not possible to arrange in advance, the Employee may apply in writing for TOIL or payment. (see appendix 3 page.) By signing a contract, the parties each agree that the nature of the Employeeâ€™s position is such that their working time cannot be measured and, accordingly, that the Appointment falls within the scope of regulation 20 of the Working Time Regulations 1998. However, Employees are encouraged to take regular breaks away from their workstations throughout the day, to keep within their agreed-upon hours of work except in times of urgent business matters, and to raise any concerns with their line manager and/ or Directors.. 9
Leave and Absences Holidays In addition to public holidays the Employee shall be entitled to the number of paid holiday days as specified in their contract. The Company's holiday year runs between 1 January and 31 December. If the Appointment commences part way through the holiday year, the Employee's holiday entitlement during the first year of the Appointment shall be calculated on a pro-rata basis rounded up to the nearest whole day. Holiday time shall be approved in advance and in writing by one of the Directors (see appendix 2 page 29). A record of holiday requests and scheduling will be kept by the Practice Manager.
Requests to carry over unused holiday days to a subsequent year must be approved in writing by one of the Directors, and must not exceed 10 days. The Employee may only receive payment in lieu of carrying over unused holiday days if first agreed in writing by one of the Directors. This payment may be added to the Employeeâ€™s monthly salary in either the last month of the current holiday year, or the first month of the following year. Special consideration will be given to requests for additional leave related to bereavement and jury duty, and is
at the discretion of the Directors. If at the time of termination of employment the Employee has taken more holiday than their accrued entitlement, the Company is entitled to deduct the appropriate amount from any payments due to the Employee (on the basis that each day of paid holiday is equal to 1/156 of the salary). If notice has been given to end the term of employment, the Company may require the Employee to take any accrued but unused holiday entitlement during the notice period or, if applicable, any such holiday shall be deemed to be taken during any period of Garden Leave. During any continuous period of absence due to incapacity of one month or more the Employee shall only accrue statutory holiday under the Working Time Regulations 1998 and not contractual holiday leave days. Sickness Barker Langham encourages employees to maximise their attendance and performance at work while recognising that there will be occasions when this is not possible due to absence caused by sickness or incapacity. Up to four aggregate weeks of sickness, the Employee will receive their full pay and benefits. After 4 weeks, Statutory Sick Pay will be enforced.
If you are unable to come into work and are not able to inform the Company in advance, Employees are required to telephone 020 7278 7827 and leave a message with the Practice Manager, another colleague, or a voicemail. Email and text messages are not accepted. For absences due to sickness or incapacity exceeding seven (7) consecutive days, the Employee is required to submit and sign a Fit Note (see appendix 4 page 31). Incapacity Maternity Leave The Employee should inform the Company as soon as possible about pregnancy, so that health and safety risks may be assessed. The expected week of childbirth, date that maternity leave would start, and a signed MAT B1 certificate from your doctor or midwife must be given to your line manager as soon as poswsible. You are entitled to take reasonable paid time off during your normal working hours to receive antenatal care and your line manager may ask you to produce your appointment card before permission is granted for time off. As an Employee, you are entitled to Statutory Maternity Leave, comprised of a 26-week period of Ordinary 11
Maternity Leave (OML) and 26 weeks of Additional Maternity Leave (AML), which must be taken immediately after the OML. During these leave periods you have the same rights as outlined in your contract. If you worked continuously, full or part-time, for at least 26 weeks up to and into the 15th week before the week the baby is due, earn at least £442 per month, and have given the correct paperwork and sufficient notice, you are entitled to Statutory Maternity Pay (SMP). Under SMP the Employee is entitled to 90% of their average weekly earnings for the first six weeks. For the next 33 weeks the Employee is paid £128.73 per week OR 90% of their average weekly earnings, whichever is lower. By law, you cannot work at any time during the two-week period immediately after the date of childbirth. The Employee must use up their core and bank holiday entitlement before starting maternity leave or at the end of the leave period (where possible, in the same holiday year) before returning to work. A written request must be submitted before returning to work if flexible working hours are being requested. If the Employee decides not to return to work, the relevant notice period in the contract remains in effect.
Paternity Leave An Employee is entitled to paternity leave if they have: • been employed for at least 26 weeks by the end of the 15th week before the expected week of childbirth; • expect to have responsibility for the child’s upbringing; • be the biological father of the child, the mother's husband, partner OR civil partner; AND • be making the request for leave to help care for the child or to support the child’s mother. The Employee must request Ordinary Paternity Leave (OPL) in writing to the Company at least 15 weeks before the expected birth. You may be eligible for 26-weeks of Additional Paternity Leave (APL) within the first year of your child’s birth, provided that you satisfy all of the qualifying criteria for OPL as outlined above AND the mother has returned to work before using her full entitlement to Additional Maternity Leave.
Adoption Leave To qualify for Ordinary Adoption Leave (OAL), you must have been employed by the Company for at least 26 weeks by the end of the week in which you are notified of being newly matched with a child for adoption (UK adoptions) / by the time you have received official notification or your adoption leave is due to start, whichever is later (overseas adoptions). You must provide the Company with a matching certificate of evidence of your entitlement to adoption leave (UK adoptions) / a copy of the official notification (overseas adoptions). The Employee must provide a written request for Adoption Leave, and is entitled to up to 26 weeks’ Ordinary Adoption Leave (OAL) and a further 26 weeks’ Additional Adoption Leave (AAL). Adoption Leave will not be granted if the Employee has elected to receive Statutory Paternity Pay (SPP), is receiving Statutory Sick Pay (SPP), or if the child is expected to be placed for adoption with you, and your partner has elected to receive Statutory Adoption Pay (SAP). SAP is paid for the first 39 weeks of an employee's adoption leave, at a rate of £128.73 per week OR 90% of their average weekly earnings, whichever is lower.
Codes of Conduct Grievance Barker Langham expects that all of our staff will find their term of employment a rewarding and enjoyable experience. However, should grievance issues arise they will be handled in accordance with the provisions set out in this procedure. This procedure applies to all employees irrespective of their length of service, status or number of hours worked. This procedure is noncontractual in effect and does not form part of normal terms and conditions of employment. The Company reserves the right to change the terms of this procedure from time to time and to introduce a replacement procedure as may be required. The Company recognises that many issues that arise can be dealt with informally between the individuals concerned, and encourages all personnel to first verbally raise their issue with the relevant colleague, another trusted colleague, a line manager, and/or the Directors.
If you feel your grievance cannot be informally addressed you should write to your line manager, Practice Manager, or Director(s), outlining your concerns and asking for the matter to be considered under the formal grievance
procedure. If the grievance concerns a Manager, the letter of grievance should be issued to a Director. If the grievance concerns a Director, the letter of grievance should be issued to a Manager. Information will be kept confidential. You will then be invited to a face-toface meeting to discuss the grievance. You are welcome to have another person with you at that meeting. After the meeting you will be informed in writing of the Companyâ€™s decision regarding the grievance, and will notify you of the right of appeal against the decision if you are not satisfied with it. If you decide to appeal against that decision you should inform your Manager or Director in writing within 48 hours. The appeal will take the course of a fresh hearing which again gives you the opportunity to represent the facts. The decision from the appeal will be given to you in writing and will Disciplinary Barker Langham expects that all of our staff will behave in a manner which is consistent with good business practice and common sense. However, should disciplinary issues arise they will be handled in accordance with the provisions set out in this procedure. This procedure applies to all employees irrespective of their length of service, status or number of hours
worked. This procedure is noncontractual in effect and does not form part of normal terms and conditions of employment. The Company reserves the right to change the terms of this procedure from time to time and to introduce a replacement procedure as may be required. The Company recognises that many issues that arise can be dealt with informally between the individuals concerned, and encourages all Managers to first verbally raise their issue with the relevant Employee. If your conduct has failed to meet expected standards, despite verbal and informal interventions from your line manager, you will be required to attend a meeting with your Manager and/or Director(s) where the exact nature of the suspected misconduct will be explained in full. You are welcome to have another colleague with you at that meeting. If your Manager believes it to be justified, you will be given an initial written warning, which will give details of the misconduct and will warn that further action will result if there is a repetition of the misconduct or no satisfactory improvement within a specified period. The written warning will contain specific actions and/or objectives that need to be fulfilled in order for agreed improvement to take place. A copy will be placed on your personal file, but will be disregarded for disciplinary purposes after six months subject to satisfactory conduct. Information will be kept confidential. 15
If the misconduct is sufficiently serious or if, following a formal written warning, there is a further incident of misconduct within the period specified (whether or not of the same nature or severity), you will be required to attend a meeting with the Company Director(s) who will then decide on the action to be taken. You may be given a final written warning stating that if your conduct does not improve during a specified period, dismissal, or some other specific action, will result. The warning will contain specific actions and/or objectives that need be fulfilled in order for agreed improvement to take place. A copy will be placed on your personal file. If your misconduct is sufficiently serious, or if your conduct is still unsatisfactory following a final written warning and you fail to reach the required standards, you will normally be dismissed. After the meeting you will be informed in writing of the Companyâ€™s decision and will notify you of the right of appeal against the decision if you are not satisfied with it. If you decide to appeal against that decision you should inform your Manager or Director in writing within 48 hours. The appeal will take the course of a fresh hearing which again gives you the opportunity to represent the facts. The decision from the appeal will be given to you in writing and will be final. 16
The Company may at any time suspend the Employee during any period in which the Company is carrying out a disciplinary investigation into any alleged acts or defaults of the Employee. During any period of suspension the Employee shall continue to receive their salary and contractual benefits.
Data and Equipment Barker Langham complies with the Data Protection Act (1998), and personal data of Employees is stored securely in a password-protected digital format, and in hard-copy. At present, sensitive personal data is not collected. Employees are entitled to ask to see their personal data retained by the Company. All information related to the Company must be handled in respect of Barker Langhamâ€™s contractual confidentiality clause. Unless asked to by the Company, the Employee must not use or disclose any confidential information to any person, company or organisation, during or after the term of employment. Employees may only disclose confidential information when authorised to do so by the Company, if required by law, or if the information is already in the public domain. The Company reserves the right to monitor and review electronic data including emails, website access and Company telephones. Equipment
should be used only for business purposes. Employees who are loaned Company equipment (including all electronic hardware such as telephones, laptops, cameras and audio-visual equipment, as well as software, office supplies, books and other Company property), must sign and date the Equipment Loan Form, which can be obtained from the your line manager or the Practice Manager. If you are entitled to an office key, you will be asked to sign this out on the Equipment Loan Form. All Company equipment used in the office and off-site must be used with care to reduce the risk of damage, loss and theft. Employees may be held liable for damages or loss of equipment, which remains at the Company’s discretion. Computer monitors, printers, scanners, and other electronic devices are to be turned off at the end of one’s working day. Workspaces are to be cleaned and tidied regularly as the building’s cleaning staff are not mandated to clean the Company’s desks. Confidential information should be saved and filed appropriately. Any damages, breakages or loss
Interns and Volunteers Barker Langham is committed to welcoming interns and volunteers to the team on a temporary basis as part of an internship or work experience placement. Interns are selected on merit and their tasks, deliverables and scheduling is handled on a case-by-case basis. Interning at Barker Langham is designed to be a mutually-beneficial arrangement. While in the office, the Company has a duty of care for volunteers including health and safety-related risk-assessment (see Appendix 6 page 33). Volunteers will have at least one Employee they can contact via email, telephone and in person to discuss their work and any other concerns. Volunteers, like all members of the team, can expect to be treated with dignity and respect. Unless otherwise agreed, all volunteers and interns can claim travel expenses to-and-from the office using the Expenses Claim Form (see appendix 7 page 34), and reimbursement of other expenses related to their internship should be discussed with their line manager, Practice Manager and/or Director. Up to ÂŁ5 per day can be claimed for lunch. Letters of reference may be requested of the applicant prior to the commencement of a volunteer placement. Upon completion of a placement with Barker Langham, 18 the volunteer can request a letter of
reference, the provision of which will be at the discretion of the Company. Volunteers and interns will usually be asked to sign a Confidentiality Agreement. (see XXX) Expenses To be reimbursed for expenses incurred in the course of conducting Company business, all Employees and Volunteers/Interns should complete an Expenses Claim Form (see appendix 7 page 34), with their name, date, project name (if applicable), and bank details or other payment information. All receipts should be attached to the expense claim form, and given to the Practice Manager or other Managers. Requests to be paid in cash will be handled on a discretionary basis. Any reimbursements in cash require the payee to sign a receipt form (see appendix). Any expense claims without receipts or a claim form will be handled on a case-by-case basis and may take longer to process. Where possible, VAT receipts should be requested. Associates and other personnel who are not Employees of the Company pay include expense claims with their invoices, providing that receipts are made available where possible. For expenses incurred in other currencies, the rate of exchange used is at the discretion of the Company.
Requests for travel advances in GBP or another currency should be made in writing at least five (5) working days before the Employee intends to travel on Company business, and require approval from the Director(s). Requests for advances or reimbursements from the Companyâ€™s Petty Cash should be made through the Practice Manager or Director(s). Receipts for advances or reimbursement must be given where possible, and/or Employees may be asked to sign a receipt. Staff may from time to time be authorised to use a Company credit card issued in their name. Expenses made on company credit cards must pertain to costs related to Barker Langhamâ€™s projects, travel, and subsistence. Where meals and accommodation are provided by either the Company or its clients, company credit cards must not be used for expenses in excess of ÂŁ50 per day, unless agreed in advance with the Director(s). Receipts related to credit expenses must be submitted to the Company within 25 days of the expenditure.
Dress Code Within the office, Employees of Barker Langham are expected to wear smart/casual attire in order to best represent the Company. Clothing with racist, sexist or other offensive words or symbols is prohibited. When representing Barker Langham in extern al meetings and events, care should be taken to give a professional impression of the Company. When meetings, events and site-visits are conducted outdoors and/or at night, appropriate footwear and protective clothing should be worn.
The Company retains the right to refuse to reimburse expenses not deemed legitimate.
Leaving the Team Redundancy If an Employee has worked with the Company for two years, they are entitled to redundancy pay at the minimum rate of: one week's wages per year worked if aged between 22 and 40, one and a half weeks' pay if over 40 and half a week's pay if under 22. The Company is committed to taking all reasonable measures to avoid redundancies. In the event of a redundancy, all employees are entitled to a written explanation. Where an alternative job is available, you will usually be given the chance to apply for it; the alternative job may involve a trial period. Dismissal
From time to time the Company may need to terminate the employment of an Employee; for example, after an unsuccessful review of the probationary period, or for reasons of unacceptable conduct or capability. The Company may terminate the term of employment by paying a sum in lieu of notice (â€œPayment in Lieuâ€?) equal to the basic net salary at the date of termination, which the Employee would have been entitled to receive. The Payment in Lieu would not include
any payment of benefits which the Employee would have been entitled to receive during the period for which the Payment in Lieu is made, nor payment for any holiday entitlement. In practice, at least one week’s notice will be given to employees who have worked between one month and two years. If the Employee has worked for the Company consecutively for more than two years, at least one week’s notice would be given for each year worked, up to a maximum of 12. Handover At the end of all terms of employment, irrespective of the reasons or circumstances for leaving, the Employee must adhere to the following procedure: • Make available to the Company all passwords, contact details and key business information • Return to the Company any hardware, software or other equipment, including books and films
to the following procedure: • Make available to the Company all passwords, contact details and key business information • Return to the Company any hardware, software or other equipment, including books and films • Return all keys and passes for the premises • Work with their line manager to create at least basic handover notes for the next person to take over their role, including relevant account and password information, scope of duties, and key information on live projects, and a forwarding address. In addition the Employee may be asked to attend an exit-interview or endof-term appraisal, in order to gather feedback on how Barker Langham can improve its operations and management of human resources.
• Return all keys and passes for the premises • Work with their line manager • At the end of all terms of employment, irrespective of the reasons or circumstances for leaving, the Employee must adhere
Office Practices As part of your induction to working at the Barker Langham office, you will be introduced to the file-server and its structure. Please save your work to the appropriate shared folders on the server wherever possible, rather than to your computer’s hard-drive. If you have access to the Company’s Content Management System (CMS), you will receive in-house training and documentation on how to use this. File-naming conventions When saving files, always try to use the standard naming conventions: GENERAL DOCUMENTS Date (backwards 100526)_Project name_Type_Title of document_Version (Type being report, image, contract, presentation etc) For example: • 120526_Muwaiji_Letter_To ADACH RE INVOICES_v3 • 120526_NMoQ_Presentation_BL Delivery Plan_v1 • 120526_ RSPB Bempton_Tender_BL Submission_v2 Research Documents This refers to any materials related to research carried out on the project, including primary and secondary document, along with BL research reports and reference images. Articles consulted should be saved: AUTHOR NAME_Year_Title
For example: THESIGER_1959_Arabian Sands Photographs should be saved as: PHOTOGRAPHER (if known)_Year (if known)_description]. For example: CODRAI_1952_Young Shaikha If photographer is not known collection may be used as an alternative. For example: ADACH_1978_Old Shaikha Branding Guidelines More detailed information on Barker Langhamâ€™s branding guidelines is available on the server here: \\SERVER\av\Office\BL Brand Development\Brand Guidelines This may be updated from time to time, so if you are working on the Companyâ€™s external communications, including presentation, online communications or in-house graphic design, please consult your line manager if you are in any doubt. Purchase Requests If you require any office stationery, office equipment, research material or IT equipment, please fill in the form saved on the server here: \\SERVER\av\Office\Office Purchases This is checked regularly and your order will be considered and placed. If you have an urgent request, please notify your line manager or Practice Manager.
Company Policies Full and up-to-date versions of Barker Langham’s Company Policies are available in the office in hard-copy and digital formats. You may request to see them from your line manager, Practice Manager and/or Directors.
Quality Assurance Barker Langham strives to provide our customers with products and services which meet and even exceed their expectations. This is done with the support of – not at the expense of – our staff. We are committed to continuous improvement and our Quality Management System (QMS) provides a framework for measuring and improving our performance. Based around the ISO 9001 framework, our QMS contains the following elements. • To develop a full understanding of the needs of our customers • To actively seek customer feedback and to use this as a format for continuous assessment and improvement • To provide our employees with opportunities for training and development • To provide a safe working environment and to incorporate the best health and safety practices within our work
• To embrace the principles of sustainable development and accessibility in our work • To hold regular management reviews • To communicate regularly with all stakeholders • To regularly measure the performance of associates and suppliers • To provide a professional project management service throughout the delivery of each project or piece of work Targets and Objectives are set where appropriate, which are monitored and reviewed regularly to ensure that continual quality and performance improvements are achieved. Our QMS policy is available on our website. All staff and associates are required to read the policy and embed the ethos into their practices. The Managing Directors are both ultimately responsible for quality but all Employees are encouraged to be responsible for the quality of the service or product that is within their direct responsibility. Barker Langham takes bribery, fraud and other forms of corruption with the utmost gravity. In cases where an individual or organisation is commissioned to represent the
Company to external clients, a risk assessment would be undertaken to exercise due diligence around the prevention of bribery. Environmental policy Barker Langham recognises that our activities can have an adverse impact on the environment and we are committed to minimising this wherever possible. In particular, our most significant adverse environmental impacts result from office and transport related carbon emissions and waste. Barker Langham commits to sourcing environmentally-friendly and/or local products and services, where possible. This policy is reviewed annually and made available on the Company website. wAll Employees are expected to adhere to the waste-management systems in place in the Barker Langham office, including using the recycling and waste facilities provided and minimising the use of electricity and paper-products where possible.
Health and Safety policy Barker Langham is committed to a proactive approach to considerations of health and safety for all Employees, Associates, Interns, clients and visitors. The Company’s policy is: • to provide adequate control of the health and safety risks arising from our work activities; • to consult with our employees on matters affecting their health and safety; • to bring in expert advice on health and safety where necessary; • to train all new starters on the safety and security procedures in the building; • to provide and maintain safe office environment and equipment; • to provide information, instruction and supervision for employees; • to undertake a risk assessment for lone-workers, including when working off-site; • to ensure all employees are competent to do their tasks, and to give them adequate training; • to aim to prevent accidents, cases of work-related ill health, and breaches of security; 26
• to train staff in first aid to respond to accidents and illness at work; and • to review and revise this policy as necessary at regular intervals.
Equality and Diversity Barker Langham is committed to eliminating discrimination and encouraging diversity amongst our workforce. Our aim is that our workforce will be truly representative of all sections of society and each employee feels respected and able to give of their best. To that end the purpose of this policy is to provide equality and fairness for all in our employment and not to discriminate on grounds of gender, marital status, ethnic or national origin, disability, sexual orientation, religion or age. We oppose all forms of unlawful and unfair discrimination. All employees, whether part-time, full-time or temporary, will be treated fairly and with respect. Selection for employment, promotion, training or any other benefit will be on the basis of aptitude and ability. All employees will be helped and encouraged to develop their full potential and the talents and resources of the workforce will be fully utilised to maximise the efficiency of the organisation.
We commit to:
Harassment and Bullying
• To create an environment in which individual differences and the contributions of all our staff are recognised and valued.
Barker Langham is committed to upholding an environment of mutual respect between all personnel, and will not tolerate any form of harassment or bullying. Employees, including Managers and part-time staff, are advised to follow the grievance procedure if they are experiencing harassment or bullying.
• Every employee is entitled to a working environment that promotes dignity and respect to all. No form of intimidation, bullying or harassment will be tolerated. • Training, development and progression opportunities are available to all staff. • Equality in the workplace is good management practice and makes sound business sense. • We review all our employment practices and procedures to ensure fairness. • Breaches of our equality policy will be regarded as misconduct and could lead to disciplinary proceedings. • This policy is fully supported by senior management • This policy will be monitored and reviewed annually.
Making a disclosure in the public interest ‘Making a disclosure in the public interest’, refers to whistle-blowing. If you believe in your work place there is malpractice which threatens the public good, your employment rights should not be compromised by raising these issues. These include: criminal malpractice, environmental damage, threats to an individual’s health or safety, or a deliberate attempt to cover up these malpractices, To protect your statutory rights against penalisation or dismissal, you must: make the disclosure in good faith (with honest intent and without malice), reasonably believe that the information is substantially true, and reasonably believe you are making the disclosure to the right 'prescribed person'. --ends--
List of appendices/annexes 1. STAFF INFORMATION SHEET
Staff Details Full Name Address Telephone No. Date of Birth National Insurance No. P45
Yes / No
Emergency Contact No. Bank Details
28 1 Naoroji Street London WC1X 0GB
+44 (0)20 7278 7847
2. HOLIDAY/LEAVE APPLICATION FORM Â
Holiday Booking Sheet
Name Date of submission Holiday dates requested
Total number of days
For office use only Signed off (Manager) Number of days remaining
29 1 Naoroji Street London WC1X 0GB
+44 (0)20 7278 7847
3. TOIL APPLICATION FORM Â
Overtime Booking Sheet
Name Date requested Dates of days or hours worked overtime
Reason for overtime
Signed off (Manager)
For Office use only Number of TOIL days approved: __________ Dates to be taken: _______________ Overtime payment: ________________
1 Naoroji Street London WC1X 0GB
+44 (0)20 7278 7847
4. FIT NOTE
Statement of Fitness for Work
Patient’s name I assessed your case on: ___/___/___ and, because of the following condition(s):
I advise you that:
you are not fit for work you may be fit for work taking account of the following advice:
If available, and with your employer’s agreement, you may benefit from: a phased return to work
__________________________________________________________________________ This will be the case from ___/___/___ to ___/___/___ I will / will not need to assess your fitness for work again at the end of this period. (Please delete as applicable) Doctor’s signature _____________________________ Date of statement ___/___/___ Doctor’s address
31 1 Naoroji Street London WC1X 0GB
+44 (0)20 7278 7847
5. EQUIPMENT/ PROPORTY LOAN
Equipment Loan Sheet Name Tom
Item borrowed Audio recorder + 2 microphones Projector 2 Books on Qatar
Pre-Oct 2011 Nov 2011 Pre-Oct 2011
27 Jan 2012
Office Keys # n/a n/a 1 2 3 4 5 6 7 8 9 10
Name Fiona Mark Darren Emily Aisha Lucy Eric Janice Liza Rachel T
(pre-Oct 2011) (pre-Oct 2011) 24 Oct 2011 24 Oct 2011 24 Oct 2011 27 Oct 2011 2 Nov 2011 27 Oct 2011 14 Dec 2011 14 Dec 2011
32 1 Naoroji Street London WC1X 0GB
+44 (0)20 7278 7847
6. HEALTH AND SAFTEY RISK ASSESSMENT
Risk Assessment Form Date: ____/____/____
_____________________________________________________________________________________ (on-site / off-site + project) People possibly affected by activity: ____________________________________________
Task / Project
How Likely is it to happen?
Level of risk (1-5)
What action(s) will be taken?
7. EXPENSES CLAIM FORM
Barker Langham Expense Claim Form
Employee Information Name Position Project Date
Pay Period From To
£ £ £ £ £
Subtotal £ Advances TOTAL £
Receipt I ____________________________ have received the sum of ÂŁ___________ from Barker Langham Ltd. on ____/____/____.
On behalf of Barker Langham Ltd: Name (print):
Receipt I ____________________________ have received the sum of ÂŁ___________ from Barker Langham Ltd. on ____/____/____.
9. CONFIDENTIALITY FORM
THIS CONFIDENTIALITY AGREEMENT is dated the ___/___/___ BETWEEN BARKER LANGHAM
1 Naoroji Street London WC1X 0GB United Kingdom AND
__________________________________________________ I, _______________________, shall not, either during the term or after the expiration of my work for Barker Langham disclose any proprietary or confidential information relating to Barker Langham’s Projects in the Middle East, UK or elsewhere, without prior written consent from one of Barker Langham’s Directors – Darren Barker or Eric Langham. In addition I will keep confidential all information relating to Barker Langham’s projects and I will not disclose this information to any other person unless sanctioned by one of Barker Langham’s Directors (as above). I hereby assume responsibility for any breach of the terms of this agreement. Signed:
36 1 Naoroji Street London WC1X 0GB
+44 (0)20 7278 7847
Name of Policy (long version) QUALITY MANAGEMENT/ASSURANCE Barker Langham Ltd is a global cultural consultancy, specialising in visioning, strategic planning and development of cultural heritage projects across the world. We do our upmost to provide our customers with products and services which meet, and even exceed, their expectations. Policy Context Barker Langhamâ€™s success is founded on consistently producing services and products of a high quality, across its portfolio. Committed to continuous improvement, the Company has established a Quality Management System which provides a framework for delivering outputs, as well as measuring and improving our performance. Aims and Purpose Barker Langham continues to strive for the highest possible standards of client service and product quality in all aspects of its business. To facilitate this, the Company ensures the personnel and time frame of each project is well-considered, and where appropriate, targets and objectives are set. 38
These are monitored and reviewed regularly to ensure continual improvements of quality and performance. The purpose of this policy is to reassure clients, partners and internal personnel that Barker Langham has the management systems and processes in place to consistently deliver outputs and services which meet â€“ and ideally, exceed â€“ the expected and contractual standard. Principles Barker Langham recognises that quality is a central pillar of its processes, products and attitude to its clients, partners and personnel. By developing processes for projects and internal management, the Company ensure quality-checks are carried out from the inception of a project, through its delivery, and during evaluation and follow-up. Every document and presentation issued by Barker Langham has been checked for consistency, clarity and quality. Barker Langham strives to ensure that its employees are at all times working within a safe environment and positive infrastructure. The competence of its personnel is regularly reviewed and
assessed, and regular opportunities for professional development are offered. This is designed to continually improve their performance and assist in career development, along with improving client satisfaction.
• To regularly measure the performance of associates and suppliers • To provide a professional project management service throughout the delivery of each project
Procedures Barker Langham’s quality management system (QMS) provides a framework for measuring and improving our performance. Our QMS is based around the ISO 9001 framework and contains the following elements: • To develop a full understanding of the needs of our client 2 • To actively seek feedback and to use this as a format for continuous assessment and improvement • To provide our personnel with opportunities for training and development • To provide a safe working environment and to incorporate the best health and safety practices within our work • To embrace the principles of sustainable development and accessibility across our work
Implementation • The short version of the Company’s quality policy is available on our website. • All staff and associates are required to read the policy and to embed the ethos into theirpractices. All staff have a responsibility to adhere to this policy and will be made aware of it as part of their induction, supervision and training. • The Directors and Practice Manager are ultimately responsible for quality assurance but all employees are encouraged to be responsible for the quality of the service or product that is within their direct responsibility • The Company is responsible for ensuring the implementation and annual review of this policy
• To hold regular management reviews • To communicate regularly with all stakeholders 39
Barker Langham Ltd is a global cultural consultancy, specialising in visioning, strategic planning and development of cultural heritage projects. Barker Langham recognises that our activities could have an adverse impact on the environment and we are committed to minimising this wherever possible.
The Practice Manager is responsible for implementing the environmental policy, though all staff, associates and senior management are expected to fully commit to this policy and implement it in their work.
Policy Context The most significant adverse environmental impacts result from transport related carbon emissions and general office waste. These are the key areas of focus for documentation and improvement. Aims and Purpose Sustainability is a theme which runs throughout the business planning and interpretive services offered by Barker Langham, and the Company also interrogates its own efforts towards sustainability. Principles Recognising that the activities of all organisations have an effect on the environment, Barker Langham is committed to document its ecological effects and set targets for improvement. By continuously reviewing and improving our efforts, we work toward reducing and offsetting our environmental impact. 40
Since 2011, Barker Langham has been based within a building managed by a company with both ISO 14001 and ISO 9001 certification. This results in an office environment that offers comprehensive recycling, water management and pro-active energy conservation. Barker Langham commits to sourcing environmentally-friendly products and services, where possible, including recycled materials. Energy use within the office is monitored, and equipment is recycled or disposed of in the most environmentally-friendly way possible. As a member of the Islington Climate Change Partnership, we are part of the growing movement in our local borough. From 2012, the Company monitors its air mileage, in order to contribute to carbon offsetting. Within the United Kingdom, the vast majority of our travel is undertaken by train or bicycle, and on the occasions when taxis are used, it is with companies that are ISO 14001-accredited and/or provide petroleum-electric hybrid vehicles.
Implementation This policy is reviewed annually alongside a review of our performance against objectives and targets. The most up to date version will be publicly available on our website. All personnel will be required to read and follow the environmental policy. HEALTH & SAFETY
While health and safety is the responsibility of all personnel, the Company recognises its duty of care over full-time, part-time and occasional staff, as well as volunteers and visitors. This is a legal responsibility, to provide a safe working environment, safe work equipment, and safe methods of work. Procedures
Barker Langham aims to meet these commitments through the following:
Barker Langham Ltd is committed to ensuring the safety and well-being of our employees, associates, interns, clients, and other visitors.
• consulting with our employees on matters affecting their health and safety
Aims and Purpose
• bringing in expert advice on health and safety where necessary
Barker Langham is committed to a proactive approach to considerations of health and safety for all employees, associates, interns, clients and visitors. The purpose of this policy is to assure all personnel and visitors that reasonable measures have been taken to ensure their safety, security and wellbeing. Principles We do our utmost to provide a safe and healthy office environment, and assess the risks of Company personnel when their duties are performed offsite.
• training all new starters on the safety and security procedures in the building • providing and maintain a safe office and equipment • providing information, instruction and supervision for employees • undertaking risk-assessments for lone-workers, including when working off-site • ensuring all employees are competent to do their tasks, with adequate training • training staff in first aid to respond to accidents and illness at work
• aiming to prevent accidents, cases of work-related ill health, and breaches of security Any concerns regarding health and safety should be addressed to the Practice Manager. Any accidents at work should be reported in the Accident Book. Any accidents occurring outside of office hours should be reported to Buro Four Security. Any accidents occurring on site-visits or while meeting clients should be reported to one’s line manager. The escape route in the event of a fire is posted on the wall of the office, near the front door. The first aid kit is located near the front door. The fire blanket is located in the kitchen. Entry to the office building requires a security pass. Visitors must be announced in advance and sign in and out at the front desk. In some occasions, a temporary pass will be granted. For security reasons, exiting the building should be through the front entrance; exiting by Fernsbury Avenue is only permitted during the daytime and in the event of a fire. Entrance to the Barker Langham office is restricted to key holders and their guests. The last staff member to leave the office MUST lock the front door, ensure all windows are closed, turn off all lights and turn off all electrical 42
equipment (including computer monitors and printers). No smoking is permitted within the Company premises, except in designated areas. Implementation • All staff and associates are required to read and understand this policy and to undertake due diligence in creating and maintaining a safe and healthy work environment. • The designated First Aider is the Practice Manager. • The Company is responsible for ensuring the implementation and annual review of this policy
EQUALITY & DIVERSITY POLICY
The Company opposes all forms of unlawful and unfair discrimination.
Barker Langham Ltd. is committed to eliminating discrimination and encouraging diversity amongst its workforce.
All employees, whether part-time, fulltime or temporary, will be treated fairly and with respect.
Aims and Purpose Our aim is that our workforce will be truly representative of all sections of society and each employee feels respected. To that end the purpose of this policy is to provide equality and fairness for all in our employment and not to discriminate on grounds of gender, marital status, ethnic or national origin, physical ability, sexual orientation, religion, belief or age. The purpose of this statement is to ensure equal opportunities for all workers, job applicants and clients of Barker Langham. Regardless of background or belief, the Company seeks to promote and encourage a culture of equality. Principles While recognising that there are important differences in the way issues of equality impact upon different groups and individuals, this policy underlines that a core priority of Barker Langham is to provide an operational environment in which discrimination of any kind will not be
Procedures Selection for employment, promotion, training or any other benefit will be on the basis of aptitude and ability. All employees will be supported and encouraged to develop their full potential and the talents and the resources of the workforce will be fully utilised to maximise the efficiency of the organisation. To this end, Barker Langham commits to the following: â€˘ To create an environment in which individual differences and the contributions of all our staff are recognised and valued. â€˘ Every employee is entitled to a working environment that promotes dignity and respect to all. No form of intimidation, bullying or harassment will be tolerated. â€˘ Training, development and progression opportunities are available to all staff. 43
• Equality in the workplace is recognised as good management practice. • We review all our employment practices and procedures to ensure fairness. • Breaches of our equality policy will be regarded as misconduct and could lead to disciplinary proceedings. • This policy is fully supported by senior management. • This policy will be monitored and reviewed annually. Any concern or grievance can be raised using the informal or formal means specified in the Grievance Procedure as outlined in the Barker Langham Employee Handbook.
AUTHORISED LEAVE POLICY Authorised leave is leave that is mutually agreed upon between Barker Langham Ltd. (“the Company”) and the Employee. It is to be approved in writing by one of the two Directors, Darren Barker or Eric Langham prior to the leave being taken. Authorised leave includes: • Annual Leave / Holiday Leave • Bank Holidays • Time Off In Lieu (TOIL) • Compassionate Leave • Jury Service • Maternity, Paternity and Adoption leave (see separate Policy) Policy Context
Implementation • The Company is responsible for ensuring the implementation and annual reviews of this policy • All staff have a responsibility to adhere to this policy and will be made aware of it as part of their induction, supervision and training
Barker Langham’s success is founded on the skills, energy and commitment of its employees. On occasions staff may be required to work beyond their contracted hours in order to meet the needs of the Company. This goodwill and adaptability make it possible to provide a responsive and flexible consultancy service and cope with competing demands. The Company also recognises its duty to protect the health, safety and wellbeing of its staff by ensuring that they are not overworked and take
their annual leave and public holidays, and are recompensed where applicable by time off in lieu (TOIL). TOIL is defined as: “time off which an employee is allowed to take instead of overtime pay for hours worked beyond contracted hours, when mutually-agreed upon between the Company and the employee.” Authorised leave may also be applied for in exceptional circumstances, including bereavement and jury duty. Guidelines around parental leave are in line with statutory rights and can be found in the Employee Handbook. This policy does not form part of an employee’s contract of employment and may be reviewed and revised from time to time in line with current best practice and statutory requirements and to ensure that the needs of the Company are met.
Aims and Purpose • To set out a framework for how authorised leave is managed within the Company • To outline a procedure for applying for annual leave, TOIL and exceptional leave • To ensure all staff, including managers, understand their rights and responsibilities around authorised leave
Annual leave Principles The Company recognises that annual leave (or ‘holiday days’) are not only a statutory requirement, but necessary for the well-being, productivity and morale of the staff. The number of annual leave days is specified in the employment contract of each staff member, and are exclusive of Bank Holidays. Annual leave requests must be submitted in writing, normally no less than one week before the requested leave period, and must be approved in writing by one of the two Company Directors. In order for annual leave to be managed appropriately, the Company and its staff will adhere to the following principles: • Annual leave is important for the health and well-being of all staff members, including part-time employees • Annual leave is a statutory right for all full- and part-time employees • Staff and managers should aim towards using all annual leave days in a calendar year. While provision is made for applications to carry over unused leave days or receive payment-in-lieu, these should be exceptions rather than the norm. • In addition to public holidays all employees shall be entitled to the number of paid holiday days as
specified in their contract • In calendar years where there are more than 8 public holidays, granting leave for the additional bank holidays is at the Company’s discretion Procedures Planning leave • The Company’s holiday year runs between 1 January and 31 December. • If the Appointment commences part way through the holiday year, the Employee’s holiday entitlement during the first year of the Appointment shall be calculated on a pro-rata basis rounded up to the nearest whole day. • Holiday days shall be approved in advance and in writing by one of the Directors, using the Company’s leave request form. All annual leave days should be taken in a calendar year, but the dates of leave are at the discretion of the Company. • If an Employee wishes to work through a Bank Holiday, they may apply in writing to the Director(s) to request a day off in lieu.
Accruing and recording leave • The employee must complete and submit the Company’s Holiday Booking Form, ideally one week before the request leave dates. • Approval of leave dates is at the discretion of the Company Directors and must be agreed in writing prior to the leave being taken. • A record of holiday requests and leave days will be monitored by the Practice Manager and Directors. • Requests to carry over unused holiday days to a subsequent year must be approved in writing by one of the Directors, and must not exceed 10 days. • During any continuous period of absence due to incapacity of one month or more the Employee shall only accrue statutory holiday under the Working Time Regulations 1998 and not contractual holiday leave days. Taking leave • If notice has been given to end the term of employment, the Company may require the Employee to take any accrued but unused holiday entitlement during the notice period or, if applicable,
any such holiday shall be deemed to be taken during any period of Garden Leave. • If at the time of termination of employment the employee has taken more holiday than their accrued entitlement, the Company is entitled to deduct the appropriate amount from any payments due to the Employee (on the basis that each day of paid holiday is equal to 1/156 of the salary). • The employee may only receive payment in lieu of carrying over unused holiday days if first agreed in writing by one of the Directors. This payment may be added to the employee’s monthly salary in either the last month of the current holiday year, or the first month of the following year. • Special consideration will be given to requests for additional leave related to bereavement and jury duty. These should be requested in writing and would be approved at the discretion of the Directors. • For details of planning, recording and taking parental leave, please see the relevant Policy.
TOIL Principles The Company recognises that TOIL allows the Employers to ensure that service needs are being met in a timely and flexible manner, and allows Employees to time off for additional work required by the Company. In order for TOIL to be managed appropriately, the Company and its staff will adhere to the following principles: • TOIL is not a tool to be used to accrue time to enable extra days leave to be taken. Staff should generally carry out their duties within their contracted hours • TOIL is an exceptional rather than a routine occurrence. It is to ensure that when employees have to work beyond their contracted hours, this time can be taken back • When it is foreseen by staff and their line managers that additional working hours will be required, including hours/days of travel for Company business, any TOIL that is to be accrued must be agreed in writing in advance with an employee’s line manager • TOIL should not result in changes to normal contracted hours or arrangements, such as a particular afternoon becoming a ‘TOIL afternoon’ 47
• TOIL cannot be accrued by an employee working through their lunch break • The scheme must be utilised in the best interests of effective service provision. This requires co-operation between staff and managers to ensure adequate cover is provided as necessary • Special consideration will be made by the Company for requests related to required national and international business travel. Procedures Planning work • Where possible, employees must agree with one of the two Directors, in advance and in writing, any time to be worked outside of contracted hours for specific pieces of work. • Where it is not possible to foresee working exceptional hours or days, a tally of extra hours, description of the work, and name of the Project should be submitted in writing to the employee’s line manager and/or one of the two Company Directors within 5 working days of working the additional hours.
• Where an employee has agreed to work outside of their contracted hours, they should aim, where
possible, to discuss with their line manager adapting their existing contracted pattern (for instance, by coming in earlier or later to work or working on a different day of the week) rather than accrue TOIL.
Accruing and recording TOIL • Staff may accrue TOIL in multiples of one hour OR one working day (i.e., 8 hours) • Employees will not accrue more than two days of TOIL in each month, except in exceptional circumstances and with prior consent of their line manager • An employee working on a weekend, if not part of their contracted hours, will accrue TOIL • Employees are responsible for completing their own TOIL recording sheet, which should be passed to their line manager and/ or one of the two Directors for signed authorisation, either prior to the extra hours/days being incurred, or within 5 working days afterward. • The recording sheet will be monitored by the Company Practice Manager and Directors
• TOIL must be taken within the same month as accrued unless agreed in advance in writing
Expenses are payments made by Barker Langham Ltd. (“the Company”) to an employee, associate, intern or volunteer to reimburse their business expenses. Business expenses are those incurred by an employee “wholly, exclusively and necessarily” in the course of performing one’s role.
• TOIL accrued and not redeemed in this way will be lost • Employees must obtain their written approval before taking any TOIL. The recording sheet will be monitored by the employee’s line manager. • On termination of employment, all TOIL must be at a zero balance. Employees will not be paid in lieu of accrued TOIL which has not been taken by the final date of employment.
Implementation • The Company is responsible for ensuring the implementation and regular reviews of this policy • All staff have a responsibility to adhere to this policy and will be made aware of it as part of their induction, supervision and training
Policy Context Barker Langham endeavours to cover all costs associated with ensuring staff (including associates and volunteers) are able to perform their agreed-upon duties to the best of their ability. This includes providing office supplies and equipment, as well as the provision to request a travel advance. On some occasions, however, employees may be required to make an expense in advance and apply to reclaim these funds from the Company. Business expenses are most likely to be for travel to and from a location necessary to the fulfillment of the employee’s role (for example, a site visit or a meeting venue). They may also include accommodation and subsistence during such a trip. While the Company would normally endeavour to make travel arrangements for employees in advance, including payment of said arrangements, in some cases the employee, associate or intern will be expected to make these purchases at their own expense and apply for reimbursement.
This policy does not form part of an employee’s contract of employment and may be reviewed and revised from time to time in line with current best practice and statutory requirements and to ensure that the needs of the Company are met Aims and Purpose • To set out a framework for how business expenses are managed within the Company • To outline a procedure for applying for reimbursement of expenses • To ensure all staff, including managers, understand their rights and responsibilities around expenses Expenses Principles In principle, the Company endeavours to cover all foreseeable expenses its staff may incur in the fulfilment of their duties. When this is not possible, the employee must retain receipts or invoices related to their expenditure and complete an Expense Claim Form. In the case of associates and other workers who are not on Barker Langham’s payroll, expense claims and supporting documents are normally to be submitted with an invoice. The reimbursement of an expense 50
which an employee must incur in carrying out their employment does not represent any such personal benefit or gain, and so does not constitute earnings. The reimbursement of an expense which is not necessary to the fulfilment of one’s contractual or agreed-upon duties may be paid at the sole discretion of at least one of the Directors, however this would be included in the employee’s monthly pay packet and therefore is subject to deductions of tax and national insurance contributions. All expense claims are at the sole discretion of the Company Director(s), and may be paid in cash, by cheque, or through bank transfer. In order to qualify as a reimbursable expense, all of the following must apply: • the expense must be one that each and every holder of that employment role would have to incur, • the expense must be necessarily incurred, • the expense must be incurred in the performance of the duties of the employment, • the expense must be incurred and, the expense must be wholly and exclusively incurred.
Example 1: An employee is going to a site visit with a client team based in a rural area in England. She expects to have to walk on the site, possibly in muddy and rocky conditions. She purchases a pair of £50 hiking boots and submits the receipt along with her expense claim for travel and accommodation. The Company may consider that the boots will not be used wholly and exclusively for BL site visits, and therefore opt not to approve the expense claim. On the other hand, the Company may consider that the boots are necessary for the fulfilment of the specific employment role and therefore allow the expense. Example 2: An employee is asked to go to the British Library to locate some research materials. The photocopying costs £15 and the employee was not given a cash advance prior to the trip. He pays for the photocopying and obtains and receipt. In order to satisfy the requirements of his job, the employee was required to incur this expense, and with the receipt as supporting documentation, this expense would be reimbursed as soon as possible. Had the employee submitted an expense claim for membership to the British Library, the Company would be within its rights to question whether this would be exclusively used for company business.
Procedures Planning expenditures • If an expense can be predicted, for example travel and accommodation for a site visit or business meeting, one’s line manager and/or Directors will try to anticipate and cover these expenses. • If you have any queries, always approach a line manager to discuss how expenses will be covered. Options could include: a cash
advance, use of a company credit card, or reimbursement after the expense is incurred. • When travelling for Company business, it is good practice to also carry a personal bank card, credit card, and/or cash, for unforeseen expenses and emergencies. • Employees who are covered by the Company travel insurance policy, must carry their policy number and relevant details whenever travelling for business and retain documentation for any expenses related to emergency 51
situations, including for medical treatment. Applying for reimbursement of expenses • The employee must complete and submit the Company’s Expense Claim Form, ideally one week after the expenses have been incurred. Ask your line manager if you are unclear where to find, or how to complete, this form • Approval of reimbursement of business expenses is at the discretion of the Company Directors and may be paid in any form deemed most suitable by the Company. • The definition of an acceptable business expense is at the discretion of the Company Directors, who retain the right to refuse an expense claim, insist on a repayment of unacceptable expenses made on a company credit card or petty cash, and/ or insist that reimbursement to the employee be made through payroll. • The Expense Claim Form must be filled in to the best of your ability, including dates, project names, receipts, and clearly note any expenses incurred in foreign currencies. All available receipts and other relevant supporting documentation must be attached 52 to the claim form.
Reimbursements • If the expense incurred by the employee or associate is deemed acceptable by the Company (i.e., that the expense is wholly, exclusively and necessarily required in order to complete one’s employment role), reimbursement would be made within one month for employees on payroll and interns, and within 45 days for associates. • Reimbursement remains at the discretion of the Director(s) • Payment may be made in cash, by cheque or by bank transfer • Any disputes, queries or concerns can be raised with one’s line manager and/or Director(s), following the Grievance Policy as outlined in the Barker Langham Employee Handbook. Specific guidelines • For business travel in the UK, employees should endeavour to travel by train or coach travel, rather than taxis or air travel, where possible. • Requests to travel Business Class or First Class should be made in advance and approved by at least one Director
• The employee should endeavour to arrange to take necessary office supplies (such as stationery) and/ or borrow company electronic equipment, rather than purchase these and submit an expense claim • Staff may from time to time be authorised to use a Company credit card issued in their name. Expenses made on company credit cards must pertain to costs related to Barker Langham’s projects, travel, and subsistence. Where meals and accommodation are provided by either the Company or its clients, company credit cards must not be used for expenses in excess of £50 per day, unless agreed in advance with the Director(s). Receipts related to credit expenses must be submitted to the Company within 25 days of the expenditure.
meals are provided by the hotel, it is expected the employee would avail of this or fund their own meals if choosing not to eat at the hotel. Considerations would be made for business entertainment. • The Company retains the right to accept, disallow, or dispute any expense claims.
• For expenses related to subsistence, local travel and accommodation in locations outside the United Kingdom, the Company uses the benchmarks in Appendix 1 as a guideline. • The approval of an expense claim or use of a company credit card for an employee travelling abroad for business would take into consideration meals and local transportation which may already be paid for by the client or another third party. Where 53
Guidelines for Managers Test: Are the following “staff entertainment,” “business entertainment,” or “subsistence”? 1. One of the Directors takes a Manager to lunch to discuss next year’s budget at a restaurant near the office. 2.The research team visit the local pub to celebrate winning a new project. 3.One of the Directors takes a Consultant to dinner while they are away on business; no business was discussed over dinner. 4. A client is in town and he is invited by the Directors to meet with some staff over drinks at his hotel. 5.The design team work late on a Friday evening to meet a deadline and pizza is ordered in for them. 6.An associate is in London for the week to work on a company project. The office staff taken her out for lunch three days in a row. Answers 1. Staff entertaining as only directors and staff are present. 2. Staff entertaining as only staff are present. 3. Subsistence as both staff are away from their usual place of work. 4. Business entertaining as staff are entertaining a client for a bona fide business reason. 5. Staff entertaining because the staff get the pizza. 6. Lunch for the staff is staff entertainment as they are near their usual workplace. Lunch for the associate is subsistence.
Implementation â€˘ The Company is responsible for ensuring the implementation and regular reviews of this policy â€˘ All staff have a responsibility to adhere to this policy and will be made aware of it as part of their induction, supervision and training