Beach Retreats - team handbook

Beach Retreats team handbook

We believe happiness is simply made. So we create the time and space for people to be at their happiest.

Our values are at the heart of everything we do:

We care

Which means we’re generous with our time, our efforts, our support and our spirit.

We notice

Which means we’re focused on the detail, on being professional, on delivering high standards, on the things that matter most.

We change

Which means we’re dynamic, in our actions, our direction of travel, our enthusiasm for our work and the way we do it.

Recruitment policy

The aim of this statement is to understand and minimise the risk of modern slavery within our business and supply chains.

Introduction

Effective and consistent recruitment practices are essential to ensure that all applicants are treated fairly and with diversity and equality of opportunity.

The recruitment process must result in the selection of the most suitable person for the job in respect of skills, experience, and qualifications.

This policy defines the principles that we consider important in the recruitment process and aims to ensure that consistency and good practice is applied across the group.

Diversity & inclusion

It is against our Diversity and Inclusion Policy and against the law in many cases to discriminate either directly or indirectly on the grounds of race, nationality, ethnic origin, gender, marital status, pregnancy, age, disability, sexual orientation,

gender reassignment, ethnicity, cultural or religious beliefs. Reasonable adjustments to the recruitment process will be made to ensure that no applicant is disadvantaged because of their disability.

All team members are required to comply with the requirements of the Diversity and Inclusion Policy at every stage of the recruitment process including production of role profiles, advertising material, instructions given to recruitment agencies, shortlisting of applications, interviewing, selection decisions and offers of employment.

All policies and procedures reflect our commitment to achieving and maintaining diversity and equal opportunities within the workplace. It is the responsibility of every team member to monitor continually and evaluate formal and informal practices and procedures to ensure that they do not directly or indirectly discriminate against any individual or group of society.

Any team member who is found to be discriminating in any way during the recruitment process will be subject to the disciplinary procedure and may be liable to dismissal.

In order for us to monitor the effectiveness of the Recruitment policy it is necessary that all candidates complete the starters form, medical information and diversity monitoring form. Any data which is collected regarding gender and ethnic origins will be collected solely for the purpose of monitoring equal opportunity and will be held confidentially by us and protected from misuse.

Our commitment to the principles of the Modern Slavery Act 2015

We are an equal opportunities employer at Beach Retreats and we recognise the benefits of a diverse workforce and are committed to providing a working environment that is free from discrimination.

• We have a whistleblowing policy that encourages the following:

• All our team to feel confident in raising serious concerns and to question and act upon concerns about practice.

• Provides avenues for team to raise those concerns and receive feedback on any action taken.

Ensures that team receive a response to their concerns and that they are aware of how to pursue them if they are not satisfied.

Our recruitment and selection policy ensures that all potential team members have the right to work

in the UK and carries out the appropriate checks.

The following policies are in relation to the Modern Slavery Act 2015 and are available to team accessed via the handbook on the electronic portal:

• Diversity and inclusion policy

• Recruitment and selection policy

• Anti-harassment and bullying policy

• Anti-corruption and bribery policy

• Whistleblowing policy

Recruitment authorisation

Any vacancy must be authorised by the appropriate manager/director before any attempt is made to fill the role. In making the request to the appropriate manager/director consideration should be given to whether the role could be absorbed amongst the rest of the team or elsewhere in the group. Please fill in the authorisation form

Role profile

Once authorisation has been obtained, the HR Team and person/manager recruiting must produce a role profile for the vacancy which provides a fair and accurate representation of the role and follows the format which is laid out in the ‘Your Role’ template. The role profile will include a clearly drafted person specification.

The profile will describe the duties, responsibilities and seniority of the post and the person specification will describe the qualifications, knowledge, experience, skills and competencies needed for the role to be carried out effectively.

The profile should be used during the recruitment process to assess the skills and abilities of the applicant against the profile. Particular care must be taken when producing role profiles to ensure that unreasonable requirements are not placed on the job holder which cannot be objectively justified and may unfairly disadvantage certain groups e.g. gender, ethnic minorities, elderly or disabled persons.

Advertising of vacancies

All vacancies must be advertised within the group to all members of team via the HR and Payroll system Harri, notice boards, minibus and/or internal communications. This will be in conjunction with any external methods identified.

External methods of recruitment that maybe considered include approaching approved employment agencies or advertising in suitable jobs board and press.

In order to support the local economy, vacancies will be listed with the geographical area and circulated with the local employment offices, schools, colleges and universities.

Where the job is to be advertised, the proposed advertisement must be submitted to the HR team for approval. An advertisement must not show any intention to discriminate unlawfully.

Shortlisting

In order to shortlist candidates for interviews, we will:

• Identify specific job-related criteria using the job description.

• Match these criteria with those detailed in the candidate’s CV.

• Use this information to select which candidates will be invited for interview.

Candidates who apply for positions with the group, whether through a direct advertisement or a recruitment agency, will always be informed of the outcome of their application as quickly as possible. Where candidates have applied to the group directly, they will be informed of the outcome in writing.

Recruitment interviews

The interview will focus on the needs of the job and skills needed to perform it effectively.

Managers conducting recruitment interviews will ensure that the questions that they ask job applicants are not in any way discriminatory or unnecessarily intrusive. A record of every recruitment interview will be made and passed to the HR department to be retained for a suitable period of time.

Offer of employment

Once the most appropriate candidate has been selected, this appointment needs to be approved by the manager and the terms and condition of the offer of employment must be confirmed by the HR team.

In setting a starting salary, we will consider the salary of existing teams in a similar role to ensure that inconsistencies are not created within the group which could be challenged under the Equality Act 2010.

A written offer of employment will be made, subject to right to work identification being produced and suitable background checks.

A contract of employment will be issued prior to the first day of employment.

References

All employment offers are conditional upon receipt of two professional references which are satisfactory to the group. The referees should usually be the applicant’s current and previous employers, although in the case of a college or school leaver the college tutors or teachers will be acceptable.

Referees will usually be sought from an applicant once an offer of employment is made and referees will not be approached without the applicant’s permission.

For senior positions we may require the applicant to provide details of referees prior to an offer of employment being made. With the applicant’s consent the referees will be approached, and the responses received will form part of the selection decision.

References will usually be sought in writing and require that a standard reference form be completed although details may be checked or clarified by telephone where necessary. If a response to a written request for a reference has not been received, then we will telephone the referee where the details have been provided and may seek and oral reference instead.

If references are unsatisfactory or not received within a reasonable timescale, then it may be necessary to withdraw the offer of employment.

Additional background checks

When recruiting for posts that may require working with minors or the vulnerable, we may need to carry out additional checks during the recruitment process. These checks may include carrying out criminal record checks and/or taking up additional references.

Qualification certificates

All applicants are required to provide evidence of qualifications (if applicable) either in the form of original certificates which will be copied and then returned to confirmation from the relevant examination board if certificates cannot be produced.

The employment offer will be conditional upon valid evidence of qualification (if applicable) and the offer may be withdrawn if this is not supplied within a reasonable timescale.

If an applicant falsifies certificates or evidence of qualifications and this subsequently comes to our attention at any stage during employment, then the individual will be subject to disciplinary action and may be liable to dismissal.

Work permits and illegal working

It is against the law for us to employ a person who does not have permission to live and work in the UK. We could be prosecuted and fined under the Immigration and Asylum Act 1999 for employing somebody who does not have permission to work in the UK.

Therefore, all successful applicants will be required to provide evidence of one original piece of documentation before an offer of employment is made (see Right to Work Check for the full list of valid documentation)

To avoid discrimination, it is essential that the same criteria are applied to every person who is offered employment within the group. It will be the responsibility of the recruiting manager to ensure that a relevant document has been supplied which satisfies the criteria set out above.

If an applicant is not able to produce one of the listed documents, then they will be advised to contact the Citizens Advice Bureau for further

advice and their employment will be put on hold until evidence can be produced and the offer may be withdrawn.

Details of the right to work check and required documents will be detailed within the onboarding process.

HR Records and starters procedures

Files are held by the HR team for each team member and will include:

• Contract of employment

• Personal information – new starter form

• Next of kin

• Ethnic origin

• Home address

• Copy of right to work documentation (or similar proof of right to work)

• Copy of all qualifications

• Changes to terms and conditions

• Absence records

• Current disciplinary details

• Records of any training undertaken

• Records of objectives and performance appraisals

These records are held in a secure environment, only accessible to the HR team. This enables information gathering and quick access to team records. The finance team also has limited access to enable them to run payroll and pay expenses.

Internal recruitment

Wherever possible internal candidates will be considered in preference to external candidates

and reasonable training and coaching will be provided to enable teams to achieve career advancement. The interview will focus on the needs of the job and skills needed to perform it effectively.

Shortlisted candidates will be subject to an interview that will focus on the needs of the job and skills needed to perform it effectively. Feedback may also be obtained from the current line manager on candidate suitability.

Successful internal candidates will be subject to the standard three-month probation period, however, should this be unsuccessful the internal applicant we will endeavor to find another suitable role within the business, but this is not guaranteed.

Internal secondments

Beach Retreats is committed to the development of its team members. Secondments are a valuable tool for individual career development and for developing the skills of an organisation.

A ‘secondment’ is the temporary move or ‘loan’ of an team member either to another role, department, or group business.

The team member will have the opportunity to return to their original position on completion of the secondment unless otherwise discussed.

Candidates are identified by their manager for the secondment opportunity. They are an effective way of providing individuals with the opportunity to apply their skills and experience in a new environment and challenge themselves professionally, thereby aiding their development, bridging identified skills gaps and broadening their experience.

Team on secondment will be subject to the company standard three-month probation period.

The length of the secondment will vary dependant on the business needs but will be no longer than a 12-month period.

Complaints procedure

Any applicants who consider that they have been unfairly treated or discriminated against during the recruitment process should write to the HR team stating the grounds of the complaint. Any team who wish to complain about his/her experience of the recruitment process should do so by means of the grievance procedure.

2 Right to work check

If you are applying for a role you will need to prove you have the right to work in the UK to before you complete a trial shift or start working with us. How you do this depends on your nationality and what kind of permission you have to work in the UK.

Trial shifts right to work checks

If you are applying for a role you will need to prove you have the right to work in the UK to before you complete a trial shift or start working with us.

How you do this depends on your nationality and what kind of permission you have to work in the UK.

A manual and online check of the relevant identity documents will be carried out and recorded on our health and safety induction form using the guidance that follows before you complete a trial shift with us.

If you cannot provide the documents or our checks show that you do not have the right to work in the UK, you will not be permitted to complete a trial shift.

Pre-employment right to work checks

When you have completed a successful interview, you will be notified through Harri (our HR and payroll platform) that you need to complete a right to work check.

Beach Retreats is committed to a fair and consistent process so have engaged with an online identity service provider that offers Identity Document Validation Technology (IDVT) called Trust ID.

Dependent on your nationality the documents that you are required to provide differ:

British and Irish citizens

British and Irish citizens cannot get an online share code to prove their right to work. Therefore, we accept the following original identity documents:

• Passport or passport card (either in date or expired)

• Full birth certificate/adoption certificate, proof of National Insurance number and proof of name.

• Certificate of Naturalisation as a British citizen, proof of National Insurance number and proof of name.

• An official letter or document from a government agency (for example HM Revenue and Customs, Department for Work and Pensions, or the Social Security Agency in Northern Ireland) or previous employer, showing proof of name and proof of National Insurance number.

If you’re not a British or Irish citizen

If you’re not a British or Irish citizen, you can prove your right to work with:

• A share code - you can apply for a share code online.

• Your immigration documents.

You can choose which option you use. We cannot reject your application because you have given us an eligible immigration document instead of a share code.

Checking the applicant’s original documents

We will ask to see your original documents. If you provide us with a biometric residence card or permit, we can no longer accept them. We will ask you for your share code instead.

When the documents are physically presented, we will:

• Check that the documents are valid with you present.

• Make and keep copies of the documents and record the date we made the check.

What we check

We will check that:

• The documents are genuine, original, and unchanged and belong to the person who has given them to us.

• The photos are the same across all documents and look like you.

• Dates of birth are the same across all documents.

• If two documents give different names, you will have to provide supporting documents showing why they’re different, such as a marriage certificate or divorce decree. If you are not a British or Irish citizen, we will also need to check that:

• The dates for your right to work in the UK have not expired.

• You have permission to do the type of work we are offering (including any limit on the number of hours you can work).

• For students we see evidence of your study and term times.

If you cannot show your documents

We will ask the Home Office to check an team member’s or potential team member’s immigration status if you cannot show your documents or online immigration status.

We understand that this could be, for example, because you:

• Have an outstanding appeal, review or application with the Home Office.

• Arrived in the UK before 1989 and do not have documents to prove their immigration status or right to work.

We will also ask the Home Office to check your status if you have:

• A digital or non-digital Certificate of Application that says you need to ask the Home Office to check your right to work.

• An Application Registration Card.

Application Registration Cards must state that the work that we are offering is permitted.

The Home Office will then send us a ‘Positive Verification Notice’ to confirm that you have the right to work. You must keep this document.

Follow-up checks

If our current team’s right to work is time-limited, we will need to check your documents again when they are due to expire.

The previous process will be used to check the relevant documents.

If for what ever reason a current team member no longer has the eligibility to work in the UK an internal investigation will be carried out and it could result in the team members contract being terminated.

Our commitment to the principles of the Modern Slavery Act 2015

The aim of this statement is to understand and minimise the risk of modern slavery within our business and supply chains.

Modern slavery definition

Modern slavery is defined as the recruitment, movement, harbouring or receiving of children, women or men through the use of force, coercion, abuse of vulnerability, deception or other means for the purpose of exploitation. It is a crime under the Modern Slavery Act 2015 and includes holding a person in a position of slavery, servitude forced or compulsory labour, or facilitating their travel with the intention of exploiting them soon after.

About Beach Retreats as an organisation and supply chains

Beach Retreats has been a family business for over 50 years offering a modern take on a traditional beach holiday. We currently employ just under 300 team members in a number of roles within the hospitality sector.

Our supply chains include, but not limited to, recruitment agencies and suppliers.

Our commitment to the principles of the Modern Slavery Act 2015

We are an equal opportunities employer Beach Retreats and we recognise the benefits of a diverse workforce and are committed to providing a working environment that is free from discrimination.

We have a whistleblowing policy that encourages the following:

• Allows team members to feel confident in raising serious concerns and to question and act upon concerns about practice.

• Provides avenues for team members to raise those concerns and receive feedback on any action taken.

• Ensures that team members receive a response to their concerns and that they are aware of how to pursue them if they are not satisfied.

Our recruitment and selection policy ensures that all potential team members have the right to work in the UK and carries out the appropriate checks.

Our policies in relation to the Modern Slavery Act 2015

The following policies are available to team accessed via the handbook on the electronic portal:

• Diversity and inclusion policy

• Recruitment and selection policy

• Anti-harassment and bullying policy

• Anti-corruption and bribery policy

• Whistleblowing policy

IR35 Policy

The purpose of this policy is to follow legislation that combats tax avoidance by workers, and the firms hiring them, who are supplying their services to clients via an intermediary, such as a limited company, but who would be an team member if the intermediary was not used.

Managers responsibilities under this policy

It is the managers responsibility to assess any prospective contractors/service providers before engaging in any business transactions using the information laid out in this policy.

Questions to consider:

• Details of the contract – there has to be a contract

• The worker’s responsibilities

• Who decides what work needs to be done

• Who decides when, where and how the work is done

• How the worker will be paid

• If the engagement includes any corporate benefits or reimbursement for expenses

• Whether the work relates to defined projects or rolling contracts

• Whether the contractor’s services are actively marketed

• Whether the contractor works for more than one client

Once you have answered the questions and anyone who the Company (see below) considers might “look like” an team member should be checked against CEST and records must be kept of these checks. The contractor can appeal any decision the Company makes regarding their employment status.

There are two arrangements to consider:

1. If a contractor/worker is self-employed or, effectively, an team member

2. Where services are provided through a limited company but, in substance, the contractor is akin to an team member, except for the imposition of the intermediary company

Online status checker – CEST

An online tool called “CEST” (Check Employment Status for Tax) is available to assist. HMRC will stand by the result from the tool, subject to accurate information being supplied.

The website address is www.gov.uk/guidance/ check-employment-status-for-tax

If the contractor “looks more like an team member”, in terms of the way they operate, then their payments will be treated as if they were an team member (i.e. deductions equivalent to income tax and NIC must be made by the Company).

Once you have completed the CEST check please email IR35@watergatebay.co.uk to review the results.

5 Dog policy

Due to the nature and set-up of back of house areas and offices dogs are not permitted.

Dress code

The personal appearance of team members makes an important contribution to the company’s reputation and image. For this reason, it is important that your dress and appearance is acceptable to the brand and reflects the environment in which you work.

If uniform or specified clothing is not provided, you are required to dress in a manner appropriate to the function in which you are engaged.

If you are issued with uniform it is your responsibility to keep it clean (this includes making sure it remains the original colour i.e. if it’s a light colour it isn’t washed in a dark load), ironed, and to wear it in the prescribed manner. If for any reason your uniform does get stained or damaged it is your responsibility to request replacements. If you are issued with personal protective equipment, please ensure that you continue to wear this as required. Please check with your manager for the dress code of the department that you are working in.

You are required to attend work each day either in the supplied uniform, or in normal smart clothes suitable for a working environment that involves regular contact with customers and colleagues.

You are also required to maintain high standards of personal hygiene and appear well groomed at all times. Hair should be clean, neat and tidy at all times and tied back in food handling roles and any colouring or style needs to be appropriate if you are in a guest facing role. Any facial hair again, should be clean, neat and tidy.

Whilst we understand that you have the right to express your personality through your appearance, we request that:

• If you are to wear jewellery it is discreet and not excessive (unless there are specific health and safety and food safety requirements state otherwise); and

• If you have visible tattoos, they are not offensive or inappropriate. Where necessary you may be asked to cover them up in customer facing roles.

Failure to follow your department’s dress code requirements may result in disciplinary action being taken.

On leaving the company you are required to return all uniform that you have been issued to the HR team. Failure to do so will result in you being charged for the cost of replacement uniform.

Hours of work & timekeeping

Your usual total weekly hours of work and meal break entitlements are detailed in your contract of employment and shift patterns are dependent on business trading.

Your Manager will inform you of the number of hours and days on which you will be required to work –but please be aware that due to the nature of the industry we cannot guarantee hours, and flexibility is essential.

The Company reserves the right to amend or alter working hours or shift patterns upon giving reasonable notice to those team members affected.

We expect you to arrive in time to start work as rostered. You must notify your immediate supervisor as soon as you are aware that you are unable to work. If you are unable to talk to anyone, please make sure that your message has been acknowledged by the business to confirm that it has been delivered.

Your rota will be posted in time for the following week and must not be altered without prior agreement from your line manager. If your role requires you to clock in please ensure you do this at the at the beginning and end of your shift, or you may not be paid for this shift. Persistent lateness will be dealt with formally.

Persistent lateness will be dealt with formally.

Expenses policy

About this policy

Beach Retreats reimburses team for expenses incurred whilst carrying out company business. It is the responsibility of team member to minimise the costs incurred within the boundaries of the time available and acceptable levels of comfort.

Any questions about the reimbursement of expenses should be put to your line manager or HR before you incur the relevant costs.

Travel

Public transport should be used wherever possible rather than the use of a car. First class or business travel should only be used with the consent of a Director and if all other alternatives are unavailable. Where public transport is not viable, then the use of a company vehicle is recommended, subject to availability and authorisation by line manager.

To be eligible to drive a company vehicle, you must ensure you have provided a copy of your driving license and valid driving license check to the HR team. If there are any changes to your driving license you must notify HR.

Where team choose to use their own car and there is an acceptable public transport alternative, then the expense claim should be limited to the equivalent public transport cost rather than mileage.

The mileage for individual journeys in a private car will be calculated at the current rates of:

• 45 pence per business mile for use of an team member's own car for the first 10,000 miles per year – and an additional 5p per business mile for any passenger.

• 24 pence per business mile for use of an team member's own motorbike

If the total mileage cost of your journey exceeds £100 you should consider hiring a car as a cheaper alternative for the business. In this case, no mileage is claimed, only the cost of hire and fuel used.

For team using a company vehicle having personally paid for fuel/charging claiming back expenses for company travel are:

From 1 June 2024

Engine size Petrol - rate per mile LPG - rate per mile

1400cc or less 14 pence 11 pence

1401cc to 2000cc 16 pence 13 pence

Over 2000cc 26 pence 21 pence

Engine size Petrol - rate per mile

1600cc or less 13 pence

1601cc to 2000cc 15 pence

Over 2000cc 20 pence

Engine - rate per mile

8 pence

The following are not normally treated as travel in connection with our business:

(a) travel between your home and usual place of work;

(b) travel which is mainly for your own purposes; and

(c) travel which, while undertaken on our behalf, is similar or equivalent to travel between your home and your usual place of work.

When an overnight stay away from home is unavoidable in the course of business, the cost of accommodation should be agreed beforehand with your line manager and will then be reimbursed on the production of appropriate receipts. Accommodation should be sought in budget hotels.

During an overnight stay, the cost of an evening meal will be reimbursed up to a limit of £20 (£25 in London). If breakfast is not included in the price of the accommodation, this may be reimbursed up to the limit of £15. A flat rate for meals cannot be claimed since this would then be taxable, therefore receipts for the actual meal eaten must be obtained and presented in order to be reimbursed.

We do not normally pay for alcoholic drinks. However, when entertaining guests from outside Beach Retreats, and where the entertainment is in the furtherance of Beach Retreats's business it is, within reasonable limits, possible to charge the cost of alcohol. Team should obtain approval from a member of the Senior Management Team before entertaining guests from outside Beach Retreats if it is likely that they will incur expenditure on alcohol.

Where considered necessary or appropriate, Beach Retreats will reimburse tips and gratuities up to a maximum of 10% of the cost of the service that the payment relates to.

Claim

To make an expense/travel expense claim the relevant form must always be filled in fully. Expense forms are available on the network under "forms", or from a member of the finance department.

VAT receipts or other proof of expenditure should always be attached to the claim where applicable.

All completed claims should be signed by your line manager before passing to the finance department for processing. All claims will be processed and paid at the end of the month.

Company driving and car policy

Company car policy

You are required at all times to operate to the highest standards of driving, being a safe and careful driver and taking the necessary rest breaks whether you are using your own vehicle or a company vehicle. Please also familiarise yourself with current legislative speed limitations specific to the type of vehicle you are using.

Use of private vehicles

You may only use your own vehicle for Company business with the prior approval of your supervisor, but in such circumstances, you must ensure that:

• The vehicle is adequately insured;

• The vehicle has a valid mot certificate; and

• The vehicle is properly maintained and serviced.

Use of company vehicles

You need to make sure that Beach Retreats have a copy of your current driving license on file and your share code.

You won’t be able to use the pool cars if you are under the age of 21. If you are under 24 years old you will only be able to use the pool cars if you have had permission from your line manager in advance (to comply with our insurance policy all drivers under 24 must be specifically named on the policy).

If at any time you have charge of a Company vehicle, you should ensure that:

• You do not use the vehicle for personal journeys

• The vehicle is kept in a clean and tidy condition;

• The vehicle is checked (including oil, water, battery and tyres) before each journey and any faults are recorded in the appropriate log and appropriate action taken;

• The vehicle is regularly serviced bearing in mind that this needs to be booked in advance;

• You assist so far as is practicably possible in the maintenance of such records relating to the use of the vehicle as are necessary to satisfy any queries which may be raised by H.M. revenue & customs;

• You do not cause anything to be done to the vehicle, either directly or indirectly, which might invalidate any warranty in force or damage the vehicle itself;

• You do not have any passengers in the vehicle that aren’t current members of the team

• You return at your own expense (and without being requested) the vehicle and the keys to the head office of the company immediately following termination of your employment or at any other time if so requested by the company for the purposes of inspection; and

• You are wholly responsible for the payment of any taxes assessed in respect of your use of the vehicle.

• When using a pool car mileage and journey details must be logged in the book in the car.

• When using a pool car the vehicle should be returned with at least a ¼ tank of fuel.

Smoking (including vaping) and the use of mobile phones are prohibited in all company vehicles and any team member found to have breached this policy will be subject to disciplinary action taken against them.

You shall be liable for any fine or penalty charge (including parking, speeding and congestion charge fines, and any fines imposed as a result of operating a mobile phone whilst driving) [and costs of repair over the level of excess in any applicable insurance policy] imposed/ incurred as a result of the use of any vehicle (whether your own or the company’s) whether or not incurred whilst driving on company business, and shall reimburse the company in respect thereof should such sum be paid by the Company.

The Company reserves the right at any time during your employment, or in any event upon its termination, to deduct from your salary and/or any other monies due to you, an amount equivalent to such sums.

Private use of company vehicles

If you have access to a company car for private use (this will be confirmed in your job offer), including commuting this is a taxable benefit and you will pay tax on the value of the benefit.

If the company pays for fuel for your private use this is also a taxable benefit on which tax will need to be paid.

www.gov.uk/tax-company-benefits/tax-oncompany-cars

Please contact the HR team for further information.

10 Homeworking policy

About this policy

Beach Retreats wishes to enable all team members to balance home and work life as far as possible but also recognises the commitment we have as a business to meet the needs of our clients and stakeholders.

Homeworking is understood to mean working from home on an occasional, regular, or permanent basis with the same contractual obligations.

Types of homeworking

There are various ways that home working may operate, ranging from rare occasions that arise and do not form a routine, to formal arrangements that are identified.

Occasional/adhoc home working

It does not follow a regular pattern, is combined with working from the team members normal workplace and is subject to the prior approval of a line manager. This maybe suitable in the following circumstances:

• Where a specific task needs dedicated and focused input and/or could be dealt with more efficiently at home due to lack of interruptions.

• Where it is difficult for a team member to get into work, e.g. adverse weather, a short but unavoidable commitment at home.

Regular homeworking

This is an agreement between the Beach Retreats and the team member to work the week from home, or a combination of homeworking and attendance at the business workplace, on a regular ongoing basis but is not a permanent contractual agreement.

Permanent

home working

This is an agreement made via the flexible working policy to allow working for either the whole or a percentage of the working week home on a permanent basis.

Resources

Beach Retreats supply homeworkers with the necessary equipment relevant to their role. The equipment remains the property of the business and will be installed and removed at the companies cost.

All team members would be required to complete the DSE workstation assessment and submit to the HR team.

On occasions equipment may need to be returned, or we may need to attend the team members home to update, maintain or replace/replace equipment and in such cases would give reasonable notice.

Team members should take reasonable care of Beach Retreats equipment and only use it for business purposes. IT and telephony equipment may only be used in line with the Beach Retreats IT & Communications Systems Policy.

Personal equipment that a team member uses for work purposes remains their responsibility and Beach Retreats is not liable for any loss, damage or repair or replacement. If an item is deemed necessary for work the team member should contact their line manager

Wellbeing whilst working from home

Keeping in touch

Ideally, a team member should do a mix of working from home and in the workplace, these requirements will be discussed by department. For a team member that works predominantly from home, one-to-one meetings will be set-up regularly with their manager to check on wellbeing.

As a business we will keep in touch via video messaging and not just emails and phone calls. We believe this will make it easier to spot the signs if things aren’t going to well. We hope that this will help reduce the feelings of isolation.

Our managers will be provided with mental health awareness training to help spot the early warning signs of poor mental health.

Working hours

The team member and their line manager should consider a fixed working day, or certain core hours, for team who work from home regularly. Although some flexibility will be welcome, a clear routine will help team to keep track of working hours.

The team member will be asked what breaks they are taking when working from home and be reminded of their rest breaks as defined in their contract of employment.

Realistic workloads and deadlines will be set by the team members line manager and should be reviewed periodically.

Beach Retreats may expect the team member to attend the premises on days they would normally work from home. These reasons would be communicated to them and discussed in advance. Reasons may include but is not limited to the following;

• On-site meetings

• Training and development

• Team and culture building

• Social events

Separating home and work life

We feel it’s important to agree times when team members should have their out-of-office reply on and instruct them not to work during those times.

It is a condition of the home working arrangement that arrangements for dependent care have been made in order to allow the team member to work at home without disruption. Any changes to dependant are arrangements that will impact the team member working from home must be reported to the line manager immediately and could lead to review if the agreement.

If a team member requires training or tips on time management and separating home and work life, we are happy to support with this.

Health & safety

Beach Retreats health and safety policy applies to homeworkers.

Team members should refrain from revealing to customer/clients that they work from home.

Team members must not provide their personal address or personal contact details to customers/ clients or third parties. Meetings between customers/clients and team members at home are prohibited.

Insurance and utilities

Whilst working from home is unlikely to have any impact, team members are advised to notify their landlord/mortgage and insurance companies of the fact they are working from home.

The costs of electricity, water, heating, telephone, broadband and other utilities will not be covered by Beach Retreats. These costs will remain the team members’ responsibilities.

Review of home working agreements

Any home working agreement should be reviewed on a regular basis. This will allow for both parties to assess whether the arrangement is still appropriate. This excludes cases that have been agreed on a permanent basis via the Flexible Working Policy.

This policy does not form part of your terms and conditions of employment and may be subject to revision from time to time.

Flexible working policy

This flexible working policy gives eligible team members an opportunity to request a change to their working pattern.

We will deal with flexible working requests in a reasonable manner and within a reasonable time.

In any event the time between making a request and notifying you of a final decision (including the outcome of any appeal) will be less than two months unless we have agreed a longer period with you.

This policy does not form part of any team member’s contract of employment and we may amend it at any time.

Eligibility

To be eligible to make a flexible working request, you must:

• Be an team member.

• not have made more than one other flexible working request during the last 12 months (even if you withdrew that request).

What is a flexible working request?

A flexible working request under this policy means a request to do any or all of the following:

• To reduce or vary your working hours.

• To reduce or vary the days you work.

• To work from a different location (for example, from home).

Making a flexible working request

Your flexible working request should be submitted to the HR team in writing and dated. It should:

• State that it is a flexible working request.

• Explain the change being requested and propose a start date.

• Identify the impact the change would have on the business and how that might be dealt with; and

• State whether you have made any previous flexible working requests.

Meeting

We will arrange a meeting at a convenient time and place to discuss your request. You may be accompanied at the meeting by a colleague of your choice. They will be entitled to speak and confer privately with you but may not answer questions on your behalf.

We may decide to grant your request in full without a meeting, in which case we will write to you with our decision.

Decision

We will inform you in writing of our decision as soon as possible after the meeting.

If your request is accepted, we will write to you with details of the new working arrangements and the date on which they will commence. You will be asked to sign and return a copy of the letter.

If we cannot immediately accept your request, we may require you to undertake a trial period before reaching a final decision on your request.

Unless otherwise agreed, changes to your terms of employment will be permanent.

We may reject your request for one or more of the following business reasons:

• The burden of additional costs.

• Detrimental effect on ability to meet customer demand.

• Inability to reorganise work among existing team.

• Ability to recruit additional team.

• Detrimental impact on quality.

• Detrimental impact on performance.

• Insufficiency of work during the periods that you propose to work; or

• Planned changes.

If we are unable to agree to your request, we will write to tell you which of those reasons applies in your case. We will also set out the appeal procedure.

Appeal

You may appeal in writing within 14 days of receiving our written decision.

Your appeal must be dated and must set out the grounds on which you are appealing.

We will hold a meeting with you to discuss your appeal. You may bring a colleague to the meeting.

We will tell you in writing of our final decision as soon as possible after the appeal meeting, including reasons.

There is no further right of appeal.

Lieu time

In exceptional circumstances team may be required to work beyond your normal contractual hours. If this does happen this will need to be authorised by your line manager at the time they are worked. If you come in on your day off to work for 4 or more hours, this will be recorded as lieu time and will need to be used within three months of accruing them.

Accrued lieu time will not be permitted to be carried over into the following holiday year.

Annual leave policy

Holiday year

Our holiday year runs from 1 March to the end of February. If your employment commences part way through the year, your holiday entitlement during your first year of employment shall be calculated on a pro rata basis.

Entitlement

You are entitled to 28 days holiday per holiday year, which includes Bank Holidays (or a day in lieu if you are required to work on a Bank Holiday). Holiday entitlement is pro rata for part time team members and based on hours worked for casual team members, up to a maximum of 28 days.

Taking holiday

Holidays should be taken at a time convenient to your relevant team and only when authorisation has been received from your Line Manager in

writing. Holiday requests are to be submitted via Harri and must be submitted at least 14 days before the requested holiday commences. You must not make travel bookings until authorisation has been given.

Unused holiday

Unused holiday entitlement may not be carried forward to a subsequent year (apart from in limited circumstances where you have been unable to take it in the current holiday year owing to statutory family leave or long-term sickness absence). If you do qualify for a limited circumstance you will only be able to carry a maximum of three days over and will be required to use the carry-over in the first quarter of the following holiday year which must be authorised by your manager. You will not receive pay in lieu for unused holiday that is not taken, except on termination of employment.

Carry over due to long term sickness

Carry over of holiday owing to long term sickness absence is limited to the four-week minimum holiday entitlement under EU law (which includes bank holidays), less any leave taken during the holiday year that has just ended. If you have taken four weeks’ holiday by the end of the holiday year, you will not be allowed to carry anything over.

If you have taken less than four weeks, the remainder may be carried over under this rule. For example, a full-time team member who has taken two weeks’ holiday plus two bank holidays before starting long-term sick leave can only carry over one week and three days. Any holiday that is carried over under this rule but is not taken within 18 months of the end of the holiday year in which it accrued will be lost.

Alternatively, you can choose to take your paid holiday during your sick leave, in which case you will be paid at your normal rate.

Holiday ending beyond the holiday year

If you are planning a period of family leave that is likely to last beyond the end of the holiday year, you should discuss your holiday plans with your line manager in good time before starting your family leave.

Any holiday entitlement for the year that cannot reasonably be taken before starting your family leave can be carried over to the next holiday year. For the avoidance of doubt this covers your full holiday entitlement.

Any holiday carried over should be taken immediately before returning to work (or, if authorised by your line manager, within three months of returning to work after the family leave).

Sabbatical policy

This policy is designed to give team the opportunity to have a break from their employment for a predetermined period to develop their career or to pursue a topic of special interest.

Definition

A sabbatical is a period of extended leave, either paid or unpaid to allow a team member to develop their career or pursue a topic of special interest. Sabbaticals may be used to allow team to work for another organisation for a short period of time, to allow team to pursue special projects or to enhance their career development.

Eligibility

Applications will be considered from all team who:

• Are employed on a permanent contract by Beach Retreats

• Have a minimum of 12 months’ continuous employment.

• Have already discussed with their Line Manager their wish to take a sabbatical

Terms and conditions

A sabbatical will not result in a break in service, however, provisions dependent upon length of service i.e., annual leave, contractual redundancy payments, sick leave, maternity leave or performance related pay, will be deemed to be suspended during the period of the sabbatical.

Implications of an unpaid sabbatical

As the sabbatical leave is unpaid, the company will not pay the team members pension contributions and National Insurance. Therefore, team should be aware of the pension implications.

Application procedure

Team must discuss the reason for the sabbatical with their Line Manager and should reach an agreement. The team member should then submit in writing a request with details of when they would like their leave to start and finish to their Line Manager. The General Manager and directors will authorise the sabbatical. When considering a request for a sabbatical the consideration must be given to the problems of cover during the period of absence.

On return from a sabbatical

Team must confirm their date of their return to work in writing to their Line Manager and General Manager, prior to taking the sabbatical. The individual is entitled to return to their original post or a commensurate role.

In the exceptional circumstances that, due to organisational change, an team members post no longer exists upon their return, the Company will make all reasonable effort to find suitable alternative employment within the organisation.

Where the team member decides not to return to work

If the team member decides not to return to work, they should give written notice to their Line Manager, at least eight weeks before the sabbatical is due to end.

Application procedure

The Company reserves the right to take appropriate disciplinary action and/or terminate the employment of a member of team if:

• They fail to co-operate with the requirements of the sabbatical.

• They fail to return at the end of the sabbatical and have not notified the Company.

Sickness absence policy

The following procedure applies if you are absent from work due to your own ill health.

If you are sick you should call your Departmental Manager, giving as much notice as possible but at least one hour’s notice from the time your shift commences.

You should speak to the Manager yourself unless you are genuinely unable to talk.

It is not acceptable to leave a recorded message, text, or message via social media, or to ask another member of team to notify your manager for you; and

You must then contact your line manager on a daily basis to inform them of your progress and your expected return date, unless your doctor has officially signed you unfit to work.

Absences less than seven days

If you are absent for less than seven consecutive days you must complete a self-certification, which can be obtained, from your departmental head.

Absences over seven days

If you are absent for seven or more consecutive days, you must get a fit note from your doctor.

Statutory sick pay

For the first three days of any sickness absence you are not entitled to any pay. Thereafter, subject to conditions being satisfied, and the correct procedure being followed, you will be paid Statutory Sick Pay (for your normal working days) if you satisfy the relevant statutory requirements.

Occupational sick pay

Payment of Occupational Sick Pay (OSP) may only be authorised upon the timely notification of absence, or provision of medical certificates where the absence exceeds one week and completed return to work and self certification if applicable.

Entitlement of OSP commences upon successful completion of an initial six months of continuous employment. Upon completion of this six-month period, all team members will be entitled to two weeks paid sick leave per annum for absences signed off by a GP.

After two years of continuous service, all team members will accrue an additional week of paid sick leave for each completed year of employment up to a maximum of eight weeks. The date from which continuous service is calculated, is stated within the team member’s terms and conditions of employment.

Excessive numbers of self-certified absences could also potentially result in a review of this benefit, or in the instigation of capability and/or performance management reviews.

Medical appointments

If you need to make a medical appointment it would be preferable for you to book it outside of working time. We understand that it isn’t always possible so, if the appointment is unavoidably in work time please notify your line manager or supervisor at the earliest opportunity.

The time that you take to attend the appointment will be marked as an authorised absence on your timecard but will not be paid. It is the decision of your line manager if the hours lost can be made up at another time.

The company will not deduct you time for appointments where you have a statutory right not to lose pay, e.g. maternity related medical appointments.

Return-to-work interviews

After a period of sick leave your manager is required get you to complete a return to work form at the start of your first day back at work (or as close to this as reasonably practicable). The purposes may include:

• Ensuring you are fit for work and agreeing any actions necessary to facilitate your return.

• Confirming you have submitted the necessary certificates.

• Updating you on anything that may have happened during your absence.

• Raising any other concerns regarding your absence record or your return to work.

Managing long-term or persistent absence

The following paragraphs set out our procedure for dealing with long-term absence or where your level or frequency of short-term absence has given us cause for concern. The purpose of the procedure is to investigate and discuss the reasons for your absence, whether it is likely to continue or recur, and whether there are any measures that could improve your health and/or attendance. We may decide that medical evidence, or further medical evidence, is required before deciding on a course of action.

We will notify you in writing of the time, date and place of any meeting, and why it is being held. We will usually give you a week’s notice of the meeting.

Meetings will be conducted by your line manager and/or HR.

You may bring a companion to any meeting or appeal meeting under this procedure.

Your companion may be either a trade union representative or a colleague, who will be allowed reasonable paid time off from duties to act as your companion.

If you or your companion cannot attend at the time specified you should let us know as soon as possible and we will try, within reason, to agree an alternative time.

If you have a disability, we will consider whether reasonable adjustments may need to be made to the sickness absence meetings procedure, or to your role or working arrangements.

We may ask you to consent to a medical examination by a doctor or occupational health professional or other specialist nominated by us (at our expense). You will be asked to agree that any medical report produced may be disclosed to us and that we may discuss the contents of the report with the specialist and with our advisers. All medical reports will be kept confidential.

How persistent absence is monitored and measured

Persistent absence will include either short term sickness absence or uncertified absences.

Any team member that is absent for more than three separate occasions in any three-month period (this is referred to as the trigger point) will be invited for an investigation meeting, which could lead to a formal disciplinary meeting taking place and subsequently could result in an team member receiving a formal disciplinary warning.

The triggers in this policy are designed to encourage and help team members to develop appropriate patterns of attendance and ensure all team member absences are monitored by managers informally through ‘Return to Work’ discussions and, where necessary, through the formal stages of this policy when a trigger point has been identified.

The trigger points will not be used in isolation and other factors will be considered to help support a more comprehensive approach to manage and monitor sickness absence.

If an team member is part time the trigger points will be prorated accordingly.

By using these trigger points team members are aware of the process that will be followed when appropriate.

Our aim is to ensure that everyone is treated consistently by applying a fair and consistent approach.

If a formal disciplinary warning is given, a further three absences from the warning issue date could

result in a further disciplinary meeting taking place. If an team member already has a current warning for poor attendance, a further warning could be issued.

Initial sickness absence meeting

The purposes of a sickness absence meeting or meetings will be to discuss the reasons for your absence, how long it is likely to continue, whether it is likely to recur, whether to obtain a medical report, and whether there are any measures that could improve your health and/or attendance.

In cases of long-term absence, we may seek to agree a return-to-work programme, possibly on a phased basis.

In cases of short-term, intermittent absence, we may set a target for improved attendance within a certain timescale.

If matters do not improve

If, after a reasonable time, you have not been able to return to work or if your attendance has not improved within the agreed timescale, we will hold a further meeting or meetings.

We will seek to establish whether the situation is likely to change and may consider redeployment opportunities at that stage.

If it is considered unlikely that you will return to work or that your attendance will improve within a short time, we may give you a written warning that you are at risk of dismissal. We may also set a further date for review.

Final sickness absence meeting

Where you have been warned that you are at risk of dismissal, and the situation has not changed significantly, we will hold a meeting to consider the possible termination of your employment. Before we make a decision, we will consider any matters you wish to raise and whether there have been any changes since the last meeting.

Appeals

You may appeal against the outcome of any stage of this procedure. If you wish to appeal you should set out your appeal in writing to your line manager, stating your grounds of appeal, within one week of the date on which the decision was sent or given to you.

If you are appealing against a decision to dismiss you, we will hold an appeal meeting, normally within two weeks of receiving the appeal. This will be dealt with impartially and, where possible, by a more senior manager who has not previously been involved in the case.

We will confirm our final decision in writing, usually within one week of the appeal hearing. There is no further right of appeal.

The date that any dismissal takes effect will not be delayed pending the outcome of an appeal. However, if the appeal is successful, the decision to dismiss will be revoked with no loss of continuity or pay.

Social media policy

This policy is in place to minimise the risks to our business through use of social media. This policy deals with the use of all forms of social media, including Facebook, LinkedIn, X, Google+, Wikipedia, Whisper, Instagram, Vine, Tumblr, tik tok and all other social networking sites, internet postings and blogs.

It applies to use of social media for business purposes as well as personal use that may affect our business in any way.

Personal use of social media

Personal use of social media by means of our computers, networks and other IT resources and communications systems needs to be authorised by your line manager.

Prohibited use

You must avoid making any social media communications that could damage our business interests or reputation, even indirectly.

Comments that are spam, contain bad language e.g. explicit swearing, abusive or discriminatory will be hidden and accounts will be blocked.

You must not use social media to impersonate, defame or disparage us, our team or any third party; to harass, bully or unlawfully discriminate against team or third parties; to make false or misleading statements; or to impersonate other team or third parties.

You must not express opinions on our behalf via social media, unless expressly authorised to do so by the Chief Commercial Officer. You may be required to undergo training in order to obtain such authorisation.

You can’t take pictures of food/drink you make while at work and post on your social media accounts nor can you attribute them to our business unless this is an agreed part of your role for the company. Team can share our content responsibly without judgement or comment. However, we actively encourage all team members to share their images and stories with the marketing team so that they can then share them on our

business channels. Credits will be applied if required.

Team members must not comment on content posted by the business on its social media channels. Team members must not post content to our social media channels. Team must not post reviews about different elements of our businesses on Trip Advisor, Google My Business, Indeed and Facebook.

You must not post comments about sensitive business-related topics, such as our performance, or do anything to jeopardise our trade secrets, confidential information and intellectual property. You must not include our logos or other trademarks and photography in any social media posting or in your profile on any social media.

You are not permitted to add business contacts made during the course of your employment to personal social networking accounts unless you have the written authority to do so from the Chief Commercial Officer.

The contact details of business contacts made on social networking sites you are asked to run, maintain, operate or use for the benefit of the company during the course of your employment are our confidential information. On termination of employment you may be asked to provide us with a copy of all such information.

Any misuse of social media should be reported to your line manager or HR.

Guidelines for responsible use of social media

You should make it clear in social media postings, or in your personal profile, that you are speaking on your own behalf. Write in the first person and use a personal e-mail address.

Be respectful to others when making any statement on social media and be aware that you are personally responsible for all communications which will be published on the internet for anyone to see.

If you disclose your affiliation with us on your profile or in any social media postings, you must state that your views do not represent those of your employer (unless you have been authorised to speak on our behalf). You should also ensure that your profile and any content you post are consistent with the professional image you present to clients and colleagues.

If you are uncertain or concerned about the appropriateness of any statement or posting, refrain from posting it until you have discussed it with your manager.

If you see social media content that disparages or reflects poorly on us, you should contact your line manager or HR.

Breach of this policy

Breach of this policy may result in disciplinary action up to and including dismissal. Any member of team suspected of committing a breach of this policy will be required to co-operate with our investigation, which may involve handing over

relevant passwords and login details.

You may be required to remove any social media content that we consider to constitute a breach of this policy. Failure to comply with such a request may in itself result in disciplinary action.

Main brand accounts

Content for our guests and community.

Instagram: @beachretreats

Facebook: Beach Retreats

Tiktok: @beachretreats

Team accounts

Content for our team and for those wanting to get more of an insight about what it’s like working as part of our team.

Instagram: @beachretreatsteam

Facebook: Beach Retreats Careers

IT and communications systems policy

Our IT and communications systems are intended to promote effective communication and working practices. This policy outlines the standards you must observe when using these systems, when we will monitor their use and the action we will take if you breach these standards.

This policy covers all team members, officers, consultants, contractors, interns, casual workers, agency workers and anyone who has access to our IT and communication systems.

Misuse of IT and communications systems can damage the business and our reputation. Breach of this policy may be dealt with under our disciplinary procedure and, in serious cases, may be treated as gross misconduct leading to summary dismissal.

Equipment security and passwords

The company’s computer systems and software and their contents belong to the company and they are intended for business use only. Team are not allowed to use the company’s systems for personal use, unless authorised by your manager.

Team must only log on to the computer systems using your own password, which must be kept secret. Team are not permitted to use another team members password, irrespective of whether you have that team member’s permission.

If team are away from their desk, team should log out or lock their computer. Team must log out and shut down their computer at the end of each working day.

Systems and data security

Team should not delete, destroy or modify existing systems, program, information or data (except as authorised the proper performance of their duties).

Team must not download or install software from external sources without authorisation from the Group Head of IT. Downloading unauthorised software may interfere with our systems and may introduce viruses or other malware.

Team must not attach any device or equipment including mobile phones, tablet computers or USB storage devices to our systems without authorisation from the Group Head of IT.

We monitor all e-mails passing through our systems for viruses. You should exercise particular caution when opening unsolicited e-mails from unknown sources.

If an email looks suspicious do not reply to it, open

any attachments or click any links in it.

Team should inform manager and/or IT immediately if they suspect their computer may have a virus.

Email

Although email is a vital business tool, you should always consider if it is the appropriate method for a particular communication.

Correspondence with third parties by email should be written as professionally as a letter. Messages should be concise and directed only to relevant individuals. Our standard disclaimer should always be included.

Team should access their emails at least once every working day, stay in touch by remote access when travelling in connection with our business, and use an out of office response when away from the office for more than one day. Team should endeavour to respond to emails marked “high priority” within 24 hours.

Team must not send abusive, obscene, discriminatory, racist, harassing, derogatory, defamatory or otherwise inappropriate emails. Anyone who feels that they have been harassed or bullied or are offended by material received by a colleague via email should inform their line manager.

Team should take care with the content of email messages, as incorrect or improper statements can give rise to claims for discrimination, harassment, defamation, breach of confidentiality or breach of contract. Remember that team have no control over where their email may be forwarded by the recipient. Avoid saying anything which would cause

offence or embarrassment if it was forwarded to colleagues or third parties or found its way into the public domain.

Email messages may be disclosed in legal proceedings in the same way as paper documents. Deletion from a user’s inbox or archives does not mean that an email cannot be recovered for the purposes of disclosure. All email messages should be treated as potentially retrievable, either from the main server or using specialist software.

In general, team should not:

• Send or forward private emails at work which they would not want a third party to read.

• Send or forward chain mail, junk mail, cartoons, jokes or gossip.

• Contribute to system congestion by sending trivial messages, copying or forwarding emails to those who do not have a real need to receive them, or using “reply all” unnecessarily on an email with a large distribution list.

• Sell or advertise using our communication systems or broadcast messages about lost property, sponsorship or charitable appeals.

• Agree to terms, enter into contractual commitments or make representations by email unless appropriate authority has been obtained. A name typed at the end of an email is a signature in the same way as a name written at the end of a letter.

• Download or email text, music and other content on the internet subject to copyright protection, unless it is clear that the owner of such works allows this.

• Send messages from another person’s email address (unless authorised) or under an assumed name; or

• Send confidential messages via email or the internet, or by other means of external communication which are known not to be secure.

If team receive an email in error, they should inform the sender.

Do not use a personal email account to send or receive email for the purposes of our business. Only use the email account we have provided.

Using the internet

Internet access is provided primarily for business purposes. Occasional and reasonable personal use may be permitted as set out below.

When a website is visited, devices such as cookies, tags or web beacons may be employed to enable the site owner to identify and monitor visitors. If the website could be a source of embarrassment to the visitor and us, especially if inappropriate material has been accessed, downloaded, stored or forwarded from the website. Such actions may also, in certain circumstances, amount to a criminal offence if, for example, the material is pornographic in nature.

Team should not access any web page or download any image, document or other file from the internet which could be regarded as illegal, offensive, in bad taste or immoral. Even web content which is legal in the UK may be in sufficient bad taste to fall within this prohibition. As a general rule, if any person (whether intended

to view the page or not) might be offended by the contents of a page, or if the fact that our software has accessed the page or file might be a source of embarrassment if made public, then viewing it will be a breach of this policy.

Team should not under any circumstances use our systems to participate in any internet chat room, post messages on any internet message board or set up or log text or information on a blog or wiki, even in their own time.

Personal use of our systems

We do not usually permit the incidental use of our internet, email and telephone systems are to send personal email and browse the internet unless team have explicit authorisation from your manager.

If team are given permission to make personal use, this is a privilege and not a right. It must not be overused or abused, and we may withdraw permission for it at any time or restrict access at our discretion.

Personal use, if authorised, must usually meet the following conditions (unless agreed otherwise):

• Use must be minimal and take place substantially out of normal working hours.

• Personal emails should be labelled “personal” in the subject header.

• Use must not interfere with business or office commitments.

• Use must not commit us to any marginal costs; and

• Use must comply with this policy.

Team should be aware that personal use of our systems may be monitored and, where breaches of this policy are found, action may be taken under the disciplinary procedure. We reserve the right to restrict or prevent access to certain telephone numbers or internet sites if we consider personal use to be excessive.

Monitoring

Our systems enable us to monitor telephone, email, voicemail, internet and other communications. For business reasons, and in order to carry out legal obligations in our role as an employer, use of our systems including the telephone and computer systems, and any personal use of them, may be continually monitored by automated software or otherwise. Monitoring is only carried out to the extent permitted or as required by law and as necessary and justifiable for business purposes. We reserve the right to retrieve the contents of email messages or check internet usage (including pages visited and searches made) as reasonably necessary in the interests of the business, including for the following purposes (this list is not exhaustive):

• To monitor whether the use of the email system or the internet is legitimate and in accordance with this policy.

• To find lost messages or to retrieve messages lost due to computer failure.

• To assist in the investigation of alleged wrongdoing; or

• To comply with any legal obligation.

Prohibited use of our systems

Misuse or excessive personal use of our telephone or email system or inappropriate internet use will be dealt with under our Disciplinary Procedure. Misuse of the internet can in some circumstances be a criminal offence. In particular, it will usually amount to gross misconduct to misuse our systems by participating in online gambling, forwarding chain letters, or by creating, viewing, accessing, transmitting or downloading any of the following material (this list is not exhaustive):

• Pornographic material (that is, writing, pictures, films and video clips of a sexually explicit or arousing nature).

• Offensive, obscene, or criminal material or material which is liable to cause embarrassment to us or to our clients.

• A false and defamatory statement about any person or organisation.

• Material, which is discriminatory, offensive, derogatory or may cause embarrassment to others (including material which breaches our equal opportunities policy or our antiharassment and bullying policy).

• Confidential information about us or any of our team or clients (except as authorised in the proper performance of your duties).

• Any other statement which is likely to create any criminal or civil liability (for you or us); or

• Music or video files or other material in breach of copyright.

Any such action will be treated very seriously and is likely to result in summary dismissal.

Where evidence of misuse is found we may undertake a more detailed investigation in accordance with our Disciplinary Procedure, involving the examination and disclosure of monitoring records to those nominated to undertake the investigation and any witnesses or managers involved in the Disciplinary Procedure. If necessary, such information may be handed to the police in connection with a criminal investigation.

The company’s computer systems and software and their contents belong to the company and they are intended for business use only. Team are not allowed to use the company’s systems for personal use, unless authorised by their manager.

Team must only log on to the computer systems using their own password, which must be kept secret. Team are not permitted to use another team member’s password, irrespective of whether you have that team member’s permission.

Where team have access to an email system, they should use that system for business purposes only. Abusive, discriminatory, derogatory or defamatory emails must never be sent to anyone. If team do so, they may be liable to disciplinary action up to and including dismissal. It is important to note that all emails/communications continue to remain the property of the company. Company email addresses are only to be used in the duration of your employment with the company.

Internet usage is monitored and if team abuse their access to the internet, or if their level of internet usage becomes detrimental to their performance, then this will become a disciplinary issue. Access to any websites relating to pornography/online gaming, or any other content that may bring the

company into disrepute could potentially constitute gross misconduct.

No content may be streamed through the company’s internet connection. Team are not permitted to download or install anything from external sources unless they have express consent from the company’s I.T. Manager.

Data protection policy

During the course of our activities, the Company will process personal data (which may be held on paper, electronically or otherwise) about our team and we recognise the need to treat it in an appropriate and lawful manner, in accordance with the Data Protection Act 1998 (DPA). The purpose of this policy is to make you aware of how we will handle your personal data.

Data protection principles

We will comply with the eight data protection principles in the DPA, which say that personal data must be:

• Processed fairly and lawfully.

• Processed for limited purposes and in an appropriate way.

• Adequate, relevant and not excessive for the purpose.

• Accurate.

• Not kept longer than necessary for the purpose.

• Processed in line with data subjects’ rights.

• Secure

• Not transferred to people or organisations situated in countries without adequate protection.

Fair and lawful processing

We will usually only process your personal data where you have given your consent or where the processing is necessary to comply with our legal obligations. In other cases, processing may be necessary for the protection of your vital interests, for our legitimate interests or the legitimate interests of others. The full list of conditions is set out in the DPA.

How we are likely to use your personal data

We will process data about team for legal, personnel, administrative and management purposes and to enable us to meet our legal obligations as an employer, for example to pay you, monitor your performance and to confer benefits in connection with your employment.

We may process sensitive personal data relating to

team including, as appropriate:

• Information about an team member’s physical or mental health or condition in order to monitor sick leave and take decisions as to the team member’s fitness for work.

• The team member’s racial or ethnic origin or religious or similar information in order to monitor compliance with equal opportunities legislation.

• In order to comply with legal requirements and obligations to third parties.

Processing for limited purposes

We will only process your personal data for the specific purpose or purposes notified to you or for any other purposes specifically permitted by the DPA.

Adequate, relevant and non-excessive processing

Your personal data will only be processed to the extent that it is necessary for the specific purposes notified to you.

Accurate data

We will keep the personal data we store about you accurate and up to date. Data that is inaccurate or out of date will be destroyed. Please notify us if your personal details change or if you become aware of any inaccuracies in the personal data, we hold about you.

CCTV

CCTV is in widespread use across various areas of the business. The purpose of the use of CCTV at Beach Retreats is primarily for the safety of both customers and team. All images are retained and stored on hard drives for 14 days, until being automatically permanently deleted.

Data retention

We will not keep your personal data for longer than is necessary for the purpose. This means that data will be destroyed or erased from our systems when it is no longer required.

Processing in line with your rights

You have the right to:

• Request access to any personal data we hold about you.

• Prevent the processing of your data for directmarketing purposes.

• Ask to have inaccurate data held about you amended.

• Prevent processing that is likely to cause unwarranted substantial damage or distress to you or anyone else.

• Object to any decision that significantly affects you being taken solely by a computer or other automated process.

Data security

We will ensure that appropriate measures are taken against unlawful or unauthorised processing of

personal data, and against the accidental loss of, or damage to, personal data.

We have in place procedures and technologies to maintain the security of all personal data from the point of collection to the point of destruction. We will only transfer personal data to a third party if they agrees to comply with those procedures and policies, or if they put in place adequate measures themself.

Maintaining data security means guaranteeing the confidentiality, integrity and availability (for authorised purposes) of the personal data.

Providing information to third parties

We will not disclose your personal data to a third party without your consent unless we are satisfied that they are legally entitled to the data (e.g. pensions or HMRC) or where necessary (e.g. to process payroll). Where we do disclose your personal data to a third party, we will have regard to the eight data protection principles.

Subject access requests

If you wish to know what personal data we hold about you, you must make the request in writing, setting out what you would like us to search for in particular by way of personal data you believe that we might hold about you with an accompanying fee of £10. All such written requests should be forwarded to your line manager.

Breaches of this policy

If you consider that this policy has not been followed in respect of personal data about yourself or others you should raise the matter with your line manager. Any breach of this policy will be taken seriously and may result in disciplinary action.

Data retention policy

The information of Beach Retreats Limited, including data subject data is vital to how it conducts its business and manages team members.

About this policy

Certain laws require us to retain certain records, usually for a specific amount of time. The accidental or intentional destruction of these records during their specified retention periods could result in the following consequences:

• fines and penalties;

• loss of rights;

• obstruction of justice charges;

• contempt of court charges; and/or

• serious disadvantages in litigation.

We must retain certain records because they contain information that:

• has business value (for example, it provides a record of a business transaction, evidences our rights or obligations, protects our legal interests or ensures operational continuity); or

• must be kept to satisfy legal, accounting, or other regulatory requirements.

• This policy does not form part of any team member's contract of employment and we may amend it at any time.

• This policy applies to all team members, officers, consultants, contractors, volunteers, interns, casual workers, and agency workers of Beach Retreats Limited.

• This policy explains the differences among records and disposable information.

Records

A record is any type of information created, received, or transmitted in the transaction of business, regardless of physical format. Examples of where the various types of information are located include:

• appointment books and calendars;

• audio and video recordings;

• computer programs;

• contracts;

• electronic files;

• emails;

• handwritten notes;

• invoices;

• letters and other correspondence;

• memory in mobile phones and other mobile devices;

• online postings, such as on Facebook, Twitter, Instagram, and other social media platforms and websites;

• performance reviews; and/or

• voicemails.

• Any records that hold Personal Data (any information which can be used to identify a living individual, e.g. name, address, telephone number, email) are to be considered part of the relevant category listed in the Records Retention Schedule contained in the Appendix to this policy and must be retained for the amount of time indicated in the Records

Retention Schedule.

All records are to be considered and treated as confidential information and should not be disclosed to any third party (including police, courts or other investigatory bodies) without the permission of a Director and/or Privacy Officer.

A record should not be retained beyond the period indicated in the Record Retention Schedule, unless a valid business reason (or other situations, e.g. litigation) requires that is retained beyond the set period. If you are unsure whether to retain a certain record, contact the Privacy Officer.

Disposable information

Disposable information consists of data that may be discarded or deleted at the discretion of the user once it has served its temporary useful purpose and/or data that may be safely destroyed because it is not a record as defined by this policy. Examples include:

• duplicates of originals (that have not been annotated);

• preliminary drafts of letters, memoranda, reports, worksheets, and informal notes that do not represent significant steps or decisions in the preparation of an official record;

• books, periodicals, manuals, training binders, and other printed materials obtained from sources outside of the company and retained primarily for reference purposes; and/or

• spam and junk mail.

Guidelines for destruction

Each member of team is responsible for the continuing process of identifying the records that have met their required retention period and supervising their destruction. The destruction of confidential, financial, and personnel-related records must be conducted by shredding if possible our may be outsourced to a reputable third party who provides record destruction services. Nonconfidential records may be destroyed by recycling. The destruction of electronic records must be coordinated with the Privacy Officer.

The destruction of records must stop immediately upon notification from the Privacy Officer, a Director or on notice that the company may be involved in a lawsuit or an official investigation.

Breach of this policy

Breach of this policy may result in disciplinary action up to and including dismissal. Any member of team suspected of committing a breach of this policy will be required to co-operate with our investigation, which may involve handing over relevant passwords and login details.

You may be required to remove any social media content that we consider to constitute a breach of this policy. Failure to comply with such a request may in itself result in disciplinary action.

Record retention schedule

Team members should give special consideration to the categories of documents listed in the record retention schedule below. Avoid retaining a record if there is no business reason for doing so and consult with the Privacy Officer if unsure.

Personnel records

Benefits descriptions per team member 7 years

Team member applications and resumes 1 year

Team member offer letters (and other documentation regarding hiring, promotion, demotion, transfer, lay-off, termination or selection for training)

1 year from date of making record or action involved, whichever is later, or 1 year from date of involuntary termination

Records relating to background checks on team members 5 years from when the background check is conducted

Employment contracts; employment and termination agreements 7 years from the date of termination

Team member records with information on expenses and non-salaried pay 5 years

Hazardous material exposures Indefinitely

Supplemental record for each occupational injury or illness Indefinitely

Job descriptions, performance goals and reviews; garnishment records 7 years from the date of termination

Team member tax records 7 years from the date tax is due or paid

Medical exams 30 years from the termination of employment

Pension plan and retirement records Indefinitely

Payroll Records

Payroll registers (gross and net) Indefinitely

Corporate Records

Articles of Incorporation, Bylaws, Corporate Seal Indefinitely

Annual corporate filings and reports to secretary of state and attorney general Indefinitely

Board policies, resolutions, meeting minutes, and committee meeting minutes Indefinitely

Contracts 14 years from the date of termination

Construction documents Indefinitely

Emails (business related) 14 years

Fixed Asset Records Indefinitely

Sales and purchase records Indefinitely

Resolutions Indefinitely

Accounting and Finance

Accounts Payable and Receivables ledgers and schedules 7 years

Annual audit reports and financial statements

Permanent

Annual plans and budgets 2 years

Bank statements, cancelled checks, deposit slips 7 years

Business expense records 7 years

Electronic fund transfer documents 7 years

Team member expense reports 7 years

General ledgers Indefinitely

Journal entries 7 years

Invoices 7 years

Petty cash vouchers 3 years

Legal and Insurance Records

Appraisals Indefinitely

Environmental studies Indefinitely

Insurance claims/ applications Indefinitely

Insurance contracts and policies Indefinitely

Leases 7 years after termination

Patents, patent applications, supporting documents Indefinitely

Real estate documents (including loan and mortgage contracts, deeds) Indefinitely

Stock and bond records Indefinitely

Trade mark registrations, evidence of use documents Indefinitely

Warranties Duration of warranty + 7 years

Marketing

Contact/Personal details

Until unsubscribed or 1 year with no engagement

Environmental policy

Beach Retreats recognises that it is our responsibility to reduce our negative impact upon the environment and raise the awareness of our team and stakeholders so that they can help us achieve our goals for sustainability. We are committed to integrating leading environmental practices into our business and to continually explore new ideas for improving our environmental performance.

We believe a balance can be achieved between providing a contemporary holiday experience for our guests and sustaining our beautiful surroundings. Indeed, we believe our guests expect nothing less from us and that they will welcome our efforts to protect and promote a sustainable future.

We are focusing on practices aimed at:

• Reducing our consumption of energy (Electricity, Natural Gas, Diesel and Petrol) and water in line with our overall carbon reduction target of 20%.

• To continue to reduce the overall volume of waste as well and increase recycling to 80% minimum.

• To work with suppliers that share our sustainability commitment and source locally wherever possible; and

• To raise environmental awareness among team and make sustainability part of our team culture.

Our key sustainability priorities are to:

• Reduce our impact on the environment by converting waste into a resource and harnessing our location to produce clean, renewable energy to help us become selfsufficient.

• Vigorously support the local economic and social community by maintaining and growing a successful, year-round business that employs full time, permanent team members.

• We will continuously strive to reduce our negative effects and improve our environmental performance wherever possible. In order to work towards this statement, we will:

• Meet all regulatory, legislative and other requirements relevant to our business activities.

• Ensure our operations do not compromise the local environment where we operate.

• Manage our business and its premises in an ethical and environmentally sensitive manner.

• These aims will be achieved through management commitment, raising team awareness, and incorporating these issues into the daily operation of our business. We will review our performance regularly in order to facilitate continual improvements.

Health & safety policy

Health and safety procedures are of great importance to Beach Retreats. It is our duty to ensure that we provide a safe and healthy environment for both team and guests.

Who should I inform about a potential health and safety Issue?

If you have become aware of a potential health and safety issue, then please contact your line manager. If no immediate action is taken, then please contact either Beach Retreats Director.

Where can I find out more information regarding health and safety?

You can find a full version of our health, safety and welfare policy online. It also provides regularly updated information regarding health and safety topics.

Health

&

safety at Beach Retreats

You have the right to work safely without undue risks to health and safety. Beach Retreats will provide you with training to minimise all risks and increase your awareness of potential health and safety issues.

It is our aim to remove all risks wherever reasonably possible, and to put in place sufficient control measures for any risks that remain.

Beach Retreats will ensure that all team, contractors and service providers that we use are competent, using proper tools and equipment that are safe for the public and for team.

What is my responsibility?

We all have a duty to cooperate to make sure that we have a safe place to work and that our customers enjoy the best time possible without coming to harm. Everybody will be provided with regular safety refresher training sessions.

Who makes it happen?

Beach Retreats continually reviews health and safety standards and procedures. We will always welcome suggestions to improve the way that we work. Safety experts are also used to review the way that we work and to ensure that you are working in the safest possible environment.

Managers & supervisors

Managers and supervisors are there to help you make the right decisions about the way you work and the equipment that you use. They will ensure that any significant risks are identified and that sufficient control measures are implemented.

Clutter

Accidents happen when the place gets cluttered with things, equipment or rubbish. Put things away and keep things in their correct places to prevent potential slip and trip hazards. If you see any potential slip/trip hazards in your workplace, then please take immediate action to prevent any further risk of injury to guests or colleagues.

First Aid

We have first aid kits in all the properties in the kitchens under the sink. All company vehicles are equipped with first aid kits. Each office has first aid kits. Please report to your manager if you need treatment. At any one time during opening hours, there will be a qualified first aider on shift. Please refer to your staff notice board for a list of first-aid qualified staff.

Where is the info?

If you have any problems, speak to your manager/ supervisor or speak to the HR manager.

Fire prevention & action

If you discover a fire:

raise the alarm: by operating the nearest fire alarm call point or in independent properties call the emergency services 999.

evacuate the building: in a calm and orderly fashion, to the fire assembly point, or in independent properties take yourself far enough away so that you are safe.

do not attempt to put out the fire yourself unless confident about doing so: wait for the fire brigade.

await further instructions from the fire warden or in independent properties call the office to make them aware of the situation and await the emergency services.

It is your duty:

• to study these notes.

• to know what to do in the event of a fire.

• to know where escape routes are; and

• to know how to operate the fire alarm.

Do not:

• stop to collect personal belongings.

• re-enter the building until authorised; and

• shout or run, this tends to cause panic

Observe all fire prevention instructions issued by the management and obey all fire drill instructions promptly and seriously so that in the event of a fire you can be:

• reliable - because you will react calmly and with confidence and be able to reassure other members of staff or customers who are possibly bewildered or nervous.

• calm - keeping yourself and others calm is of great assistance to all concerned in a fire emergency as the safety of lives and property are at risk and may depend on it.

Recognise possible causes of fire before they happen.

Cigarettes - carelessly dropped, left burning near or on surfaces could ignite rapidly and flames spread to other areas. Be careful only to dispose of cigarette ends in non-inflammable containers and ensure that they are not discarded with other easily combustible articles.

Do not smoke in unauthorised places or in areas displaying 'no smoking' notices - they could be high fire risk.

Overheating - often caused by insecure or faulty electrical connections (if you find one that seems to be faulty do not use it - report it to your supervisor immediately). Neglecting to switch off and unplug electrical appliances after use. Overloading electric switches only use one appliance to each socket.

General fire notes

Responsible staff

All Heads of Departments/fire wardens are responsible for ensuring that their staff are aware of the Fire Procedure.

Fire alarm test

The fire alarms are tested every Wednesday apart from the office at Hurling Way where the test will be on a Tuesday. Fire Drills will also be carried out at regular intervals (with or without prior warning) and all staff must treat the exercise as if a real fire has occurred.

Firefighting equipment

All staff must be familiar with all the firefighting appliances located in the buildings. Treat it with respect and DO NOT use them to hold doors open. Miss-use of the equipment could lead to potential disciplinary action, up to and including dismissal.

Fire alarm

Breaking the glass in any break glass unit sets this off and the alarm will sound throughout the offices. If you are at one of our properties please dial the emergency services.

Fire exits and escapes

All escape routes and fire exits must at all times be completely free of obstructions e.g. equipment, stores and furniture. Make sure you know the different escape routes and exits.

Fire doors

These doors must be kept shut and any faults that may occur must be reported to your supervisor or Maintenance. The same applies to all designated fire doors in corridors and store cupboards etc. N.B. Fire Doors are to be kept closed at all times and are not to be wedged open for your own convenience. A fire door is designed to contain a fire for about 30 minutes.

Electrical equipment

Ensure that all electrical equipment is used in the correct manner and switched off when not in use. The plug must be removed from the socket when not in use for a time e.g. irons, kettles, etc. (except those which have fixed connections).

Fire equipment available - extinguishers

Know where the various extinguishers are sitedparticularly in your usual work area. Recognise the various types of extinguisher and the type of fire for which they are used.Fire prevention & action

22 Substance misuse policy

We are committed to providing a safe, healthy and productive working environment. This includes ensuring that all team are fit to carry out their jobs safely and effectively in an environment which is free from alcohol and drug misuse.

The purpose of this policy is to increase awareness of the effects of alcohol and drug misuse and its likely symptoms and to ensure that:

• All team are aware of their responsibilities regarding alcohol and drug misuse and related problems.

• Team who have an alcohol or drug-related problem are encouraged to seek help, in confidence, at an early stage.

• Team who have an alcohol or drug-related problem affecting their work are dealt with sympathetically, fairly and consistently.

This policy is not intended to apply to “one-off” incidents or offences caused by alcohol or drug misuse at or outside work where there is no evidence of an ongoing problem, which may damage our reputation, and which are likely to be dealt with under our disciplinary procedure.

We will not accept team arriving at work under the influence of alcohol or drugs, and/or whose ability to work is impaired in any way by reason of the consumption of alcohol or drugs, or who consume alcohol or take drugs (other than prescription or over the counter medication, as directed) on our premises.

This policy covers all team members, officers, consultants, contractors, volunteers, interns, casual workers and agency workers.

This policy does not form part of any team members contract of employment and we may amend it at any time.

Identifying a problem

If team notice a change in a colleague’s pattern of behaviour you should encourage them to seek assistance through their manager. If they will not seek help themselves, team members should draw the matter to the attention of their manager. Team members should not attempt to cover up for a colleague whose work or behaviour is suffering as a result of an alcohol or drug-related problem.

If team believe that they have an alcohol or drugrelated problem, they should seek specialist advice and support as soon as possible.

Alcohol and drugs at work

Misuse of alcohol and drugs can lead to reduced levels of attendance, reduced efficiency and performance, impaired judgement and decision making and increased health and safety risks for themselves and other people. Irresponsible behaviour or the commission of offences resulting from the misuse of alcohol or drugs may damage our reputation and, as a result, our business.

Team are expected to arrive at work fit to carry out their job and to be able to perform their duties safely without any limitations due to the use or after effects of alcohol or drugs (whether prescribed, over the counter or illegal). The use of drugs also includes the use of “legal highs” or psychoactive drugs which are legal substances which have the effect of illegal drugs.

Team must comply with drink-driving laws and drug-driving laws at all times. Conviction for drinkdriving or drug-driving offence may harm our reputation and, if their job requires them to drive,

they may be unable to continue to do their job. Committing a drink-driving or drug-driving offence while working for us may lead to action under our disciplinary procedure and could result in dismissal.

If team are prescribed medication they must seek advice from their GP or pharmacist about the possible effect on their ability to carry out their job and whether their duties should be modified or they should be temporarily reassigned to a different role. If so, team must tell their line manager without delay.

Searches

We reserve the right to conduct searches for alcohol or drugs on our premises, including, but not limited to, searches of lockers, filing cabinets and desks, bags, clothing and packages. If team withhold consent to a search of themselves or their property, then this fact will be taken into account in any ensuing disciplinary action.

Any alcohol or drugs found as a result of a search will be confiscated and action may be taken under our disciplinary procedure.

Drug screening

The following may be required to participate in a drug screening programme:

Any member of team where there is reasonable cause to suspect that the individual has been under the influence of drugs at work or that their work has been affected by drug misuse.

Drug screening will be conducted by an external provider. Arrangements will be discussed with affected members of team at the start of each screening programme.

Managing suspected substance misuse

Where a manager considers that a deterioration in work performance and/or changes in patterns of behaviour may be due to alcohol or drug misuse they should seek advice and assistance from HR.

If a team members manager has reason to believe that team are suffering the effects of alcohol or drugs misuse, they will invite them to an investigatory interview. The purpose of the interview is to:

• Discuss the reason for the investigation and seek their views on, for example, the deterioration of their work performance and/or behaviour; and

• Where appropriate, offer to refer them to HR for medical and/or specialist advice to be arranged.

If team arrive at work and a manager reasonably believes they are under the influence of alcohol or drugs, they shall send them home immediately and an investigation will be undertaken.

We may ask for their consent to approach their GP or Occupational Health for advice. A report will be sent to their manager who will then reassess the reasons for their investigatory meeting with you and decide on the way forward.

If, as the result of the meeting or investigation, their manager continues to believe that they are suffering the effects of alcohol or drugs misuse and they refuse an offer of referral to appropriate treatment providers the matter may be dealt with under our disciplinary procedure.

Providing support

Alcohol and drug-related problems may develop for a variety of reasons and over a considerable period of time. We are committed, in so far as possible, to treating these problems in a similar way to other health issues. We will provide support where possible with a view to a return to full duties. This may include:

• Referral to appropriate treatment providers, where necessary in conjunction with your GP.

• Time off work to attend treatment and recognition of any periods of absence for such treatment as periods of sickness absence.

• Adjusting their duties or other support as recommended by their GP or specialist] during treatment and for an agreed period thereafter, subject to operational requirements and feasibility.

If the team member does not finish a programme of treatment, or their recovery and return to work does not go as planned, their manager will meet with them to decide what further action if any should be taken.

Confidentiality

We aim to ensure that the confidentiality of any member of team experiencing alcohol or drugrelated problems is maintained appropriately. However, it needs to be recognised that, in supporting team, some degree of information sharing is likely to be necessary.

If you seek help with an alcohol or drug-related problem directly from HR and you wish to keep matters confidential from your manager and colleagues, this will be respected unless there is reason to believe that this could put you, your colleagues or anyone else at risk or carries some other material risk for the business. In those circumstances HR will encourage you to inform your manager and will give you sufficient time to do so before discussing the matter with them.

Performance and disciplinary issues

If you agree to undertake appropriate treatment and/or rehabilitation for an acknowledged alcohol or drug-related problem, we may decide to suspend any ongoing disciplinary action against you for related misconduct or poor performance, pending the outcome of the treatment.

Our intention is to support all team with alcohol or drug-related problems to regain good health. Depending on the progress made on the course of treatment, any disciplinary action may be suspended for a specified period, discontinued or restarted at any time we see fit.

Disciplinary policy

The aims of this disciplinary policy are to set out the standards of conduct expected of all team and to provide a framework within which managers can work with team members to maintain satisfactory standards of conduct and to encourage improvement where necessary.

It is our policy to ensure that any disciplinary matter is dealt with fairly and that steps are taken to establish the facts and to give team members the opportunity to respond before taking any formal action.

This policy does not form part of any team member’s contract of employment and it may be amended at any time. We may also vary this policy, including any time limits, as appropriate in any case.

What is covered by the policy?

This policy is used to deal with misconduct. It does not apply to cases involving genuine sickness absence, or proposed redundancies.

Minor conduct issues can often be resolved informally between the team member and their line manager. These discussions should be held in private and without undue delay whenever there is cause for concern.

Where appropriate, a note of any such informal discussions may be placed on their personnel file but will be ignored for the purposes of any future disciplinary hearings. In some cases, an informal verbal warning may be given, which will not form part of their disciplinary records. Formal steps will be taken under this procedure if the matter is not resolved, or if informal discussion is not appropriate (for example, because of the seriousness of the allegation).

Team members will not normally be dismissed for a first act of misconduct, unless we decide it amounts to gross misconduct or they have not yet completed their probationary period.

Confidentiality

Our aim is to deal with disciplinary matters sensitively and with due respect for the privacy of any individuals involved. All team must treat as confidential any information communicated to them in connection with an investigation or disciplinary matter.

The team member, and anyone accompanying them (including witnesses), must not make electronic recordings of any meetings or hearings

conducted under this procedure.

The team member will normally be told the names of any witnesses whose evidence is relevant to disciplinary proceedings against them, unless we believe that a witness’s identity should remain confidential.

Investigations

The purpose of an investigation is for us to establish a fair and balanced view of the facts relating to any disciplinary allegations against a team member, before deciding whether to proceed with a disciplinary hearing. This may involve interviewing and taking statements from them and any witnesses, and/or reviewing relevant documents.

Investigative interviews are solely for the purpose of fact-finding and no decision on disciplinary action will be taken until after a disciplinary hearing has been held.

Team members do not normally have the right to bring a companion to an investigative interview. However, we may allow them to bring a companion if it helps you to overcome any disability, or any difficulty in understanding English.

The team member must co-operate fully and promptly in any investigation. This will include informing us of the names of any relevant witnesses, disclosing any relevant documents to us and attending investigative interviews if required.

Criminal allegations

Where team conduct is the subject of a criminal investigation, charge or conviction we will investigate the facts before deciding whether to take formal disciplinary action.

We will not usually wait for the outcome of any prosecution before deciding what action, if any, to take. Where team are unable or have been advised not to attend a disciplinary hearing or say anything about a pending criminal matter, we may have to take a decision based on the available evidence.

A criminal investigation, charge or conviction relating to conduct outside work may be treated as a disciplinary matter if we consider that it is relevant to their employment.

Suspension

In some circumstances we may need to suspend team from work. The suspension will be for no longer than is necessary to investigate the allegations and we will confirm the arrangements to them in writing. While suspended they should not visit our premises or contact any of our clients, customers, suppliers, contractors or team, unless they have been authorised to do so by the HR team.

Suspension of this kind is not a disciplinary penalty and does not imply that any decision has already been made about the allegations. Team will continue to receive their salary and benefits during the period of suspension.

Notification of a hearing

Following any investigation, if we consider there are

grounds for disciplinary action, the team member will be required to attend a disciplinary hearing. We will inform them in writing of the allegations against them, the basis for those allegations, and what the likely range of consequences will be if we decide after the hearing that the allegations are true. We will also include the following where appropriate:

• A summary of relevant information gathered during the investigation.

• A copy of any relevant documents which will be used at the disciplinary hearing; and

• A copy of any relevant witness statements, except where a witness’s identity is to be kept confidential, in which case we will give you as much information as possible while maintaining confidentiality.

We will give them written notice of the date, time and place of the disciplinary hearing. The hearing will be held as soon as reasonably practicable, but they will be given a reasonable amount of time to prepare their case based on the information we have given them (a minimum of 48 hours).

The right to be accompanied

Team may bring a companion to any disciplinary hearing or appeal hearing under this procedure. The companion may be either a trade union representative or a colleague. They must tell the HR team who their chosen companion is, in good time before the hearing.

If their choice of companion is unavailable at the time a hearing is scheduled and will not be available for more than five working days

afterwards, we may ask them to choose someone else.

We may, at our discretion, allow them to bring a companion who is not a colleague or union representative (for example, a member of their family) where this will help overcome a disability, or where they have difficulty understanding English.

Procedure at disciplinary hearings

If team or their companion cannot attend the hearing team should inform us immediately and we will arrange an alternative time. Team must make every effort to attend the hearing, and failure to attend without good reason may be treated as misconduct in itself. If team fail to attend without good reason or are persistently unable to do so (for example for health reasons), we may have to take a decision based on the available evidence.

A manager will chair the hearing and a member of the HR team may also be present. Team may bring a companion with them to the disciplinary hearing (as set out above). Prior to any meeting under the disciplinary procedure, all present should ensure that mobile phones or any other portable devices are switched off for the duration of the meeting.

At the disciplinary hearing we will go through the allegations against team and the evidence that has been gathered. Team will be able to respond and present any evidence of their own. Their companion may make representations to us and ask questions but should not answer questions on their behalf. Team may confer privately with their companion at

any time during the hearing.

We may adjourn the disciplinary hearing if we need to carry out any further investigations such as re-Interviewing witnesses in the light of any new points team have raised at the hearing. Team will be given a reasonable opportunity to consider any new information obtained before the hearing is reconvened. Team members and their representatives should remove all their belongings from the hearing room during an adjournment.

We will inform team in writing of our decision and our reasons for it. Where possible we will also explain this information to them in person.

Disciplinary penalties:

Stage 1 – First written warning

A first written warning may be appropriate for a first act of misconduct where there are no other active written warnings on your disciplinary record.

Stage

2 – Final written warning

This will usually be appropriate for:

• Misconduct where there is already an active written warning on your record; or

• Misconduct that we consider sufficiently serious to warrant a final written warning even though there are no other active warnings on your record.

Stage 3 - Dismissal

This will usually only be appropriate for:

• Any misconduct during your probationary period.

• Further misconduct where there is an active final written warning on your record; or

• Any gross misconduct regardless of whether there are active warnings on your record.

Gross misconduct will usually result in immediate dismissal without notice or payment in lieu of notice. Examples of gross misconduct are set out in our disciplinary rules, which are contained in this team Handbook.

Alternatives to dismissal

In some cases, we may at our discretion consider alternatives to dismissal. These may be authorised by a Director and will usually be accompanied by a final written warning.

Examples include:

• Demotion.

• Transfer to another department or job.

• A period of suspension without pay.

• Loss of seniority.

• Reduction in pay.

• Loss of future pay increment or bonus.

The effect of a warning

Written warnings will set out the nature of the misconduct, the change in behaviour required, the period for which the warning will remain active, and the likely consequences of further misconduct in that active period.

A first written warning will usually remain active for six months and a final written warning will usually remain active for 12 months. Your conduct may be reviewed at the end of a warning’s active period and if it has not improved sufficiently, we may decide to extend the active period.

After the active period, the warning will remain permanently on the team members personnel file but will be disregarded in deciding the outcome of future disciplinary proceedings.

Appeals against disciplinary action

If team feel that disciplinary action taken against them is wrong or unjust they should appeal in writing, stating their full grounds of appeal, to the HR Team within one week of the date on which they were informed of the decision.

If team are appealing against dismissal, the date on which dismissal takes effect will not be delayed pending the outcome of the appeal. However, if their appeal is successful they will be reinstated with no loss of continuity or pay.

If team raise any new matters in their appeal, we may need to carry out further investigation. If any new information comes to light, we will provide them with a summary including, where appropriate, copies of additional relevant documents and

witness statements. Team will have a reasonable opportunity to consider this information before the hearing.

We will give team written notice of the date, time and place of the appeal hearing.

Where possible, the appeal hearing will be conducted by a more senior manager who has not been previously involved in the case. A member of the HR team will also usually be present. Team may bring a companion with you to the appeal hearing.

Following the appeal hearing we may:

• Confirm the original decision.

• Revoke the original decision; or

• Substitute a different penalty. Please be aware this could be either a lesser or more serious warning that was issued at the original hearing.

We will inform team in writing of our final decision as soon as possible, usually within one week of the appeal hearing. Where possible we will also explain this to you in person. There will be no further right of appeal.

24 Disciplinary rules

These disciplinary rules should be read in conjunction with our disciplinary policy. The aim of the disciplinary rules and disciplinary policy is to set out the standards of conduct expected of all team and to provide a framework within which managers can work with team to maintain those standards and encourage improvement where necessary. It is our policy to ensure that any disciplinary matter is dealt with fairly and in accordance with the Disciplinary Policy.

If you are in any doubt as to your responsibilities or the standards of conduct expected you should speak to your line manager or the HR team. We may amend our disciplinary rules at any time.

Misconduct

The following are examples of matters that will normally be regarded as misconduct and will be dealt with under our disciplinary policy This list is intended as a guide and is not exhaustive.

• Minor breaches of our policies.

• Minor breaches of your contract.

• Damage to, or unauthorised use of, company or guest property.

• Poor timekeeping.

• Time wasting.

• Unauthorised absence from work.

• Refusal to follow instructions.

• Excessive use of our telephones for personal calls.

• Excessive personal e-mail or internet usage; and

• Obscene language or other offensive behaviour

Gross misconduct

Gross misconduct is a serious breach of contract and includes misconduct that in our opinion is likely to prejudice our business or reputation or irreparably damage the working relationship and trust between us. Gross misconduct will be dealt with under our Disciplinary Procedure and will normally lead to dismissal without notice or pay in lieu of notice (summary dismissal).

The following are examples of matters that are normally regarded as gross misconduct:

• Theft or unauthorised removal of the company’s or any guest’s property.

• Physical violence or bullying.

• Deliberate and serious damage to company or guest property.

• Serious misuse of our property or name.

• Deliberately accessing internet sites containing pornographic, offensive or obscene material.

• Repeated or serious failure to obey instructions, or any other serious act of insubordination.

• Unlawful discrimination or harassment.

• Bringing the company into serious disrepute.

• Being under the influence of alcohol, illegal drugs or other substances during working hours.

• Causing loss, damage or injury through serious negligence.

• Serious or repeated breach of health and safety rules or serious misuse of safety equipment.

• Unauthorised use or disclosure of confidential information or failure to ensure that confidential information in your possession is kept secure.

• Serious or repeated breach of our policies.

• Committing an act outside work or conviction for a criminal offence that in our opinion may affect our reputation or our relationships with our team, customers or the public, or otherwise affects your suitability to continue to work for us;

• Possession, use, supply or attempted supply of illegal drugs.

• Serious neglect of duties, or a serious (or deliberate) breach of your contract, or operating procedures; and

• Discrimination or harassment contrary to the company’s equal opportunities policy.

Capabilitypolicy

Our capability procedure sets out our commitment to ensuring that our team deliver an acceptable standard of performance for their role. It is our aim to use this policy as a means of encouraging team members to improve performance wherever possible and provide help and support.

This procedure also sets out the procedural steps which the company will take in response to performance which falls short of those standards. They are designed to ensure fair and consistent treatment of all colleagues.

This procedure applies to all team regardless of length of service. It does not apply to volunteers, agency workers or self-employed contractors.

This procedure is used to deal with poor performance. It does not apply to cases involving genuine sickness absence or misconduct. In those cases, reference should be made to the relevant policy.

Identifying performance issues

In the first instance, performance issues should normally be dealt with informally between the team member and their line manager as part of day-today management. Where appropriate, a note of any such informal discussions may be placed on their file but will be ignored for the purposes of any

future capability hearings. The formal procedure should be used for more serious cases, or in any case where an informal discussion has not resulted in a satisfactory improvement. Informal discussions may help:

• Clarify the required standards.

• Identify areas of concern.

• Establish the likely causes of poor performance and identify any training needs; and/or

• Set targets for improvement and a timescale for review.

Team will not normally be dismissed for performance reasons without previous warnings. However, in serious cases of gross negligence or when the team member is still in their probationary

period, dismissal without previous warnings may be appropriate.

If we have concerns about a team members performance, we will undertake an assessment to decide if there are grounds for taking formal action under this procedure. The procedure involved will depend on the circumstances but may involve reviewing their personnel file including any appraisal records, gathering any relevant documents, monitoring their work and, if appropriate, interviewing them and/or other individuals confidentially regarding their work.

Disabilities

Consideration will be given to whether poor performance may be related to a disability and, if so, whether there are any reasonable adjustments that could be made to team members working arrangements, including changing their duties or providing additional work or training. We may also consider making adjustments to this procedure in appropriate cases.

If team wish to discuss this or inform us of any medical condition they consider relevant, they should contact their line manager.

Confidentiality

Our aim is to deal with performance matters sensitively and with due respect for the privacy of individuals involved. All team members must treat as confidential any information communicated to them in connection with a matter which is subject to this capability policy.

Team, and anyone accompanying them (including witnesses), must not make electronic recordings of any meetings or hearings conducted under this policy.

Team will normally be told the names of any witnesses whose evidence is relevant to your capability hearing, unless we believe that a witness’s identity should remain confidential.

Notification of a capability hearing

If we consider that there are grounds for taking formal action over alleged poor performance, you will be required to attend a capability hearing. We will notify the team member in writing of our concerns over their performance, the reasons for those concerns, and the likely outcome if we decide after the hearing that your performance has been unsatisfactory. We will also include the following where appropriate:

• A summary of the relevant information gathered as part of any investigation.

• A copy of relevant documents which will be used at the capability hearing.

• A copy of relevant witness statements, except where a witness’s identity is to be kept confidential, on which case we will give you as much information as possible whilst maintaining confidentiality.

We will give team written notice of the date, time and location of the capability hearing. The hearing will be held as soon as is reasonably practicable, but they will be given a reasonable amount of time (normally a minimum of two days) to prepare your case in response to the information that the Company has given them.

Right to be accompanied at hearings

Team may bring a companion to any capability hearing or appeal hearing under this policy. The companion may be either a trade union representative or a colleague. Team must tell the manager conducting the hearing who their chosen companion is, in good time before the hearing.

A companion is allowed reasonable time off from duties without loss of pay but no-one is obliged to act as a companion if they do not wish to do so.

If the team members companion is unavailable at the time the hearing is scheduled and will not be available for more than five working days, we may require you to choose someone else.

We may, at our absolute discretion, allow team to bring a companion who is not a colleague or union representative where this will help overcome a particular difficulty caused by a disability, or where you have difficulty understanding English.

Procedure at Capability Hearings

If the team member or their companion cannot attend the hearing, the team member should inform their manager immediately and we will usually arrange an alternative time. Team must make every effort to attend the hearing, and failure to attend without good reason may be treated as misconduct. If team fail to attend a second time, a decision may have to be made in your absence (based on the available evidence).

The hearing will normally be held by your line manager with an additional person present to take notes. The team member may bring a companion with them to the hearing. Their companion may make representations, ask questions and sum up their case, but will not be allowed to answer questions on their behalf. The team member may

confer privately with your companion at any time during the hearing.

The aims of a capability hearing will usually include:

• Setting out the required standards that we believe the team member may have failed to meet and going through any relevant evidence that we have gathered.

• Allowing the team member to ask questions, present evidence, call witnesses, respond to evidence and make representations.

• Establishing the likely causes of poor performance including any reasons why any measures taken so far have not led to the required improvement.

• Identifying whether there are further measures, such as additional training or supervision, which may improve performance.

• Where appropriate, discussing targets for improvement and a timescale for review.

If dismissal is a possibility, establishing whether there is any likelihood of a significant improvement being made within a reasonable time and whether there is any practical alternative to dismissal, such as redeployment.

A hearing may be adjourned if we need to gather any further information or give consideration to matters discussed at the hearing. The team member will be given a reasonable opportunity to consider any new information obtained before the hearing is reconvened.

We will inform the team member in writing of our decision and our reasons for it, usually within one week of the capability hearing. Where possible we will also explain this information to them in person.

Stage 1 Hearing: first written warning

Following a 'Stage 1' capability hearing, if we decide that your performance is unsatisfactory, you will be issued with a first written warning, setting out:

• The areas in which the team member has not met the required performance standards.

• Targets for improvement.

• Any measures, such as additional training or supervision, which will be taken with a view to improving performance.

• A period for review.

• The consequences of failing to improve within the review period, or of further unsatisfactory performance.

• The warning will normally remain active for six months from the end of the review period. After the active period the warning will remain permanently on the team members personnel file but will be disregarded in deciding the outcome of any future capability procedures.

• The team members performance will be monitored during the review period and we will write to inform them of the outcome:

• If the team members line manager is satisfied with your performance, no further action will be taken.

• If the team members line manager is not satisfied, the matter will be progressed to a 'Stage 2' capability hearing: or

• If the manager feels that there has been a substantial but insufficient improvement, the review period may be extended.

Stage 2 hearing: final written warning

If the team members performance does not improve within the review period set out in the first written warning, or if there is further evidence of poor performance while their first written warning is still active, we may have to decide to hold a 'Stage 2' capability hearing. We will send them written notification as set out above.

Following a 'Stage 2' capability hearing, if we decide that their performance is unsatisfactory, we will give them a final written warning, setting out:

• The areas in which they have not met the required performance standards.

• Targets for improvement.

• Any measures, such as additional training or supervision, which will be taken with a view to improving performance.

• A period for review; and

• The consequences of failing to improve within the review period, or of further unsatisfactory performance.

A final written warning will normally remain active for 12 months from the end of the review period. After the active period, the warning will remain permanently on your personnel file but will be disregarded in deciding the outcome of future capability proceedings.

The team members performance will be monitored during the review period and we will write to inform you of the outcome:

• If their line manager is satisfied with their performance, no further action will be taken.

• If their line manager is not satisfied, the matter may be progressed to a stage 3 capability hearing: or

• If the manager feels that there has been a substantial but insufficient improvement, the review period may be extended.

Stage 3 hearing: dismissal or redeployment

We may decide to hold a 'Stage 3' capability hearing if we have reason to believe:

• The team members performance has not improved sufficiently within the review period set out in a final written warning.

• Their performance is unsatisfactory while a final written warning is still active; or

• Their performance has been grossly negligent such as to warrant dismissal without the need for a final written warning.

• We will send them written notification of the hearing as set out above.

• Following the hearing, if we find that their performance is unsatisfactory, we may consider a range of options including:

• Dismissing the team member.

• Redeploying them into another suitable job at the same or a lower grade.

• Extending an active final written warning and setting a further review period (in exceptional cases where we believe a substantial improvement is likely within the review period).

• Giving a final written warning.

Dismissal will normally be with full notice or payment in lieu of notice, unless the team members performance has been so negligent as to amount to gross misconduct, in which case we may dismiss them without notice or any pay in lieu

Appeals against action for poor performance

If team feel that a decision about poor performance under this procedure is wrong or unjust team should appeal in writing to HRteam@beachretreats.co.uk, stating their full grounds of appeal, within one week of the date on which they were informed in writing of the decision.

If team are appealing against dismissal, the date on which dismissal takes effect will not be delayed pending the outcome of the appeal. However, if their appeal is successful they will be reinstated with no loss of continuity or pay.

If team raise any new matters in their appeal, we may need to carry out further investigation. If any new information comes to light, we will provide the team member with a summary including, where appropriate, copies of additional relevant documents and witness statements. Team will have a reasonable opportunity to consider this information before the hearing.

We will give the team member written notice of the date, time and place of the appeal hearing.

The appeal hearing may be a complete re-hearing of the matter or it may be a review of the fairness of the original decision in the light of the procedure that was followed and any new information that may have come to light. This will be at our discretion depending on the circumstances of your case. In any event the appeal will be dealt with as impartially as possible.

Where possible, the appeal hearing will be conducted by a more senior manager who has not been previously involved in the case. Team may bring a companion (as above) with them to the appeal hearing.

A hearing may be adjourned if we need to gather any further information or give consideration to matters discussed at the hearing. The team member will be given a reasonable opportunity to consider any new information obtained before the hearing is reconvened.

Following the appeal hearing we may:

• Confirm the original decision.

• Revoke the original decision; or

• Substitute a different penalty.

We will inform the team member in writing of our final decision as soon as possible, usually within one week of the appeal hearing. Where possible we will also explain this to them in person.

There will be no further right of appeal.

Grievance policy

This procedure applies to all team regardless of length of service. This procedure does not form part of any team members contract of employment. It may be amended at any time and the company may depart from it depending on the circumstances of any case.

Most grievances can be resolved quickly and informally through discussion with your Head of Department (HOD) or if your grievance involves your HOD, then the HR team. If this does not resolve the problem, you should initiate the formal procedure below reasonably promptly.

Step 1: written grievance

Team should put their grievance in writing and submit it to their line manager or the HR team as appropriate. The written grievance should set out the nature of the complaint, including any relevant facts, dates, and names of individuals involved so that we can investigate it.

Step 2: meeting

We will arrange a grievance meeting, normally within one week of receiving the team members written grievance. The team member should make every effort to attend.

Team may bring a companion to the grievance meeting or appeal meeting if they make a reasonable request in advance and tell us the name of their chosen companion. The companion may be either a trade union representative or a colleague, who will be allowed reasonable paid time off from duties to act as their companion.

If the team member or their companion cannot attend at the time specified the team member should let us know as soon as possible and we will try, within reason, to agree an alternative time. We may adjourn the meeting if we need to carry out further investigations, after which the meeting will usually be reconvened.

We will write to the team member, usually within one week of the last grievance meeting, to

confirm our decision and notify of them of any further action that we intend to take to resolve the grievance. We will also advise the team member of their right of appeal.

Step 3: appeals

If the grievance has not been resolved to the team members satisfaction they may appeal in writing to the HR team, stating their full grounds of appeal, within one week of the date on which the decision was sent or given to them.

We will hold an appeal meeting, normally within two weeks of receiving the appeal. A senior manager who has not previously been involved in the case will deal this with impartially. The team member will have a right to bring a companion to the grievance appeal meeting as set out above under 'step 2.'

We will confirm our final decision in writing, usually within one week of the appeal hearing.

There is no further right of appeal.

Fertility policy

We want to support any of our team undergoing fertility treatment. We understand it can be emotionally stressful and team need support, especially if a cycle of treatment is not successful.

We also know that sometimes team may need time off work to go to appointments for fertility treatment (including accompanying their partners, surrogate, or co-parent).

We acknowledge the importance of using inclusive language and where possible we have used ‘gender neutral language’ in this policy. For the purposes of this policy 'partner' refers to the partner of the person undergoing treatment and includes same sex partners, intended parents and team who have a surrogate or co-parent undergoing treatment.

This policy covers time off for the purpose of receiving and recovering from the physical and psychological effects of fertility treatment and to attend or accompany the team members partner/ surrogate to appointments specifically connected to the process.

Telling your manager

Team should talk to their manager as soon as they find out that their treatment, or their partner/ surrogate's treatment, has been approved. Their manager will ensure things are handled in a sensitive way and treat it confidentially.

If team receive medical advice that adjustments are needed to their work duties or pattern while they're undergoing treatment, their manager will talk to them about any adjustments to their work that may need to be made. This may include making adjustments or discussing flexible working options if medication needs to be self-administered during the working day. The team members manager may carry out a risk assessment to understand more about how the team members treatment might affect them at work.

Time off

If team need go to appointments to prepare for or undergo treatment themself, we’ll give them a reasonable amount of paid/authorised time off to attend. Team should let their manager know as early as they can when your appointments are. They might ask to see the team members appointment card or email/text confirmation.

If team need more time off because of the side effects or impact of fertility treatment, this will be managed through the usual absence policy.

If it’s just a team members partner/surrogate, or both the team member and their partner are undergoing fertility treatment, we know they may want to accompany the their partner to their appointments. We know that the number of appointments needed may vary and we don't assume to know what they need. As a guide, we'll generally give paid/ authorised time off for up to ten appointments per cycle, for up to three cycles of fertility treatment but some situations may need more or less.

The team member should let their manager know as early as they can when any appointments are. Their manager might ask to see a copy of an appointment card or email/text confirmation.

It doesn’t matter how long the team member has worked here or how many hours they work; all team are entitled to use this policy if they or their partner/ surrogate are undergoing fertility treatment.

If team or their partner/surrogate are undergoing fertility treatment they might also want to consider flexible working to facilitate further treatment.

Embryo transfer

If team have been undergoing fertility treatment and have had the last part of the IVF process (embryo transfer) they have pregnancy rights. This means that they are protected against unfair dismissal and unfair treatment related to their possible pregnancy. Team do not have to tell their manager at this stage but they may find it helpful so they can offer support.

If a team members IVF treatment is unsuccessful, they are still protected by law against pregnancy discrimination for 2 weeks after a positive pregnancy test.

Counselling and wellbeing support

We understand that undergoing fertility treatment can be emotionally stressful.

Team can access free, professional and confidential counselling 24 hours a day through our Lighthouse Hub EAP helpline.

Our GP helpline provides virtual health services from 24/7 GP appointments to second medical opinions and proactive health guidance. It is completely confidential. For more information on how to access, visit our Lighthouse Hub.

If team need further support

If team have any questions about time off for fertility treatment, they should speak to their manager. If managers need advice, they can contact our HR team.

There are lots of charities and specialist support groups who offer support and information. Here are some that you might find helpful:

• Fertility Network – the National Charity for anyone who has ever experienced fertility problems and there is a southwestern branch.

• Fertility Friends – an online community dedicated to infertility and fertility support.

• bica.net – The British Infertility Counselling Association which signposts to specialist fertility counsellors.

• Surrogacy UK – a not for profit one stop shop for all information about surrogacy in the UK

• Human Fertilisation & Embryology Authority – a government body with lots of supporting information for everyone whatever their situation.

• Tommy’s – pregnancy charity funding pioneering research to understand why pregnancy goes wrong. Tommy’s provides expert, midwife led advice for parents before, during and after pregnancy.

28 Maternity policy

About this policy

This policy outlines the statutory rights and responsibilities of team members who are pregnant or have recently given birth, and sets out the arrangements for pregnancy-related sickness, health and safety and maternity leave.

Time off for ante-natal care

If team are pregnant you may take paid time off during working hours for ante-natal care. Team should try to give us as much notice as possible of the appointment. Unless it is their first appointment, we may ask to see a certificate confirming their pregnancy and an appointment card.

Entitlement to maternity leave

All team members are entitled to up to 52 weeks’ maternity leave, consisting of 26 weeks’ ordinary maternity leave (OML) and 26 weeks’ additional maternity leave (AML).

Notification

We ask that team please inform us as soon as possible that they are pregnant. This is important as there may be health and safety considerations.

Before the end of the fifteenth week before the week that team expect to give birth (qualifying week), or as soon as reasonably practical afterwards, they must tell us:

• the week in which their doctor or midwife expects them to give birth (Expected Week of Childbirth); and

• the date on which they would like to start their maternity leave (Intended Start Date).

We will write to the team member within 28 days to tell them the date we will expect them to return to work if they take their full maternity leave entitlement (Expected Return Date).

Once team receive a certificate from a doctor or midwife confirming their Expected Week of Childbirth (MATB1), they must provide us with a copy.

Starting maternity leave

The earliest team can start maternity leave is 11 weeks before the Expected Week of Childbirth (unless their child is born prematurely before that date).

If team want to change their Intended Start Date

please tell us in writing. Team should give us as much notice as they can, but wherever possible they must tell us at least 28 days before the original Intended Start Date (or the new start date if they are bringing the date forward). We will then write to them within 28 days to tell them their new expected return date.

A team members maternity leave should normally start on the Intended Start Date. However, it may start earlier if they give birth before their Intended

Start Date, or if they are absent for a pregnancyrelated reason in the last four weeks before their Expected Week of Childbirth. In either of those cases, maternity leave will start on the following day.

Shortly before a team members maternity leave is due to start we will discuss with them the arrangements for covering their work and the opportunities for them to remain in contact, should they wish to do so, during their leave. Unless team request otherwise, they will remain on circulation lists for internal news, job vacancies, training and workrelated social events.

The law says that we cannot allow team to work during the two weeks following childbirth.

Statutory maternity pay

Statutory maternity pay (SMP) is payable for up to 39 weeks provided you have at least 26 weeks’ continuous employment with us at the end of the Qualifying Week and the team members average earnings are not less than the lower earnings limit set by the government each tax year. The first six weeks SMP are paid at 90% of your average earnings and the remaining 33 weeks are at a rate set by the government each year.

Enhanced maternity pay

If team have been employed by the Company for at least 2 years at the Qualifying Week you will be

entitled to the following enhanced maternity pay:

• For weeks 1-13 of maternity leave, the higher of SMP or 80% of your average weekly earnings.

• For weeks 14-26 of maternity leave, the higher of SMP or 40% of your average earnings.

• Enhanced maternity pay will be inclusive of any Statutory Maternity Pay due to the team member.

• There will be no enhanced maternity pay for maternity leave after 26 weeks.

During maternity leave

With the exception of terms relating to pay, the team members terms and conditions of employment remain in force during OML and AML.

Annual leave entitlement will continue to accrue at the rate provided under the team members contract. If their maternity leave will continue into the next holiday year, any holiday entitlement that cannot reasonably be taken before starting their maternity leave can be carried over and must be taken immediately before returning to work unless their manager agrees otherwise. We ask that team please discuss holiday plans with their manager in good time before starting their maternity leave. All holiday dates are subject to approval by their manager.

If team are a member of the pension scheme, we shall make employer pension contributions during

OML and any period of paid AML, based on their normal salary, in accordance with the pension scheme rules.

Any team member contributions team make will be based on the amount of any maternity pay they are receiving, unless they inform the Payroll Department that they wish to make up any shortfall.

Keeping in touch

We may make reasonable contact with team from time to time during their maternity leave although we will keep this to a minimum. This may include contacting them to discuss arrangements for their return to work.

Team may work (including attending training) on up to ten “keeping-in-touch” days during their maternity leave. This is neither a compulsory requirement nor an entitlement and must be discussed and agreed with their line manager.

Team will be paid at their normal basic rate of pay for time spent working on a keeping-in-touch day and this will be inclusive of any maternity pay entitlement.

Returning to work

Team must return to work on the expected return date unless they tell us otherwise. If they wish to return to work earlier than the Expected Return Date, they must give us eight weeks’ prior notice of the date. It is helpful if they give this notice in writing. They may be able to return later than the Expected Return Date if they request annual leave or parental leave, which will be at our discretion.

Team are normally entitled to return to work in the position they held before starting maternity leave, and on the same terms of employment. However, if they have taken AML and it is not reasonably practicable for us to allow the team member to return into the same position, we may give them another suitable and appropriate job on terms and conditions that are not less favourable.

If you want to change the team members hours or other working arrangements on return from maternity leave they should make a request in writing. It is helpful if such requests are made as early as possible.

If team decide they do not want to return to work they should give notice of resignation in accordance with your contract.

29 Paternity policy

About this policy

This policy outlines when an team member may be entitled to paternity leave and paternity pay and sets out the arrangements for taking it.

18.1 Entitlement to paternity leave

Paternity leave is available on the birth of a child if team have been continuously employed by us for at least 26 weeks ending with the 15th week before the Expected Week of Childbirth and either: They are the biological father and will have some responsibility for the child’s upbringing; or They are the husband, civil partner or cohabiting partner of the biological mother and will have the main responsibility (with the mother) for the child’s upbringing.

Paternity leave is available where a child is placed with them for adoption by an adoption agency, if they have been continuously employed by us for at least 26 weeks ending with the week in which the agency notifies them that they have been matched with a child. In such cases team may be entitled to take adoption leave instead (see our Adoption Policy). However, adoption leave may only be taken by one adoptive parent. Paternity leave is available to the other adoptive parent (of either sex).

18.2 Ordinary paternity leave (OPL)

Ordinary paternity leave (OPL) is a period of oneor two-weeks’ leave taken when a child is born or placed with the team member for adoption. Team can take this leave as either two weeks together or

two separate blocks of a week. Team can start their leave on the date of birth or placement, or later, provided it is taken within 52 weeks of the birth or placement. (If the baby is premature the period ends eight weeks after the start of the Expected Week of Childbirth.)

To take OPL team must give us at least 28 days before they would like to take the leave (or no more than seven days after the adoption agency notified of being matched with a child), or as soon as they reasonably can, stating:

• The Expected Week of Childbirth.

• Whether they intend to take one week or two weeks’ leave; and

• When they would like their leave to start.

Team can change the intended start date by giving us as much notice as they can.

18.3 Additional paternity leave (APL)

Additional paternity leave (APL) is a further period of leave that is only available if the child’s mother or co-adopter has returned to work after taking maternity or adoption leave, or after a period of entitlement to statutory maternity or adoption pay or maternity allowance in respect of the child. APL cannot start until at least 20 weeks after the birth or placement, it cannot last more than 26 weeks in total and must end within 12 months of the birth or placement.

To take APL team must provide us with the following at least eight weeks before the date you would like their leave to start:

A written “leave notice” stating:

In the case of birth, the expected week of childbirth and the child’s actual date of birth.

In the case of adoption, the date the adoption agency notified them that they had been matched with the child and the date the child was actually placed with them.

The dates they would like their APL to start and finish.

A signed “team member declaration” confirming that they satisfy the eligibility conditions set out above for APL and wish to take the leave to care for the child.

A written “mother declaration” from the child’s mother or “adopter declaration” from the coadopter stating:

Their name, address and national insurance number.

The date they intend to return to work.

In the case of birth, confirmation that the team member is the child’s biological father or the mother’s partner, and that the team member has or is expected to have responsibility for the child’s upbringing.

In the case of adoption, confirmation that the team member is their spouse, civil partner or cohabiting partner.

That, to his or her knowledge, the team member is the only person exercising an entitlement to apl in respect of the child; and

That they consent to us processing the information they have provided.

Once we receive the above, we will write to the team member within 28 days to confirm the APL start date and their expected return date.

In birth cases, we may require the team member to provide a copy of the child’s birth certificate and the name and address of the mother’s employer or, if she is self-employed, her business address.

In adoption cases, we may require the team member to provide the name and address of the co-adopter’s employer or, if they are selfemployed, their business address. We may also require documentary evidence such as a matching certificate issued by the adoption agency confirming the agency’s name and address, the date you were notified of the match, and the expected placement date.

Team can cancel APL or change the start or end dates by giving us at least six weeks’ written notice. If this is not possible, give as much written notice as they can, but if we are unable to accommodate the change on such short notice we may still require you to start APL as previously notified and/or finish APL six weeks after their written notice (or on the date previously notified, if earlier).

Statutory paternity pay

Ordinary statutory paternity pay (OSPP) is payable during OPL provided the team member has at least 26 weeks’ continuous employment ending with the Qualifying Week (the 15th week before the Expected Week of Childbirth or the week in which

the adoption agency notified you of a match) and their average earnings are not less than the lower earnings limit set by the government each tax year.

Additional statutory paternity pay (ASPP) may be payable during APL if the team member qualified for OSPP and the child’s mother or co-adopter has returned to work with at least two weeks of their 39-week maternity allowance, maternity pay or adoption pay period remaining. ASPP is payable to the team member for the unexpired remainder of that period.

The rate of OSPP and ASPP is set by the government each tax year.

For further information please check the government website www.gov.uk/paternity-payleave/pay

Enhanced paternity pay

If team have been employed by the Company for at least 2 years at the Qualifying Week you will be entitled to the following enhanced paternity pay:

• For week 1 of paternity leave, the higher of SPP or 80% of your average weekly earnings.

• For week 2 of paternity leave, the higher of SPP or 40% of your average earnings.

Enhanced paternity pay will be inclusive of any Statutory Paternity Pay due to the team member.

During paternity leave

All the terms and conditions of their employment remain in force during OPL and APL, except for the terms relating to pay.

Annual leave entitlement will continue to accrue

during OPL and APL at the rate provided under their contract. If team are taking a period of APL which will continue into the next holiday year, any holiday entitlement that cannot reasonably be taken before starting APL can be carried over and must be taken immediately before returning to work unless their manager agrees otherwise.

Team members should discuss holiday plans with their manager in good time before starting APL. All holiday dates are subject to approval by their manager.

If team are a member of the pension scheme, we shall make employer pension contributions during OPL and any period of paid APL, based on their normal salary, in accordance with the pension scheme rules. Any team member contributions team make will be based on the amount of any paternity pay they are receiving, unless they inform the Payroll Department that they wish to make up any shortfall.

18.7 Keeping in touch during APL

We may make reasonable contact with the team member from time to time during APL although we will keep this to a minimum. This may include contacting them to discuss arrangements for their return to work.

Team may work (including attending training) on up to ten “keeping-in-touch” days during your APL. This is neither compulsory nor an entitlement and must be discussed and agreed with their line manager.

Team will be paid at their normal basic rate of pay for time spent working on a keeping-in-touch day and this will be inclusive of any paternity pay entitlement.

18.8 Returning to work

Team must return to work after APL on the expected return date unless they tell us otherwise. If team wish to return to work early, they must give us at least six weeks’ notice of the date. It is helpful if team give this notice in writing. Team may be able to return later than the expected return date if they request annual leave or parental leave, which will be at our discretion.

Team are normally entitled to return to work following either OPL or APL to the same position they held before commencing leave. The team members terms of employment will be the same as they would have been had they not been absent. However, if team have combined OPL or APL with another type of family-related leave please see the relevant policy as the position may be slightly different.

If team want to change their hours or other working arrangements, they should make a request in writing. It is helpful if such requests are made as early as possible.

If team decide you do not want to return to work they should give notice of resignation in accordance with their contract.

30 Adoption leave policy

This policy outlines the statutory rights and responsibilities of employees who are looking to adopt or foster permanently through an adoption authority, and sets out the arrangements for adoption leave.

About this policy

If you're having a child through surrogacy. You might be entitled to adoption leave, pay and other rights but you must apply to become the legal parent within 6 months of the child's birth.

You must apply for:

• a parental order – if one intended parent is genetically related to the child

• an adoption order – if the intended parents are not genetically related to the child

If you're in a couple, only one of you can get adoption leave and pay. You should decide between yourselves who will get it.

The partner who does not get adoption leave and

pay might be able to get paternity leave and pay.

Both of you might also be able to use shared parental leave and pay to take time off.

Entitlement to adoption leave

All employees are entitled to up to 52 weeks' adoption leave.

Notification

Please inform us as soon as possible that you are planning to adopt.

Please ensure that you have notified us you're adopting, within seven days of either:

• being matched with a child for adoption

• your adoption placement being confirmed, if you’re fostering a child permanently and becoming their legal parent ('fostering to adopt')

If you're not able to tell us within seven days, you must tell us as soon as you can.

We would request that you notify us in writing with your intentions and include the date that the child will be placed with you and when you would like your adoption leave to start.

We will write to you confirming the agreed adoption leave dates along with confirming the latest end date for your adoption leave.

Time off for appointments

If you're eligible for adoption leave, you have the right to paid time off work for five adoption appointments after you've been matched with a child.

You're entitled to take up to 6.5 hours for each appointment. This time includes travel to and from the appointment.

We will require you to show an appointment card or other proof of the arranged appointment.

Changes to adoption leave dates

If you want to delay starting your adoption leave, please tell us at least 28 days before the date it's currently due to start.

If you want to start your adoption leave earlier than planned, please tell us at least 28 days before the date you want to change it to.

Starting adoption leave

The earliest you can start adoption leave is up to 14 days before the child starts living with you or if it is an overseas adoption up to 28 days before a child starts living with you.

If the child is born via a surrogate you can start your adoption leave either on the day the child is born or the day after.

Shortly before your adoption leave is due to start we will discuss with you the arrangements for covering your work and the opportunities for you to remain in contact, should you wish to do so, during your leave. Unless you request otherwise, you will remain on circulation lists for internal news, job vacancies, training and work-related social events.

Statutory Adoption pay

Statutory adoption pay (SAP) is payable for up to 39 weeks provided you have at least 26 weeks' continuous employment with us at the end of the Qualifying Week and your average earnings are not less than the lower earnings limit set by the government each tax year. The first six weeks SAP are paid at 90% of your average earnings and the remaining 33 weeks are at a rate set by the government each year.

Enhanced Adoption pay

If you have been employed by the Company for at least 2 years at the Qualifying Week you will be entitled to the following enhanced adoption pay:

(a) For weeks 1-13 of adoption leave, the higher of SAP or 80% of your average weekly earnings.

(b) For weeks 14-26 of adoption leave, the higher of SAP or 40% of your average earnings.

Enhanced adoption pay will be inclusive of any Statutory Adoption Pay due to you.

There will be no enhanced adoption pay for adoption leave after 26 weeks.

During adoption leave

With the exception of terms relating to pay, your terms and conditions of employment remain in force during OAL and AAL.

Annual leave entitlement will continue to accrue at the rate provided under your contract. If your adoption leave will continue into the next holiday year, any holiday entitlement that cannot reasonably be taken before starting your adoption leave can be carried over and must be taken

immediately before returning to work unless your manager agrees otherwise. Please discuss your holiday plans with your manager in good time before starting your adoption leave. All holiday dates are subject to approval by your manager.

If you are a member of the pension scheme, we shall make employer pension contributions during OAL and any period of paid AAL, based on your normal salary, in accordance with the pension scheme rules. Any employee contributions you make will be based on the amount of any adoption pay you are receiving, unless you inform the Payroll Department that you wish to make up any shortfall.

Keeping in touch

We may make reasonable contact with you from time to time during your adoption leave although we will keep this to a minimum. This may include contacting you to discuss arrangements for your return to work.

You may work (including attending training) on up to ten "keeping-in-touch" days during your adoption leave. This is neither a compulsory requirement nor an entitlement and must be discussed and agreed with your line manager.

You will be paid at your normal basic rate of pay for time spent working on a keeping-in-touch day and this will be inclusive of any adoption pay entitlement.

Returning to work

You must return to work on the Expected Return Date unless you tell us otherwise. If you wish to return to work earlier than the Expected Return Date, you must give us eight weeks' prior notice of the date. It is helpful if you give this notice in writing. You may be able to return later than the Expected Return Date if you request annual leave or parental leave, which will be at our discretion.

You are normally entitled to return to work in the position you held before starting adoption leave, and on the same terms of employment. However, if you have taken AOL and it is not reasonably practicable for us to allow you to return into the same position, we may give you another suitable and appropriate job on terms and conditions that are not less favourable.

If you want to change your hours or other working arrangements on return from adoption leave you should make a request in writing. It is helpful if such requests are made as early as possible.

If you decide you do not want to return to work you should give notice of resignation in accordance with your contract.

31 Shared parental leave policy

About this policy

This policy outlines the arrangements for shared parental leave and pay in relation to the birth of a child. If you are adopting a child please see the Shared Parental Leave (Adoption) Policy instead. This policy applies to team. It does not apply to agency workers or self-employed contractors. This policy does not form part of your contract of employment and we may amend from time to time.

Frequently used terms

The definitions in this paragraph apply in this policy:

• Expected week of childbirth (EWC): the week, beginning on a Sunday, in which the doctor or midwife expects your child to be born.

• Parent: one of two people who will share the main responsibility for the child’s upbringing (and who may be either the mother, the father, or the mother’s partner if not the father).

• Partner: your spouse, civil partner or someone living with you in an enduring family relationship, but not your sibling, child, parent, grandparent, grandchild, aunt, uncle, niece or nephew.

• Qualifying week: the fifteenth week before the ewc.

What is shared parental leave?

Shared parental leave (SPL) is a form of leave that may be available if your child is expected to be born on or after 5 April 2015. It gives you and your partner more flexibility in how to share the care of your child in the first year after birth than simply taking maternity and paternity leave. Assuming you are both eligible, you will be able to choose how to split the available leave between you, and can decide to be off work at the same time or at different times. You may be able to take leave in more than one block.

Entitlement to SPL

You are entitled to SPL in relation to the birth of a child if:

• You are the child’s mother, and share the main responsibility for the care of the child with the child’s father or with your partner;

• You are the child’s father and share the main responsibility for the care of the child with the child’s mother; or

• You are the mother’s partner and share the main responsibility for the care of the child with the mother (where the child’s father does not share the main responsibility with the mother).

The following conditions must also be fulfilled:

• You must have at least 26 weeks continuous employment with us by the end of the

Qualifying Week, and still be employed by us in the week before the leave is to be taken;

• The other parent must have worked (in an employed or self-employed capacity) in at least 26 of the 66 weeks before the EWC and had average weekly earnings of at least £30 during 13 of those weeks; and

• You and the other parent must give the necessary statutory notices and declarations as summarised below, including notice to end any maternity leave, statutory maternity pay (SMP) or maternity allowance (MA) periods.

The total amount of SPL available is 52 weeks, less the weeks spent by the child’s mother on maternity leave (or the weeks in which the mother has been in receipt of SMP or MA if she is not entitled to maternity leave).

If you are the mother you cannot start SPL until after the compulsory maternity leave period, which lasts until two weeks after birth.

If you are the child’s father or the mother’s partner, you should consider using your two weeks’ paternity leave before taking SPL. Once you start SPL you will lose any untaken paternity leave entitlement. SPL entitlement is additional to your paternity leave entitlement.

Opting in to shared parental leave and pay

Not less than eight weeks before the date you intend your SPL to start, you must give us a written opt-in notice giving:

• Your name and the name of the other parent;

• If you are the child’s mother, the start and end dates of your maternity leave;

• If you are the child’s father or the mother’s partner, the start and end dates of the mother’s maternity leave, or if she is not entitled to maternity leave, the start and end dates of any SMP or MA period;

• The total SPL available, which is 52 weeks minus the number of weeks’ maternity leave, SMP or MA period taken or to be taken;

• How many weeks of the available SPL will be allocated to you and how many to the other parent (you can change the allocation by giving us a further written notice, and you do not have to use your full allocation);

• If you are claiming statutory shared parental pay (SHPP), the total ShPP available, which is 39 weeks minus the number of weeks of the SMP or MA period taken or to be taken);

• How many weeks of available ShPP will be allocated to you and how much to the other parent. (You can change the allocation by giving us a further written notice, and you do not have to use your full allocation);

• An indication of the pattern of leave you are thinking of taking, including suggested start and end dates for each period of leave. This indication will not be binding at this stage, but please give as much information as you can about your future intentions; and

• Declarations by you and the other parent that you both meet the statutory conditions to enable you to take SPL and SHPP.

Ending your maternity leave

If you are the child’s mother and want to opt into the SPL scheme, you must give us at least eight weeks’ written notice to end your maternity leave (a curtailment notice) before you can take SPL. The notice must state the date your maternity leave will end. You can give the notice before or after you give birth, but you cannot end your maternity leave until at least two weeks after birth.

You must also give us, at the same time as the curtailment notice, a notice to opt into the SPL scheme (see paragraph 0.) or a written declaration that the other parent has given their employer an opt-in notice and that you have given the necessary declarations in that notice.

The other parent may be eligible to take SPL from their employer before your maternity leave ends, provided you have given the curtailment notice.

The curtailment notice is binding and cannot usually be revoked. You can only revoke a curtailment notice if maternity leave has not yet ended and one of the following applies:

• If you realise that neither you nor the other parent are in fact eligible for SPL or ShPP, in

which case you can revoke the curtailment notice in writing up to eight weeks after it was given;

• If you gave the curtailment notice before giving birth, you can revoke it in writing up to six weeks after birth; or

• If the other parent has died.

Once you have revoked a curtailment notice you will be unable to opt back into the SPL scheme.

Ending your partner’s maternity leave or pay

If you are not the mother, but the mother is still on maternity leave or claiming SMP or MA, you will only be able to take SPL once she has either:

• Returned to work;

• Given her employer a curtailment notice to end her maternity leave;

• Given her employer a curtailment notice to end her SMP (if she is entitled to SMP but not maternity leave); or

• Given the benefits office a curtailment notice to end her MA (if she is not entitled to maternity leave or SMP).

You must also provide evidence of entitlement on request as follows:

• A copy of the birth certificate (or if you have not yet obtained a birth certificate, a signed declaration of the child’s date and place of birth); and

• The name and address of the other parent’s employer (or a declaration that they have no employer).

Booking your SPL dates

Having opted into the SPL system, you must book your leave by giving us a period of leave notice. This may be given at the same time as the opt-in notice or later, provided it is at least eight weeks before the start of SPL.

The period of leave notice can either give the dates you want to take leave or, if the child has not been born yet, it can state the number of days after birth that you want the leave to start and end. This may be particularly useful if you intend to take paternity leave starting on the date of birth and wish to take SPL straight afterwards.

Leave must be taken in blocks of at least one week.

If your period of leave notice gives a single continuous block of SPL you will be entitled to take the leave set out in the notice.

If your period of leave notice requests split periods of SPL, with periods of work in between, we will consider your request as set out, below.

You can give up to three period of leave notices. This may enable you to take up to three separate blocks of SPL (although if you give a notice to vary or cancel a period of leave this will in most cases count as a further period of leave notice; see below).

Procedure for requesting split periods of SPL

In general, a period of leave notice should set out a single continuous block of leave. We may be willing to consider a period of leave notice where the SPL is split into shorter periods with periods of work in between. It is best to discuss this with your manager and HR in good time before formally submitting your period of leave notice. This will give us more time to consider the request and hopefully agree a pattern of leave with you from the start.

If you want to request split periods of SPL, you must set out the requested pattern of leave in your period of leave notice. We will either agree to the request or start a two-week discussion period. At the end of that period, we will confirm any agreed arrangements in writing.

If we have not reached agreement, you will be entitled to take the full amount of requested SPL as one continuous block, starting on the start date given in your notice (for example, if you requested three separate periods of four weeks each, they will be combined into one 12-week period of leave). Alternatively, you may:

• Choose a new start date (which must be at least eight weeks after the date you submitted the notice requesting split periods of leave), and tell us within five days of the end of the two-week discussion period; or

• Withdraw the notice and tell us within two days of the end of the two-week discussion period (in which case it will not be counted as a period of leave notice, and you may submit a new one if you choose).

Changing the dates or cancelling your SPL

You can cancel a period of leave by notifying us in writing at least eight weeks before the start date in the period of leave notice.

You can change the start date for a period of leave by notifying us in writing at least eight weeks before the original start date or the new start date, whichever is earlier.

You can change the end date for a period of leave by notifying us in writing at least eight weeks before the original end date or the new end date, whichever is earlier.

You can combine discontinuous periods of leave into a single continuous period of leave. Since this will involve a change to the start date or end date of a period of leave, see above which set out how much notice is required.

You can request that a continuous period of leave be split into two or more discontinuous periods of leave, with periods of work in between. Since this will involve a change to the start date or end date, see above which set out how much notice is required for the request. We do not have to grant your request but will consider it.

A notice to change or cancel a period of leave will count as one of your three period of leave notices, unless:

• It is a result of your child being born earlier or later than the EWC;

• You are cancelling a request for discontinuous leave within two days of the end of the twoweek discussion period

• It is at our request; or

• We agree otherwise.

Premature birth

Where the child is born early (before the beginning of the EWC), you may be able to start SPL in the eight weeks following birth even though you cannot give eight weeks’ notice. The following rules apply:

• if you have given a period of leave notice to start SPL on a set date in the eight weeks following the EWC, but your child is born early, you can move the SPL start date forward by the same number of days, provided you notify us in writing of the change as soon as you can. (If your period of leave notice already contained a start date which was a set number of days after birth, rather than a set date, then no notice of change is necessary.)

• If your child is born more than eight weeks early and you want to take SPL in the eight weeks following birth, please submit your opt-in notice and your period of leave notice as soon as you can.

Shared parental pay

You may be able to claim Statutory Shared Parental Pay (SHPP) of up to 39 weeks (less any weeks of SMP or MA claimed by you or your partner) if you have at least 26 weeks’ continuous employment with us at the end of the Qualifying Week and your average earnings are not less than the lower earnings limit set by the government each tax year. ShPP is paid by employers at a rate set by the government each year.

You should tell us in your period of leave notice(s) whether you intend to claim ShPP during your leave (and if applicable, for what period). If it is not in your period of leave notice you can tell us in writing, at least eight weeks before you want ShPP to start.

Other terms during shared parental leave

Your terms and conditions of employment remain in force during SPL, except for the terms relating to pay.

Annual leave entitlement will continue to accrue at the rate provided under your contract. If your SPL will continue into the next holiday year, any holiday entitlement that cannot reasonably be taken before starting your leave can be carried over and must be taken immediately before returning to work unless your manager agrees otherwise. Please discuss your holiday plans with your manager in good time before starting SPL. All holiday dates are subject to approval by your manager.

If you are a member of the pension scheme, we will make employer pension contributions during any period of paid SPL, based on your normal salary, in accordance with the pension scheme rules. Any team member contributions you make will be based on the amount of any shared parental pay you are receiving, unless you inform the Human Resources Department that you wish to make up any shortfall.

Keeping in touch

We may make reasonable contact with you from time to time during your SPL although we will keep this to a minimum. This may include contacting you to discuss arrangements for your return to work.

You may ask or be asked to work (including attending training) on up to 20 “keeping-in-touch” days (KIT days) during your SPL. This is in addition to any KIT days that you may have taken during maternity leave. KIT days are not compulsory and must be discussed and agreed with the Human Resources Department.

You will be paid at your normal basic rate of pay for time spent working on a KIT day and this will be inclusive of any shared parental pay entitlement. Alternatively, you may agree with your line manager to receive the equivalent paid time off in lieu.

Returning to work

If you want to end a period of SPL early, you must give us eight weeks’ written notice of the new return date. If have already given us three period of leave notices you will not be able to end your SPL early without our agreement.

If you want to extend your SPL, assuming you still have unused SPL entitlement remaining, you must give us a written period of leave notice at least eight weeks before the date you were due to return to work. If you have already given us three period of leave notices you will not be able to extend your SPL without our agreement. You may instead be able to request annual leave or ordinary parental leave (see our Parental Leave Policy), subject to the needs of the business.

You are normally entitled to return to work in the position you held before starting SPL, and on the same terms of employment. However, if it is not reasonably practicable for us to allow you to return into the same position, we may give you another suitable and appropriate job on terms and conditions that are not less favourable, but only in the following circumstances:

• If your SPL and any maternity or paternity leave you have taken adds up to more than 26 weeks in total (whether or not taken consecutively); or

• If you took SPL consecutively with more than four weeks of ordinary parental leave.

• If you want to change your hours or other working arrangements on return from SPL you should make a request under our Flexible Working Policy. It is helpful if such requests are made as early as possible.

• If you decide you do not want to return to work you should give notice of resignation in accordance with your contract.

Breastfeeding policy

Beach Retreats is committed to supporting team who are breastfeeding and want to express milk at work by creating a safe, comfortable environment where new parents are supported and treated with dignity and respect.

We recognise that support for breastfeeding has benefits for the entire organisation such as reduction in absenteeism, team turnover and important health benefits for mothers and their babies.

About this policy

This policy is relevant to everybody working for Beach Retreats who intend to breastfeed or express milk on their return to work.

Extra breaks to express milk

Extra unpaid breaks can be arranged in advance of the team member returning to work, normally at KIT (keeping in touch) meetings to give the team member and their line manager time to adjust to the new schedule.

We appreciate that how often mothers’ express milk and for how long is individual and each new mother will have different needs. We also understand that changes to initial arrangements

may occur and wherever possible we will try to accommodate.

Any changes to the agreed extra breaks will be arranged in advance.

A private place to express milk

A private room (that is not a toilet) will be made available for anyone who wishes express milk at work. This room will be as close as possible to the workplace. The room will be equipped with an electrical socket, a comfortable chair and a place to rest. The room will be lockable, clean and located near a sink with running water.

Breastfeeding equipment

Team are responsible for purchasing and maintaining all their own breast pump equipment. Storage of milk and cleaning of breast pumps should be undertaken as recommended by the NHS.

Flexible working

Temporary changes to working arrangements may enable Beach Retreats and the team member to both meet business and breastfeeding needs.

Requests for temporary flexible working arrangements from team members who intended to breastfeed must be made in writing and will be considered within the flexible working policy.

Support & signposting

The HR department will signpost pregnant team members and team members returning from maternity leave to available information and support on breastfeeding and maternity.

Risk assessments

If necessary individual risk assessments will be conducted for anyone who intends to breastfeed at work to identify if any additional action needs to be taken.

Team's responsibilities

Team should inform their line manager, in writing, to let them know that they are breastfeeding and want to express milk during the time they are at work so appropriate provisions can be put in place to support them.

Team members that are breastfeeding or expressing milk at work shall keep line managers informed of their needs as far in advance as possible.

Milk storage

Team members will provide their own containers for storing milk and all milk must be labelled clearly with their name and date.

Each team member is responsible for proper storage and transportation of their own milk. It is recommended that personal cool bags are used within the designated refrigerator.

Anyone who uses the designated breastfeeding area is responsible for leaving it clean and tidy for the next user.

Time off for dependants policy

We recognise that there may be occasions when you need to take time off work to deal with unexpected events involving one of your dependants.

This time off for dependants policy gives all team members the right to take a reasonable amount of unpaid time off work to deal with certain situations affecting their dependants.

No-one who takes time off properly in accordance with this policy will be subjected to any detriment.

Reasonable unpaid time off

You have a right to take a reasonable amount of unpaid time off work when it is necessary to:

• Provide assistance when a dependant falls ill, gives birth, is injured, or assaulted.

• Make care arrangements for a dependant who is ill or injured.

• Take action required in consequence of the death of a dependant.

• Deal with the unexpected disruption, termination, or breakdown of arrangements for the care of a dependant (such as a childminder falling ill); and/or

• Deal with an unexpected incident involving your child while at school or another educational establishment is responsible for them.

A dependant for the purposes of this policy is:

• An team member’s spouse, civil partner, parent, or child.

• A person who lives in the same household as the team member, but who is not their tenant, lodger, boarder, or team member; or

• Anyone else who reasonably relies on the team member to aid, make arrangements or take action of the kind referred to in the paragraph above.

This policy applies to time off to take action which is necessary because of an immediate or unexpected crisis.

This policy does not apply where you need to take planned time off or provide longer-term care for a dependant. If this is the case, you should take advice from your line manager.

Whether action is considered necessary will depend on the circumstances, including nature of the problem, the closeness of the relationship between you and the dependant, and whether anyone else is available to assist. Action is unlikely to be considered necessary if you knew of a problem in advance but did not try to make alternative care arrangements.

Reasonable time off in relation to a particular problem will not normally be more than one day. However, we will always consider each set of circumstances on their facts.

Exercising the right to time off

You will only be entitled to time off under this policy if, as soon as is reasonably practicable, you tell your line manager:

• The reason for your absence; and

• How long you expect to be away from work.

If you fail to notify us as set out above, you may be subject to disciplinary proceedings under our Disciplinary Policy for taking unauthorised time off.

We may in some cases ask you to provide evidence for your reasons for taking the time off, either in advance or on your return to work. Suspected abuse of this policy will be dealt with as a disciplinary issue under our Disciplinary Policy.

For the avoidance of doubt, where use of time off under this statutory right becomes very regular, or forms some sort of pattern, we will likely view the time off as no longer necessary to deal with unexpected care or incidents and we will ask you to make appropriate alternative domestic arrangements in order to avoid disciplinary action.

Carers leave

About this policy

This policy outlines the arrangements for carers leave and pay.

This policy applies to team members. It does not apply to agency workers or self-employed contractors.

This policy does not form part of any team member's contract of employment and we may amend it at any time.

Team will be entitled to unpaid leave to give or arrange care for a ‘dependant’ who has:

• a physical or mental illness or injury that means they’re expected to need care for more than 3 months.

• a disability (as defined in the Equality Act 2010).

• care needs because of their old age.

The dependant does not have to be a family member. It can be anyone who relies on them for care.

Team are entitled to carer’s leave from their first day of work for their employer. Their employment rights (like holidays and returning to their job) are protected during carer’s leave

How long team members can take

Team can take up to one week of leave every 12 months. A ‘week’ means the length of time they usually work over 7 days. For example, if someone usually works 3 days a week, they can take 3 days of carer’s leave.

They can either take a whole week off or take individual days or half days throughout the year.

If a team member needs to care for more than one person, they cannot take a week of carer’s leave for each dependant. They can only take one week every 12 months. They can use the week of leave on more than one dependant.

If a team member is a parent, they can take up to 18 weeks’ leave to look after their child. This is separate to carer’s leave.

Team with irregular working patterns

We will calculate how much carer’s leave the team member can take if their working hours change each week.

This will be done by:

Adding up the total number of hours worked in the previous 12 months.

Dividing that total by 52 (or however many weeks since they started the job, if they’ve been in the job less than a year).

How to take carer’s leave

Team need to give us at least a weeks’ notice before they want their leave to start.

If the request is for half a day or a day, the notice period must be at least 3 days.

If the request is for more than one day, the notice period must be at least twice as long as the requested leave. For example, if the request is for 2 days, the notice period must be at least 4 days.

The notice period needs to be in full days, even if the request includes half day amounts.

The request does not have to be in writing but it would be helpful if the request is put on email or through Harri messenger.

If it is not possible to authorise carers leave

If there is a genuine reason that it is not possible to authorise your request we could ask that you take it at a different time.

This would only be the case if your absence would cause serious disruption to the organisation.

If they delay it, we will:

• agree another date within one month of the requested date for the leave.

• put the reason for the delay and new date in writing to the team member within 7 days of the original request, and before the requested start date of the leave

Neonatal care leave policy

Introduction

We have introduced support for parents of babies who require neonatal care giving eligible employees up to 12 weeks of paid leave if their baby requires neonatal care within the first 28 days after birth. The leave is in addition to existing entitlements such as maternity, paternity, adoption, and shared parental leave.

It is envisaged that this leave will allow parents to extend their time off with their baby at home when they are out of hospital instead of using their parental leave.

Scope and eligibility

Eligibility

the leave applies to biological parents, adoptive parents, intended parents through surrogacy, partners of the mother, and those responsible for the child’s upbringing.

Purpose

The purpose of this policy is to inform employees of their right to request a period of neonatal care leave when their baby requires neonatal care. This leave is in addition to existing parental leave entitlements namely: maternity, adoption, paternity, shared parental, parental and parental bereavement leave, collectively known as “family leave”.

Qualifying criteria

the baby must require neonatal care within the first 28 days after birth and remain in care for at least seven consecutive days.

Neonatal care definition

Neonatal care means care of a medical or palliative nature which lasts for at least seven consecutive days within the first 28 days of birth.

Duration

Employees can take up to 12 weeks of leave in fullweek blocks, in addition to their existing statutory leave rights. The leave can be used alongside or after other types of statutory leave (maternity, paternity, or adoption leave) and must be taken within 68 weeks of the child’s birth.

Eligibility for statutory pay

For employees to qualify for SNCP, they must meet the following criteria:

• Have at least 26 weeks of continuous service with the employer by the 15th week before the baby’s due date.

• Have earnings at or above the lower earnings limit (£125 per week from april 2025).

Statutory pay amount

The statutory pay rate will be the lower of £187.18 Per week or 90% of the employee’s average weekly earnings. This mirrors the pay structure for other statutory leave entitlements, such as statutory maternity pay.

Tiers of leave

Neonatal care leave is classified into two tiers based on when it is taken:

• Tier 1 (during neonatal care): can be taken in non-continuous blocks of at least one week. Employees must provide at least 15 days’ notice for each block of leave.

• Tier 2 (after neonatal care ends): must be taken in a single continuous block. Employees are required to give 28 days’ notice.

Employers may waive these notice periods through mutual agreement if special circumstances arise.

Whilst on neonatal care leave

employees remain entitled to all contractual benefits (apart from pay) during neonatal care leave. They are guaranteed a return to their previous role unless they have taken over 26 weeks of combined statutory leave. If so, they must be offered a suitable alternative role. Employers are also required to prioritise redeployment for qualifying employees with enhanced redundancy protection for 18 months after the child’s birth or adoption.

Key principles of neonatal care leave

• Neonatal care leave can be taken in one block (e.g. At the end of the family leave) or taken as non-consecutive periods of at least one week.

• Neonatal care leave must be taken no later than 68 weeks from the child’s date of birth.

• Watergate bay reserves the right to request evidence of neonatal care to process this leave.

• The right to neonatal care leave is per child therefore if an employee has multiple births (e.g. Twins) and both require neonatal care, the total neonatal care leave will be added together. This will be capped at 12 weeks in total.

• In the unfortunate event that a baby is admitted to neonatal care (for a period of at least seven consecutive days), discharged, and then readmitted to neonatal care (for a period of at least seven consecutive days), providing that the second admittance occurs before 28 days of birth, both instances will count towards neonatal care leave.

• Where an employee is taking neonatal care leave immediately after the period of family leave, no additional notice will be required as this should have already been confirmed as part of the return to work process. If the employee is taking their neonatal care leave at a later date (e.g. Not immediately after family leave), employees should give their line manager notice of at least twice the length of the period of leave to be taken, capped at four-weeks (e.g. If the employee is requesting one week of neonatal care leave, they should request this at least two weeks in advance).

• Both parents are entitled to take neonatal care leave.

Procedures

Employees should notify their line manager if their baby has been admitted into neonatal care (for at least seven consecutive days). The line manager should take a note of the date that the baby was admitted into neonatal care and discuss with the employee their leave options (confirmed below).

The employee should notify their line manager once the baby has been discharged from neonatal care. The line manager should take a note of the date that the baby was discharged. Once the leave options have been agreed and the neonatal dates have been confirmed, the line manager must notify hr team to ensure that the leave is accurately recorded and processed.

Employees can contact the HR team for support and advice to discuss their options at any time.

Taking neonatal care leave

Maternity and adoption

If the employee is the primary carer (and taking a period of maternity or adoption leave), the leave can be taken after their maternity/adoption leave has ended or curtailed (if moving onto shared parental leave). They can choose to take this leave immediately after maternity/adoption leave (before they return to work) or at a different time (no later than 68 weeks after the baby’s date of birth).

The HR team will write to the employee approximately 10 weeks prior to the end of their leave confirming the expected date of return to work. Employees should ensure that they respond to this letter to confirm that they are intending to return to work on the date confirmed in the letter and whether they intend to take neonatal care leave (and annual leave) directly after their maternity/adoption leave.

If the employee chooses to take the leave at a different time, the employee must ensure that they provide advanced notice to take this leave.

During neonatal care leave

All terms and conditions remain the same during a period of neonatal care leave except salary.

Returning to work

Employees should refer to the relevant parental leave policy for details on planning for their return to work.

Watergate bay understands that returning to work can be a difficult time for parents, particularly those who have experienced a traumatic and upsetting time seeing their baby in a neonatal ward. Babies can have ongoing medical needs requiring regular hospital appointments and check-

ups when the parent returns to work. Watergate bay will support time off with pay to allow parents to attend these appointments. Employees should refer to “carers leave” for further information.

Maintaining benefits and job security

Employees remain entitled to all contractual benefits (apart from pay) during neonatal care leave. They are guaranteed a return to their previous role unless they have taken over 26 weeks of combined statutory leave. If so, they must be offered a suitable alternative role. Watergate bay will prioritise redeployment for qualifying employees with enhanced redundancy protection for 18 months after the child’s birth or adoption.

Support

Any questions employees have about matters raised in this policy should be raised with the hr team. Any work-related issues should be addressed with their line manager

This policy is non-contractual and may be amended at any time.

Bereavement leave

If an immediate family member passes away, all team are entitled to up to three days paid bereavement leave. If you have been employed by the Company for at least two years this entitlement will increase to a total of five days.

For these purposes, an immediate family member is defined as a partner/spouse, parent or sibling.

If you are unsure of who is classed as an immediate family member please contact the HR department to clarify.

The Company understands the deep impact that death can have on an individual or a family, therefore additional unpaid leave may also be granted.

Team will need to make arrangements with their line manager, for a maximum of seven additional unpaid days leave, in the instance of the death of an immediate family member or dependent.

If further additional unpaid leave is required after this time, then this will be at the business’ discretion. Please discuss this either with your line manager or the HR department.

Parental bereavement leave

We recognise that, while dealing with any bereavement is difficult, the death of a child is among the most devastating events that an team member can ever face.

This policy sets out our commitment to supporting bereaved parents through their grief by ensuring they can take parental bereavement leave. The policy applies to team members who suffer the loss of a child under the age of 18 on or after 6 April 2020. This includes parents who suffer a stillbirth after 24 weeks of pregnancy.

Who can take parental bereavement leave?

Whatever your length of service, you can take this type of leave if you are the parent of the child who has passed away, or the partner of the child’s parent. In general, you can take this type of leave if you have parental responsibility for the child. This includes adoptive parents.

If you have suffered a bereavement but are unsure if you are entitled to parental bereavement leave, please contact the HR department for clarification.

What leave a bereaved parent can take

You can take two weeks of parental bereavement leave. You can take the leave as:

• A single block of two weeks; or

• Two separate blocks of one week at different times.

You cannot take the leave as individual days. You can take the leave at the time(s) you choose within the 56 weeks after your bereavement. You might choose, for example, to take it at a particularly difficult time such as your child’s birthday.

If you have lost more than one child, you have a separate entitlement to bereavement leave for each child who has passed away

Notice to take parental bereavement leave

If you need to take parental bereavement leave within the first 56 days after your bereavement, you can take the leave straight away. You do not have to provide any notice. Please let your line manager and the HR department know no later than when you are due to start work on the first day on which you wish to take leave or, if that is not feasible, as soon as you can.

To take leave more than 56 days after your bereavement, please give your line manager and the HR department at least one week’s notice.

Changing your mind about taking parental bereavement leave

You can cancel your planned leave and take it at a different time (within the 56 weeks after your bereavement). Where your planned leave was due to begin during the first 56 days after your bereavement, please let your line manager and the HR department know you no longer wish to take it before your normal start time on the first day of the planned leave.

Where your leave was due to begin more than 56 days after your bereavement, please let your line manager and the HR department know at least one week in advance that you wish to cancel it.

You cannot cancel any week of parental bereavement leave that has already begun.

Pay during parental bereavement leave

If you have worked for us for under 2 years you will be entitled to statutory parental bereavement pay. You must have:

• At least 26 weeks’ continuous employment with us by the week before the one in which your child passed away (and still be employed by us on the date of the bereavement); and

• Normal weekly earnings in the eight weeks up to the week before your bereavement of at least the lower earnings limit for national insurance contribution purposes.

If you are unsure if you are entitled to statutory parental bereavement pay, please contact the HR department, who will be able to advise you.

If you qualify for statutory parental bereavement pay, you will be paid during your leave at the rate set by the Government, or at 90% of your average

weekly earnings where this figure is lower. If you are not eligible, your leave will be unpaid.

You need to give us notice of the weeks for which you wish to claim statutory parental bereavement pay, via a form that the HR department will ask you to sign.

You must normally sign and return the form to the HR department within 28 days of the first day for which you are claiming. However, if that is not possible, please sign and return the form as soon as you can.

Enhanced parental bereavement pay

If you have worked for us for over two years, we will continue to pay normal pay during your leave.

Rights during parental bereavement leave

During your leave, all the terms and conditions of your contract (except normal pay if you have under two years’ service) will continue. If you have under two years’ service, your salary/weekly wage will be replaced by statutory parental bereavement pay if you are eligible for it.

This means that, while sums payable by way of wages/salary will cease, all other benefits will remain in place. For example, holiday entitlement continues to accrue. Pension contributions will continue to be paid.

Returning to work after parental bereavement leave

When you return to work after some time on parental bereavement leave, you generally have the right to return to the same job.

However, a slightly different rule applies if you return from time on bereavement leave that follows on immediately from some maternity, adoption, paternity leave or shared parental leave (taken in relation to the child who has passed away), and your total time on leave is more than 26 weeks.

In these circumstances, you have the right to return to the same job, unless this is not reasonably practical - in which case you have the right to return to a suitable and appropriate job on the same terms and conditions.

This rule also applies if your leave includes more than four weeks of ordinary parental leave (taken in relation to any child), regardless of the total length of the leave. (We have a separate policy outlining your right to unpaid ordinary parental leave.)

If you are taking parental bereavement leave, but are unsure where you stand on your return, please contact the HR department for clarification.

Data protection

When dealing with parental bereavement leave, we will process any personal data collected in accordance with our data protection policy.

We will record only the personal information required and keep the information only for as long as necessary.

In these circumstances, you have the right to return to the same job, unless this is not reasonably practical - in which case you have the right to return to a suitable and appropriate job on the same terms and conditions.

This rule also applies if your leave includes more than four weeks of ordinary parental leave (taken in relation to any child), regardless of the total length of the leave. (We have a separate policy outlining your right to unpaid ordinary parental leave.)

If you are taking parental bereavement leave, but are unsure where you stand on your return, please contact the HR department for clarification.

Data protection

When dealing with parental bereavement leave, we will process any personal data collected in accordance with our data protection policy.

We will record only the personal information required and keep the information only for as long as necessary.

38 Miscarriage policy

This guidance is intended to help managers provide appropriate practical and emotional support to an employee affected by miscarriage, ectopic or molar pregnancy (loss of a pregnancy before 24 weeks gestation).

For ease, we have used the word ‘miscarriage’ to refer to all these types of loss in this policy. When referring to the person experiencing miscarriage, we use ‘woman’, ’her’, ‘she’ or ‘team’.

The guidance covers topics and issues that some readers may find difficult or upsetting. You may be a manager with your own experience of loss or an expectant parent managing someone that has experienced a loss.

If this is the case, you may need to speak to your own line manager or HR for advice or to direct you to the relevant part of the guidance.

Further information, guidance and support can be found on the Miscarriage Association’s website - https://www.miscarriageassociation.org.uk/ information/miscarriage-and-the-workplace/

Introduction

Miscarriage can be a frightening, lonely and traumatic experience for both women and men. It is often both physically and emotionally painful, with effects that can last for a very long time.

Everyone’s needs will be different. For example, some people may feel that they can continue to work as normal, while others may require more support. You may have your own experiences or opinions about the impact of miscarriage. Everyone will experience their loss differently, and it’s important not to make any assumptions about how they feel or how they want to be treated.

Partners, as well as grandparents and other close relatives, might be affected by the miscarriage and you will need to consider how best to support them if they work in your team.

How to help

If the loss occurs at work

A pregnancy loss may happen at work. You may

not be aware that a team member is pregnant: she is not obliged to tell her manager of her pregnancy until 15 weeks before her estimated due date, or as soon as is reasonably practicable after then (approximately 6 months pregnant).

If a team member suspects that she has started to lose her baby she may have bleeding, severe abdominal pain, and may be faint or collapse. She may be very distressed and panicked, embarrassed and frightened.

You can help by ensuring that she has very quick access to a toilet, and you may need to help her by calling her preferred contact or team member to assist her in getting home or to hospital or a first aider. In severe cases you may need to call an ambulance.

If a woman’s partner, relative or close friend is told of the loss while at work, they may need to leave at short notice to provide practical and emotional support.

Communicating the news

You will need to consider carefully how to explain the sudden absence of your team in order to respect their privacy, especially as they might not want others to know the details.

Recording leave and absence

Time off during and after a miscarriage is protected as ‘pregnancy-related’ leave.

If the team member has suffered an early or late miscarriage, any sick leave should be recorded as sickness absence in the ‘pregnancy-related’ category. Any period of sick leave will not count towards sickness absence trigger points.

For periods of absence longer than seven days, the team member will need to obtain a Fitness for Work statement from her doctor or health professional at hospital. This section of the Miscarriage Association’s website has more information on an

employee’s rights.

Please do refer to our Sickness absence policy and our bereavement policy to understand a team members entitlement to leave and pay.

If the team member is not the woman who has experienced the physical loss (for example this might be a partner or a grandparent) but needs to take time off work following the loss, please understand the request and work with them on agreeing how the absence is recorded and paid.

Future leave

Women who have had a miscarriage, and perhaps their partners, may need time off in the future to attend appointments related to their loss.

In any future pregnancy, additional scans and monitoring may be required. This should always be accommodated. Team members have a right to take reasonable time off for antenatal care . Partners of pregnant people have a statutory right to time off to attend two antenatal appointments.

Please refer to our maternity and paternity policies to understand the arrangements and requirements of any appointments and leave.

Requests by partners for additional time off to attend further scans or other antenatal appointments should also be accommodated wherever possible, allowing employees to work flexibly or take annual or special leave to attend.

Talking about miscarriage

It’s important to acknowledge the loss rather than to ignore it, unless the woman requests otherwise. You should not make light of it. She may be very confused and upset. You should bear in mind that the shock of losing a pregnancy may make it difficult for them to contact you to tell you what has happened, and/or to discuss what happens next with work.

At an appropriate point, someone should speak

to them about what they would like colleagues to know about their loss. This could be their manager or another trusted colleague. If they do not wish to share this information, their wishes should be respected. They should not feel pressured either way.

This type of contact can help your colleagues to understand what has happened, what the effects might be on the team member, and how to be supportive. It will also make it easier for the team member to speak to colleagues when they return to work.

Facilitating return to work

When a team member is ready to return to work their manager should offer them a meeting where any specific needs can be discussed. This might include a temporary workplace adjustment, which is aimed at enabling a person to remain at work rather than taking sick leave – for example more working from home, or a phased return to work. This can be particularly important if a team member has ongoing hospital appointments to attend. It might also be very difficult for someone who has suffered a miscarriage to work closely with or near to a colleague who is pregnant or has recently given birth. If this is the case, it may also be worth exploring whether working in a different location within the office would be possible and helpful.

Miscarriage policy and information

Information for team who experience a miscarriage, ectopic pregnancy, or molar pregnancy

We’re very sorry for your loss. We understand work may be the last thing on your mind right now, but we have put together this information to help you understand your rights. It is based on guidance supplied by the Miscarriage Association.

We’ve included links to charities and support groups you may find helpful at the end of this document.

For women who experience a miscarriage, ectopic pregnancy or molar pregnancy

Sick leave after a miscarriage, ectopic or molar pregnancy is protected as ‘pregnancy related’ and will be recorded separately. It will not count towards any sick leave ‘triggers’.

You are able to self-certify for seven days. After this, you will need to get a ‘fit note’ or Fitness for Work statement from your GP that confirms your absence is pregnancy related.

Please do check our absence policy to find out your pay entitlement for absences.

Our sickness absence policy has more information about your return to work

Your manager will contact you to arrange a meeting beforehand to discuss how they can help you. This may include a phased return or other reasonable adjustments if you feel this would be helpful.

You have a right to keep your miscarriage private if you choose. Your manager will ask you what, if anything, you would like other people at work to know.

You may find it helpful to look at the Miscarriage Association’s information for employees here. This includes information on going back to work after a miscarriage.

For partners

If you are the partner of someone who has experienced a physical loss, you are entitled to compassionate leave. Please talk to your line manager about the leave that is available to you.

Helpful links

• Special/compassionate leave

• Sickness absence/pregnancy related sickness absence

• Wellness Action Plans

• Flexible working

• Employee assistance programme on the hub

• Mental Health First Aiders information

External support suggestions

Miscarriage Association www.miscarriageassociation.org.uk 01924200799

Citizens Advice Bureau citizensadvice.org.uk

Ectopic Pregnancy Trust ectopic.org.uk 020 7733 2653

Maternity Action maternityaction.org.uk

Mind mind.org.uk

Sands sands.org.uk 0808 164 3332

Working families workingfamilies.org.uk 0300 012 0312

Menopause policy

About this policy

Experiences of menopause can range from coping with mild discomfort to being severely debilitating. Yet, talking about menopause can be difficult and uncomfortable. Many mask their symptoms in the workplace, and cope as best they can.

At Beach Retreats, we want to support team with this formal policy.

It supports line managers to better understand the issues related to the menopause and be ready to adequately support their direct reports.

Where this policy refers to women it intends to include all people who experience menstruation and menopause.

Menopause definition and symptoms

Menopause is defined as a biological stage in a woman’s life that occurs when she stops menstruating and reaches the end of her natural reproductive life. Usually, it is defined as having occurred when a woman has not had a period for twelve consecutive months (for women reaching menopause naturally).

The average age for a woman to reach menopause is 51, however, it can be earlier or later than this due to surgery, illness or other reasons. Around 1 in 100 women experience the menopause before 40 years of age. This is known as premature menopause or premature ovarian insufficiency.

Peri menopause is the time leading up to menopause when a woman may experience changes, such as irregular periods or other

menopausal symptoms. This can be years before menopause.

Post menopause is the time after menopause has occurred, starting when a woman has not had a period for twelve consecutive months.

Symptoms

75% of women experience symptoms and 25% experience severe symptoms which can be debilitating. Symptoms can have a huge effect on a woman’s comfort and performance when working.

This policy is put in place to ensure that all team experiencing menopausal symptoms receive support. It is also designed to ensure women suffering from menopausal symptoms can feel empowered to ask for adjustments without embarrassment. We believe it is important that colleagues and line managers understand how they can support team experiencing such symptoms and agree on reasonable adjustments.

Menopausal symptoms vary greatly for an individual, but can commonly include hot flushes, night sweats, anxiety, dizziness, fatigue, memory loss, depression, headaches, recurrent urinary tract infections, joint stiffness, aches and pains, reduced concentration, and heavy periods.

Responsibilities

We believe that both our team and our line managers have responsibilities that fall under this policy.

Team member’s responsibilities

• Taking personal responsibility for their own health and wellbeing and raising any concerns they have with their manager.

• Seeking advice from their GP should symptoms begin to affect their ability to carry out the full remit of their role.

• Being open and honest when having conversations with managers, Human Resources and Occupational Health (where appropriate).

• Being willing to help and support colleagues.

• Understanding any necessary adjustments their colleagues are receiving because of their period-related or menopausal symptoms.

Manager’s responsibilities

• Provide opportunities for team to raise any issues relating to their wellbeing.

• Be open to discussing the concern that the team has about the impact on work because of problems with the menopause, acknowledging the personal nature of conversations and treating them professionally and confidentially.

• Not make any assumptions regarding the menopause and ensure they listen to the needs of everyone.

• Discuss and agree with the team how best they can be supported and be prepared to make reasonable adjustments to take account of any symptoms they are experiencing.

• Be aware of the potential impact of menopause on performance – if someone’s performance suddenly dips, it is worth considering whether the menopause may be playing a part in this.

• Seek input from Human Resources and consider a referral to Occupational Health for more advice and support (should this be necessary), reviewing any advice received and implementing any recommendations, where operationally feasible.

• Discuss what, if anything, the team member wants shared with team member, how this will be done, by who and in a way that respects the individual’s privacy but that allows colleagues to understand.

• Deal with any inappropriate conduct aimed towards someone because of their symptoms.

Workplace supports

When team have raised a concern with their line manager or HR and a meeting has taken place to discuss in more detail, there may be several actions that result from the meeting:

• Reasonable adjustments could be made for an agreed period.

• The line manager could refer to HR for further support and guidance.

• We could suggest that the team member seeks GP advice and support if symptoms are impacting day to day life.

• An occupational health assessment appointment may be made for further guidance from a professional.

If at any time team feels that this policy hasn’t been kept in mind when they have formally raised a concern, they need to contact the HR Team.

Pensions policy

Beach Retreats has teamed up with SMART Pensions to provide an auto-enrollment pension scheme.

If you are an eligible jobholder you will be auto enrolled in the scheme. The percentage of contributions will be updated in line with statutory requirements, on an annual basis.

Your contributions together with the company’s matched amount will be invested in SMART Target Date Funds. You have the opportunity to change your investment choice by logging on to the Member Access Portal (MAP), at www.smartpension.co.uk

• You can choose to opt out of the scheme, but this will impact on your retirement income.

• Both you and Beach Retreats will pay into the scheme each time you are paid.

• Your contributions will receive tax relief.

• Your pension always belongs to you, even if you leave the employment of the Beach Retreats; and

• You can increase your contributions by completing an Additional Voluntary Contribution (AVC) form found in the Scheme Information section of the Member Access Portal (MAP) at www.smartpension.co.uk

Our pension scheme rulings are based on statutory requirements. If you have any questions about the pension scheme, please contact Evolve Pensions directly at www. smartpension.co.uk

Further information about pensions and savings generally can be obtained at www.gov.uk/workplace-pensions

41 Diversity & inclusion policy

Beach Retreats is an equal opportunities employer. We recognise the benefits of a diverse workforce and are committed to providing a working environment that is free from discrimination.

We seek to promote the principles of diversity and inclusion in all our dealings with team, workers, job applicants, clients, customers, suppliers, contractors, recruitment agencies and the public. All team and those who act on the company’s behalf are required to adhere to this policy when undertaking their duties or when representing the company in any other guise, promoting dignity and respect for all.

Discrimination

You must not unlawfully discriminate against or harass other people including current and former team, job applicants, clients, customers, suppliers and visitors. This applies in the

workplace, outside the workplace (when dealing with customers, suppliers or other work-related contacts or when wearing a work uniform), and on work-related trips or events including social events.

The following forms of discrimination are prohibited under this policy and are unlawful:

• Direct discrimination: treating someone less favourably because of a Protected Characteristic. For example, rejecting a job applicant because of their religious views or because they might be gay.

• Indirect discrimination: a provision, criterion or practice that applies to everyone but adversely affects people with a particular Protected Characteristic more than others and is not justified. For example, requiring a job to be done full-time rather than part-time would adversely affect women because they generally have greater childcare commitments than men. Such a requirement would be discriminatory unless it can be justified.

• Harassment: this includes sexual harassment and other unwanted conduct related to a

Protected Characteristic, which has the purpose or effect of violating someone’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for them. Harassment is dealt with further in our Antiharassment and Bullying Policy.

• Victimisation: retaliation against someone who has complained or has supported someone else’s complaint about discrimination or harassment.

• Disability discrimination: this includes direct and indirect discrimination, any unjustified less favourable treatment because of the effects of a disability, and failure to make reasonable adjustments to alleviate disadvantages caused by a disability.

We seek to commit to the following:

• Promoting an inclusive culture for all team and providing a respectful workplace where team are recognised and valued

• To review our policies and procedures as required to maintain that we are up to date with any changes in the law

• To ensure training is available to all team (Staff Skills Training provide a course called equality, diversity and discrimination awareness certification)

Recruitment and selection

Recruitment, promotion and other selection exercises such as redundancy selection will be conducted on the basis of merit, against objective criteria that avoid discrimination. Shortlisting should be done by more than one person if possible.

Vacancies should generally be advertised to a diverse section of the labour market. Advertisements should avoid stereotyping or using wording that may discourage particular groups from applying.

Job applicants should not be asked questions which might suggest an intention to discriminate on grounds of a Protected Characteristic. For example, applicants should not be asked whether they are pregnant or planning to have children.

Job applicants should not be asked about health or disability before a job offer is made, except in the very limited circumstances allowed by law: for example, to check that the applicant could perform an intrinsic part of the job (taking account of any reasonable adjustments), or to see if any adjustments might be needed at interview because of a disability. Where necessary, job offers can be made conditional on a satisfactory medical check. Health or disability questions may be included in equal opportunities monitoring forms, which must not be used for selection or decision-making purposes.

Ex-offenders

We require you to provide us with details of unspent criminal records at an early stage of application for employment with us. This information will be kept confidential to those who need to be aware of any information that you give.

Having a criminal record will not necessarily prevent you from being appointed (depending on the role you are being recruited for and the Company’s view on suitability).

Disabilities

If you are disabled or become disabled, we encourage you to tell us about your condition so that we can consider what reasonable adjustments or support may be appropriate.

Part-time and fixed-term work

Part-time and fixed-term team members should be treated the same as comparable full-time or permanent team members and enjoy no less favourable terms and conditions (on a prorata basis where appropriate), unless different treatment is justified.

Breaches of this policy

Beach Retreats will treat seriously all complaints of discrimination made by team members, clients, customers, suppliers, contractors or other third parties and will take action where appropriate.

If you believe you have been discriminated against, you are encouraged to raise the matter as soon as possible with your line manager, a senior manager, or HR, following the Grievance Procedure.

Allegations will be treated in confidence and investigated thoroughly. All such allegations will be dealt with under the company’s disciplinary procedures.

If you have been accused of unlawful discrimination, then you will be given the opportunity to respond to the allegation and provide an explanation for your actions.

If the investigation concludes that your actions amounted to unlawful discrimination, you will be subject to disciplinary action, up to and including dismissal without notice for gross misconduct. However, if the investigation concludes that the claim is false or malicious, then the complainant may also be subject to disciplinary action.

Health & wellbeing policy

Beach Retreats cares about the health and wellbeing of our team. We aim to work in partnership with team to promote a culture of wellbeing amongst all team members. When we talk about wellbeing, we are committed to promoting both good physical and mental wellbeing.

Health & wellbeing

We are committed to:

• Encouraging team to be more physically active by providing activity opportunities (including reducing sitting time where relevant and practical).

• Providing healthy eating choices through addressing healthy physical settings, such as food storage and preparation; food access and supply; and education.

• Promoting a smoke free workplace environment and support workers to quit smoking.

• Promoting social and emotional wellbeing through our practices and policies.

• Providing access to information and resources that increase our team’s knowledge and awareness around key health areas.

Our responsibilities:

• To promote an emphasis towards good physical and mental health within the workplace.

• Providing adequate training and resources for managers to implement this policy.

• Conducting regular risk assessments. To identify and eliminate/control any areas of potential risk to team members; and

• Monitoring the effectiveness of this policy annually, to promote a culture of continual improvement.

Responsibilities of senior management:

• To understand and actively promote actions and principles, which directly contribute to team wellbeing; and

• Facilitating risk assessments relating to team wellbeing and implementing all agreed findings.

Responsibilities of management/supervisors:

• Ensuring all team are fully trained to carry out their duties.

• Monitoring team breaks/holidays/sickness.

• Remaining vigilant to team member personal circumstances, and offering additional support where appropriate; and

• To communicate team wellbeing issues to senior management ASAP, to obtain appropriate advice and support.

Responsibilities of all team:

• Team members are expected to treat all members of team with dignity and respect.

• To share all ideas for promoting health and wellbeing at Beach Retreats.

• To raise issues of concern with line management, Health & Safety reps, or members of the senior management team; and

• To recognise your own limits, seeking advice/ help as and when necessary.

Mental health and wellbeing

We know good mental health is just as important as good physical health.

This part of policy sets out the framework for Beach Retreats to provide a positive environment that promotes and supports a positive state of mental health for all of our team members and those we work with.

The policy also aims to ensure those who are experiencing mental health issues are supported through a number of different measures with respect, confidentiality and without discrimination. This policy applies to the entire organisation.

We are committed to:

• Promoting good mental health and wellbeing of all team through effective communication of our policies and best practice.

• Increasing the awareness of our team regarding issues associated with mental health and wellbeing and to develop the skills and knowledge of managers, supervisors and team to deal with these issues.

• Providing support to team experiencing a mental health problem while in employment and upon return from any absence, whilst preventing discrimination.

Our responsibilities are:

• Promoting a culture of good mental health and wellbeing to all team as follows:

• Effective communication designed to raise awareness and understanding about mental health and wellbeing.

• Implementation of measures at all levels of the organisation that provide a workplace and culture promotes good mental health.

• Listening to our team and adapting workplace policies (as required) and implementing the policies and evaluating their effectiveness.

Beach Retreats will provide knowledge and skills training to help management, supervisors and team support their own mental health and wellbeing and that of others.

This training will be designed to address the following:

• The promotion of understanding of the importance of mental wellbeing to all team members, including best practice.

• How to deal with issues around mental health and stress effectively.

• Ensure that any team member suffering from mental illness is treated fairly, with respect and confidentiality and without discrimination.

• Where appropriate, the organisation will train mental health first aiders to support the goals and implementation of this policy.

• Providing proactive support for individual team who are experiencing mental health problems, inside and outside the workplace, in a positive manner.

Where an team member is experiencing mental health issues, Beach Retreats will provide support in the following ways:

• Proactively making team members aware of third-party organisations that might be able to provide information, advice and support in these situations,

• Offering continued employment where practicable subject to appropriate adaptions to the role,

• In situations where the team member experiences a period of absence from work due to mental ill-health, working with the team member to develop a “Return to Work Plan” that provides the best opportunity for the team member to return to work as soon as is reasonably practicable.

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Mental health commitment

We all have mental health, just as we all have physical health, and how we feel can vary from good mental wellbeing to difficult feelings and emotions, to severe mental health problems.

Beach Retreats takes mental health seriously and has signed up to the Mental Health at Work Commitment which sets out a framework and a set of 6 actions to support the mental health of our team.

Prioritising mental health in our workplace by developing and delivering a programme of activity

• Produce, implement and communicate a mental health at work plan, drawing from best practice and representing the views of team members across the organisation, specifically exploring feedback from people with mental health problems.

• Demonstrate senior ownership and drive board-level accountability, underpinned by a clear governance structure for reporting.

• Routinely monitor team mental health and wellbeing using available data.

• Seek feedback from our team members and create clear opportunities to make improvements based on feedback.

To proactively ensure work, design and organisational culture drive positive mental health outcomes

• Provide team members with good physical workplace conditions

• Create opportunities for team members to feed back when work design, culture and conditions are driving poor mental health.

• Address the impact that a range of activities have on team members, including organisational design and redesign, job design, recruitment, working patterns, email, ‘alwayson’ culture, and work-related policies.

• Give permission to have work-life balance and

to work flexibly and agile.

• Encourage openness during recruitment and throughout employment so appropriate support can be provided.

To

promote

an open culture around mental health

• Proactively change the way people think and act about mental health by increasing awareness and challenging mental health stigma.

• Empower team members to champion mental health and be a positive role model in the workplace.

• Encourage open two-way conversations about mental health and highlight the support available at all stages of employment.

Increase organisational confidence and capability

• Increase mental health awareness of all team and provide opportunities for team to learn about how to manage their own mental health.

• Ensure all team are suitably prepared and educated to have effective conversations about mental health, and where to signpost for support, including in inductions for all new team.

• Train your line managers in spotting and supporting all aspects of mental health in the workplace, and include regular refresher training.

• Support managers to think about team member mental health in all aspects of their role including during team inductions, one-toone meetings, team meetings and return-towork meetings.

Provide mental health tools and support

• Raise awareness of the resources and tools available.

• Ensure provision of tailored in-house mental health support and signposting to clinical help, including but not limited to digital support, occupational health, team member assistance programmes, the NHS.

• Provide targeted support around key contributors of poor mental health, e.g. financial wellbeing.

Increase transparency and accountability through internal and external reporting.

• Identify and track key measures for internal and external reporting, including through the annual report and accounts.

• Measure organisational activity and impact using robust external frameworks, e.g. the Business in the Community Responsible Business Tracker and Mind’s Workplace Wellbeing Index.

Workplace stress management policy 44

The purpose of this policy is to outline how Beach Retreats will manage the situation that arises when team cannot cope with the pressures imposed on them.

Beach Retreats aims to be a high quality, performance driven organisation. Inherently, in such organisations, there are pressures that stimulate team to succeed, and success leads to job satisfaction. When the pressure on an individual team member becomes too much for them to withstand, the individual feels stressed and this is accompanied by a reduction in job performance.

We are committed through this policy and other means of increasing the general understanding of stress and how to combat it in the workplace.

We recognise the role that the skilled management of individuals plays in reducing workplace stress and is committed to providing on-going training.

We recognise that individuals have different capacities to cope with pressure and managers should take this into account.

We aim to help team at all levels manage stress in themselves by early recognition and appropriate intervention.

We support the referral of individuals who have suffered from stress to the Company Occupational Health provider in order to facilitate a return to work and to prevent a loss of skills to the team.

Reducing stress in the workplace

Legally, stressors (the causes of stress) are a workplace hazard and must be managed and controlled in the same way as other hazards, through risk assessment. Where a manager feels that stress is a hazard, they, in conjunction with the team responsible for Health and Safety, decide on appropriate control strategies and monitor the effectiveness of these controls. There are three elements to this approach:

Increase awareness and understanding of stress:

• Its symptoms

• Its causes

• Ensure your people managers can recognise stress in the workplace.

Avoid and minimise stress:

When designing jobs;

• Provide clear objectives

• Build in flexibility and variety

• Incorporate well managed work schedules

• Ensure there are adequate controls of hazards

Try to enrich the job:

• To allow greater scope for personal achievement

• To allow enhanced performance to be recognised

• Provide more challenging, responsible work

Rotate team:

• To increase variety and interest

• To provide new challenges

• To alleviate boredom and monotony

Structure your jobs and resources:

• To provide SMART (specific, measurable, achievable, realistic, time based) targets

• to balance the resource available with the workload

Adopt a management style that:

• Ensures good communications with team

• Involves team members in planning and organising their own jobs

• Ensures that team have the skills and knowledge necessary to do the job

• Encourages team to ask for help when they need it

Help the individual to cope

Support the individual by help with coping skills such as:

• Assertiveness training

• Time management

• Knowing when to ask for help

• Retraining or a refresher course to build confidence

• Avoiding blaming others or negative behaviour

• Enlisting social support from partners, friends, colleagues and manager

• Adapting lifestyle to include exercise, sensible eating, relaxation and hobbies

Suggest readily available sources of external advice such as:

• Our team member assistance programme

• Local counselling services (through own doctor)

• Benefits Agency

• Citizens Advice Bureau

• Victim Support Responsibilities

To manage stress effectively in the workplace, the responsibilities allocated to individuals are as follows:

Every individual team member

Every team member who believes they are suffering from stress should try to raise the matter directly with their manager. If this is not possible, they should consider approaching the HR team The Company is committed to helping individuals who feel they are suffering from stress.

Managers

All managers are responsible for recognising when their team are suffering from stress and taking appropriate action to resolve the situation. The Guidelines for managers attached to this policy provide the necessary information. Managers’ responsibilities include:

• Ensuring good communication between management and team members, especially during times of change, and fostering an environment within which issues of stress can be discussed.

• Ensuring team are equipped with the necessary skills to undertake the tasks they are asked to do.

• Monitoring working hours.

• Ensuring that any absences due to stress are reviewed sympathetically and appropriate actions are taken to minimise the risk of recurrence.

• Looking out for early signs of stress in team members and dealing with them proactively.

• Seeking support from the Occupational Health Adviser and the HR team when necessary.

Occupational Health

The Company Occupational Health supplier is responsible for:

• Providing specialist advice on stress management to managers and team.

• Providing advice in planning return to work for team who have suffered from stress.

• Providing advice on appropriate measures to reduce the likelihood of stress occurring in the organisation.

• Counselling individuals suffering from stress.

HR Department

The HR team are responsible for:

• Providing advice on the application of the policy to all team.

• Handling any requests for help from team suffering from stress

• Ensuring selection processes are optimised to match individuals to jobs.

• Providing advice and support on change management to managers.

• Monitoring sickness absence due to stress and discussing appropriate actions with relevant line managers.

Health and safety

The team that are responsible for health and safety:

• Supporting managers to carry out stress risk assessments when required.

• Monitoring and reviewing the effectiveness of methods to reduce stress.

Guidelines for Managers

Recognising stress - stress normally manifests itself in changed behaviour at work. The following are pointers to look for:

Job performance - inconsistent performance, uncharacteristic errors, indecisiveness, signs of tiredness, complaining, irritable, memory lapses, resistance to change, works excessive hours, does not listen to advice, decline in quality of work

Aggressive behaviour - malicious gossip, critical of others, vandalism, shouts, bullies or harasses others

Withdrawal of interest - arrives late, leaves early, takes extended breaks, increased absenteeism, air of resignation, lower level of commitment, withdrawn, frequent visits to GP

Emotional behaviour - cries, argumentative, personality clashes, sulks, bad tempered, low selfesteem

An individual experiencing stress will normally have some of the following symptoms:

Physical signs - frequent headaches, crying, tension, unable to relax, tiredness, indigestion, palpitations, breathlessness, nausea, skin irritation or rashes, susceptibility to allergies, excessive sweating, clenched fists or jaw, fainting, frequent colds or other minor infections, constipation/ diarrhea, rapid weight gain or loss, dry mouth, dizziness

Behavioural signs - unsociable, restless, loss of appetite, overeating, insomnia, increased alcohol intake, smokes more, takes work home, lies to cover mistakes, antisocial behaviour, cannot relax, low productivity, accident prone, stammers, voice tremor, withdraws, reduced sex drive, denies that anything is wrong, changes in personal hygiene

Mental signs - indecisiveness, memory lapses, inability to concentrate, easily distracted, sleeplessness, worrying, muddled thinking, makes mistakes, insensitive, persistent negative thoughts, poor judgement, short term thinking, hasty decisions, apprehensive, suspicious

Possible causes of stress

The causes of stress (stressors) can arise both inside and outside of work.

Outside of work, common causes of stress are:

• Personal events at home (births, marriage, divorce, bereavement)

• Moving house

• Lack of friends

• Low level of support at home

• Poor health

• Family and schooling pressures

• Financial difficulties

• Elderly relatives

• Legal issues

Some causes of stress cover both work and home issues e.g. conflicting demands of work and home, problems caused by both partners following their careers.

Within work, the common causes of stress are:

Demands of the workplace - over promotion, lack of competence, fear of technology, fear of responsibility, insufficient training, under utilisation of abilities, work overloads or underloads, unable to take breaks, working long hours

Support - lack of management support, lack of recognition, lack of feedback, lack of information, poor communication

Role - lack of clear company objectives and values, unclear job description, conflicting lines of

management, conflicting objectives and priorities

Control - lack of control over pace of work, inflexible work schedules, unpredictable working hours, low participation in decision making, frustration of career ambitions

Relationships - social or physical isolation, poor relationships with other team members, interpersonal conflict, bullying and harassment

Change - job reorganisation, threat of redundancy, career uncertainty, introduction of new methods/ technology, lack of consultation or involvement in change

Wellness action plan

We all have mental health just as we all have physical health, and this wellness action plan has been designed to provide a structure for conversations around what support will help you and what reasonable adjustments we can make.

This is not legally binding, but is intended as an agreement between you and your manager in order to promote your wellbeing or address any existing mental health needs. All WAPs are confidential.

Your wellness action plan should be written and owned by you, expressing your own personal choices, reflecting your voice, your personal experience and your needs.

Your manager’s role is to discuss the plan with you and provide support, including guidance on what is possible for any reasonable adjustments.

It should be a collaborative process, but led by you.

Definition of a reasonable adjustment: an alteration that an employer makes which enables you to continue with your duties without being at a disadvantage compared to others.

Adjustments could include: support from your manager, flexibility with working hours, changes to physical environment. And other types of support such as ‘buddy’ or ‘mentor’ programmes.

Anti-harassment and bullying policy

The company is committed to providing a working environment free from harassment and bullying and ensuring all team are treated, and treat others, with dignity and respect.

This policy covers harassment or bullying which occurs at work and out of the workplace, such as on business trips or at work-related events or social functions. It covers bullying and harassment by team (which may include consultants, contractors and agency workers) and also by third parties such as customers, suppliers or visitors to our premises.

What is harassment?

Harassment is any unwanted physical, verbal or non-verbal conduct that has the purpose or effect of violating a person’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for them. A single incident can amount to harassment.

It also includes treating someone less favourably because they have submitted or refused to submit to such behaviour in the past.

Unlawful harassment may involve conduct of a sexual nature (sexual harassment), or it may be related to age, disability, gender reassignment, marital or civil partner status, pregnancy or maternity, race, colour, nationality, ethnic or national origin, religion or belief, sex or sexual orientation. Harassment is unacceptable even if it does not fall within any of these categories.

Harassment may include, for example:

• Unwanted physical conduct or “horseplay”, including touching, pinching, pushing and grabbing.

• Unwelcome sexual advances or suggestive behaviour (which the harasser may perceive as harmless).

• Offensive e-mails, text messages or social media content; or

• Mocking, mimicking or belittling a person’s disability.

A person may be harassed even if they were not the intended “target”. For example, a person may be harassed by racist jokes about a different ethnic group if the jokes create an offensive environment.

What is bullying?

Bullying is offensive, intimidating, malicious or insulting behaviour involving the misuse of power that can make a person feel vulnerable, upset, humiliated, undermined or threatened. Power does not always mean being in a position of authority but can include both personal strength and the power to coerce through fear or intimidation.

Bullying can take the form of physical, verbal and non-verbal conduct. Bullying may include, by way of example:

• Physical or psychological threats.

• Overbearing and intimidating levels of supervision.

• Inappropriate derogatory remarks about someone’s performance.

Legitimate, reasonable and constructive criticism of a team members performance or behaviour, or reasonable instructions given to team in the course of their employment, will not amount to bullying on their own.

If you are being harassed or bullied

If you are being harassed or bullied, consider whether you feel able to raise the problem informally with the person responsible. You should explain clearly to them that their behaviour is not welcome or makes you uncomfortable. If this is too difficult or embarrassing, you should speak to your line manager, who can provide confidential advice and assistance in resolving the issue formally or informally.

If informal steps are not appropriate, or have not been successful, you should raise the matter formally under our Grievance Procedure.

We will investigate complaints in a timely and confidential manner. The investigation will be conducted by someone with appropriate experience and no prior involvement in the complaint, where possible. Details of the investigation and the names of the person making the complaint and the person accused must only be disclosed on a “need to know” basis. We will consider whether any steps are necessary to manage any ongoing relationship between you and the person accused during the investigation.

Once the investigation is complete, we will inform you of our decision. If we consider you have been harassed or bullied by an team member, the matter will be dealt with under the Disciplinary Procedure as a case of possible misconduct or gross misconduct. If the harasser or bully is a third party such as a customer or other visitor, we will consider what action would be appropriate to deal with the problem. Whether or not your complaint is upheld, we will consider how best to manage any ongoing working relationship between you and the person concerned.

Protection and support for those involved

Team who make complaints or who participate in good faith in any investigation must not suffer any form of retaliation or victimisation as a result. Anyone found to have retaliated against or victimised someone in this way will be subject to disciplinary action under our Disciplinary Procedure.

Record-keeping

Information about a complaint by or about an team member may be placed on the team member’s personnel file, along with a record of the outcome and of any notes or other documents compiled during the process. These will be processed in accordance with our Data Protection Policy.

Training

All team will complete mandatory training in relation to sexual harrassment and diversity and inclusion training prior to commencement of employment.

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Third-party harassment policy

Our third-party harassment policy aims to address team member harassment coming from people outside of our company. This kind of behavior is not tolerated, even if it leads to awkward conversations with our guests, customers, and suppliers. In this policy we indicate how to recognize harassment and how to report incidents. We also go through the investigation process for any claims and how we protect our team.

This policy applies to everyone outside of our company including guests, customers, suppliers, contractors along with any other people that we are connected or do business with.

Harassment from guests and customers

Harassment coming from guests and customers is often difficult to deal with. Team members may be reluctant to report incidents.

If a guest or customer behaves inappropriately towards a member of team, reporting them means that the harassment will stop. We will also have the opportunity to be able to protect other team members that may come in to contact with the harasser.

Team need to report the guest or customer to HR via email ( HRteam@beachretreats.co.uk). They will also need to inform their manager that they have contacted HR. If there is any evidence this needs to be attached to the email.

HR will investigate the claim and if necessary, make arrangement to contact the guest or customer to ask them to change their behaviour.

If the guest or customer is a business, we will:

• Contact the business’s HR department and file a complaint against the person who harassed our member of team.

• Explicitly ask the behaviour to stop.

• Ask the customer to assign another person as our contact.

We will push for a solution in three cases:

• If the harassment from that person has happened before to you or any of the team.

• If the incident of harassment was severe (like a threat of violence or an explicit request for a sexual favour).

• If our team member tells us that they do not feel comfortable working with this person anymore.

We will also discuss possible solutions. For example, if the person who reported the harassment needed to interact with that person

in specific cases, we may assign another team member to fill in. We will not penalize a member of team for lodging a complaint in any way.

Our harassment policy also applies to suppliers and contractors. We will communicate to them in writing whenever we sign a contract with another business.

If an team member of a supplier or contractor harasses a team member this needs to be reported directly to HR.

We will then:

• Report the person who harassed you to the suppliers or contractors HR department/ manager.

• State that this person stops the inappropriate behaviour immediately or the supplier assigns a different team member to that position, depending on the severity of the harassment.

Involving the police

We will involve the police if the harasser stalks, assaults or verbally/physically threatens an team member. This applies to all third parties. When harassers seem dangerous (for example, if a harasser refuses to leave the premises and threatens with physical violence), team need to tell their supervisor or manager immediately.

Managers responsibilities

We have an open-door policy, and we encourage our team members to share their concerns and thoughts with us. Sometimes team members do not feel comfortable reporting an incident of harassment, whether it happened to them or a colleague. Therefore, we expect managers to always be alert and ready to spot harassment towards their team.

If a manager suspects a team member is being harassed, they should talk to them to get more

information. They should assure them that they won’t be penalized for reporting harassment form any source and that our company is committed to protecting our team.

Managers should inform HR of the conversation and act immediately to protect members of the team (like assigning someone else to interact with the person who has harassed them until HRs investigation is complete).

HR responsibilities

When HR receives a report about third-party harassment they will:

• Ask for as many details and as much information as possible from the person making the complaint.

• Keep copies of the report with dates, times, and details of incidents, along with any possible evidence in a confidential file. HR will update this file with all future actions and conversations regarding this complaint.

• Launch an investigation.

• Inform the harassed team members of our company’s procedures.

• Take into account the wishes of the harassed team member. If the team member says they don’t want to interact with the harasser again, HR will consult with the team member’s manager to find a solution.

We welcome any feedback about our procedures and how each case is handled.

Helping team that have experienced harassment

We want to support any of our team that have experienced harassment. HR will be on hand to listen to any concerns that they may have and signpost to the appropriate service, including our team member assistance program EAP that team can use.

We ask that all members of team help us to keep our workplace safe.

We all work best in environments where we feel safe and happy. We can’t control the behaviour of other people that are outside of our organization, but we can act to stop it.

Please do let us know if you are being harassed or witness others being harassed whether the perpetrator is a customer, guest, supplier, or contractor.

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Anti-corruption & bribery policy

It is our policy to conduct all of our business in an honest and ethical manner. We take a zerotolerance approach to bribery and corruption and are committed to acting professionally, fairly and with integrity in all our business dealings and relationships.

Any team member who breaches this policy will face disciplinary action, which could result in dismissal for gross misconduct. Any non-team member who breaches this policy may have their contract terminated with immediate effect.

This policy applies to all persons working for us or on our behalf in any capacity, including team members at all levels, directors, officers, agency workers, seconded workers, volunteers, interns, agents, contractors, external consultants, third-party representatives and business partners.

What is bribery?

Bribe means a financial or other inducement or reward for action which is illegal, unethical, a breach of trust or improper in any way. Bribes can take the form of money, gifts, loans, fees, hospitality, services, discounts, the award of a contract or any other advantage or benefit. Bribery includes offering, promising, giving, accepting or seeking a bribe.

All forms of bribery are strictly prohibited. If you are unsure about whether a particular act constitutes bribery, raise it with your manager.

Specifically, you must not:

• Give or offer any payment, gift, hospitality or other benefit in the expectation that a business advantage will be received in return, or to reward any business received.

• Accept any offer from a third party that you know, or suspect is made with the expectation that we will provide a business advantage for them or anyone else.

• Give or offer any payment (sometimes called a facilitation payment) to a government official in any country to facilitate or speed up a routine or necessary procedure; or

• Threaten or retaliate against another person who has refused to offer or accept a bribe or who has raised concerns about possible bribery or corruption.

Gifts and hospitality

This policy does not prohibit the giving or accepting of reasonable and appropriate hospitality for legitimate purposes.

However, you may not give or receive any gift or incentive to or from a third party, without first discussing the true nature of that proposed gift with your line manager and gaining their authority to proceed.

A gift, incentive or hospitality will not be appropriate if it is unduly lavish or extravagant or could be seen as an inducement or reward for any preferential treatment (for example, during contractual negotiations or a tender process).

Gifts under the value of £50

If the gift is under the value of £50 you must notify your line manager at the time of receipt. If for any reason you are unsure of the value of the gift, please email gifts@watergatebay.co.uk copying in your line manager.

Gifts over the value of £50

If the gift is over the value of £50 please email gifts@watergatebay.co.uk to notify the company copying in your line manager on receipt of the gift. A decision will then be made to whether it is appropriate to accept the gift.

All accounts, invoices, and other records relating to dealings with third parties including suppliers and customers should be prepared with strict accuracy and completeness. Accounts must not be kept “offbook” to facilitate or conceal improper payments.

How to raise a concern

If you are offered a bribe, or are asked to make one, or if you suspect that any bribery, corruption or other breach of this policy has occurred or may occur, you must notify your line manager or report it in accordance with our whistleblowing policy as soon as possible.

Whistleblowing policy

We are committed to conducting our business with honesty and integrity and we expect all team to maintain high standards. Any suspected wrongdoing should be reported as soon as possible.

This policy covers all team members, officers, consultants, contractors, casual workers and agency workers.

The aim of this policy is to:

• Encourage team members to feel confident in raising serious concerns and to question and act upon concerns about practice.

• Provide avenues for team members to raise those concerns and receive feedback on any action taken.

• Ensure that team members receive a response to their concerns and that they are aware of how to pursue them if they are not satisfied.

• Reassure team members that they will be protected from possible reprisals or victimisation if they have a reasonable belief that the disclosure is in the public interest.

What is whistleblowing?

Whistleblowing is the reporting of suspected wrongdoing or dangers in relation to our activities. This includes bribery, fraud or other criminal activity, miscarriages of justice, health and safety risks, damage to the environment and any breach of legal, regulatory or professional obligations.

How to raise a concern

We hope that in many cases you will be able to raise any concerns with your manager. However, where you prefer not to raise it with your manager for any reason, you can contact the HR team (or a director if you feel more comfortable doing so).

We will arrange a meeting with you as soon as possible to discuss your concern. You may bring a colleague or union representative to any meetings under this policy. Your companion must respect

the confidentiality of your disclosure and any subsequent investigation.

If you feel you need to take advice before reporting suspected malpractice, you may contact the independent charity, Protect (www.protect-advice. org.uk) on 020 3117 2520. While the charity provides free, confidential legal advice on whistle blowing matters there is no “gateway” to allow you to disclose any confidential information to them.

Confidentiality

We hope that you will feel able to voice whistleblowing concerns openly under this policy. All concerns will be treated in confidence and every effort will be made not to reveal your identity if you so wish. However, completely anonymous disclosures are difficult to investigate so if it is necessary for anyone investigating your concern to know your identity, we will discuss this with you at the appropriate time. If this is the case, the Company will take all reasonable steps to ensure that you suffer no detriment.

External disclosures

The aim of this policy is to provide an internal mechanism for reporting, investigating and remedying any wrongdoing in the workplace. In most cases you should not find it necessary to alert anyone externally.

However, the law recognises that in some circumstances it may be appropriate for you to report your concerns to an external body such as a regulator. We strongly encourage you to seek advice before reporting a concern to anyone external. The independent whistleblowing charity, Protect operates a confidential helpline and their contact details can be found above. They also have a list of prescribed regulators for reporting certain types of concern.

Protection and support for whistleblowers

We aim to encourage openness and will support whistleblowers who raise genuine concerns under this policy, even if they turn out to be mistaken.

Whistleblowers must not suffer any detrimental treatment as a result of raising a genuine concern. If you believe that you have suffered any such treatment, you should inform your line manager (or another senior manager) immediately. If the matter is not remedied, you should raise it formally using our Grievance Procedure.

You must not threaten or retaliate against whistleblowers in any way. If you are involved in such conduct you may be subject to disciplinary action. However, if we conclude that a whistleblower has made false allegations maliciously or with a view to personal gain, the whistleblower may be subject to disciplinary action.

Young people & work experience policy

It is Beach Retreats’s aim to protect young people undertaking work experience or in our employment and to ensure that the relevant risks are identified (if any) and that protective measures are put in place to overcome these potential risks.

For the purposes of this policy, a young worker is a person who is aged under 18 but above compulsory school age.

For the purposes of this policy, a child worker is a child of compulsory school age.

This policy does not form part of a young worker’s contract and may be amended at any time.

Management of Health and Safety at Work Regulations 1999

Under the above regulations, the company has a responsibility to ensure that young people we employ are not exposed to risk due to:

• Lack of experience;

• Being unaware of existing or potential risks and/or;

• Lack of maturity.

To ensure your safety, the company must consider:

• The layout of the workplace;

• The physical, biological and chemical agents you may be exposed to;

• How you will handle your work environment;

• How the work and processes are organised;

• The extent of health and safety training needed; and

• The risks from particular agents, processes and work.

The company needs to consider whether the work you will do:

• Is beyond your physical or psychological capacity;

• Involves harmful exposure to substances that are toxic, can cause cancer, can damage or harm an unborn child, or can chronically affect human health in any other way;

• Involves harmful exposure to radiation;

• Involves risks of accidents that cannot reasonably be recognised or avoided by young

people due to their insufficient attention to safety or lack of experience or training; and/or

• Has a risk to health from extreme cold, heat, noise or vibration.

Hours of work and rest breaks: young workers

If you are a young worker, you will not be required to work more than 8 hours a day or in excess of 40 hours per week. You will have 12 hours’ rest between each working day.

If you are required to work more than 4 and a half hours, you will be entitled to a rest break of 30 minutes (to be taken in one block during your day and not at the end).

You must take two consecutive days off per week (with no working in-between them).

You cannot usually work between 10pm and 6am. However the following exceptions apply:

• The company needs you to work to maintain continuity of service and production; and

• Doing the work will not affect your education or training; and

• No adult is available to do the work; and

• You are supervised by an adult (if this is necessary for your protection) and you are allowed a period of rest as compensation.

If you are asked to work at night, you will be given an assessment of your health and ability to perform the work.

Hours of work and rest breaks: child workers

We adopt strict limits to the hours children of compulsory school children should attend work and you will not be permitted to work (unless you are participating in mandatory work experience as directed by your educational establishment):

• During school hours on any school day;

• For more than 2 hours on any school day or for more than 12 hours in any week when you are required to go to school;

• For more than 2 hours on a Sunday;

• For more than 8 hours (5 hours if you are under 15) on any day which is not a school day or a Sunday;

• Before 7am or after 7pm;

• For more than 35 hours (25 if you are under the age of 15) in any week in which you are not required to go to school;

• For more than 4 hours in any day without a break of 1 hour; and

• At any time, if during the 12 months beginning 1 January, working means that you have not had 2 uninterrupted weeks of holiday from school.

Paid holidays from work

If you are a child worker, you are not entitled to paid holiday from work.

If you are a young worker, you will receive 5.6 weeks of paid holiday per year, however this will be prorated according to your working hours.

Pay

If you a child worker, you are not entitled to receive the national minimum wage.

If you are a young worker, you are entitled to receive the national minimum wage.

Time off for study or training

If you are an team member aged 16 or 17 and have not yet achieved a certain standard of education or training, the company will allow you a reasonable amount of time off for study or training. You will be paid at your normal hourly rate during this reasonable time off.

Sale of alcohol

If you are 16 or 17, the law (subject to any relevant bylaws) says that you are allowed to sell or serve alcohol in a restaurant without supervision provided that:

• it is sold or supplied to be drunk with a table meal, and that

• it is served in a part of the premises used only for that purpose.

If you are 16 or 17, you are also (subject to any relevant bylaws) allowed to sell alcohol in a bar provided the sale is specifically approved by a responsible person, who will be the license holder or manager.

Permit

We will need to apply for a work permit for anyone who applies to work with us that is age 17 years or under and still at school before we can offer employment.

50 Team training and development policy

Our team development policy refers to the company’s learning and development programs and activities.

We want team to feel confident about improving efficiency and productivity, as well as finding new ways towards personal development and success.

This policy applies to all permanent, full-time or parttime, team members of the company. Team with temporary/short-term contracts might attend training at their manager’s discretion.

This policy doesn’t cover supplementary team members like contractors or consultants.

Team, managers and HR should all collaborate to build a continuous professional development culture. It’s a team members responsibility to seek new learning opportunities. It’s a manager’s responsibility to coach their teams and identify team development needs. And it’s HR’s responsibility to facilitate any team development activities and processes.

What we mean with training and development

In general, we approve and encourage the following team training:

• Mandatory training

• Formal training sessions (individual or group)

• Team coaching and mentoring

• Participating in conferences

• On-the-job training

• Job shadowing

• Job rotation

• Continuous professional development

Information gathered in the recruitment process

New starters will be asked when they start with us what learning style they have. This will enable us to ensure that we cover this learning style within our training methods and training plans.

Although sometimes it may be difficult to share, if a team member has any additional learning needs or requires adjustments or assistance with training, this information is purely requested to make sure that we are able to support them.

Online training platform

Every team member is required to complete mandatory training when they join us.

This training is via an online portal and needs to be completed before the new starter is scheduled to start on shift.

Parts of this training will need to be refreshed

on an annual basis as part of health and safety compliance.

Four week and three month reviews and our ‘threes process’.

Throughout the time that team are employed with us there will be formal recorded opportunities to identify individuals training and development requirements and plans.

Subscriptions

As part of our learning and development provisions, we can also arrange for subscriptions or educational material, so team will have access to news, articles and other material that can help them become better at their job. There are two conditions for this:

• Subscription/material should be job role related.

• All relevant fees should not exceed a set limit per person.

This list doesn’t include software licenses or other tools that are absolutely necessary for teams jobs.

Individual training programs

The company has certain provisions regarding individual training programs. All team that have worked for the company more than three months are eligible to participate in external training programs individually or in teams.

Any team training that the company mandates (e.g. due to inadequacies of team members performance or changes in their job description) is treated as a separate type of training.

All training should consider what team need and how they can learn best. This is why we encourage

team and managers to consider multiple training methods like workshops, e-learning, lectures and more.

Corporate training programs

We might occasionally engage experts to train our team. The company will cover the entire cost in this case. Examples of this kind of training and development are:

• Equal employment opportunity training

• Diversity training

• Leadership training for managers

• Conflict resolution training for team

This category also includes training conducted by internal experts and managers. Examples are:

• Training new team

• Training teams in company-related issues (e.g.. New systems or policy changes)

• Training team to prepare them for promotions, transfers or new responsibilities

Team won’t have to pay or use their leave for these types of training. Attendance records may be part of the process.

Other types of training

Both team and their managers are responsible for continuous learning. Team should show willingness to improve by asking their managers for direction and advice. Managers should do the same with their own superiors, while encouraging and mentoring their subordinates.

Team and managers are responsible for finding the best ways to CPD (Continuously professionally develop). They can experiment with job rotation, job shadowing and other types of on-the-job training (without disrupting daily operations). We also encourage team to use their rights for self-paced learning by asking for educational material and access to other resources within allocated budget.

Under our general guidelines

• All eligible team are covered by this policy without discriminating against rank or protected characteristics.

• Managers should evaluate the success of training efforts. They should keep records for reference and better improvement opportunities.

• All team development efforts should respect cost and time limitations, as well as individual and business needs.

• Team should try to make the most out of their trainings by studying and finding ways to apply knowledge to their work.

• Team members are encouraged to use up their allocated training budget and time.

Procedure

The procedure that should be followed when team want to attend external training sessions or conferences:

• Team (or their team managers) identify the need for training.

• Team and manager discuss potential training programs or methods and come up with suggestions.

• Team or team manager contact HR and briefly present their proposal. They might also have to complete a form.

• HR researches the proposal, with attention to budget and training content.

• HR approves or rejects the proposal. If they reject it, they should provide team with reasons in writing.

• If HR approves, they will make arrangements for dates, accommodation, places etc.

• In cases where the company doesn’t pay for the training directly, team will have to pay and send invoices or receipts to HR. HR will approve team reimbursement according to this information.

• If a team member decides to drop or cancel a training, they’ll have to inform HR immediately. They’ll also have to shoulder any cancellation or other fees.

• In cases where training ends with examination, team are obliged to submit the results. If they don’t pass the exam, they can retake it on their own expense.

Generally, the company will cover any training fees including registration and examination (one time). They may also cover transportation, accommodation and personal expenses. This is left to HR’s discretion. If HR decides to cover these costs, they should make arrangements themselves (e.g. tickets, hotel reservations).

Any other covered expense that team have will be reimbursed, after team bring all relevant receipts and invoices.

For any training deemed to be commercial and voluntary a training agreement will be drawn up between business and the team member to sign prior to commencement of the training.

If team want subscriptions, they should contact HR directly or ask their managers to do so. HR will preferably set up the subscription. In some rare cases, they might give formal approval to team so they can do it themselves. Once team make arrangements, they should inform HR of the cost and any other details in writing. Any relevant invoices should also be sent to HR.

HR’s responsibilities also include:

• Assessing training needs

• Maintaining budgets and training schedules

• Assisting with learning and development activities and strategies

• Promoting corporate training programs and team development plans

• Calculating learning and development KPIs whenever possible and decide on improvements

51 Mentoring policy

We have designed policy to complement other training and development policies and activities within Beach Retreats.

It has been developed from our overall vision and mission and reflects our belief in the development of all our people, both full and part time, and permanent and temporary, regardless of age, gender, disability, race, religion or sexual orientation.

It complements our existing learning and development policy.

Mentoring

Our policy is based on the following principles:

• We encourage self-development in a way that maximises the contribution the individual can make to the Beach Retreats's productivity and success.

• We want to encourage our team to seek support and guidance from those who are experienced and who can share their knowledge and understanding in a way that is supportive and generous.

Purpose of mentoring

The purpose of this policy is to:

• Position mentoring as a key activity within Beach Retreatss overall approach to team learning and development;

• Differentiate mentoring from other developmental activities such as coaching and training;

• Provide information on an individual team members progress and development within the organisation that is additional to that given within the performance review process;

• Establish what skills and experiences are needed to develop an individual’s career;

• Provide opportunities to learn from someone with a greater or different understanding of the organisation;

• Provide the individual with an objective and alternative source of advice and information;

• Enable both managers and team members to understand the different roles within the mentoring relationship and how each should be undertaken; and

• Provide opportunities for the development of all team through the mentoring relationship, either as mentor or mentee.

Decisions on the suitability of team to be mentored and the applicability of mentoring programmes will generally be determined through outcomes from our performance review process ‘Threes’, in which individual training and development needs are identified within a personal development plan.

However, there may be occasions where certain members of team, such as new team members who are not necessarily seeking or being considered for promotion, may also benefit from a period of sustained support through a mentoring programme.

In both circumstances mentoring can be a very effective development activity.

How mentors and mentees will be matched

The decision as to who will be eligible for the mentoring scheme will rest with the line manager and HR, and will be based on outputs from the performance review process and individuals’ personal development plans.

The line manager, HR and mentee will discuss the choice of mentor, who will undertake their responsibilities subject to the availability of time and other resources.

The match will be based on the perceived “best fit” of both parties, in terms of overall attitude, approach, experience, etc. In the event of a “mismatch” occurring between the mentor and mentee, a substitute will be found.

Responsibilities of the mentor

The mentor will have responsibilities to:

• Establish and agree a mentoring contract between the parties in terms of regular meetings, feedback, timescales, action plan and resources required;

• Encourage regular meetings with the mentee and oversee their progress against the agreed timetable;

• Liaise with the line manager over the mentee’s personal development plan and find ways of helping to take this forward;

• Encourage networking on the part of the mentee to progress their career as appropriate;

• Help to evaluate the overall mentoring process and its outcomes; and

• Take responsibility for the mentor/mentee relationship and its success within the scheme.

Responsibilities of the mentee

The mentee will have responsibilities to:

• Initiate regular meetings with the mentor within an agreed time frame;

• Evaluate their current and future contribution and agree relevant courses of action to ensure the continuation of progress;

• Liaise with the mentor about any alterations required to the personal development plan;

• Monitor the progress of their personal development plan and deal with any problems or issues arising from it; and

• Take responsibility for the mentor/mentee relationship and its success within the scheme.

Training

All team members selected as either mentors or mentees will receive training in their new role to ensure the success of the scheme. This training will be mandatory and will require team to understand fully the differences between training and development, coaching, and mentoring as they are undertaken within the organisation.

Length of mentoring programme

Decisions on the length of the mentoring programme will be determined by the individual needs. However, as a guideline, a scheme will normally last for a period of up to one year, and not less than six months.

Monitoring and evaluation

Information will be collected and monitored for equality purposes. The nature of the issue will be recorded, but the parties will not be recorded. Where there is an outcome this will, also, be recorded.

All parties involved in the mediation will be consulted for feedback on the process.

If you would like to talk more about mentoring, please contact HRteam@beachretreats.co.uk.

Medical & life perkslife cover

From the 1 August 2024 all team who have worked for us for six months will be eligible for our company life cover scheme.

Our life cover

If the worst happens to team whilst they are an team member of Beach Retreats, their trustees or beneficiaries will be entitled to one off payment. Team must meet eligibility criteria set out in the scheme policy terms.

At a team members six-month anniversary, we will write to them offering the option of the life cover and share the scheme details.

If a team member would like to be added to the scheme our provider will contact them direct and confirm registration details using the team members email address that we have for them on our HR system.

Opt out process

If a team member does not wish to enroll they will need to contact HRteam@beachretreats.co.uk to confirm.

This benefit does not form part of any contract of employment so may be amended or stopped without consultation or prior notice.

Medical & life perkshealth cash plan

From the 1 August 2024 all team who have worked for us for six months will be eligible for our company health cash plan.

Our Health Cash Plan

Beach Retreats will fund a level of the scheme for the duration of a team members employment subject to the eligibility criteria set out in the scheme policy terms.

At a team members six-month anniversary, we will write to them offering the option of the medical cover and share the scheme details.

If a team member would like to be added to the scheme our provider will contact them direct and confirm registration details using the team members email address that we have for them on our HR system.

Opt out process

If a team member does not wish to enroll they will need to contact HRteam@beachretreats.co.uk to confirm.

This benefit does not form part of any contract of employment so may be amended or stopped without consultation or prior notice.

54 Transport & car parking

Beach Retreats looks to provide free parking for all team. In off-peak times team will be able to park in the beach car park.

Through the summer season this free parking option will not be available (unless team are specifically told different). If you park your vehicle in the beach car park at a time when it is not available to team, or any of the guest car parks without prior approval, you will be liable to disciplinary action and the relevant parking fine.

During peak times, you will be provided with a free parking alternative at the top of the bay. This is a facility paid for by Beach Retreats for your benefit. If you choose to use the free parking option, please keep in mind that you are parking there at your own risk. Beach Retreats isn’t responsible for: your vehicle, the actual car park or the coastal path

route down to the beach car park. You are required to obtain a Beach Retreats parking pass from reception/HR if you intend to use this alternative parking option.

Any team member who abuses their parking privilege will lose this right to free parking.

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Team perks

When you start work at Beach Retreats you will be issued with a team card that you can use to access internal perks within the business. If you scan the QR code on your team card, this will automatically take you to the Lighthouse hub where there will be a full list of perks. These are updated regularly and are subject to availability.

We offer a long service holiday reward for when you have completed two years with us.

This does not form part of your contractual benefits and is added or removed at the discretion of the directors.

The extra holiday days are added as follows:

• Two years completed – one extra day per year on top of your contractual annual leave (pro rata for part time team).

• Four years completed – two extra days per year on top of your contractual annual leave (pro rata for part time team).

• Six years completed – three extra days per year on top of your contractual annual leave (pro rata for part time team), the maximum extra days offered.

This benefit isn’t included in your monthly contractual annual leave accrual. It will be issued on the relevant anniversary. The holiday cannot be carried over into any future holiday years as it must be used in the year that it is issued.

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You days

You days are open to team who have been with us for over a year.

You will get two paid days each calendar year that you can use to give back to the community or have the option to focus on your own personal development or take a day’s leave for your birthday.

You day one

Give back to the community

You can spend a day volunteering with a charity or community project that’s close to your heart. Here are some ideas of what that could be:

• Volunteer at one of our chosen charities Newquay Orchard or Cornwall Wildlife Trusts.

• Work in the kitchens or as a delivery driver for one of the local foodbanks.

• Take part in any local tree planting/rewilding initiatives.

• Volunteer for the day at a community farm (CSA).

You day two

Giving time to focus on your own personal development

You can use one of your You Days to support your own personal development. This doesn’t have to be work related training. Here are some ideas of what that could be:

• Use your paid day to go on a course, perhaps a cooking course.

• Spend the day getting some work experience, for example, helping out in a print studio for the day.

• Take an online course in iPhone photography. or:

Have your birthday off on us (from 01 April 2024)

You can choose to take your birthday off on us or any day during the month of your birthday as a paid day’s leave.

How to take a you day?

• Request your you day through Harri (all three options for you days are listed under absence requests).

• Agree the date with your line manager who will authorise your request through Harri and ensure that you are scheduled as a You Day on the rota.

• For the charity day or training day, you will then need to email the HR team confirmation of your attendance (this can be a copy or a letter from the charity/training provider confirming your participation on the agreed date).

• Once the HR team has received all email confirmations, you will be paid for the day in line with your normal/average earnings.

It is important to follow the above steps otherwise the days will be marked as unauthorised absence.

Unused days will not be carried forward into the subsequent year (based on your anniversary year).