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TRUVO IRELAND EMPLOYEE HANDBOOK 2009


TRUVO IRELAND EMPLOYEE HANDBOOK 2009 CONTENTS

Section 1:

Preamble

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1. Introduction to Our Company 2. Truvo Mission Statement 3. Company History 4. Our People Promise 5. Benefits of Working with Truvo 6. Our Management Team 7. Truvo Corporate Responsibility

Section 2:

General Terms and Conditions of Employment

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8. Hours of Work 9. Method and Frequency of Salary Payment 10. Probationary Period 11. Retirement 12. Expenses 13. Pension Scheme 14. Healthcare 15. Induction Policy

Section 3:

Equality

16. Dignity at Work Statement 17. Equal Opportunities Policy 18. Bullying Policy 19. Harassment and Sexual Harassment Policy 20. Recruitment and Selection 21. Promotion Opportunities

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Section 4:

Company Leave

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22. Annual Leave 23. Maternity Leave 24. Adoptive Leave 25. Parental Leave 26. Forced Majeure 27. Compassionate Leave 28. Jury Service 29. Career Break

Section 5:

Employee Relations

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30. Grievance Policy and Procedure 31. Disciplinary Policy and Procedure 32. Employee Retention Policy 33. Notice Periods 34. Attendance Management Policy and Procedure 35. Time Keeping Policy 36. Intoxicants Policy 37. Right of Search 38. Dress Code and Appearance 39. Smoking Policy

Section 6:

Confidentiality

40. Confidentiality Agreement 41. Restrictive Covenant Clause 42. Acceptance and Acknowledgement

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4 PREAMBLE

INTRODUCTION TO TRUVO IRELAND OUR COMPANY Truvo Ireland, formerly Golden Pages Ltd, is the first choice in local search and advertising in Ireland.

WHO WE ARE Truvo is a specialised sales and marketing company focusing on local search and advertising products. Our products include: The Golden Pages Directory, goldenpages.ie, The Local Golden Pages Directory, m.goldenpages.ie, eircom Phonebook, eircomphonebook.ie, Truvo Search Marketing and further products currently in development. Truvo is your premier source of local intelligence about products & services, providing local search and advertising services in Ireland.

WHY? The name Truvo unites our products, services and companies around the world. The name reflects our reinvented and rapidly evolving company. Our new brand name echoes our rich heritage of leadership and innovation, our responsive commitment to continued evolution, our passion and commitment to our customers and our streamlined and intuitive new identity.

WHAT WE DO? Truvo is a leading international directories business operating in the classified advertising market through print and online products. We create value by providing an integrated portfolio of cost-effective and simple-to-use advertising that connects buyers quickly and efficiently with sellers. We offer a range of complementary services, in print and online, to assist the consumer in making informed purchase decisions. Our services connect the consumer quickly and intelligently to an extensive choice of relevant service providers in close proximity.

LOCAL INTELLIGENCE It's not just our name that has changed. We believe that today’s users and advertisers want a meeting point where they can quickly and easily find what they are looking for, when they want it, and through whichever channel they prefer. We meet these needs.

PREAMBLE Truvo – publishers of Golden Pages and goldenpages.ie, 2009.


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MISSION STATEMENT At Truvo, our mission statement not only encapsulates all that we are, it also defines our purpose for existence and our new vision for the future.

Here at Truvo Ireland Ltd., our mission statement is:

‘To be the first choice in local search and advertising’

We are, and will continue to be, the first choice in Ireland for local search and advertising.

As the market evolves, so too do we. We will expand what we’re doing and exploit new opportunities. By continuing to evolve and adapt, we will remain indispensable to our customers and ensure our success.

COMPANY HISTORY Truvo Ireland is built on the solid foundations of a superbrand, the Golden Pages Directory, which has been in existence for nearly 40 years.

OUR SUCCESS IS BASED ON: A commitment to our customers and a pro-active customer care system that listens to and respects our customers’ opinions.

A strong sense of innovation and a continued ongoing progress that reflects our flexible and agile nature.

A responsive and responsible attitude to everything we do.

A straightforward approach that combines experience, rich heritage, and intuition to provide second-to-none products and services.

PREAMBLE Truvo – publishers of Golden Pages and goldenpages.ie, 2009.


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WE ARE PROUD OF OUR HERITAGE: 1968 The Department of Posts and Telegraphs (P&T) awarded the contract for the first official classified directory in Ireland to International Telephone and Telegraph World Directories Incorporated (ITTWD).

1968 Golden Pages Company Formed.

1969 The first edition of the Golden Pages Directory is published. This edition is distributed throughout the Republic of Ireland (26 counties).

1972 The launch of Golden Pages in two editions - Part I covering Dublin and Part II covering the rest of the country.

1976 Golden Pages breaks even operationally.

1983 Golden Pages Ltd launches six books.

1984 Joint venture embarked on between ITTWD and Telecom Eireann (newly privatised Department of Post & Telegraphs).

1984 Part II directory divided into six regional books.

PREAMBLE Truvo – publishers of Golden Pages and goldenpages.ie, 2009.


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1986 White Pages re-launched in five separate sections with, for the first time, white and Golden Pages incorporated in the same directory.

1998 Golden Pages Ltd is acquired by the Dutch media and information group VNU World Directories from ITT.

1999 First separate residential phone book delivered to the Irish public.

1999 GoldenPages.ie launched.

2002 Eircom (formally Telecom Eireann) sells its share of Golden Pages to VNU World Directories.

2003 A vastly improved commercialised GoldenPages.ie site is launched allowing advertisers to access the new internet market.

2004 APAX and Cinven buy World Directories from VNU a new chapter in the Golden Pages history is about to be written.

2006 The Local Golden Pages is founded. We focus on our goal of being first choice for classified and local search in Ireland.

2007 eircomphonebook.ie is launched. Golden Pages Ltd. rebranded as Truvo Ireland Ltd.

PREAMBLE Truvo – publishers of Golden Pages and goldenpages.ie, 2009.


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Truvo is the new name to fit our future development plans. The name unites our products, services and companies around the world and reflects our reinvented and rapidly evolving company.

OUR PEOPLE PROMISE

Our People Promise is a set of principles designed to help guide us, and our company, in our relations with each other.

These principles help describe how we will work together to ensure common success, recognising that the company consists of one team.

Our company is not just a random group of people. Here at Truvo Ireland, each individual contributes something special to make our company what it is. All of us are important, to each other and to the company we make up.

All of us have our own personal expectations of employment but often, if we take a closer look, we find that our expectations are really very similar. What we all expect may be common sense, but it is good to share: foundations of our culture, such as respect, satisfaction and enjoyment, opportunity and recognition. These are things that we can expect from our colleagues in return for fulfilling similar expectations ourselves.

Fulfilling expectations is why the People Promise exists. No matter who we are and what our precise function may be, we can count on certain basic values, which explain the way we work together: •

Respect for who we are, recognition for what we do

Having room to grow and develop, and freedom for initiative.

Clear communication, and fruitful dialogue based on listening to your opinions.

Open and straightforward leadership, with the clarity of our common goals in mind.

And always remembering to enjoy ourselves, having fun as we celebrate our results.

These are the elements of our People Promise, the promise we at Truvo Ireland, make to ourselves.

PREAMBLE Truvo – publishers of Golden Pages and goldenpages.ie, 2009.


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BENEFITS OF WORKING FOR TRUVO IRELAND The individuals that make up this company have a lot in common. We share goals, colleagues and customers. We share passion, energy and commitment. We share the same vision.

When you join our team, we promise to provide a happy and energetic working environment where you will have room to grow and develop, freedom to express your own initiative, open and honest leadership and clear communication. As a team we can grow as one with our common goals in mind.

Careers Truvo Ireland is, and will continue to be, differentiated from other companies by the quality of our people. It is our firm and sincere belief that a strong commitment to investment in our people will strategically position us to respond dynamically and responsively in an increasingly customerdriven industry.

Our HR department is responsible for the attraction and retention of employees who are committed to our company, our products and our customers. For us, teamwork is 'key' and we constantly strive to provide a challenging, interesting and rewarding work environment within which our people’s careers can grow and mature.

Here are some of the benefits you will enjoy working for Truvo Ireland:

General Benefits •

Leave - Annual Leave is 22 days per annum for all employees (except Managers/Directors).

Service days - Employees receive an extra days annual leave for every 5 years service with the company, up to a maximum of 6 days.

Maternity Leave - During Normal Maternity Leave, salary payments will continue to be paid to employees less any payments made under the Maternity Allowance Scheme (administered by the Department of Social, Community and Family Affairs).

PREAMBLE Truvo – publishers of Golden Pages and goldenpages.ie, 2009.


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Paternity Leave - We recognise that the birth of a new baby is an extremely important time for families; to accommodate this, we grant 5 days paid leave to all permanent male employees on the birth of their child.

Marriage Leave - All permanent employees receive an extra 5 days paid leave when they get married.

Compassionate Leave - In the unfortunate circumstances of the death of an immediate family member, the company grants 3 days paid leave for employees.

Pension Scheme - A pension scheme is provided by the company to allow employees to invest in their long-term future. All permanent employees between the ages of 18 and 60 must join the plan and both employees and the Company contribute to the plan. Employees contribute 5% of pensionable pay and the company pays the balance of the cost of the plan benefits following actuarial advice.

AVCs - Members of the Pension Plan may also make additional contributions to the pension plan to increase retirement benefits. These additional contributions known as Additional Voluntary Contributions (AVCs) currently receive PRSI and Income tax relief.

Life Insurance - Life Insurance is provided as part of our pension plan with benefits paid from the plan to your widows/widower and dependant children whether you die in service or after retirement.

Disability Insurance - The Pension plan also provides for a regular income if you are unable to work for a prolonged period because of illness or disability.

Sick Pay - From time to time, employees are not capable of coming to work due to genuine medical illness. Accordingly, the company operates a sick pay scheme for employees.

Health Benefits The company has a strong interest in ensuring that employees stay fit, happy and healthy. For this reason, we provide the following health benefits for employees: •

Health Insurance - the company encourages all permanent employees to purchase private medical care. To encourage this, the company will, on production of evidence of private medical insurance, subsidise the cost of this insurance to a maximum of 3% of basic salary.

Health & Safety Committee - A health & safety committee has been set up and consists of representatives from departments across the business. The committee is responsible for planning Health & Safety activities across the organisation.

Health Screening - Every two years, we run a Health Screening Programme. Co-ordinated through the Human Resources Department, employees can undergo health screening up to

PREAMBLE Truvo – publishers of Golden Pages and goldenpages.ie, 2009.


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the value of €55 at their local GP or Well Woman Centre and have the cost reimbursed by the Company. •

VDU Eye Tests - Annually, we organize for Opthalmic Opticians to attend our offices to administer VDU eye tests for all permanent employees. The service is fully funded by the Company in relation to the tests, and the provision of specialized VDU spectacles where applicable up to a set maximum.

Flu Vaccine - The flu vaccine is provided free of charge every year to any employees who wish to avail of this.

Company Doctor - We retain the services of a company doctor to provide professional advice in relation to medical issues.

HSF - In addition to the comprehensive benefits package offered to employees, we also offer an employee deduction facility for an additional health care scheme - the Hospital Saturday Fund (HSF). The HSF has been designed for individuals who wish to claim up to a 100% cash refund on many of their health care expenses. Dental, Optical, Physiotherapy, Chiropody, Chiropractor, Acupuncture, Specialist Consultations and a number of complementary treatments are included. They also pay generous grants for General Practitioner visits and Prescription charges.

Talks and Seminar – The company regularly brings in professionals from the health, safety and well-being fields to hold talks and advice sessions for our employees on topics ranging from: quitting smoking, reducing stress, improving fitness and managing child care.

Mothers Returning to Work – To make the transition from maternity leave back to working again for new mothers we have a variety of initiatives in place to help them have a smooth, comfortable changeover. For nursing mothers the company provides breastfeeding time off each day for xxx months after giving birth to enable working mothers to feed their children in the manner they wish to.

Special Facilities •

Restaurant Facilities – We have a fantastic restaurant on site providing healthy delicious meals and snacks throughout the day. The company subsidizes this. We also provide catering services for meetings.

Running Track – Our roof-top running track allows our employees some time to get fit and healthy or just take a good break outside throughout the day.

PREAMBLE Truvo – publishers of Golden Pages and goldenpages.ie, 2009.


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Dry-Cleaning Service - We have a special dry-cleaning delivery and collection service for our employees to save them time and money, allowing them to use their breaks for leisure time rather than running errands.

Healthy Snacks - We have popcorn machines on every floor in our building so our employees can enjoy a healthy and nutritious snack during the day.

Travel Saver Tickets - we can organise travel saver commuter tickets to help you plan your travel with the minimum of stress.

Special Offers and Discounts

- throughout the year we will notify you of special

offers/discounts that you can avail of. Rewards & Recognition •

Remuneration - Salaries are competitively placed in the market place. All national wage agreements e.g. Sustaining Progress and Towards 2016 are recognised and implemented by the Company.

Performance based pay - In many areas of the company we have incentives closely linked to individual performance. This allows individuals in these areas to determine, to varying degrees, their level of earnings.

Recognition - Events such as promotions, Special Achievement Awards, High Flyer Awards, achievement of targets and exceptional performances are recognised within the company; this is in line with the achievement-orientated culture that is encouraged by the Company.

Career structure - It is our policy to advertise job opportunities throughout the company and offer opportunities for promotion to all our staff where possible.

Service awards - The Company recognises loyalty in its employees and on an annual basis presents service awards for employees with 5, 10, 15, 20, 25 and 30 years service. These awards are normally presented at a lunch for eligible employees and Directors of the Company.

Recruitment Referral Awards – Our recruitment referral awards have proved incredibly popular. When one of our employees recommends someone they know for a position and that person is offered the job, then we happily award the referrer with €2000!

Incentive trips –In the past our employees have been on cruises, travelled to Mexico, America and other far-flung luxury destinations on all expenses paid holidays courtesy of the company to reward their successes.

PREAMBLE Truvo – publishers of Golden Pages and goldenpages.ie, 2009.


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Sales Awards - Our lavish sales awards scheme takes place each year in a different venue presenting employees who excel in the company with awards for their work.

TTLP – Our Top Talent Leadership Programme enables those high achievers in our company to become part of a unique opportunity to develop their talent by participating in a programme that links them with the other business units in a year long project that nurtures there talent and helps them develop them to their highest levels.

Communications & Celebrations We recognise that well-informed employees are an essential ingredient for a successful company. To ensure communication is effective across the entire business, a number of formal and informal communications are used. •

Team meetings - All departments have team meetings on a regular basis to meet and discuss a range of topics relevant to their department.

Informal communications - communication between employees and managers is normally informal on a day-to-day basis and all managers can be approached on a 1:1 basis.

Celebrations - At various times during the year, we also organise company-wide functions to mark specific occasions. Examples of these are the Christmas Party, Sales Awards & Cycle Launch Conference.

Good News Stories – When our people get good results we like to share the news via our Good News Grapevine.

Internal Communications – We issue weekly communications to our people on all range of matters from charity work to special offers, new training sessions to social events and everything in between.

Sports and Social – Our Sports and Social club organises events every month for all its members. For every membership paid by employees for the society, the company matches that giving us the ability to hold fantastic events that are completely free for all members.

PREAMBLE Truvo – publishers of Golden Pages and goldenpages.ie, 2009.


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TRUVO’S MANAGEMENT TEAM We are the right people. As a team we have the right mix of knowledge and experience, expertise and skills. We are good at what we do. We complement each other and together we will continue to make things happen.

We have the right attitude Just ask our users and advertisers. We will think up new and creative ways to harness the best from our technology and our people, to ensure our customers receive the best experience possible. We are confident in the future we are creating The market is evolving, and so are we. We will expand what we’re doing and exploit new opportunities. By continuing to evolve and adapt, we will remain indispensable to our customers and ensure our success. We have the right background We know what we’re about - local search and advertising. We have a rich heritage of leadership and innovation in this market. We are the acknowledged experts in our field. Our customers know us and trust us for what we do. We are the right people!

PREAMBLE Truvo – publishers of Golden Pages and goldenpages.ie, 2009.


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CORPORATE RESPONSIBILITY: TRUVO CHARITY PARTNERSHIP 2009 Here at Truvo we believe that success should be shared.

We want to share some of our good fortune by working with charities and projects in our community.

As a leading marketing and advertising company we know that the long-term sustainability of our business depends not just on what we put into our company but on what we put into the community we are involved in.

We want to ensure our business contributes to a better society by engaging with and supporting a very worthwhile cause and encouraging our employees to become involved in a series of fundraising activities and initiatives that will be organised throughout the year.

Truvo have appointed a charity partner for the year 2009. This partner is an active Irish charity that will benefit in a long-term way from us devoting our fundraising and profile-raising resources to them for an entire year.

We are very proud to be partnering Our Lady’s Hospital for Sick Children during 2009.

Our Lady’s Hospital for Sick Children is Ireland's largest paediatric hospital and is responsible for the provision of the majority of tertiary care service for children including the national centre for cardiac surgery and haematology/oncology, major burns, medical genetics and medical research for childhood illnesses.

We feel by supporting the community in which we operate we can have a positive impact and make a real difference.

Throughout the year we will hold fundraising events, competitions, draws and other activities to help raise money for Our Lady’s Hospital. We will also encourage our people to get involved by facilitating their contribution to this new corporate social responsibility initiative.

This is a very exciting opportunity for us. Our employees are really looking forward to

PREAMBLE Truvo – publishers of Golden Pages and goldenpages.ie, 2009.


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becoming more involved in the work of this charity and coming up with creative and inventive ways to raise funds to enable them to continue their important work.

Throughout the year all our events and fundraising activities will go to support this wonderful charity.

We look forward to all working together to raise money for, and support the work of, Our Lady’s Hospital for Sick Children.

PREAMBLE Truvo – publishers of Golden Pages and goldenpages.ie, 2009.


17 GENERAL

GENERAL TERMS AND CONDITIONS HOURS OF WORK Hours of work are those dictated by the needs of the business.

While working in the

Company’s offices, these will be from 9.00am to 5.00pm daily, Monday to Friday, with 1 hour for lunch to be taken at a mutually agreed time. From time to time, you will be required to be flexible and to carry out or complete assignments outside of these hours.

METHOED AND FREQUENCY OF SALARY PAYMENT Your salary will be paid every four weeks in arrears by credit transfer or other means as determined by the Company. The Company reserve the right to change the method and frequency of payment.

PROBATIONARY PERIOD Your employment will be probationary for the first 6 months. The probationary period may be extended at the company’s discretion, but will not, in any case, exceed 11 months. After this time your position may be made permanent. Termination of this agreement within the probationary period shall be at the discretion of the company and in the event of such a termination you will receive one week’s notice and not the notice period provided for at the clause entitled “notice” below. Likewise, where you intend to resign from your employment, during your probationary period you will be required to give the company one week’s notice in writing.

RETIREMENT The normal retirement age of the company is 65 years of age.

EXPENSES The Company will reimburse to you all travelling, hotel, entertainment and other expenses reasonably incurred by you in the proper performance of your duties under this agreement, subject to you complying with such guidelines as may be issued by the company in this respect. Receipts or proof of purchase must be attached to your expense claim form and signed by your manager. Expenses will be paid directly into your bank account. If your employment ceases with the Company for whatever reason, the company reserves the right to deduct from your pay any outstanding monies not authorised.

GENERAL TERMS AND CONDITIONS Truvo – publishers of Golden Pages and goldenpages.ie, 2009.


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PENSION SCHEME On completion of one year's satisfactory service, you will be required to join the Company’s Contributory Pension Scheme. Please contact a member of the HR team to avail of the option of a PRSA.

HEALTHCARE On completion of one year's satisfactory service the company will pay a sum equivalent to 3% of your salary into a health scheme of your choice.

INDUCTION POLICY All new employees will participate in an induction programme to ensure that their integration into the company is as smooth and enjoyable as possible. Induction may take the form of a formal programme and it may also involve “on-the-job” support and training. Each induction schedule will be tailored to the requirements of the job for each new recruit.

Employee Induction Details Induction training is the process of receiving and welcoming staff when they join Truvo Ireland, giving them an overview and introduction to the organisation and the information they require to be fully equipped to contribute to their team and perform effectively in their role. Induction applies to all new employees of Truvo Ireland.

Truvo will require the following from new employees: contact details; written acceptance of job offer; certificate of tax free allowances; written evidence of union membership (where appropriate) and P45 (if appropriate).

On commencement of employment, a new employee will attend the initial corporate induction programme.

On completion of the formal induction training, your Line Manager/Supervisor will ensure a departmental induction is carried out effectively. This includes all training necessary for the new employee to carry out their role efficiently and effectively. Truvo will endeavour to support the employee and the team with this integration.

Local induction should include the following (as applicable), but the list is not exhaustive;

GENERAL TERMS AND CONDITIONS Truvo – publishers of Golden Pages and goldenpages.ie, 2009.


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Welcome to the Company / introduction to work colleagues.

Organisation structure.

Department staffing.

Layout of department / facilities.

Department rules.

Safety / Fire arrangements.

Evacuation procedures.

Safety statements.

Main duties and tasks of the job.

Accountabilities.

Performance criteria / standards of work.

GENERAL TERMS AND CONDITIONS Truvo – publishers of Golden Pages and goldenpages.ie, 2009.


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EQUALITY

TRUVO DIGNITY AT WORK STATEMENT PURPOSE The purpose of this statement is to demonstrate Truvo Ireland Ltd’s commitment to implementing and promoting measures to protect the dignity of employees and to encourage respect for others at work. This is done by creating a work environment free from discrimination, harassment, sexual harassment or bullying, by dealing effectively with any complaints of such conduct, and also by welcoming diversity and promoting employment equality. This statement outlines that any discrimination, harassment, sexual harassment or bullying is prohibited by Truvo and outlines a procedure to address any incidences of such behaviours.

SCOPE This statement applies to all employees, contractors, customers, suppliers and visitors to the workplace. This policy applies during normal working time in the organisation’s premises and also at work-related social events, business trips and other work-related activities such as training courses or conferences, whether they take place at the organisation’s premises or not, and whether or not they take place during normal working hours.

POLICY Equality & Diversity Statement Truvo Ireland Ltd is committed to equal opportunity of employment and all employment policies, procedures and practices at the company will be based on merit, qualifications and abilities. Employment and recruitment practices will not be influenced or affected by an individual’s race, colour, religion, sex, marital status, nationality, family status, sexual orientation, disability, age or membership of the Traveller community.

However the

organisation does reserve the right to set minimum age requirements restricting persons under the age of 18 from applying for certain positions, e.g. night-shift working, and to offer those over normal retirement age fixed term contracts where they wish to continue in employment, or to set different retirement ages for employees. Implied in all the organisation’s contracts of employment is a commitment to equal pay for equal work. Similarly, in selecting self-employed service providers, none of the grounds listed above will be used as the basis for any decision affecting their engagement with the organisation.

EQUALITY Truvo – publishers of Golden Pages and goldenpages.ie, 2009.

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Truvo promotes the principle that the reality of managing diversity is about being able to work effectively with people who do not share the same background, experience or selfidentification. Dignity is about celebrating the individual differences and similarities that each person brings to the workplace. It is about providing a range of perspectives that contribute to solving problems and creativity. It is not solely about different nationalities or genders working together, but embraces a mixture of people in age, education, geographic origin, family status, type of work, cultures, religions, personal styles and sexual orientations.

Truvo will not tolerate discrimination, bullying, sexual harassment, or harassment by one employee or group of employees against another or others for any reason. Lack of respect may be shown in words, conduct, acts or demeanour. Truvo promotes a workplace culture of dignity, respect and openness to diversity, which should be reflected in the actions and behaviour of all employees.

Discrimination is defined as the treatment of a person in a less favourable way than another person is, has or would have been treated, on any of the nine grounds which include: gender marital status, family status, race, age, religious belief, sexual orientation, disability or membership of the traveller community. Discrimination is also taken to have occurred where one of the nine grounds is imputed to a person, or where a person who is associated with another is treated less favourably by virtue of that association than another person who is not so associated would have been treated.

The organisation values the contribution of all employees and self-employed contractors and requires every employee to refrain from any type of behaviour which may be interpreted as bullying, discrimination, harassment or sexual harassment. While not restricted to the grounds listed below, the policy prevents any form of harassment or discrimination based on the following: Gender - Marital status - Family status - Sexual orientation - Religious belief or lack of religious belief - Age (16+) - Disability or the nature of disability - Race, colour, nationality or ethnic or national origins - Membership of the Traveller community.

All employees are required to act in a responsible and professional manner to maintain a pleasant working environment free of discrimination, harassment, sexual harassment or bullying. Bullying is a type of harassment which is not associated with these grounds. It is

EQUALITY Truvo – publishers of Golden Pages and goldenpages.ie, 2009.

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the duty of all employees to immediately report any incident of discrimination, harassment, sexual harassment, or bullying by following the complaints procedures outlined in this policy.

Harassment The Employment Equality Acts 1998 to 2008 prohibit harassment. Harassment is defined as any form of unwanted conduct related to any of the nine discriminatory grounds, being conduct which has the purpose or effect of violating a person’s dignity and creating an intimidating, hostile, degrading, humiliating or offensive environment.

Harassment can take many forms and includes the following: verbal harassment; jokes, comments, ridicule or songs - written harassment; faxes, text messages, emails, notices or letters - physical harassment; jostling, shoving or any form of assault - intimidatory harassment; gestures, posturing or threatening poses - visual displays such as posters, emblems or badges - isolation or exclusion from social activities.

Sexual Harassment Sexual harassment is defined as conduct of a sexual nature which has the purpose or effect of violating a person’s dignity and creating an intimidating, hostile, degrading, humiliating or offensive environment. To constitute sexual harassment the conduct does not have to be repeated.

Such conduct may take the form of unwanted verbal, non-verbal or physical conduct of a sexual nature. This may include acts of unwanted physical intimacy, any request for sexual favours, or any other act or conduct including spoken words, gestures or the production, display or circulation of written words, pictures or other material.

Bullying Bullying is prohibited by this organisation and is defined as repeated, inappropriate behaviour, direct or indirect, whether verbal, physical or otherwise, conducted by one or more persons against another or others, at the place of work and/or in the course of employment, which could reasonably be regarded as undermining the person’s right to dignity at work. An isolated incident of the behaviour described in this definition may be an affront to dignity at work, but as a once off incident is not considered to be bullying.

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All forms of bullying are prohibited in this organisation. Note that examples of bullying are similar to those of harassment; however, bullying is not based on any of the nine grounds which would constitute harassment, as detailed above.

Intent It is the effect of the treatment on the individual, and not the intent of the alleged harasser, that will be taken into consideration when determining whether or not the treatment constitutes discrimination, harassment, sexual harassment or bullying.

PROCEDURE Reporting Discrimination, Harassment, Sexual Harassment, Bullying or Disrespectful Behaviour Discrimination, harassment, sexual harassment and bullying of any form are prohibited by this organisation. Should an employee, or self-employed contractor, feel that he/she has been discriminated against harassed, sexually harassed or bullied, he/she should follow either the informal or formal procedures outlined below. An employee or self employed contractor may choose to follow either procedure and will not be penalised for failing to initiate the informal procedure in the first instance.

Where an individual recognises any of the above behaviours being directed at a colleague or carried out by any third party such as a client, supplier or customer, they should report such behaviour to their manager, the HR Department or any other manager as appropriate.

Allegations of discrimination, harassment, sexual harassment or bullying will be treated seriously and investigated promptly where a formal complaint is received. Any complaint will be dealt with sensitively and confidentially as far as this is possible, allowing for the requirements of a fair investigation. Where allegations are proven they will be dealt with under Truvo’s disciplinary procedure. The penalty imposed will be appropriate to the gravity of the conduct involved and could result in the dismissal of the employee against whom a complaint has been proven.

Informal Procedure It may be appropriate in some instances to adopt an informal approach, which might resolve the difficulty that has arisen with the minimum of conflict. An employee may wish to explain to the person who is engaging in the conduct to which the employee objects that what they

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are doing is inappropriate, unwelcome, improper or offensive as the case may be. A designated contact person may assist an employee in preparing to make this approach, or may make the approach on behalf of an employee in certain circumstances. The person concerned may not have realised the nature or effect of what they were doing or had done. If an employee finds it difficult or embarrassing to adopt this approach, then he/she should follow the formal procedure.

Progressing a complaint Employees must not ignore a problem or potential problem. Any issue of concern should be brought to the attention of a manager or the HR Department. All complaints procedures in the organisation are based on the principle of fairness. Employees should be aware that if a complaint is deemed serious, the manager or a member of Human Resources may consider it their duty to commence an investigation being the basis of same even if an employee is not prepared to proceed with a formal complaint.

In making a complaint it is helpful to record any incidents relating to the complaint i.e. where, when, and what took place, any witnesses and copies of any written material. Where an employee notices a colleague/s is experiencing problems he/she should notify his/her manager or Human Resources of this.

Formal Complaints Procedure, Stage 1: In the event that the informal procedure is not effective, or is considered inappropriate by the employee the following procedure can be followed. Choosing to by-pass the informal procedure will not reflect negatively on the complainant. The employee is required to provide a written complaint to his/her manager or Human Resources. The alleged harasser will be notified of the allegations made against him/her and given an opportunity to respond. The complaint will be examined by the HR Department who will decide on the appropriate course of action to be taken that could include an informal solution or the initiation of an investigation.

Formal Complaints Procedure, Stage 2: At this stage of the process both parties will be offered the option of mediation. Where both parties are agreeable to mediation, an independent mediator will be appointed. The mediator will seek to find a solution that would be satisfactory to both parties. If this stage fails, or if

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either party refuses to accept the offer of mediation, then the complaint will progress to stage 3 of this procedure.

Formal Complaints Procedure, Stage 3: Where an investigation is considered the appropriate course of action, it will be undertaken as sensitively, quickly, and confidentially as possible while ensuring fairness to all parties involved. The investigation will begin within seven days of the date of receipt of an employee’s formal complaint, unless exceptional circumstances cause delay. Investigations will be carried out having due regard to employees’ rights to information of the complaints against them, representation and the facility to make statements, submissions or comments on the allegations before any decision is made. During the investigation all parties involved in the complaint shall be interviewed which includes the complainant, the alleged harasser and any relevant witnesses. An employee may not be entitled to all information relevant to the investigation where issues of particular sensitivity or confidentiality arise but every effort will be made to keep those involved in the matter informed of the up-to-date position.

Formal Complaints Procures, Stage 4: The outcome of the investigation will be conveyed in writing to the complainant, the person against whom the complaint is made and, if appropriate, any other person with a significant involvement in the matters at issue. If, following an investigation, the complaint is considered to be substantiated then Truvo’s disciplinary procedure will be invoked and will proceed to a conclusion in the normal way, which may involve disciplinary action up to and including dismissal of the individual against whom the complaint is lodged. Where the alleged harasser is a third party to the organisation, the organisation will take the appropriate steps to ensure that there is no possibility of a recurrence of the behaviour. This may include termination of a contract for services, or restricting the need for both parties to work together.

Formal Complaints Procedure, Stage 5: Any employee against whom a disciplinary finding is made has the right to appeal against the disciplinary decision as provided for in the disciplinary procedure. Any employee who feels that their complaint has not been dealt with in a fair or proper manner may raise this through the company grievance procedures. Where this is found to be the case, management will consider whether a new investigation should be initiated.

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False Complaints: if, following investigation, a complaint is found to be untrue and reckless or malicious, the disciplinary procedure will be invoked against any person who may be found to have been untruthful or acting in a reckless or malicious way with regard to the complaint or to have knowingly or recklessly abused the company policy and procedure on dignity and respect at work.

Retaliation or Victimisation Retaliation or victimisation, including dismissal or any other adverse action against an employee, resulting from an employee’s lodging of a complaint, participation in the investigation of a complaint, or for representing or providing support to a complainant or alleged harasser, will result in the initiation of the organisation’s disciplinary procedure, up to and including dismissal. Similarly, an employee intending to take an action before the Equality Tribunal, or to be a witness before an equality officer, or who has opposed an act unlawful under this policy will not be victimised.

Monitoring This policy will be monitored in line with any complaints made and the outcome of them. Truvo is also committed to monitoring the workplace to ensure a discrimination, harassment, bullying and sexual harassment free environment.

Training Truvo will ensure that those with responsibility under this policy will be adequately trained.

Reviews This policy will be monitored and amended as required in line with changes in practice and legislation.

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EQUAL OPPORTUNITIES POLICY Introduction The aim of this policy is to communicate Truvo’s commitment to the promotion of equality of opportunity within the Group.

Policy Purpose and Scope It is our policy to provide employment equality to all, irrespective of: •

gender,

marital or

family status

religion

disability

race

sexual orientation

age

membership of the Traveller community

We are opposed to all forms of unlawful and unfair discrimination. All full-time and part-time employees and job applicants (actual or potential) will be treated fairly, and selection for employment, promotion, training or any other benefit will be on the basis of aptitude and ability.

We recognise that the provision of equal opportunities is sound business sense. Our equal opportunities policy will help all employees 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 are committed to: •

preventing any form of direct or indirect discrimination or victimisation

promoting equal opportunities for women and men

promoting equal opportunities for people with disabilities

promoting equal opportunities for ethnic minorities

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promoting a good and harmonious working environment where all men and women are treated with respect and dignity and in which no form of intimidation or harassment will be tolerated

fulfilling all legal obligations under the relevant legislation and associated Codes of Practice

taking any necessary positive/affirmative action, including setting goals and timetables

Breaches of our equal opportunity policy are regarded as gross misconduct and could lead to disciplinary proceedings.

Implementation Whilst Human Resources has specific responsibility for the effective implementation of this policy, all staff, especially those in senior positions, are responsible for upholding this policy. In order to implement this policy, Human Resources will ensure that: •

This policy is communicated and reinforced to all employees, through induction training, management training, and team briefings.

Managers and supervisors are aware of their specific responsibilities through appropriate and regular training.

In particular, all those involved in assessing candidates for recruitment or promotion will be trained in non-discriminatory recruitment and selection techniques.

This policy does not stand alone but incorporates Truvo’s Bullying, Harassment and Dignity at Work Statement. It is important to remember that equal and fair treatment is the responsibility of all employees at every level of the organisation.

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TRUVO BULLYING POLICY PURPOSE As part of our commitment to ensuring the fairness, dignity and respect due to each employee any form of bullying or harassment will not be tolerated by Truvo Ireland Ltd. The aim of this policy is to indicate what constitutes bullying and what action Truvo will take if they need to deal with an offence of this nature.

SCOPE This policy applies to all employees, contractors, customers, suppliers and visitors to the workplace. This policy applies during normal working time in the organisation’s premises and also at work-related social events, business trips and other work-related activities such as training courses or conferences, whether they take place at the organisation’s premises or not, and whether or not they take place during normal working hours.

POLICY The company acknowledges the right of all employees to a workplace and environment free from any form of harassment or bullying. Every employee has an obligation to be aware of the effects of their own behaviour on others.

Any instances of bullying or harassment will be dealt with in an effective and efficient manner. In cases where the behaviour is proved to be repeated and consistent causing unnecessary stress and anxiety this will be considered gross misconduct. The company reserves the right to use the disciplinary procedure up to and including dismissal.

It is imperative that all employees and suppliers respect the dignity of every employee. Please consider the multi-cultural beliefs of all of your colleagues regarding your code of conduct, with particular reference to remarks, dress code, posters, e-mails and anything which may cause offence to a persons' gender, marital status, race, religion, family status, age, sexual orientation, membership of the Traveller community and disability.

DEFINITIONS The task force on the prevention of workplace bullying defines bullying as: ''repeated inappropriate behaviour, direct or indirect, whether verbal, physical or otherwise, conducted by one or more persons against another or others, at the place of work and/or in the course

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of employment, which could reasonably be regarded as undermining the individual's right to dignity at work. An isolated incident of the behaviour described in this definition may be an affront to dignity at work but, as a once off is not considered to be bullying''.

The following is an example of the types of behaviour considered as bullying and are prohibited by the company:

Verbal Abuse: Shouting, offensive jokes, unfair and excessive criticism, ridiculing the employee in front of other employees and individuals, spreading false truths about the individual around the organisation etc.

Non Verbal Abuse: Looks, gestures, displaying offensive emblems on clothing, exclusion, whistling, isolation at lunch breaks or social events etc.

Physical Abuse: Hitting, bodily contact that is abusive in nature, shaking fists in a threatening manner, sabotaging a colleague’s personal belongings etc. The above list is not exhaustive and only serves as a guideline to employees. Each case will be taken in isolation and dealt with in the appropriate manner.

This policy adopts a two-tiered approach (the informal and formal procedures) to the issue of bullying and harassment in the workplace.

THE INFORMAL APPROACH

The purpose of the informal procedure is to ensure that the majority of cases of this nature will be handled effectively, efficiently and in a confidential and sensitive manner.

The informal procedure is used in a situation where an offensive incident has occurred and the complainant approaches the alleged harasser directly and requests him/her to stop. The complainant should inform the individual of the company's bullying policy and advise him/her that a second occurrence of this nature will result in a formal complaint.

In instances where you are unsure of whether the behaviour constitutes a form of bullying you should discuss this with either a member of the human resources team or your manager.

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THE FORMAL PROCEDURE

In the event that the informal complaint has failed and the harassment is repeated, or where it is deemed inappropriate, the complainant will progress to the formal procedure. These are the steps that individuals must follow in this procedure;

Make your initial complaint in writing to your line manager/supervisor/team leader. Send a copy of your complaint marked confidential to the human resources department. If your line manager is involved in the incident make the complaint to the next manager in succession. All complaints will be treated in the strictest confidence. Only individuals necessary to the investigation will be involved from the initial stages. Management, the human resources department or an independent advisor will be assigned to thoroughly research the case. Interviews will be held with the complainant, alleged harasser(s) and any relevant witnesses to establish a thorough understanding of the facts of the alleged complaint. Each party to be interviewed will be advised of their right to representation by a colleague of choice. All material received will be treated with the highest level of sensitivity. Where necessary, parties to the procedure may in some cases be asked to remain at home on paid leave to enable parties to investigate the complaint. When the investigation has been completed all the facts will be summarised and where possible a decision made as to whether bullying has taken place. Both the complainant and alleged harasser(s) will receive a written copy of the outcome. An interview will be held with the alleged harasser to establish what action is to be taken. He/she will have details of the case put to them. He/she will have the right to have a colleague present in the room representing them.

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He/she will have the right to defend his/her case. He/she will have the right to appeal against the decision. In certain cases the company may reserve the right to offer counselling to the alleged harasser or the complainant. When all the facts have been collected the alleged harasser may face a disciplinary hearing to explore the allegations made against him/her. The complainant is formally informed of any action taken against the alleged harasser. In cases where it is discovered that the complainant made a malicious accusation against an employee for bullying, the complainant will face gross misconduct charges resulting in an immediate disciplinary hearing. The company will monitor the workplace to ensure there is no follow up action, victimisation or future incidents.

ACTION TO BE TAKEN IF YOU ARE BEING BULLIED AT WORK If you believe you are the victim of bullying or harassment please take account of the following key points:

a)

Try and confront the bully and inform him/her that you find his/her behaviour unacceptable and ask them to stop immediately.

b)

Talk to a colleague or your manager, or a member of the human resources team about the incident if it happens more than once

c)

Record the incidents including days, dates, times and what was said during the alleged incidents and if there were any witnesses to help your case.

d)

Write down how the incident of bullying made you feel at the time.

e)

Keep copies of any materials you receive from the alleged harasser, as this may be needed at a later date.

f)

Read the bullying policy in the company.

g)

Don't feel you have encouraged this behaviour or brought this on yourself.

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TRUVO SEXUAL HARASSMENT & HARASSMENT POLICY PURPOSE Truvo is committed to providing a work environment free from harassment of any kind and in particular, a work environment that does not tolerate sexual harassment. We respect the individual dignity of everyone involved in our work, whether they are employees, selfemployed contractors, clients, customers or suppliers. We require all employees, contractors and clients to make sure that their behaviour towards others is respectful and courteous at all times.

SCOPE All employees, contractors, clients, customers etc. both inside and outside the work environment. This policy also applies to self-employed contractors providing services personally to Truvo.

POLICY Truvo acknowledges the right of all employees and self-employed contractors providing services to this organisation to a working environment free from any form of harassment or sexual harassment.

Harassment is defined as any form of unwanted conduct related to any of the following nine discriminatory grounds, gender,marital status, family status, race, age, religious belief, sexual orientation, disability or membership of the traveller community being conduct which has the purpose or effect of violating a person’s dignity and creating an intimidating, hostile, degrading, humiliating or offensive environment.

Harassment can take many forms and includes the following: verbal harassment – jokes, comments, ridicule or songs, written harassment – faxes, text messages, emails, notices or letters, physical harassment – jostling, shoving or any form of assault, intimidatory harassment – gestures, posturing or threatening poses, visual displays such as posters, emblems or badges, Isolation or exclusion from social activities

Sexual harassment is defined as conduct of a sexual nature which has the purpose or effect of violating a person’s dignity and creating an intimidating, hostile, degrading, humiliating or offensive environment. Such conduct may take the form of unwanted verbal, non-verbal or

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physical conduct of a sexual nature. This may include acts of unwanted physical intimacy, any request for sexual favours, or any other act or conduct including spoken words, gestures or the production, display or circulation of written words, pictures or other material.

The following are examples of activities that may constitute sexual harassment:

Physical conduct of a sexual nature – this may include unwanted physical contact such as

unnecessary touching, patting or pinching or brushing against another employee’s body, assault and coercive sexual intercourse.

Verbal conduct of a sexual nature – this includes sexual advances, propositions or pressure

for sexual activity, continued suggestions for social activity outside the work place after it has been made clear that such suggestions are unwelcome, unwanted or offensive flirtations, suggestive remarks, innuendos or lewd comments.

Non-verbal conduct of a sexual nature – this may include the display of pornographic or

sexually suggestive pictures, objects, written materials, emails, text-messages or faxes. It may also include leering, whistling or making sexually suggestive gestures. An individual will decide what behaviour is acceptable - not what the alleged harasser, employer or another colleague finds acceptable. This policy covers all employees, as well as anyone invited on to the premises.

Every manager has a responsibility to maintain the workplace free of any form of sexual harassment or harassment. Everyone in this company has the responsibility to prevent harassment and sexual harassment and to report any instances that they are party to or witness of. Anyone engaging in any improper behaviour, harassment or sexual harassment on the premises or anywhere else on company business including social events, training programmes and any off-site events, will be subject to disciplinary action, up to and including dismissal.

Employees who feel that they are being harassed in any way in the workplace are encouraged to approach their own immediate manager, any manager, or the Managing Director. Either the employee or the manager must notify Human Resources. All complaints of harassment will be taken seriously, will be held in strict confidence and will be investigated

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promptly and in an impartial manner. Only if these instances are reported can the company take action to correct the situation.

Any victimisation of, or retaliation against, a complainant or an employee who gives evidence regarding harassment or sexual harassment will be subject to disciplinary action up to and including dismissal.

PROCEDURE The Informal Procedure The purpose of the informal procedure is to ensure that the majority of cases of this nature will be handled effectively, efficiently and in a confidential and sensitive manner. The informal procedure is used in a situation where an offensive incident has occurred and the employee approaches the alleged harasser directly and requests him/her to stop. The complainant should inform the individual of the company's sexual harassment and harassment policy and advise him/her that a second occurrence of this nature will result in a formal complaint. In instances where you are unsure of whether the behaviour constitutes a form of harassment or sexual harassment you should discuss this with either a member of the human resources team, your manager or a colleague. Please be encouraged to seek support from your line manager or whoever you deem to be appropriate.

The Formal Procedure In the event that the informal complaint has failed and the harassment is repeated, or the informal procedure is inappropriate, the complainant will progress to the formal procedure.

These are the steps that individuals must follow in this procedure: •

Make your initial complaint in writing to your line manager/supervisor/team leader;

Send a copy of your complaint marked confidential to the human resources dept;

If your line manager is involved in the incident make the complaint to the next manager in succession;

All complaints will be treated in the strictest confidence;

Only individuals necessary to the investigation will be involved from the initial stages;

Management, the human resources department or an independent advisor will be assigned to thoroughly investigate the case and a timetable will be set for the investigation;

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Interviews will be held with the complainant, alleged harasser(s) and any relevant witnesses to establish a thorough understanding of the facts of the alleged complaint;

Each party to be interviewed will be advised of their right to representation by a colleague of choice;

All material received will be treated with the highest level of sensitivity;

Where necessary parties to the procedure may in some cases be asked to remain at home on paid leave to enable parties to investigate the complaint;

When the investigation has been completed all the facts will be summarised and where possible a decision made as to whether harassment or sexual harassment has taken place;

The complainant and alleged harasser(s) will receive a copy of the outcome in writing;

If the claim is substantiated an interview will be held with the alleged harasser to establish what action is to be taken;

He/she will have details of the case read out to them;

He/she will have the right to have a colleague of choice in the room representing them;

He/she will have the right to defend his/her case;

He/she will have the right to appeal against the decision.

In certain cases the company may reserve the right to offer counselling to the alleged harasser;

When all the facts have been collected the alleged harasser may face a disciplinary hearing to explore the allegations made against him/her;

The complainant is formally informed of any action taken against the alleged harasser;

Malicious Complaints In cases where it is discovered that the complainant made a false accusation against an employee for harassment, the complainant will face gross misconduct charges which may result in an immediate disciplinary hearing. Truvo will monitor the workplace to ensure there is no follow up action, victimisation or future incidents

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RECRUITMENT AND SELECTION POLICY Purpose The purpose of this policy is to set out the criteria for how the company consistently recruit staff of the highest possible calibre in accordance with current employment legislation, best practice and within available resources. Truvo Ireland prides itself on the high quality of staff in our employment and to maintain this high standard it is essential that the company have an effective recruitment and selection process. Good selection procedures should result in the appointment of the candidate best qualified for and suited to the job. Truvo Ireland aims to provide equal opportunities in respect to recruitment and selection to all candidates in an effort to select from the widest choice of candidates and help reduce any skill shortages in the organisation.

Scope This policy applies to all internal employees who are applying for jobs within the company and also all persons in the company involved in the recruitment and selection process.

Truvo Ireland implement a number of stages in the recruitment and selection process to achieve the aim of recruiting the most suitable candidate. These stages are as follows;

Person Specification and Job Description Truvo Ireland will draft a person specification for the role to be used during the selection process. This involves the identifying of the personal attributes which the job holder must possess if they are to be capable of performing the job competently. The person specification may include items like qualifications necessary for the job, skills, personal attributes and experience. Truvo Ireland aim to measure experience through the quality of the experience gained and not the quantity of experience in years. Each person specification for every role in Truvo Ireland will be drafted outlining those specifications that are absolutely essential for the role.

The job description should be a brief document summarising the tasks involved in doing a job. It will not have to include every single task, as it is likely that these will vary over time; however, it should include a list of the principal responsibilities of the job. The job description

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will also state that Truvo Ireland reserves the right to request an employee to be flexible in their duties when the business need requires it.

Advertising All permanent positions will be advertised both internally and externally.

Advertising &

selection will not discriminate on any of the nine grounds of discrimination covered by the Employment Equality Acts, 1998 and 2004.It is essential that advertisements for all vacancies must be impartial and objective. All staff on leave should be informed of this vacancy. It is also important that the vacancy is advertised using a medium, which allows all potential candidates to have an equal opportunity to apply for the vacancy. Advertising refers to advertising in newspapers, notice boards, television, radio, magazines etc. Job Application Form Job application forms should be freely available to any person who wishes to apply for the role. The advertisement for the role will include instruction on what the application procedure is and how interested parties may apply. Please see sample application form below.

Short listing This stage in the process is to decide which candidates will be called for the next stage of the process. When selecting candidates to be short-listed it is essential that the criteria clearly set out in the person specification be adhered to. Truvo Ireland aims to ensure that all selection for short listing will be free from any discrimination and that each application will be dealt with on its merits.

Interview Truvo Ireland aims to ensure an interview process that is free from discrimination. The interview panel will be comprised of a member of the HR team, a member of the management team and any other relevant persons for that role. Truvo Ireland aims to provide a gender balanced interview panel where possible but this may not always be possible. The selection of persons who sit on the interview panel are at the discretion of management. All questions posed to the candidates will be consistent and will relate accordingly to the person specification and job description.

At the end of the interview each member of the interview board should compare the attributes of the candidate against specific criteria laid down in the personal specification. This type of analysis helps ensure objectivity and enables the reason for non-selection to be

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identified. Fair and proper procedures should be followed, i.e. marks should be awarded first and their outcome discussed afterwards.

Records of all interviews and all candidates including those short-listed will be kept for a minimum period of 12 months in the HR department before being discarded.

Candidates will then be scored according to a recruitment matrix that has been designed to reflect the essential and desired criteria as set out in the person specification. The candidates will be ranked according to their scores on the matrix and the successful candidate will have received the highest score on the matrix.

Pre-employment Truvo Ireland reserves the right to offer employment to the successful candidate on the condition that all pre employment assessments are completed successfully. The offer of a contract of employment is conditional on the successful candidate successfully completing a pre-employment medical, a successful reference check. The Offer is also conditional on the candidate providing the company with any documentation relating to visas and work permits if applicable.

Once all the pre-employment assessments have been completed a written offer of employment will then be extended to the successful candidate for their acceptance.

Promotion Opportunities Truvo Ireland endeavours to provide career opportunities for employees whenever possible and to encourage employees who wish to progress. Promotion will be at the discretion of management and will be based on ability and suitability for the position to be filled as determined by the company.

The company welcomes any employee suggestions in relation to how an employee can advance their career. We will work with an employee who is not performing to the standard required by the company and will provide additional training where this is appropriate.

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ANNUAL LEAVE ENTITLEMENT SCOPE AND ENTITLEMENT Employees will receive annual leave in accordance with the provisions of the Organisation of Working Time Act 1997. Accordingly, full-time employees receive an annual leave entitlement of four working weeks per annum: as well as an employees 4 week entitlement Truvo provides an additional 2 days leave. Part-time employees will receive 8% of all hours worked as annual leave subject to a maximum of four working weeks. Our holiday year is from January 1st to December 31st .When an employee joins Truvo Ireland their entitlement will be calculated on a pro-rata basis according to the number of weeks remaining in the holiday year.

The Company may schedule days to be taken around Christmas, St. Patricks Day and/or Easter depending on the operations of the Company, otherwise the remaining days are taken at the discretion of staff with prior approval of their Manager.

The scheduling of holidays may change due to the operational needs of the company, however a minimum of one months notice will be given if any changes are made.

Holidays may not be carried over into a new calendar year without the prior approval of the relevant Manager/HR Department.

The maximum number of days carried over may not exceed seven (five of which must be used within a six month period following the end of the annual leave year - 31st of December). Employees can, with the consent of their manager, if they so wish be paid in lieu of two days holidays and/or other service days to which they may be entitled. Management reserve the right to compel an employee to take any remaining leave subject to one month’s notice.

NOTICE: To assist us in planning work, employees are required to give adequate notice to their Manager of their intention to take holidays. Leave is restricted to ten consecutive working days, with the remainder to be taken as required and at mutually convenient times. You will be required to give as much advance notice as possible with a minimum of 2 weeks notice of

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your desire to take annual leave. All annual leave must be with the prior consent of your immediate manager.

TERMINATION OF EMPLOYMENT: Upon termination of employment, the employees’ entitlement will again be calculated on a pro-rata basis according to the number of complete weeks that have been worked during the holiday year, less any entitlement already taken. Any annual leave, which has been accrued but has not be taken will receive a payment in lieu of this annual leave entitlement in their termination salary. If the employee has taken more than his/her entitlement, a deduction will be made from his/her final payment equal to the number of days exceeded.

SICKNESS WHILE ON ANNUAL LEAVE: A day of annual leave on which an employee is certified sick cannot be regarded as an annual leave day. The employee will retain the annual leave day to be taken at a later day and the day is considered to be a sick leave day for the purpose of company records.

SERVICE DAYS For each five years of service completed, employees are entitled to an additional day's holidays up to a maximum of three days (15 years service).

PUBLIC HOLIDAYS The purpose of the policy is to provide information for employees in relation to public holidays as provided for by Part III of the Organisation of Working Time Act, 1997.

ENTITLEMENT All full-time employees of Truvo Ireland are automatically entitled to public holiday benefits. Additionally, part-time/casual employees who have worked at least 40 hours in the 5 weeks ending on the day before the public holiday will be entitled to the benefit.

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There are 9 official public holidays as follows: 1.

1 January

2.

St. Patrick's Day

3.

Easter Monday

4.

First Monday in May

5.

First Monday in June

6.

First Monday in August

7.

Last Monday in October

8.

Christmas Day

9.

St. Stephen's Day

Note: Good Friday and Christmas Eve are not public holidays and as such do not accrue any entitlement. In respect of each of the above mentioned public holidays, an employee’s entitlement is at Truvo’s discretion as follows: •

A paid day off on the public holiday, or

A paid day off within a month, or

An extra day’s annual leave, or

An extra day’s pay

Employees who work or are normally rostered to work on a public holiday are entitled to a days pay for the public holiday. Employees who are not normally rostered to work on a public holiday are entitled to one fifth of the normal weekly rate of remuneration for the public holiday.

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Employees on maternity leave, adoptive leave, or parental leave maintain their public holiday entitlement for the duration of their absence. Employees on carer’s leave accrue the entitlement for the first 13 weeks of their absence.

MATERNITY LEAVE POLICY Introduction All female employees who are pregnant, have recently given birth (within 14 weeks) or who are breastfeeding up to the 26th week after the date of confinement are covered by this policy which is in accordance with the Maternity Protection Acts 1994 and 2004. In certain circumstances, male employees are also covered by this policy (see below).

This policy informs all employees covered by the Maternity Protection Acts of their rights and entitlements whilst in the employment of Truvo Ireland All full time and part time employees are covered by this policy.

Truvo provides employees with: 26 weeks paid Maternity leave where the employee has completed 12 months continuous service with the company. The normal entitlement is payment from the Department of Social Community and Family Affairs for 26 weeks. (Dependant on meeting PRSI criteria). In addition Truvo top up the payment received from the Department of Social, Community and Family Affairs to full basic salary.

Note: Following a period of Maternity Leave where the company has paid a top-up benefit the employee must complete at least 12 months active service before they qualify for the top-up benefit again.

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Who is Eligible? All female employees who are pregnant and have informed Truvo of their condition. Employees who have recently given birth i.e. within 14 weeks of giving birth Employees who are breast feeding i.e. within 26 weeks following the birth

What is the maximum Entitlement? The minimum period of Normal Maternity Leave is 26 consecutive weeks.

Additional Maternity Leave Employees are entitled to take up to: 16 consecutive weeks Additional Maternity Leave This must commence immediately after the end of Normal Maternity Leave. Additional Maternity Leave is UNPAID leave

HR must be notified in writing of any intention to take Additional Maternity Leave, not later than four weeks before the end of Normal Maternity Leave.

Please note that whilst on unpaid additional maternity leave, Truvo do not pay any healthcare or pension contributions, as employees will not be receiving a salary. It is the employees’ responsibility to arrange to pay them directly. You can contact HR to discuss your pension and healthcare options.

What is the date of confinement? This is the estimated date the baby will be born. Employees must take a minimum of 2 weeks before their expected confinement date and four weeks after their confinement date. The remaining weeks may be taken before or after the birth as the employee wishes.

Early confinement When not on Maternity Leave and the date of confinement occurs in a week that is two weeks or more before the expected date of confinement, the employee is expected to notify HR in writing, within fourteen days of the date of confinement. The employee will then be entitled to 26 weeks leave from the date of the birth. This notification super cedes the formal notification requirement.

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PROCEDURE Notification: Employees must submit written notification to the HR Department of their intention to take Normal Maternity Leave.

This notification must be accompanied by a medical certificate confirming the pregnancy and specifying the expected week of confinement (expected date of birth as stated on the medical certificate).

Truvo encourages all employees to inform their Manager/Team Leader as soon as they have had confirmation of their pregnancy. The company can then ensure that the environment is supportive of all pregnancy requirements during this time.

Payment while on Maternity Leave: Where the employee has 12 months consecutive service with the company or has completed 12 months active service since last receiving maternity payment; Truvo Ireland will pay top-up of the Maternity Benefit to full normal salary

During maternity leave, employees who have the necessary PRSI contributions are entitled to maternity benefit from the Department of Social and Family Affairs. The individual is recommended to apply at least 6 weeks before the start date of their maternity leave. Claims should be made on MB10 forms, which are available from the Hospital, Doctor or Social Welfare Offices. Parts 1, 2, 3, 6-9 and 11 are completed by the employee. Part 10 is completed by the employee’s doctor (not earlier than 16 weeks before the baby is due) and Part 4 is completed by Truvo Ireland.

Note: Social welfare or Maternity top-up benefits are not payable during the optional additional 16 weeks maternity leave.

During Normal Maternity Leave, an employee will be deemed to be in employment with her employment rights including remuneration being preserved as if she were present at work.

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Absence due to illness Absence through illness that occurs outside the specified Normal Maternity Leave is treated as absence on sick leave, provided it conforms to the normal sick leave arrangements.

Maternity Leave and additional maternity leave can be postponed if the child is hospitalised. This is subject to agreement with Truvo

There is no provision in this Act in the event of the mother becoming ill during Normal Maternity Leave.

Health & Safety Leave In accordance with this Act, Truvo will carry out a risk assessment where there is a perceived health and safety risk. If a risk is identified, Truvo will organise alternative employment (employment which does not pose a risk to the employee, which may be significantly different in status and role). Where alternative employment cannot be provided Health and Safety Leave will be granted to the employee.

Payment during Health & Safety Leave The employee will receive written clarification of Health and Safety Leave, stating why leave has been granted and specifying the period of leave in question. The employee will receive payment i.e. the average of the preceding 26 weeks salaries including commissions and bonuses or the normal weekly payment for non-commission/non-bonus employees, excluding overtime from Truvo for the first three weeks of Health & Safety Leave. Thereafter, the employee will be entitled to any State benefits applicable.

Cessation of Health & Safety Leave Health and Safety Leave will cease at the commencement of Normal Maternity Leave or when the employee is no longer an employee covered by this section of the Safety, Health & Welfare Act at Work (Pregnant employees) Regulations, 1994. When an employee:

1. Ceases breastfeeding or 2. Becomes aware that her condition no longer warrants leave, as the risk identified no longer exists,

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The HR Department must be notified in writing.

Upon receipt of notification, Truvo will notify her in writing to return to work in a period not later than seven working days.

GENERAL PROVISIONS: Holidays While on Maternity and Additional Maternity Leave employees are entitled to accrue their annual leave entitlement. Any Public Holidays that fall during this period will be added to their leave.

Right to Time off for Ante-Natal Care An employee is entitled to take time off for ante-natal appointments without loss of pay where she notifies Truvo Ireland at least two weeks prior to each appointment with the exception of the first appointment. She must produce her appointment card and confirmation of attendance if so requested.

Right to Time off for Ante-Natal Classes An employee is entitled to time off from work without loss of pay to attend one set of antenatal classes (other than the last three classes).

An expectant father is entitled on a once off basis to time off from work without loss of pay to attend the last two ante-natal classes before the birth. This right is subject to giving the company at least two weeks notice before the first class or class concerned and appropriate documentation giving the dates and times of the classes.

Time off for Post-Natal Care The employee is entitled to time off for post-natal care for medical examinations/tests. These appointments must take place within 14 weeks of the birth of the baby and written notice of 2 weeks must be given along with evidence of the appointment if requested.

Additional Maternity Leave and Sickness Subject to the company’s agreement, the employee can terminate unpaid additional maternity leave in the event of illness, thereby allowing the employee to transfer onto the

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sick leave scheme. Request for termination by the employee and acceptance of termination by the company must be in writing.

Please note: If the employee chooses to change to the sick leave scheme, then the remainder of the additional maternity leave cannot be taken at a later date following the period of sick leave.

Postponement of Maternity Leave Maternity leave and/or additional maternity leave may be postponed in the event of hospitalisation of the child, subject to the agreement of the company.

This entitlement is subject to the employee having availed of at least 14 weeks maternity leave with not less than 4 of those being after the date of confinement.

The employee should request the leave in writing as soon as possible. This request should also include a letter of confirmation from the hospital.

Miscarriage There is no entitlement to statutory maternity leave for a miscarriage occurring up to, and, including the 24th week of pregnancy. Any confinement occurring after the 24th week, even if it does not result in a live birth, is entitled to the full maternity and additional maternity leave provisions.

Breastfeeding Mothers Employees who wish to avail of breastfeeding facilities are entitled to: Breastfeeding breaks of one hour off from work each working day, which may be taken as follows: 1. One 60 minute break or 2. Two 30 minute breaks each or 3. Three 20 minute breaks each OR

A reduction in working hours.

Both can be facilitated without loss in pay.

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Please note: This entitlement is available: •

Up to 26 weeks after the date of birth of the child.

• Employees must have given birth within the previous 6 months.

Employees need to notify the HR Department at least 4 weeks in advance if they intend to avail of breastfeeding facilities

Returning to Work The employee’s right to return to her own position, or equivalent, is conditional on the employee having carried out the prerequisite written notification procedures at all appropriate stages. In addition to those already mentioned, she must give prior notice to Human Resources, in writing, not later than 4 weeks before the expected date of her return to work.

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ADOPTIVE LEAVE In accordance with the provisions of the Adoptive Leave Acts,1995 and 2005 all adopting mothers and sole male adopters are entitled to 24 weeks Adoptive Leave Plus the option to avail of 16 weeks additional adoptive leave.

ENTITLEMENT The following categories of employees are entitled to avail of Adoptive Leave. (a)

All adopting mothers

(b)

All sole male adopters

(c)

All adopting fathers, where the adopting mother has died before or during the period of adoptive leave

Under the Adoptive Leave Acts all absence from work on Adoptive Leave and Additional Adoptive Leave will count for all rights (except remuneration and superannuation benefits) associated with employment such as reckonable service, annual leave and security of employment.

NORMAL ADOPTIVE LEAVE ENTITLEMENT The maximum period of Adoptive Leave is 24 consecutive weeks, beginning on the date of the placement of the child in the care of the adoptive employee.

NOTIFICATION OF ADOPTIVE LEAVE Entitlement to Normal Adoptive Leave is subject to the receipt of written notification to request Normal Adoptive Leave, stating the date of placement and a copy of the Certificate of Placement, by the HR Department no later than four weeks before the placement of the child.

In the case of foreign adoption, written notification with details of the expected date of placement together with a copy of the ‘declaration of suitability’ (issued pursuant to the Adoption Rules, 1990) must be given to the HR Department before the commencement of Adoptive Leave.

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ADDITIONAL ADOPTIVE LEAVE Eight weeks written notice of Additional Adoptive Leave must be given to the HR Department. This may be given at the same time as Normal Adoptive Leave. Notice of at least four weeks must be given before the end of Normal Adoptive Leave.

In the case of Irish Adoptions, Additional Adoptive Leave must be taken at the end of and consecutive with Normal Adoption Leave.

In the case of Foreign Adoptions, all or part of the Additional Adoptive Leave may be taken before the date of placement, for the purposes of familiarisation with the child. The written request to revoke Additional Adoptive Leave must be received not later than four weeks before the end of Normal Adoptive Leave.

REMAINING ADOPTIVE SPOUSE’S LEAVE ENTITLEMENT Remaining Adoptive Spouses are also entitled to Normal Remaining Adoptive Spouse’s Leave upon the death of their spouse. In such circumstances the Remaining Adoptive Spouse is entitled to the remainder of the deceased spouse’s Adoptive Leave, up to a maximum of 10 weeks.

Written notification to take Normal Remaining Adoptive Spouse’s Leave, a Death Certificate and a Certificate of Placement must be received by Human Resources as soon as possible.

PAYMENT DURING ADOPTIVE LEAVE During Normal Adoptive Leave, employees who satisfy the contribution conditions are entitled to a pay-related Adoption Allowance Scheme, administered by the Department of Social, Community and Family Affairs. The individual is recommended to apply at least 6 weeks before the start date of their Adoptive Leave.

SERVICE CRITERIA In order to avail of the top up payment on the social welfare benifit the employee must have at least 12 months, continuous service with the Company at the date of placement.

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Following a period of Adoptive Leave where the company has paid a top-up benefit the employee must complete at least 12 months active servise before they qualify for the top-up benefit again.

PROTECTION OF EMPLOYMENT During Normal Adoptive Leave an employee will be deemed to be in employment and their employment rights including remuneration are preserved as if he/she were present at work. Salary payments will continue to be paid in the normal fashion.

During the first 24 weeks of Adoptive Leave, an employee can claim a benefit from the Department of Social and Family Affairs and the company will pay a top up payment to bring the employee up to their normal net pay.

PRE-ADOPTION CLASSES Employees are entitled to take time off during work, without loss of pay, to attend preparation classes and pre-adoption meetings with social workers and health board officials.

POSTPONEMENT/TERMINATION OF ADOPTIVE/ADDITIONAL ADOPTIVE LEAVE Subject to Truvo’s agreement adoptive leave/additional adoptive leave may be postponed in the event of the hospitalisation of the child.

Adopting parents also have the right to terminate the unpaid additional adoptive leave in the event of illness thereby allowing the parent to transfer onto paid sick leave. All requests must be made in writing to the HR DEpartment. All requests are subject to the company’s agreement.

ADOPTING FATHERS ENTITLEMENTS In the unfortunate event of an adopting mother’s death, the adopting father will be entitled to leave. This leave will be 24 weeks if the mother dies before the date of placement. If the mother dies on or after the date of placement, the leave will be 24 weeks less the period that the mother is alive after the date of placement.

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A declaration of placement or a declaration of eligibility and suitability must be provided to the HR Department.

RETURN TO WORK There is a general right to return to work for employees who have been on adoptive leave or additional adoptive leave, with Truvo Ireland in the same job under the same contract of employment or under terms and conditions not less favourable than those that would have been applicable to the employee if he/she had not been so absent from work. Any replacement for the employee on adoptive leave will be provided with a specified purpose contract as per the Unfair Dismissals Acts 1977 to 2007.

If it is not reasonably practical for Truvo Ireland to permit the employee to return to normal work the employee shall be entitled to be offered suitable alternative employment in accordance with their contract of employment.

An employee who wishes to apply for Adoptive Leave should approach his/her line manager for further information regarding the policy and procedures.

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PARENTAL LEAVE POLICY Introduction:

What is parental leave? An employee who is a parent ,whether natural or adoptive, of a child and who satisfies the requirements of the Parental Leave Act, 1998 & 2006, will be entitled to unpaid parental leave for a period of 14 working weeks to enable him or her to take care of a qualifying child. This entitlement will be exclusive of holidays, or time spent on maternity leave or adoptive leave.

Only one 14 week entitlement may be taken in a 12 month period per respective child except in the case of multiple births ie twins, where the entitlement for both children may be taken in the same 12 month period.

The leave must be taken before the child is eight years old or 16 years old in the case of a child with a disability. The leave must be taken in order to take care of the child, and any abuse of this can lead to the leave being terminated along with disciplinary action. The 14 weeks may be taken in minimum blocks of six weeks or with the express prior agreement of [Insert company name], in blocks less than six weeks.

Employees are required to apply to their Manager in writing for Parental Leave, at least 6 weeks prior to the proposed date of commencement.

The request must specify the

commencement date, duration and the manner in which the employee proposes to take the leave and the employee’s signature (mechanism for taking the parental leave.) certificate for the child must be attached.

Who is eligible? The Act covers all employees who have: 1 years continuous service with Truvo Are working under a contract of employment with Truvo

Where employees have: More that 3 months and less then 1 yrs service and Where the child is approaching the age threshold,

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Employees are entitled to one week’s leave for every month of continuous employment completed with Truvo

What is the maximum entitlement? Truvo provides employees with:

14 weeks unpaid parental leave per child. Leave can be taken immediately following maternity leave provided the employee has complied with the requirements under the legislation and with Truvo requirements. Leave must be taken before the child reaches 8yrs of age or 16 years of age in the case of a child with a disability.

This policy is in compliance with The Parental Leave Act, 1998 and the Parental Leave (Amendment) Act 2006. Manner in which parental leave may be taken Parental leave may be taken as follows: Specific leave agreements with the consent of the Manager and employee As a continuous unpaid block of 14 weeks per child Two separate periods of a minimum of six weeks each Where an employee qualifies for parental leave in respect of more than one child, the employee may not take more than 14 weeks' parental leave in any 12-month period, unless the Manager agrees otherwise.

Procedure: Notification & Confirmation of parental leave Employees must give written notice to their Manager of their intention to take parental leave no later than 6 weeks before the proposed commencement of the leave. The attached documentation needs to be completed and submitted to the relevant Manager and a HR Representative. Both parties must retain copies of all documentation.

Truvo may at their discretion, waive all, or part, of the notification period.

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Postponement of parental leave: Truvo reserves the right to postpone any parental leave for up to six months on the basis that granting the leave would prove to have a substantial adverse effect on the operation of the business.

Leave maybe postponed only once in respect of any particular child. However, if the reason for the postponement is seasonal variations in the volume of work, the leave may be postponed for two periods of six months, in respect of the same child.

If, solely as a result of postponement, the child concerned will reach the age threshold before the end of the leave, the employee retains the entitlement to take the parental leave. Postponement must be: In writing Specify grounds for the postponement. Consultation with the employee must take place before any notification of postponement. This must happen no later than four weeks before the proposed date of commencement of the leave.

Refusal to grant parental leave Truvo may terminate Parental leave if there are reasonable grounds to believe that the leave is not being used for the purpose intended. If following investigation an employee is found abusing this leave, they may be subject to disciplinary action. The employee is permitted to make representations on the matter within seven days of refusal. Truvo will consider the employee's submission, giving reasons for the refusal.

Termination of leave Before terminating the leave, the Manager must notify the employee, in writing, of the following: His or her intention to terminate the leave Specify the grounds for terminating the leave and

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Invite the employee to make representations on the matter within seven days. Truvo is obliged to consider the employee's submission before deciding whether to terminate the leave.

In the event of the Parent becoming ill while on Parental leave: If the relevant parent becomes ill and is unable to care for the child, commencement of the leave maybe suspended until: The individual is no longer sick or, If the parental leave has commenced, suspend taking the balance of the leave until such time as they are no longer sick.

Truvo will request employee’s to furnish medical certification in the event of sick leave.

General provisions: Protection of employment rights During an absence on parental leave, Truvo regard employees: As remaining in the employment concerned Retaining

all

employment

rights

(except

the

right

to

remuneration

and

superannuation benefits). Parental leave cannot be treated as sick leave, adoptive leave, maternity leave, annual leave or force majeure leave, to which an employee is entitled. Absence through Parental leave counts as reckonable service for the purposes of annual leave, increments, seniority etc. Truvo will request employee’s to furnish medical certification in the event of sick leave.

Alternative employment If it is not reasonably practicable for Truvo to allow an employee to return to the job held immediately prior to the leave, suitable alternative employment will be provided under terms and conditions no less favourable than the terms of his/her original job.

Suspension of probation A period of probation or training may be suspended by Truvo, while the employee is on parental leave.

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Holidays While on Parental Leave employees are entitled to accrue their annual leave entitlement. Any Public Holidays that fall during this period will be added to their leave.

Transfer of leave Each parent has a separate entitlement to parental leave from his or her job.

Generally, the leave may not be transferred between the parents; i.e. the mother cannot take the father's leave, and vice versa unless bot parents work for Truvo and have the company’s agreement.

Social welfare benefit while on parental leave There is no entitlement to social welfare benefit while on parental leave.

Employees may receive credited social welfare contributions following a period of parental leave. Employees are advised to contact Social Welfare Services directly.

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FORCE MAJEURE LEAVE/ EMERGENCY FAMILY LEAVE Under the Parental Leave Acts 1998 and 2005 an employee is entitled to leave with pay, to be known as ‘force majeure’ leave, where, for urgent family reasons owing to an injury or illness of an immediate relative, as defined below, the immediate presence of the employee with the ill/injured person, whether at his/her home or elsewhere, is indispensable.

Force majeure leave shall not exceed 3 days in any period of 12 consecutive months or 5 days in any period of 36 consecutive months.

An absence for part of a day is counted as one day for the purposes of force majeure Leave

Employees who avail of force majeure leave shall not be treated as part of any other leave i.e. sick leave, annual leave, adoptive leave, maternity leave and parental leave

Force majeure leave shall not be treated as part of any other leave i.e. sick leave, annual

For the purpose of this document:

Entitlement An employee is entitled to paid leave as a result of illness or injury to:

A child or adoptive child A spouse or partner A person to whom the employee is in loco parentis A brother or sister of the employee A parent or grandparent of the employee A person who resides with the employee in a relationship of domestic dependency*

Force majeure leave only applies where the immediate presence of an employee is indispensable at the place where the ill/injured person is located. Routine illnesses or injuries are not covered by force majeure leave.

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In these circumstances, and provided the requirements of the legislation are met, employees are entitled to immediate paid leave for up to three days in any 12 consecutive months or up to five days in any 36 consecutive months.

Domestic Dependency* A person who resides with an employee is considered to be in a position of domestic dependency with the employee if, in the event of illness or injury, one reasonably relies on the other to make arrangements for the provision of care.

Notification In an instance where an employee is prevented from coming to work owing to a family member’s illness or injury, they should notify their immediate manager at as soon as is reasonably practicable.

The employee must complete the force majeure notice form on his/her return to work detailing a statement of the facts entitling them to the leave.

Abuse of Leave Where this policy is abused, an employee may be subject to serious disciplinary action, up to and including dismissal.

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COMPASSIONATE LEAVE Employees shall be granted compassionate leave with basic pay for the time necessarily absent from work due to the death of an immediate family member: husband, wife, child, parent, sister or brother – up to three (3) days leave.

Special paid leave of absence may be granted to employees where time-off is required on compassionate grounds for i.e. because of bereavement.

Employees must notify their Manager on the first day of absence and the above days must be taken consecutively.

For the purpose of this policy immediate family member is defined as follows:

Spouse/Partner Daughter Son Parent Sister Brother

One day’s leave will be granted for staff in the event of the death of other family members (i.e. grandparents and parent-in-law). Should the bereavement occur during the employee’s off-duty or Public Holiday or annual leave, no payment in lieu will be made.

For the purpose of this policy other family member is defined as:

Mother/Father in law Grandparent Grandchild Uncle/Aunt Son/Daughter in Law Niece / Nephew

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Management reserve the right to extend the above periods of compassionate leave if an employee requests an extension. Any extension of the compassionate leave periods defined above will be at the sole discretion of management.

Special needs arising from religious observance or physical distance of the bereaved will be treated with understanding and employees should contact the Human Resource Manager. It may be appropriate for employees to take annual leave to augment bereavement leave if required.

JURY SERVICE Jury Service The Juries Act, 1976 provides that every eligible citizen who is entered in the Dail Electoral Register may be called for Jury Service. Employees are entitled to take time off from work for such civil duty.

An employee will be granted paid leave to attend for such jury service. The employee must notify the HR Department as soon as the notice or summons is received and evidence of attendance at Court must be provided upon return to work.

Payment will only be made for time spent in attendance at Court. The employee must return to work if the jury service is only for part of a day.

Leave is granted provided business requirements allow such absence, otherwise the company may seek postponement of jury service.

The Company provides written

justification for postponement of jury service.

Due to the operational needs of the Company, staff may not volunteer or request extended jury service. This is only accepted when an official request is received from the Department of Justice.

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CAREER BREAK POLICY Truvo Ireland is committed to developing and maintaining work-life balance policies and arrangements that facilitate staff to achieve a better balance between work and life. The career break scheme is designed to support this commitment however it is subject to the service requirements of Truvo not being adversely affected by granting requests for career breaks.

The career break policy is designed to facilitate a break from service for (e.g. educational purposes or travel abroad etc). In all cases applicants should provide clear details of the exact purpose for which this career break will be used.

Period of Leave A career break is a period of unpaid leave, ranging from a minimum of X Months to a maximum of X years. A staff member who has successfully completed 36 Months service with Truvo may apply for a career break.

The granting of a career break is at the discretion of the Company.

A staff member’s

application may be refused where it is considered that the granting of a career break would have a detrimental effect on the relevant department.

Only the relevant Line Manager in conjunction with the Human Resources Department can approve career breaks.

Procedure The staff member should discuss the application and then apply in writing for a career break in the first instance with the Line Manager. The application must clearly state the purpose, proposed start and end dates of the career break and must be submitted at least 3 months in advance.

The Human Resources Department along with the Line Manager will assess and make a determination on the granting of the career break. An employee may appeal any decision made during this process. If an application is approved, the Human Resources Department will issue a formal letter to the applicant.

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Returning to Work The staff member must inform the Human Resources Department in writing three months before the expected date of return that he/she intends to resume. The staff member will be considered to have resigned from their position if no contact has been made with Truvo three months before the expected date of return.

If on return to duty, a vacancy does not exist in the department that the employee worked in, he/she may be offered a position in a different department on lower terms and conditions then previously held (with appropriate lower pay) pending the occurrence of a suitable vacancy in the department formerly worked in.

On return from a career break a staff member may be requested to undergo a medical examination to obtain a certificate of medical fitness.Truvo reserves the right to send an employee to a medical practitioner before returning from a career break.

The periods of leave on a Career Break are not reckonable for the purpose of probation, accrual of annual leave, sick leave, pension or incremental purposes.

Extension of Career Break Any application for an extension of a career break must be made in writing to the employee’s Line Manager at least three months in advance of the return date, for approval through the above procedures. Truvo Ireland reserves the right to decline an application for a career break extension.

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EMPLOYEE RELATIONS

TRUVO GRIEVANCE POLICY AND PROCEDURE PURPOSE The purpose of this policy is to provide employees with a readily accessible procedure for addressing any problems or concerns they may have at work. This procedure should not replace normal employee - manager dialogue. However, where such informal dialogue has failed to resolve an issue of concern, then an employee may utilise this procedure in an effort to have an issue resolved to his/her satisfaction. This policy is also intended to safeguard sound employee - management relations through the prompt reconciliation of work related issues. It also provides an opportunity for an employee to make management formally aware of situations where it is felt that a policy or procedure is not being followed or applied fairly to employees. This policy incorporates the provisions of the Code of Practice on Grievance and Disciplinary Procedures (S.I. 146 of 2000) as issued by the Labour Relations Commission.

APPLICABILITY This policy applies to all employees and management. It will be applied fairly and consistently to all employees and management.

POLICY It is accepted that when people work together there will inevitably be situations where misunderstandings, problems or concerns need to be resolved. It is the policy of this organisation that a culture of good communications, openness and a willingness to cooperate and listen will exist, and therefore it is envisaged that the majority of these issues or misunderstandings will be capable of being addressed informally in an efficient and effective manner. However, where such issues are unresolved they may become grievances. Therefore employees are encouraged to seek resolution of an issue by utilising this procedure.

PROCEDURE In order to provide an effective and timely resolution of employee concerns, the procedures outlined below will be followed to ensure that employee complaints or problems receive full and careful attention.

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Informal Discussion Employees are encouraged to approach their immediate manager in the first instance to discuss issues and attempt to informally resolve them. If an employee is dissatisfied with the response received then he/she may invoke the formal grievance procedure.

Formal Grievance Procedure: Stage 1 Employees are encouraged to approach their manager and inform them that they are invoking the first stage of the formal grievance procedure, A meeting will be arranged between the manager a member of the HR Department and the affected employee, The employee may be represented by a colleague of his/her choice, The problem will be discussed and a timeframe will be agreed for the manager to communicate a response (generally not to exceed 5 working days except in exceptional circumstances), A decision will be taken as soon after the meeting as possible, following reasonable enquiries by the manager, The grievance will be responded to, in writing, within 5 working days, or when reasonably practical, A summary of the meeting will be recorded and copies issued to those in attendance, Copies will be stored in the HR Department for a relevant period of time.

Formal Grievance Procedure: Stage 2 Should employees be dissatisfied with the response given, they may appeal the finding to the next level of management;

A further meeting should be requested, in writing, with the next level of management, This meeting will be between the employee’s manager, or if he/she was present at stage one, the next level of management, and the employee involved, The employee may be represented by a colleague of his/her choice, The problem will be discussed and a timeframe will be agreed for the communication of a response (generally not to exceed 5 working days except in exceptional circumstances), A summary of the meeting will be recorded and copies issued to those in attendance, A decision will be taken as soon after the meeting as possible, following reasonable enquiries by the manager/supervisor,

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The grievance will be responded to, in writing, within 5 working days, or when reasonably practical, A summary of the meeting will be recorded and copies issued to those in attendance, Copies will be stored in the HR Department.

Formal Grievance Procedure: Stage 3 The final internal stage will be the referral of the situation to the Managing Director/Director by the employee concerned;

The employee may be represented by a colleague of his/her choice, The problem will be discussed and a timeframe will be agreed for the manager to communicate a response (generally not to exceed 5 working days except in exceptional circumstances), A summary of the meeting will be recorded and copies issued to those in attendance, A decision will be taken as soon after the meeting as possible, following reasonable enquiries by the manager, The grievance will be responded to, in writing, within 5 working days, or when reasonably practical, A summary of the meeting will be recorded and copies issued to those in attendance, Copies will be stored in the HR Department.

The Managing Director’s/Director’s decision, following the exhaustion of the above procedure, will be final and no further appeal will lie from such decision.

Only where the internal grievance procedure has been fully exhausted may an employee seek recourse through the statutory bodies charged with enforcement of employment legislation and promotion of harmonious industrial relations. This may include the Rights Commissioners Service, the Employment Appeals Tribunal, the Labour Relations Commission, the Labour Court or the Office of the Director of Equality Investigations.

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TRUVO DISCIPLINARY POLICY AND PROCEDURE PURPOSE OF POLICY The company takes the view that in the vast majority of cases individual commitment and performance will be consistent with achieving company objectives. Should difficulties or problems arise the company is committed on a day to day basis to their resolution in an open, fair, frank and timely manner.

The Company is committed to treating all employees fairly and equitably and to helping employees perform effectively. However, there will be occasions when it may be necessary to invoke Disciplinary Procedures which are designed to protect the interests of both the Company and its employees. An employee’s rights to natural justice and fair procedures will be upheld at all times. This policy incorporates the provisions of the Code of Practice on Grievance and Disciplinary Procedures (S.I. 146 of 2000) as issued by the Labour Relations Commission.

SCOPE This policy applies to all employees, whether full-time, part-time, fixed-term, or permanent. The progressive steps provided for in the policy may be skipped when applied to employees during their probationary period or in circumstances where it is deemed necessary by the Company to do so.

POLICY The organisation aims to avoid situations requiring disciplinary action to be taken. An informal procedure is included in this policy in an effort to ensure that where company standards and rules are not being adhered to, an employee’s manager may raise these issues with the employee concerned in an informal manner to address the situation and resolve it without initiating disciplinary action.

Where there is a persistent failure on the part of an employee to adhere to the rules and standards of behaviour expected, or where a serious breach of this policy occurs, then disciplinary action may become necessary. Where this situation arises, each case will be treated consistently and fairly. The employee will be given the opportunity to provide their version of events with extenuating circumstances to be taken into account.

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Managers will use their best efforts to; a) Ensure that all cases are thoroughly investigated b) Avoid any discrimination c) Prepare carefully and be consistent d) Adhere to this procedure

OFFENCES Misconduct The Company will normally consider the following list of offences of misconduct as appropriate reasons for initiating disciplinary action. This list is not exhaustive: •

Unauthorised use of the Company’s assets and equipment.

Failing to follow the procedures in respect of absence due to sickness or injury.

Minor breach of the written statement of terms and conditions of employment

Minor damage to Company property

Minor breach of Company rules

Minor failure to observe Company policies or procedures

Regular unreasonable and/or unexplained absences

Poor time keeping

Poor job performance

Gross Misconduct Gross Misconduct is an act of misconduct, which is considered serious enough to result in summary dismissal. Summary dismissal is dismissal without notice or payment in lieu of notice. The following list includes (but is not confined to) examples of the circumstances, which will be regarded as ‘Gross Misconduct’. Please note that this list is not exhaustive. •

Insubordination e.g.: Refusal to obey reasonable instructions given by those with authority to give such instructions, except where the employee’s safety may reasonably be jeopardised by the instruction

Sexual harassment/harassment/bullying

Serious breach of rules, policies or procedures, especially those designed to ensure safe operation

Divulging or misusing confidential information

Theft or unauthorised possession of any property or facilities of the organisation

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Consumption of alcohol or drugs, which could affect work performance in any way or have an impact on other employees

The manufacture, possession or distribution of any controlled substance in the workplace or on the premises

Defrauding or attempting to defraud the organisation, its customers, suppliers or fellow employees

Unauthorised use of email, voicemail and computer systems.·

Falsification of any company records including, but not limited to; reports, sales contracts, accounts, expenses, claims or self-certification forms

Dishonesty or misrepresentation in a business context

Serious damage to company property

Violence, threatening or grossly offensive behaviour towards another employee, a client or member of the public

Persistent poor time-keeping or absence from work

Disclosure of confidential information or documents unless expressly authorised to do so

Acceptance of financial or other rewards from any third party without disclosure to or approval from the company

Gambling or money lending on the premises

Pornographic materials in the workplace

Bringing unauthorized person(s) onto company premises.

Conviction of any criminal offence which may render the employee unsuitable for employment or perceived as unacceptable to other employees or customers or which is likely adversely to affect the organisation’s interest

This list is not exhaustive and all cases will be treated individually Offences of a similar nature will be dealt with under this procedure. Gross misconduct will result in the initiation of the company disciplinary procedure, and may result in immediate dismissal with or without notice or pay in lieu of notice.

DISCIPLINARY PROCEDURE The company’s procedure on disciplinary issues is as follows:

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Informal Counselling Minor misconduct, poor performance or minor breaches of rules will normally result in informal counselling or advice being given by the immediate Manager in conjunction with the Human Resources Manager. If that approach is not successful it may be necessary to use the formal disciplinary procedure.

Formal Disciplinary Procedure This procedure will be used in cases of breaches of the rules or poor performance which have not been remedied by informal counselling. Normally the procedure will follow the stages listed below, although it is acceptable to move immediately to Stages 3 or 4 if a case appears sufficiently serious. From the first formal stage of the disciplinary procedure there will be one member of the management team and the HR Department present. Employees are advised and have the option to have a colleague present.

The Investigation Procedure Prior to taking the decision to invoke the disciplinary procedure, the organisation will ensure that the situation has been thoroughly investigated. This will be a fact finding process and will necessitate the gathering of detailed information as well as the carrying out of formal interviews, the taking of written statements and obtaining signatures. It is an integral part of the process and on occasions may require employees to be suspended on full pay, whilst it is carried out. Suspension on pay is not considered to be action taken under the disciplinary procedure. It is there to ensure that issues are dealt with in a fair and reasonable manner. Equally, the employee has the right to present information in the defence of his/her position, if the decision is taken to invoke the disciplinary procedure. Once the investigation has been completed the Manager will inform the employee of the findings and the outcome. Where the decision is taken to invoke the disciplinary procedure then the employee will be informed of the case against them, so they can respond in an informed manner at a disciplinary hearing. Where the decision is taken not to take disciplinary action, the employee will be counselled.

The Disciplinary Procedure The following disciplinary measures and procedures will apply in matters of discipline, the constant repetition of minor offences, wilful negligence or unsatisfactory performance or written complaints against employees received through the Grievance Procedure and which are found to be proven against the employees. At each stage in the procedure a disciplinary meeting will be held where all the facts will be considered and any mitigating circumstances

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discussed. Where a warning is issued a copy will be placed on the employees personnel file for a defined period. All warnings issued under this procedure will state clearly that the employee will be liable for further disciplinary action should their performance not improve or should there be a further breach of Company rules or procedures. In the event of no further misdemeanours occurring and the performance improving, the warning will be removed and the employee’s file will be clear. The employee will also be advised of his/her right to appeal against disciplinary action taken.

The stages in the procedure are as follows: Stage 1: Verbal Warning This is the first stage of the formal disciplinary procedure and would normally be given for a first incident. A record of the verbal warning will be kept on your personal file for a period of six months, and subject to satisfactory improvement will be deactivated after this time. If there is repetition of the unacceptable conduct or there is no satisfactory improvement, then disciplinary action under the next stage of the procedure will be considered. Stage 2: First Written Warning If the offence is of a more serious nature or there is a failure to improve performance after a verbal warning, a first written warning will normally be given. A record of the first written warning will be kept on your personal file for a period of twelve months, and subject to satisfactory improvement will be deactivated after this time. If there is repetition of the unacceptable conduct or there is no satisfactory improvement, then disciplinary action under the next stage of the procedure will be considered. Stage 3: Final Written Warning If the act of misconduct is sufficiently serious in the first case, or there is still a failure to improve your work performance, a final warning will normally be given. A record of the final written warning will be kept on your personal file for a period of twelve months, and subject to satisfactory improvement will be deactivated after this time. In exceptional cases this period may be extended. A sanction of suspension without pay for a period may also be applied at this stage of the disciplinary procedure.

The final written warning will state clearly that the next stage will be termination of employment if conduct and/or performance does not improve.

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Stage 4: Suspension Without Pay In exceptional circumstances, and depending on the individual case, the Organisation may exercise its discretion to suspend without pay. This is action short of dismissal. Stage 5: Dismissal There will be two alternative courses of action available at this stage in the procedure. The action taken will depend on the situation. Detailed below are the steps that must be taken prior to either course of action being exercised;

Option 1: An employee will be procedurally dismissed if they have failed to improve during the previous stages. Appropriate notice or payment in lieu of notice will be made.

Option 2: In an instance of gross misconduct an employee will be dismissed without going through the previous stages of the procedure. In these circumstances a full investigation will be conducted and a disciplinary meeting will be held which will follow the normal procedures outlined above. If the disciplinary investigation upholds the charge of gross misconduct it will most likely result in dismissal due to the serious nature of the situation. Such offences are outlined in this procedure under Gross Misconduct.

Appeals At any stage, the employee has the right to appeal Your appeal must be put in writing in the form of a letter, stating clearly the grounds on which you are appealing. Your letter of appeal must be sent within a period of seven days from the date that you receive written confirmation of the outcome of the disciplinary hearing. Your appeal should be made to the next higher level of management not previously involved in the disciplinary hearing. This person will normally also hear your appeal.

You have the right to representation at any appeal hearing. At this meeting, you will be given an opportunity to fully present your case against dismissal. As the person hearing your appeal has not previously been involved in the disciplinary process, you will receive a full and fair hearing. You will have only one internal right of appeal and the outcome of this appeal will be final.

In all cases of dismissal or demotion the Managing Director will be considered as the final arbiter

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Criminal Offences Outside Employment This would not automatically be treated as a reason for Disciplinary Action.

The main

consideration will be whether the offence is one that makes the individual unsuitable for their type of work or unacceptable to other employees, and if so whether alternative jobs are available which would be suitable. Absence from work as a result of a prison sentence constitutes grounds for dismissal.

Implications of being placed on formal disciplinary action Being placed on formal disciplinary action may impact on an employee’s next salary increase/review and any company bonuses. Eligibility to apply for continuing education funding and internal job opportunities may also be affected.

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PERFORMANCE MANAGEMENT Performance management is a process by which Truvo endeavours to ling strategic planning to individual performance standards and development.

It is accepted that there are times when an employee’s performance will fall below optimal. However as we operate in a fast moving, complex

highly competitive environment the

organisation cannot sustain anything less than peak performance from all it’s employees at every level.

Purpose of the Policy The purpose of this policy is to provide a clear structured process by which an employee’s performance, which is not up to standard, may be measured and addressed. The process will allow for a structured set of goals to be identified agreed and implemented.

The objective of this is to identify areas where an employee is failing, introduce specific measurable attainable realistic targets which will help the employee to resume and maintain optimal standards of performance.

Scope This policy applies to all Truvo employees who have been made permanent on successful completion of their probation. A separate method of continuous monitoring is in place as part of the probationary review process.

Process In line with Truvo’s culture of honesty and open communication any issues surrounding an employee’s individual performance will be raised in an informal constructive manner. The Manager will make every effort to explain the standards which are expected and offer informal advice on how the employee may achieve these targets. The employee will be given a set time frame (i.e. 1 to 3months) in which to improve.

Note: It is the Managers responsibility to notify an employee in writing of all stages of the procedure. Copies of such communication must be sent to the HR Department.

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Informal If, following the period allowed for improvement, the employee’s performance is still not up to acceptable standards then a follow up meeting, again informal but more structured, will take place with the Manager. This is an opportunity for the Manger to explore any work related causes of the employees poor performance, establish any appropriate support mechanisms and agree another period of improvement. The employee should take this opportunity to outline any specific difficulties they may be facing which are hindering them from performing at their best. Again a time period for improvement will be established and agreed.

Formal Stage 1 Following the informal stage and where an employee’s performance is still below the accepted standard the first stage of the formal performance management process will be initiated. A meeting between the Manager and the employee should take place. At this meeting the employee should be advised of the improvement required and that this will be monitored for the next (1 to 3 months). This will be confirmed in writing to the employee. A number of factors may need to be taken into account before manager’s move on to the next stage of the procedure.

If an improvement in performance is not achieved in the next (1 to 3 months), the Manager should consider all the facts surrounding the poor standards of performance before moving to Stage 2 of the procedure.

At this stage the Manager should seek advice and guidance from Human Resources and this should be followed by a meeting between the Manager a member of the HR Department and the employee.

The Manager must consider what supportive measures he / she can reasonably put in place to support the employee to achieve a satisfactory, sustained level of performance e.g. training, mentoring or staff support. These should be agreed with the employee and meet the needs of the business.

The details must be confirmed in writing to the employee and indicate that a sustained improvement in performance in the next (1 to 3months) is required.

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At Stage 2 onwards, the Manager should advise the employee to be accompanied by a, colleague or trade union representative.

Stage 2 If an improvement in performance was not achieved and where it is appropriate the employee will move to Stage 2 of the procedure. Again a meeting between the Manager, HR and the employee should take place. At this meeting the nature and continuance of the employee’s poor performance should be reviewed and discussed, and where any further supportive measures that may be needed agreed.

The details must be confirmed in writing to the employee and indicate that a sustained improvement in performance is required and if that is not achieved in the next three months then a written warning under Stage 3 of the procedure may be issued.

Stage 3 If there is no improvement in performance, the Manager in consultation with Human Resources should consider the situation before further action is taken. If considered necessary a meeting between the manager, HR and the employee will take place.

The employee’s poor performance will be discussed with reference to their performance history and if appropriate they should be issued with a written warning, this will outline the reason for the sanction, the improvements sought, the timeframe in which to achieve these improvements and the next stage of the process should those improvements not be reached.

The details must be confirmed in writing to the employee and indicate that a sustained improvement in performance is required and if that is not achieved in the next (1 to 3 months) then the employee will move to stage 4 of the process.

Stage 4 If, following the issuance of a written warning, there is still no improvement in performance, the Manager should consider the history of the situation and decide whether it is appropriate for further action to be taken.

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If the intention of the Manager is to recommend a final written warning to the HR Department then a meeting should take place prior to this.

The employee has at this meeting the opportunity to make any written or verbal submission as to why they should not be issued with a final sanction. If the Company are not satisfied that performance has improved then a final written warning for sustained poor performance will be issued.

It is important that employees issued with such a sanction understand the gravity of the situation, as the next step may be dismissal.

In line with fair procedures the right of appeal will be available. The appeal should be in writing the next level management and details of this will be included in the confirmation letter.

Dismissal for Unacceptable Standards of Performance If after an employee has been issued with a final written warning for persistently poor performance they fail to improve within the set time frame of not less than (1 to 3 months) then the HR Department in consultation with the Manager may consider terminating the contract of employment.

If a recommendation for dismissal is made by the Manager and the HR Department support this course of action then the Manager and Human Resources will meet with the employee and a colleague or trade union representative to deliver the decision.

If the Manager does not at this stage intend to recommend dismissal they must confirm this in writing to the employee accordingly, making clear that the final written warning remains in place until satisfactory standards of performance are achieved.

Appeal The employee has the right of appeal against the decision. This appeal should be made in writing the next most senior manager not involved in the original decision to dismiss. Details of the relevant manager, time frame and process will be included in the confirmation letter.

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EMPLOYEE ABSENCE MONITORING AND MANAGEMENT POLICY Introduction The Company recognises the need to monitor and manage absence in a fair, supportive and consistent manner. The purpose of this policy is to provide a framework for managers and employees to work together, to attain maximum attendance levels. This will ensure delivery of efficient and effective services for service users.

Scope This policy applies to all staff employed in the Company.

For the purpose of this policy Absence is defined as

Unscheduled disruption of the work process due to days lost as a result of sickness or any other cause not excused through statutory entitlements or company approval.

Principles It is acknowledged that, from time to time, some staff will suffer periods of ill health. Ill health is broadly defined to include both physical and mental ill health and/or disability. When this occurs, staff will be treated in a supportive way. The emotional, psychological and physical effects of ill health will be fully considered.

Sickness absence is recognised as a difficult issue for managers to address and has an impact on not only on service delivery but individual teams and the organisation as a whole. It is therefore necessary for the company to monitor and address the attendance of all its employees.

Where appropriate, and in line with medical guidance, opportunities and mechanisms to assist employees in achieving sustainable levels of acceptable attendance will be pursued.

It is important to note that the principles in this policy should always be followed. However, each case must be considered on an individual basis, taking into account the nature of the absence, past trends in an employee’s attendance levels, prospects of recovery, predicted future levels of attendance and the needs of the business.

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In applying the policy and procedure, care will be taken to ensure that no employee is discriminated against directly or indirectly. A work colleague or trade union representative may be invited to be involved in discussions with staff.

The policy offers a supportive approach which is structured to help staff achieve acceptable attendance standards. However, where problems continue either as a result of long-term sickness, or persistent poor attendance, and having taken account of the detail of this policy, this may ultimately result in disciplinary action.

Where an employee fails to adhere to absence reporting requirements, refuses without justifiable reason to follow this policy, or fails to pro-actively engage in the management of their own attendance, disciplinary action may be considered.

Confidentiality will be maintained at all times by managers and employees. Any inappropriate breach of confidentiality may result in disciplinary action being taken.

The Company recognises that a healthy workforce is an essential factor in providing effective services. To support this, the Company will promote working practices which have a positive impact on staff.

Please note that all Truvo employees are required to attend work consistently. Unacceptable levels of absence for whatever reason can result in disciplinary action and or the suspension of the individual from the Company Sick Pay Scheme.

Responsibilities of Managers Following any period of absence there should be a “return to work” discussion between the Manager and the employee. This is an opportunity for the manager to address the nature of the employees absence, their fitness to return to work and any other concerns the manager may have in relation to the employees absence history. The employee should see this as an opportunity to discuss any difficulties they are experiencing and recommend any action the company can take to help improve their attendance.

It is the Manager’s responsibility to treat employee’s that have been or are absent through sickness in a sympathetic way. However it must be understood that persistently poor

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attendance levels are a serious issue for the organisation and must be managed accordingly.

All staff should be made aware of notification of sickness absence procedures.

All Managers must be personally concerned about absence in their own area of responsibility. They should apply this policy in a fair and equitable way.

All managers must ensure that accurate and comprehensive records of absence are kept for their area of responsibility. These records should include date(s) of absence, reasons for absence and types of absence.

In addition, the above information must be added to the

department’s absence monitoring system in a consistent, accurate and timely manner. Such record keeping will ensure that patterns and trends of sickness absence are identified and addressed.

Managers must investigate factors which may contribute to the levels and potential patterns of absence within their departments. This may include environmental and/or job related factors. Action must be taken wherever possible to minimise these factors. If unclear the HR Department can assist in this.

It is a Manager’s responsibility to refer employees with either long-term or persistent shortterm sickness absence to Human Resources Department.

In cases of sickness absence Managers should work in partnership with the employee concerned to address the issues and the impact on service delivery. If Managers are aware that a long period of absence may occur, they should endeavour to work with staff to ensure those remaining in work do not suffer as a consequence.

In any case of long-term sickness absence the manager must maintain regular contact with the employee, with the involvement of Human Resources, to ensure appropriate support continues to be provided. How often and in which manner this contact will take place should be agreed between the manager and the employee. Human Resources may have a role in facilitating this.

It is a Manager’s responsibility to inform staff in writing of all stages of the procedure.

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Responsibilities of Employees All employees must notify their immediate manager of their absence, as soon as possible on the first day of absence, and normally at least one hour prior to the start of their working day.

For any period of absence the employee must submit a self-certificate form, obtainable from their immediate manager, within the first seven calendar days of absence.

If the period of absence extends beyond two working days, the employee must obtain a certificate signed by a medical practitioner, which must then be sent to their immediate manager. On-going medical certificates must be sent to the manager within twenty-four hours of the previous certificate expiring. If the employee is unable to meet this requirement then they must contact their manager by telephone within the same time period. A failure to comply with these requirements will result in the employee being marked as absent without pay and may be subject to disciplinary action.

In cases of long term absence the employee must maintain regular contact with the immediate Manager in order to seek appropriate support. How often and in which manner this contact will take place should be agreed between the employee and the manager. If the employee is absent due to stress under certain circumstances they may wish to contact Human Resources for support rather than their manager.

At all times the company reserves the right to refer an employee to a company designated medical practitioner for a medical assessment. The report will outline the nature and expected duration of the aliment/illness a copy of which will be forwarded to the company.

Company Sick Pay Scheme Company Sick Pay will be paid to employees who are absent as a result of illness or injury only when the Company has been properly notified of the absence, where the requirements of this policy have been met, where the benefit has not been previously exhausted and the Company receives appropriate documentation verifying the absence.

The payment of the sickness benefit should not be interpreted as an entitlement to absence or as a limitation of the Company to take appropriate action in light of an employee’s attendance record.

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All payments for Sick Leave will be made subject to the transfer by the employee to the Company of the employee’s sick benefit from the Department of Social Welfare. This applies to all payments made by the company for certified medical illness of more than three days.

Applying for Social Welfare Illness Benefit To apply for Illness Benefit you should:

The application form known as the first social welfare medical certificate ( MC1) for illness benefit is available from the employees own Doctor (GP). Complete this medical certificate and application form, giving details of any dependants, including your spouse’s or partners PPS No. and Child Benefit number (if applicable) You will need to quote the Company’s registered number for tax on the application form. The Company’s registered number for Tax is 0046120R Make sure you sign the declaration on the application form. Forward your application form to the address quoted within 7 days of becoming ill. A delay of more than 7 days may cause you to lose some of your payment. If there is a good reason for delay in applying, your payment will be backdated; however, the Department of Social and Family Affairs will not backdate claims beyond six months. You must send in a medical certificate (known as MC2) each week for the duration of the absence to the Social Welfare offices, unless told otherwise by that office. Before returning to work you must submit a final medical certificate from your Doctor to the Social Welfare that declares, you fit to return to work to full duties. The Department of Social and Family Affairs will notify each employee of the Company’s receipt of their payment for Illness Benefit. The employee should present a photocopy to Payroll and retain the original for their own records.

NB - it is the obligation of all employees to claim and refund Social Welfare Benefit to the Company. All cheques should be made directly payable to the company

Failure to Refund Failure to refund social welfare entitlement to the company, within three weeks of first absence, automatically disqualifies employees from the sick pay scheme until full benefits

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have been refunded unless the employee in question can provide the Company with written confirmation of their ineligibility from the Department of Social and Family Affairs.

Deduction for Overpayments The company shall be entitled at any time during your employment, or in any event on termination, to deduct from remuneration payable to you any monies owed by you to the company, for example expenses float, salary overpayments, additional annual leave, sick pay etc.

Eligibility for Company Sick Pay Employees who have the requisite service are eligible to company sick pay upon completion of their probation. Entitlement to the total sick pay benefit is based on any consecutive 12month period.

The following scale of payments will apply to all permanent staff, related to service within the Company.

Service

Benefit

Less than 12 Months

Nil

1 - 2 years

12 weeks full pay

2 - 3 years

16 weeks full pay

3 - 4 years

28 weeks full pay

4 - 5 years

28 weeks full pay and 6 weeks half pay

5 - 6 years

28 weeks full pay and 12 weeks half pay

6 - 7 years

28 weeks full pay and 18 weeks half pay

7 years or more

28 weeks full pay and 24 weeks half pay

If you are absent from work due to an accident which occurred or a condition which was sustained either on or off duty, any pay received by you from the Company in respect of the absence will be treated as a loan which you must repay to the Company if you recover damages in respect of your injury, condition or absence from work.

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Procedure for managing short term/frequent absence As already stated, absence is recognised as a difficult issue for managers to address and has an impact on not only on service delivery but individual teams and the organisation as a whole. It is therefore necessary for the company to monitor and address the attendance of all its employees.

For that reason the Company has developed the following process which will allow for a structured consistent process by which an employees absence may be measured, addressed and improved.

The current national absence rate ranges from 0.8% in the lower quartile to 3.35% in the higher quartile. For this reason the Company has decided to set a Trigger Level of 4%, absences above this figure in a rolling 13 week period will be considered excessive and may result in an absence review process being initiated.

The calculation of an employees absence percentage is as follows:

No. Days Absent / Total available working days x 100

Stage 1 Where an employee has absences in excess of 4% of their working hours in a consecutive 13 week period a meeting between the Manager and the employee should take place. At this meeting the employee should be advised of the improvement required and that this will be monitored in the next 13 weeks. This will be confirmed in writing to the employee. A number of factors may need to be taken into account before manager’s move on to the next stage of the procedure.

If an improvement in levels of attendance is not achieved in the next 13 weeks, the Manager should consider all the facts surrounding the absence before moving to Stage 2 of the procedure.

At this stage the Manager should seek advice and guidance from Human

Resources and this should be followed by a meeting between the Manager a member of the HR Department and the employee.

The Manager must consider what supportive measures he / she can reasonably put in place to support the employee to achieve a satisfactory, sustained level of attendance e.g.

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adjustment to role, relocation, staff support. These should be agreed with the employee and meet the needs of the business.

The details must be confirmed in writing to the employee and indicate that a sustained improvement in the level of attendance in the next three months is required.

At Stage 2 onwards, the Manager should advise the employee to be accompanied by a, colleague or trade union representative.

Stage 2 If an improvement in attendance was not achieved and where it is appropriate they will move to Stage 2 of the procedure. Again a meeting between the Manager, HR and the employee should take place. At this meeting the nature, durations and continuance of the absences should be reviewed and discussed, and where any further supportive measures that may be needed agreed.

The details must be confirmed in writing to the employee and indicate that a sustained improvement in the level of attendance is required and if that is not achieved in the next three months then a written warning under Stage 3 of the procedure may be issued.

Stage 3 If there is no improvement in levels of attendance, the Manager in consultation with Human Resources should take stock of the situation before further action is taken. If considered necessary a meeting between the manager, HR and the employee will take place. The employee’s consistent absences will be discussed with reference to their attendance history and if appropriate they should issued with a written warning, this will outline the reason for the sanction, the improvements sought, the timeframe in which to achieve these improvements and the next stage of the process should those improvements not be reached.

The details must be confirmed in writing to the employee and indicate that a sustained improvement in the level of attendance is required and if that is not achieved in the next three months then the employee will move to stage 4 of the process.

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Stage 4 If, following the issue of a written warning, there is no improvement in levels of attendance, the Manager should take stock of the situation before further action is taken.

If the intention of the Manager is to recommend a final written warning to the HR Department then a meeting should take place prior to this.

The employee has at this meeting the opportunity to make any written or verbal submission as to why they should not be issued with a final sanction. If the Company are not satisfied that absence levels have improved then a final written warning for sustained unacceptable levels of absence will be issued.

It is important that employees issued with such a sanction understand the gravity of the situation, as the next step may be dismissal.

The right of appeal against the warning should be made to the next level Manager and details of this will be included in the confirmation letter and details of the process explained.

Dismissal for Unacceptable Levels of Absence If after an employee has been issued with a final written warning for repeated persistent absences in excess of 4% the fail to improve within the set time frame of not less than 13 weeks then the HR Department in consultation with the Manager may consider terminating the contract of employment.

If a recommendation for dismissal is made by the Manager and the HR Department support this course of action then the Manager and Human Resources will meet with the employee and a colleague or trade union representative to deliver the decision

If the Manager does not at this stage intend to recommend dismissal they must confirm this in writing to the employee accordingly, making clear that the final written warning remains in place until satisfactory levels of attendance are achieved.

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Appeal The employee has the right of appeal against the decision. This appeal should be made in writing the next most senior manager not involved in the original decision to dismiss. Details of the relevant manager, time frame and process will be included in the confirmation letter.

Considerations In the normal course of events, any warnings issued in accordance with this procedure are not of a disciplinary nature; this could imply that the employee could, of his / her own volition, improve his / her health and attendance record.

However, there is one important exception; where a Manager obtains evidence of fraud this is admissible as a reason for dismissal on the grounds of gross misconduct and must be treated in accordance with the Disciplinary Policy and Procedure.

In normal circumstances the review periods mentioned above will start from the return from the last episode of sickness.

Procedure for managing long-term absence In the event of an employee becoming ill or incapable of attending work for an extended period of time there will be a separate procedure employed to assist both the management and reintegration of the employee back into the business.

Stage 1. If an employee has been absent for in excess of four weeks, the Manager should arrange to meet with them, so that they can examine the situation. In circumstances where there is an indication of the absence being longer than four weeks the Manager can consider arranging to meet the individual. If there is a known return to work date, the manager should discuss and agree with the employee a plan for their return to work.

Stage 2. If no immediate return to work date is available, the Manager should obtain a doctor’s report, following which a meeting between the Manager and employee should take place, at which the content of the report and any other GP or consultant/specialist reports should be discussed and where any supportive measures should be discussed and agreed.

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Stage 3 Where the sickness absence continues and/or the Company Doctor has indicated that periodic review is necessary, on-going monitoring by the Manager should take place. This should include regular contact with the employee and meetings to discuss any new information in the reports.

Returning to Work Where a Manager is notified of an employee’s intention to return to work following a period of long-term absence, they should refer the employee to the Company Doctor to seek advice and guidance on how to support the employee to achieve a satisfactory sustained level of attendance in the future and to ascertain their fitness to return to work. In order to support employees who have had long-term absence, there may be the option of a phased return to work which may include a negotiated mix and match of annual leave and time off given by the Company.

If the Company receives a Medical Certificate which recommends a return to duty with restricted or altered duties, the Company must consider the viability of such adjustments and availability of suitable alternative posts. If a permanent change in post is agreed, this may include a change in the employee’s grade. The company will seek to consult and agree this with the employee prior to their return.

Disability If an employee is defined as having a disability under the Employment Equality Acts 1998 to 2008, their absence will be managed in accordance with the Act and reasonable alternatives will be considered, for example, redeployment to an alternative appropriate post. Where redeployment to an alternative appropriate post is agreed with all parties involved, they will move into the post without competition if they meet the person specification.

If absence continues and the member of staff remains unfit for work in any capacity and there is no return to work date identified, the Manager should consider the situation in consultation with Human Resources and discuss the appropriateness of termination of employment. Prior to this decision being taken the employee will be invited to a hearing and advised of their right to representation. The employee will have the opportunity to make any

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written or verbal submission as to why dismissal should not occur. The facts along with their submissions will be considered and a decision will be made.

If a decision to terminate is taken notice of termination will be given and confirmed in writing, this will include the reason for the decision, the facts and submissions considered, and the rationale for taking such action. The employee will be notified of their right to appeal this decision.

Appeal An appeal against the decision to terminate should be made to the next most senior manager not involved in the original decision. The appeal should be in writing within the specified time period stating the reasons for the appeal. Details of this and the process will be included in the confirmation letter.

TIME-KEEPING The company places great emphasis on punctuality and will monitor each employee’s timekeeping record. Employees are considered to be late if they ‘clock-in’ late, i.e. after the scheduled start time. If an employee arrives for work more than one hour late he/she must report to the supervisor, before ‘clocking-in’. Time missed in excess of one hour will be considered as an incident of absence and the disciplinary code of absence may be implemented.

Payment deductions will be made for lateness in accordance with actual clocked times. The appropriate stage of the Disciplinary Procedure will be instituted if an employee is persistently late. Persistent lateness can be considered as meaning:

more than four to five occasions late in a four-week period and/or; more than 150 minutes late in a four-week period.

It is important that employees understand the above definition is neither a benchmark nor a limitation of the Company to take appropriate action in light of an employee’s punctuality record.

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EMPLOYEE RETENTION POLICY Purpose and scope The primary purpose of the Employee Retention Policy is to assist the reduction of staff turnover from the Company.

Through a process of open communication the policy will enable the Company to gather important information on the reasons for leaving and provide a safe environment for employees to provide valuable feedback to the Company on their employment experience.

Through the application of this policy the Company will aim to retain essential skills.

Principles All employees will have the opportunity to participate in the interview process.

Company Managers will ensure that no employee suffers adverse treatment during their remaining period of employment or any references associated with their future employment due to their participation in the employee retention procedure.

The application of the policy is the responsibility of all Managers under the co-ordination of Human Resources.

Procedure Pre-decision Employees will naturally from time to time consider their current employment circumstances against their personal aspirations or in light of current personal issues they are facing. Before committing themselves to seek alternative employment, each employee will have the opportunity to access a range of resources that will aim to address these concerns.

An employee’s first point of contact should be their Manager. In a positive employment relationship they will be able to discuss any concerns through their established one-to-one meetings, objectives review, or appraisal. In parts of the organisation where daily contact is

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less practical, employees should feel able to contact their Manager to request an interview with them under the Employee Retention Policy.

Where an employee feels that the current development opportunities available to them in the Company are insufficient they may contact Human resources who can provide details of role outlines agreed by the Company and the potential for further development.

Where employees have concerns for direct contact with their Manager, they should take the opportunity to raise concerns in confidence with their Manager’s manager. Together they may consider what support the Manager’s Manager can provide which may include facilitating a discussion with the Manager, reassign duties or alternative development options.

Decisions to resign Employees who have considered the available support and have decided their future employment lies elsewhere are required to give written notice in accordance with their contract of employment to their immediate manger. The Manager should forward a copy of the resignation letter, in confidence, to Human Resources.

Upon receipt of a letter of resignation, Human Resources will organise a questionnaire and interview.

Managers in receipt of resignation letters should consider whether or not they wish to support the resignation. Where Managers are supporting the resignation they should contact the employee to confirm the leaving arrangements.

Managers who wish to discuss the resignation further should make arrangements to do so with the employee as a matter of urgency. This discussion should consider what further action the Manager or Company could consider in retaining the employee.

Employees in receipt of the questionnaire are encouraged to complete this openly and honestly. The results and answers contained therein shall remain strictly confidential. Their questionnaire may also indicate their wish for a further separation interview.

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It is the Manager’s responsibility to ensure a termination form is promptly completed and sent to the Human Resources Department. The form should clearly indicate the last day of working and, together with any outstanding or overtaken leave, the agreed last day of service with the employee. The form should indicate the forwarding address even where this is their existing home address, and a reason for leaving.

The Manager on completion of employment should forward the employees file in confidence to Human Resources for filing. Upon receipt of the personnel file the Human Resources Team will place any finalised questionnaire form on to the personnel file together with the termination form which will remain confidential.

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NOTICE PERIODS In the event of the termination of your employment you will be entitled to the legal minimum notice as specified in the Minimum Notice and Terms of Employment Acts, 1973 to 2001.

Length of Service

Notice

13 weeks to 2 years

1 week

2 years to 5 years

2 weeks

5 years to 10 years

4 weeks

10 years to 15 years

6 weeks

15 years +

8 weeks

The company may, in its discretion pay you your salary in lieu of notice. Nothing in this contract shall prevent the giving of a lesser period of notice by either party where it is mutually agreed. In the event of the termination of your employment by reason of gross misconduct, you will not be entitled to receive notice in accordance with this clause.

If an employee wishes to leave the company they must give due notice as per their Contract of Employment.

Unless otherwise specified this requirement increases, for permanent staff, as follows:

(a)

Notice of one month from the Company becomes five weeks after five years

continuous service with an additional weeks notice for each further year of continuous service up to a maximum of twelve weeks after twelve years service.

(b)

Notice to the Company of one month becomes six weeks after ten years’ continuous

service and two months after fifteen years’ continuous service.

(c)

Notice from the Company will not apply in cases of summary dismissal on the

grounds of gross misconduct.

Note: The Company reserves the right to give payment in lieu of notice.

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INTOXICANTS POLICY The objective of this Policy is to identify and remove the adverse affects of alcohol and drugs (collectively known as intoxicants) on job performance, and to protect the health and safety of all our employees. Use and misuse of alcohol or drugs can and does impair the ability of an employee to perform their duties and may endanger the employee, their co-workers, and the public as well as company property.

The company seeks to prevent the use/abuse/misuse of drugs and alcohol by employees in any way, which impairs their ability to perform their duties. It is considered to be a serious breach of company policy for any employee to be under the influence of any intoxicant to the extent, in the company’s opinion, it renders them unfit to undertake the work they are required to perform in a safe manner.

Therefore, all employees must be free from any adverse influences of alcohol, drugs or substances during working hours.

Definitions Intoxicant: includes alcohol and drugs and any combination of drugs or of drugs and alcohol. (Safety, Health and Welfare at Work Act, 2005, Section 2)

Purpose of the policy The purpose of this policy is to provide a framework whereby employees who are experiencing alcohol and/or substance misuse may have access to early support and treatment and a reduction in the effects of their condition on their work performance, capability and health and safety.

To provide a framework through which staff that are suspected of alcohol and/or substances misuse are dealt with sensitively and consistently.

To ensure that employees that raise concerns about colleagues displaying signs of alcohol and/or substances misuse are supported appropriately.

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Scope The Policy applies to all employees of the company regardless of rank or position and includes temporary, fixed-term employees (including agency workers) and part-time employees. This policy also applies to contractors.

Relevant Legislation Alcoholism and other drug addictions are recognised as diseases responsive to proper treatment and as such employees suffering from such addictions will not be discriminated against on the basis of his/her illness in accordance with the terms of the Employment Equality Acts 1998 to 2008.

Section 13 of the Safety, Health and Welfare at Work Act, 2005 states that employees should ensure that they are not under the influence of an intoxicant to the extent the he/she are in such a state as to endanger his/her own safety, health or welfare while at work or that of any other person.

Relevant Issues Employees who have an alcohol or drug problem will be offered assistance and given the opportunity to do something positive about their problem. Employees will be encouraged to avail of this option. However, should an employee fail to continue with treatment or respond to same, he/she may be subject to disciplinary action up to and including dismissal where appropriate.

Information about Employee Assistance Programmes (EAP) will be made available to assist employees. Information received from employees concerning addictions will be dealt with in the strictest confidence.

It is prohibited to manufacture, distribute, dispense, possess, sell, purchase or use a controlled substance on company property. To engage in any of the above activities is considered to be gross misconduct and will result in disciplinary action up to and including dismissal.

Being under the influence of alcohol or illegal drugs on company property or while engaging in work-related activity is strictly prohibited. The unauthorised use or possession of

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prescription drugs or over-the-counter drugs on company property is also prohibited. You should contact your direct supervisor concerning permission to consume or be in possession of prescription drugs.

Employees taking drugs prescribed by an attending physician must advise their direct supervisor in writing of the possible effects of such medication regarding their job performance and physical/mental capabilities. This written information will be kept confidential and communicated to the direct supervisor prior to the employee commencing work. All medical information will be kept confidential and the employer, without exception, will punish any breach of privacy and confidentiality in this regard. All prescription drugs must be kept in their original container.

Employees who violate this Policy are subject to appropriate disciplinary action up to and including dismissal.

Testing Employees will not be subjected to random alcohol and drugs testing as a result of the Policy. However any employee suspected of being under the influence of intoxicants or involved in a work related accident may be subject to ‘with cause testing’. This will be conducted in conjunction with an occupational medical advisor. All employees are expected to co-operate fully with such testing as a condition of continued employment with this organisation.

“With Cause” Testing This is to be applied in circumstances where any member of the staff appears to be under the influence of an intoxicant in breach of this policy and where a manger observes demeanour, behaviour or in extreme cases physical appearance that may indicate intoxication,. The judgement as to whether “With Cause” testing needs to be applied can arise from factors, such as but not limited to, apparent disorientation; unsteadiness; slurring of words; smell of alcohol; admitted or observed taking of illegal or un-prescribed drugs or volumes of alcohol which might cause the legal limit for driving to be exceeded; unusual or abnormal behaviour.

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In all cases, prior to a staff member being requested to avail of the “With Cause” testing procedures, more than one person will have submitted an opinion of the presence of circumstances or conditions sufficient to warrant the offer of the test, i.e., these will be; (a) the manager on duty at the time (of the employee member(s) affected), plus (b) another manager on duty at the time.

Search Search procedures, conducted under reasonable cause, such as inspections of an employee's personal property including briefcases, desks, locker etc. will be maintained as part of the company's security measures. All employees will be expected to cooperate as a condition of continued employment with special drug/alcohol searches of personal vehicles on company property, purses, clothing, briefcases, or other employee personal property when there is reasonable suspicion to believe that an employee may be in possession of drugs or alcohol. Searches on company premises and company property can be conducted at any time and applies to all individuals working in the organisation regardless of rank or status.

Illegal Activity The sale, use, purchase or possession of an illegal drug or drug paraphernalia is illegal under Irish law. The company, having taken immediate steps in line with disciplinary procedures, will report information concerning possession, distribution, or use of any illegal drugs to An Garda Siochana and will turn over to the custody of the Gardai any such substances found during a search of an individual or property.

Searches of individuals will only be conducted on the basis of reasonable cause, and searches of vehicles, lockers, desks or closets when based on reasonable suspicion. The Company will co-operate fully in the prosecution and/or conviction of any violation of the law.

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RIGHT TO SEARCH POLICY It is a condition of employment that any employee may at any time be searched by a member of management or a recognised security officer employed or engaged on behalf of the

company.

The company has the authority to search an employee, an employee's belongings, including their motor vehicle when they are entering or leaving the company's premises.

An employee who refuses to co-operate fully with any search request or is found to be in possession of any property belonging to the company or to any party other than the employee being searched is liable to serious disciplinary action up to and including dismissal, following a full investigation. Any employee is entitled to have a witness in attendance during any such search. The company will draw all appropriate and reasonable inferences from any refusal to co-operate fully with any search request.

DRESS POLICY All Truvo Ireland employees should be appropriately dressed at all times during their working hours. All employees are expected to maintain acceptable standards of appropriate dress and footwear. Clothing worn by employees should conform to a standard of formality in dress that projects a professional image. Footwear should be suitable and practical, having regard to both safety in the workplace and professional image.

The personal appearance of staff members should be presentable at all times. All employees must conform to this policy. Employees that are consistently in breach of this policy may be subject to disciplinary action.

Personal appearance and hygiene Starting on your first day with Truvo Ireland and continuing throughout your employment, you represent the Company.

Your appearance, professional conduct, actions and the

impressions you make on clients and other professionals with whom you come into contact

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are important not only to your own advancement and job satisfaction, but to the continuing development of the Company’s business.

We encourage everyone to maintain personal appearance and personal hygiene in a manner that it is consistent with the professionalism needed in our business environment.

If you are unclear as to what the Company would regard as an appropriate standard of dress you should seek guidance from Human Resources.

SMOKING POLICY Section 47 (1) of the Public Health (Tobacco) Acts, 2002 and 2004 prohibits the smoking of a tobacco product in any place of work. As such, Truvo Ireland’s entire workplace is a smoke free zone. There are no areas within the defined workplace that are exempt from smoking.

The aim of this policy is to ensure that all employees and clients are not exposed in any way to environmental tobacco smoke.

This policy also aims to encourage, through positive

action, to help all employees who smoke, to quit or minimise their smoking. All employees of the company must adhere strictly to this policy.

Any employee who is aware of breaches of this policy must report it to their Line Manager or to the HR Department. Breaches of the no smoking policy will be subject to disciplinary action, up to and including dismissal.

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CONFIDENTIALITY AND RESTRICTIVE COVENANT CLAUSE Every effort is taken by Truvo Ireland to ensure that its client’s information and affairs are treated with absolute confidentiality. It is therefore essential that you note the following provisions.

You will be expected to keep all information concerning the company, its customers and any other company within Truvo Ltd. with whom you are involved, absolutely confidential. Any deliberate breach of confidence will be regarded as gross misconduct justifying summary dismissal.

You will be expected to devote your entire working time and attention to the company’s affairs and therefore you may not, during the period of your employment with the company, without prior written consent of the Managing Director, be engaged, concerned or interested either directly or indirectly in any capacity in any business or employment which is similar to or in competition with the business of the company or which may in the company's opinion prejudice your ability to act at all times in the company’s best interest.

You will deliver to the company, on termination of your employment, or at any time it may so request, all memoranda, notes, records, manuals, programmes (be they in writing, hard copy , CD, on ones personal laptop/PC, memory key or other electronic media) or any other documents or property belonging to the company or any company within Truvo Ltd or relating to its customers, which you may then possess or have under your control. You may not, without the company’s explicit written consent, keep copies of same.

You may not remove from the company’s premises at any time, without proper advance authorisation, any document or other property which belongs to the company or contains or refers to any confidential information relating to the company, its customers or any company within Truvo Ltd. You will return to the company, after termination of your employment any documents or other company property that subsequently comes into your possession or procurement in the future.

You also undertake that after the termination of your employment with the company, you will not solicit the business of any person, firm or company who is a customer of the company at the time of your termination and you will not, in competition with the company, solicit any

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person who was during your employment with the company employed or engaged by the company and who, by means of such employment, is or is likely to be in possession of confidential information belonging or relating to the company or any associated customers or their business.

If any provision in this clause is deemed in law to be, or becomes invalid, illegal, void or unenforceable, such provision will be deemed amended to conform to applicable laws so as to be valid and enforceable, or if it cannot be so amended without materially altering the intention of the parties, it will be deleted, but the validity, legality and enforceability of the remaining provisions of this contract shall not be impaired or affected in any way.

Lay-off and/or short-time The Company reserves the right to lay you off from work or reduce your working hours, where through circumstances beyond its control it is unable to maintain you in employment or maintain you in full-time employment. You will receive as much notice as reasonably possible prior to such lay-off or shorttime. You will not be paid during the lay-off period. You will be paid only in respect of hours actually worked during periods of short-time.

Changes in Policies and/or Terms & Conditions of Employment Changes in the policies and or terms and conditions included in this Handbook or in other terms, conditions and rules of employment will be notified to you before the date of proposed change, and will have effect with your acceptance or acquiescence.

Commitment You shall at all times use your best endeavours to promote and protect the interests of the Company and shall not do anything which is harmful to those interests. You shall not use in the performance of your duties any proprietary or confidential information of any former employer or other third party in breach of any previous confidentiality undertaking. You shall devote time, attention and abilities to the duties of your employment and such additional time as is necessary for the proper fulfilment of those duties.

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ACKNOWLEDGEMENT OF RECEIPT OF EMPLOYEE HANDBOOK I have received the current Truvo Ireland Employee Handbook. I have read and understood the material covered. I have had the opportunity to ask questions about the policies and procedures covered in the handbook. By my signature below, I acknowledge, understand, accept and agree to comply with the information contained there in. I understand that the company reserves the right to change, modify any policies, procedures, rules or benefits contained or described in the handbook as it deems appropriate. I acknowledge that the handbook and its contents contain expressed and implied terms regarding my contract of employment.

Signature

Date

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Truvo Employee Handbook