Staff Handbook

July 2010

FSA Employee Handbook 1

This is the FSA’s Employee Handbook as at July 2010. The policies that form part of this Handbook are developed and agreed through the FSA’s Employee Policy Governance Framework. The framework is owned by the HR Division. HR Policies are accompanied by guidance documents, templates and processes, details of which can be found on the Employee Guidance intranet site (available to internal employees only).


Contents Click on a link below to take you to the relevant policy:

1 Absence from Work 6

Career Leave Policy 6

Holiday Policy 11

Sickness Absence Policy 19

Leave for Special Circumstances Policy 28

2 Career Development 33

Career Development Policy 33

Community Affairs 35

Sponsored Studies Policy 37

Time off to Train Policy 41

Talent Management Policy 48

Technical Specialist Policy 51

Technical HoD Policy 55

3 Ensuring Fair Treatment 58

Dignity at Work Policy 58

Diversity & Inclusion Policy 65

Equality of Opportunity Policy 68

4 Family Leave 77

Adoption Policy 77

Dependant’s Leave Policy 87

Maternity Policy 90

Parental Leave Policy 98

Paternity Leave Policy 101


5 Health, Safety & Security 105

Driving at Work Policy 105

Eye Test Policy 108

Health and Safety Policy 110

Safety when Visiting External Organisations Policy 115

Security Policy 119

Travel Health Policy 125

6 Joining the FSA 128

Employment References 128

Recruitment Policy 131

Probation Policy 135

Tenure Periods for Supervisory Managers 140

Relocation Policy 142

7 Leaving the FSA 146

Leaving the FSA Policy 146

Redundancy Policy 152

Retirement Policy 160

8 Pay, Reward & Benefits 164

Expenses Policy 164

Travel Policy 175

Give as You Earn Policy 180

Payment of Salary Policy 181

Salary & Benefits Policy 184

9 Performance, Discipline and Grievance 194

Disciplinary Procedure 194

Dismissal Procedure 202


Grievance Procedure 205

Performance Management Procedure 210

10 Personal Conduct 218

Your obligations at the FSA 218

Prospective Parliamentary Candidates Policy 225

11 Security of FSA Assets, Information and Data 227

Clear Desk Policy 227

Employee Information Security Manual 231

Employee Security Classification and Marking Procedure 242

12 Terms of employment 247

Basics about Your Employment 247

Employee Handbook and Contractual Information 249

Hours of Work Policy 251

13 Wellbeing 253

Smoking Policy 253

Stress Wellbeing Policy 258

Substance Abuse Policy 262

14 Working Patterns 266

Flexible Working Policy 266

Flexitime Policy 269

Homeworking Policy 272

Part-time Working Policy 279

15 Whistleblowing 281

Whistleblowing Policy 281


1 Absence from Work

Career Leave Policy The FSA operate a career leave scheme, which can be used for any purpose except taking up paid employment without the permission of the FSA.

This policy has been developed as part of our commitment to be a flexible employer and as a method of helping us to retain valued employees.

Principles

What you can expect from the FSA

• To accommodate your plans for career leave wherever possible, but subject to the operational needs of the business area.

What the FSA expects of you

• You will give your line manager suitable notice of your career leave request.

• You will follow the process as set out in this policy and career leave eform.

Summary of career leave policy

Our career leave scheme gives you the opportunity to apply for between 10 and 52 weeks unpaid leave providing you meet the eligibility criteria.

If approved, career leave can be used for any purpose, except taking up paid employment without the permission of the FSA.

Eligibility criteria

Employees must meet the following criteria before being eligible to apply for career leave.

• You must have three or more years’ satisfactory continuous service within the FSA.

• You must not have a current warning under either the Disciplinary or the Performance Management Procedures.

• Your last two appraisal ratings must have been a two or above.

• You must have completed three years' continuous service after returning from any previous period of career leave.


Please note that entitlement to career leave does not aggregate; for example, if you have had eight years of service and have not taken career leave within this time, you will still only be entitled to one period of leave.

Terms and conditions of the scheme

Duration

• You can take between 10 and 52 weeks unpaid career leave.

• You must take the leave in one continuous block.

• Career leave can be combined with either holiday or parental leave, but the total time away from work must not exceed 52 weeks.

Pay and benefits

• All career leave will be unpaid. You will receive no salary or 'flex' account.

• If you are a member of the Money Purchase scheme, contributions will not be paid for the duration of the career leave in advance.

• You will have no entitlement to either core or flexible benefits for the period of the career leave, with the exception of the following:

− Core Life Assurance.

− Death in service benefits associated with being a member of the FSA pension scheme, i.e. dependants' pension (if applicable).

− It may be possible to maintain private medical cover, by agreeing to pay the premiums for the duration of career leave.

• Payment of any of the above benefits will be calculated on the basis of your basic salary at the commencement of your career leave.

• Any outstanding season ticket loan or other payments owing will be deducted from your final salary payment before commencement of career leave.

• You will be eligible for consideration for salary review and a bonus payment while on career leave. Any salary increase will be deferred until the end of your leave and any bonus payment will be pro-rated by the number of working days (out of 260) that you spent on career leave during the bonus period.

• You will not be entitled to occupational sick pay for the duration of the career leave. If you qualify, you will be entitled to Statutory Sick Pay.

• Please note that any qualifying periods associated with selected benefits may need to be restarted following career leave.


It is your responsibility to ensure that in absence of these benefits you are adequately protected.

Contractual Information (start)

During the career leave, you will remain an employee of the FSA and will be under its terms and conditions, including standards of conduct and behaviour, the FSA Code of Conduct, security, compliance and all confidentiality requirements.

While on career leave you are not permitted to take up any paid employment without the express written permission of the FSA. To do so, will be regarded as gross misconduct and may lead to your dismissal from the FSA.

During your career leave, your service will be regarded as continuous (for employment purposes).

Contractual Information (end)

If, during the period of your career leave, there is a business restructure within the FSA, you will be included. If your role is made redundant while on career leave you will be subject to the FSA’s Redundancy Policy. Any redundancy payment will be calculated on the basis of your basic salary at the commencement of your career leave.

If you become pregnant while on career leave you must notify the HR Helpline, in writing, before the start of your maternity leave, but preferably sooner. Your career leave will automatically end when you decide to commence your maternity leave.

Please note that your entitlement to Statutory Maternity Pay is based on your average pay in the eight weeks prior to your qualifying week (15 weeks before the expected date of your baby's birth). If your average earnings over this eight-week period are less than the lower earnings limit for National Insurance Contributions, you will not be entitled to Statutory Maternity Pay nor to receive the maternity bonus and enhanced FSA maternity pay.

Return to work after career leave

You will where possible, return to the same or a similar job in the same Division as the one that you left.

The terms of the job, where possible, will be no less favourable than the job that you left. However, if there is a business restructure while you are on career leave, you will be included. Further details on this are provided above.


Process

Requests for career leave should be discussed with your line manager. If your line manager is happy with your request, you should raise an Unpaid Leave Absence record via Employee Self-service on Chrysalis.

All applications must be signed off by your Director (or Managing Director for Heads of Department and above) and a commitment must be made at this time by your line manager and/or Director that, where possible, a role will be available for you in the Division on your return. If no such commitment is given then your application for career leave will not be agreed.

You should usually make a request for career leave at least three months in advance of the date that you wish the leave to commence. There will, however, be exceptions to this and you should discuss situations where you need the leave more quickly than this with your line manager.

Approval is at the discretion of line management and may be refused, or the timing deferred, for reasons of operational need.

A letter will be issued to you that will outline the terms and conditions of the career break. You should read this letter carefully and address any questions to the HR Helpline before signing to agree the terms.

During the career leave your line manager and the HR Helpline will be the initial points of contact for all matters regarding career leave or your employment with the FSA.

You will be contacted by your line manager at least four weeks before the end of your career leave to discuss the arrangements for your return to work.

Who is covered by this policy?

This policy covers all employees with more than three years' service.

Ownership, updates and query management

This is the FSA's Career Leave Policy as at April 2010.

The policy is owned by the HR Division and has been developed in conjunction with the Staff Consultative Committee.

The policy is not contractual and is subject to change, withdrawal or replacement at our discretion of the FSA – any changes will be published on the intranet.

Any questions on the application of the policy should be directed to the HR Helpline on extension 67070.


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Contractual status of this policy

This policy does not form part of your contract of employment, unless otherwise stated.


Holiday Policy The FSA offer a generous and competitive benefits package. Holidays are one element where we can offer choice and flexibility to employees, by offering a core amount to all staff and allowing employees to buy additional days to suit their own circumstances.

The FSA offer a core basic holiday entitlement, which is the same for all permanent employees and is currently 23 days per annum (pro rated for part-time employees) excluding bank holidays. In addition to this, all permanent employees can select additional holidays through the Flexible Benefits Plan.

Principles


• To maintain a competitive and equitable core holiday allowance.

• To allow all permanent and fixed-term employees (the latter from 1 June 2010) to purchase additional days (providing the total for that year does not exceed 38 days, excluding bank holidays).

• To endeavour to ensure wherever possible that employees are given their preferred requests for holidays.

• Managers have a duty of care to employees to ensure that each individual has a balanced work portfolio that enables them to utilise their holiday entitlement.


• To agree holidays with your line manager, giving as much notice as possible. Any such notice must, however, be at least twice the number of days' leave that the employee wishes to use.

• To discuss and agree dates with your line manager before making any firm bookings to ensure that there is adequate staff coverage.

• All employees are responsible for keeping a record of holidays taken and planned, which should be signed by their line manager at the time of agreement or when an amendment is made. This will form part of your employment record and must be kept up to date, accurate and made available should your line manager request it.


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• Employees are responsible for using their core entitlement (23 days for full-time employees) in each holiday year.

• To take a period of at least two consecutive working weeks leave per annum.


Holiday Year

The FSA’s holiday year runs from 1 June to 31 May.

You are encouraged to take all your holiday. Line management will take reasonable measures to ensure that you are not prevented from doing so on account of workload.

Normal holiday entitlement

If you are a permanent full-time member of staff, your minimum annual holiday is 20 days up to 31 May 2010 and 23 days from 1 June 2010 (known as core). If you work part-time, your minimum annual holiday is calculated according to the number of days/hours you work in proportion to the FSA’s normal working days/hours. Bank and public holidays are in addition to minimum annual holiday. When you begin work for the FSA you are entitled to normal holiday calculated on a pro rata basis.

Under the Flexible Benefits Plan, employees may request additional holiday as one of the flexible options.

The term ‘holiday’ in this section, unless otherwise stated, refers to the minimum annual holiday entitlement plus any additional days purchased under the Flexible Benefits Plan. If you are participating in the Flexitime Scheme, leave under that scheme does not form part of your holiday entitlement.

Carry forward of holiday

Staff should make full use of their core holiday entitlement during the course of the year. However, in some circumstances, perhaps due to very high volumes of work, we recognise that this may not always be possible to take all core and flex holiday, so the carrying forward of holiday entitlement is permitted. There is no actual limit to the amount of holiday you can carry forward, providing your total entitlement for the following year does not exceed 38 (pro-rated for part-time employees).

In exceptional circumstances you may be able to take up to three days of your next year’s holiday entitlement during the current holiday year but this must be authorised in advance by your manager.


Approval and special conditions

The FSA will try to accommodate all reasonable requests for holidays, taking particular care to accommodate religious events or events of special significance.

Employees must obtain agreement from their line manager before making any holiday arrangements, ensuring that the length of time prior to approval is at least twice the length of time requested, for example ten days notice for a holiday of five days, in order for work to be planned effectively around absences.

At least one break of ten working days should be taken within the holiday year. This applies to full-time and part-time staff. Part-time staff can include non-working days within the ten-day period.

Holidays of up to 15 working days are considered within the standard holiday procedures. Line managers should respond to requests within two working days wherever possible.

On joining the FSA

If you join the FSA part way through the holiday year, your entitlement will be pro-rated within the initial holiday year. The table below shows you the number of days available to you based on joining on the 1st working day of the month:

Date of Joining Core Days

1 Jun 23

1 Jul 21.5

1 Aug 19.5

1 Sep 17.5

1 Oct 15

1 Nov 13.5

1 Dec 11.5

1 Jan 10

1 Feb 8

1 Mar 6

1 Apr 4


1 May 2

If you join after the 1st working day of the month, you will receive holiday for the month you join as set out in the table below plus the core allowance shown above from the 1st of the following month:

Date of joining Additional Core Amount

2nd to 10th (inclusive) 1.5

11th to 20th (inclusive) 1

21st to end of month (inclusive) 0.5

For example, if you join the FSA on 12th November, your total core allowance will be 11 days. This is based on receiving 1 day from 12th to 30th November and 10 days from 1st December to the end of the following May.

On leaving the FSA

If you resign from the FSA or have been given notice of termination, your holiday entitlement will be calculated on the basis of the number of completed calendar months of service in your final holiday year. You may be able to take holiday during the notice period provided that the holiday was booked/authorised before the start of the notice period. Other requests to take accrued holiday during the notice period will normally be granted but permission may be refused if business needs or other circumstances make the granting of holiday at that time impracticable. If on the termination of employment you have not taken your full accrued holiday entitlement subject as follows, you will be paid for your accrued entitlement up to the date of termination of your employment. If you have taken more holiday than you are entitled to, we reserve the right to deduct the value of days taken in excess of your accrued entitlement from the final salary payment made to you.

Holiday entitlement will not continue to accrue during a period of enforced leave of absence and any untaken holiday entitlement will be deemed to have been taken during such a period of leave.

Fixed Term Contract - On joining the FSA

If you are employed on a fixed-term contract, your core annual holiday allowance is 23 days. Bank Holidays are in addition to this. (From 1 June 2010, additional days can be purchased as you are eligible for the Flexible Benefits Scheme.)

When you begin work for the FSA you are entitled to holiday calculated on a pro-rata basis by the number of weeks in your contract:


23 days/52 weeks x number of weeks of contract = x days or 0.44 days for every completed working week.

Please note that if you are a part-time employee your core allowance of 23 days will be pro-rated by the number of days you work in a week. You will also be provided with a pro-rated bank holiday entitlement.

Fixed Term Contract - On leaving the FSA

If you are employed on a fixed-term contract and resign, from the FSA or you have been given notice of termination, your holiday entitlement will be calculated on the basis of the number of completed weeks of service:

Holiday payment

Holiday pay will be based on pensionable salary and holiday pay due to you or deducted from your final pay will be calculated as follows:

If you work every day of the week (Monday to Friday inclusive) on a full-time or part-time basis, holiday pay is:

Pensionable salary/260 x number of untaken days' entitlement or number of days holiday taken in excess of holiday entitlement (as the case may be);

If you work on some but not all of such working days, regardless of how many hours you are required to work on those days, holiday pay is:

Pensionable salary/A x number of untaken days holiday entitlement or number of days' holiday taken in excess of holiday entitlement (as the case may be)

Where A is the number of days per week worked x 52.

Payment for untaken leave will only be made if you are leaving the FSA.

Employees are not entitled to holiday pay in respect of accrued untaken holiday which is above the statutory minimum on termination of employment in the following circumstances:

• dismissal without notice for gross misconduct or conduct that brings or may bring the FSA into disrepute;

• leaving the FSA without giving due notice;

• for any period of enforced leave of absence following notice (where the entitlement is deemed to have been taken during the period of enforced leave).

Bank and Public holidays

Bank and public holidays which fall on normal working days are in addition to holiday entitlement for full-time staff. There are currently 8 per year.


If you work on a part-time basis you are entitled to bank and public holidays on a pro-rata basis to reflect the number of days per week which you normally work, regardless of whether you work fewer than the normal working hours of any day. Please discuss in advance any arrangements for bank and public holidays with your line management and record this absence on Employee Self-service on Chrysalis.

Payment for bank and public holidays to staff on short-term contracts is calculated in the same way as for permanent full-time and part-time staff.

You will not usually be required to work on any public holiday. Where bank and public holidays fall on days on which you normally work, such days will be taken from your public holiday entitlement and should be recorded on Employee Self-service on Chrysalis.

If, in the particular holiday year, the number of bank and public holidays which fall on days on which you normally work exceeds your public holiday entitlement, you will not be paid for those days which exceed your public holiday entitlement and holiday pay calculated as described above will be deducted from your Adjusted Salary in respect of each such day. Alternatively, you may work on another day (provided it is not a public holiday) – usually in the same week – or have a reduction in your minimum annual holiday entitlement equivalent to all or some of those days which exceed your public holiday entitlement.

Where, in a particular holiday year, no bank and public holidays fall on days on which you normally work and you are, therefore, not able to take all of your public holiday entitlement, you are entitled to take your public holiday entitlement on a day or days on which you normally work. The entitlement must be taken in the relevant holiday year. As with all other holiday, all public holiday entitlement taken on days other than bank and public holidays must be approved before being taken. Please discuss requests with your manager who will consult the HR Helpline.

Bank Holiday Guidance for Part Time Staff


Longer holidays

Longer planned absences will require more detailed discussion to ensure that operational needs are met; in such requests line managers should respond within five working days. We recognise that in some situations staff may wish to take a longer period of planned time off but may not wish to take a career break.

Our Longer Holiday process allows staff to submit a request on the Unpaid Leave Absence record via Employee Self-service on Chrysalis, to be approved by their line manager for periods of time of up to four weeks (the equivalent of the majority of



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core entitlement). This can be supplemented by a further six weeks unpaid leave (or a mix of flex holiday/unpaid), allowing up to ten weeks planned absence.

The Longer Holiday process is offered as an alternative to the Career Leave scheme and allows staff to plan for longer absences without going through the Career Leave route. Longer Holidays are holidays in excess of 15 working days (three working weeks) and can last up to ten weeks. Career breaks start at ten weeks and can last for up to 52 weeks. Longer Holidays do not affect your statutory employment rights.

You must use 20 days of your core entitlement (23 days per year for full-time employees) for your Longer Holiday, supplemented by flex holiday/unpaid leave for up to a further 6 weeks. In order to apply, you must meet the following criteria:

Eligibility criteria:

• Employees only

• Applications to take longer holidays can be made once every 2 years only (i.e. longer holidays can only be taken every other holiday year)

Exceptions:

• Employees in probation or under notice

• Employees with under 12 months service

• Anyone who is a rating of '1' in their last performance appraisal

• Have returned from career leave in the last 12 months

Please note that you are not able to add on to parental leave, career leave or maternity leave.

Benefits during a period of longer holidays:

During a period of unpaid leave that is one month or more you will receive no salary or 'flex' account during the period of your leave. If you take more than one month's leave you will have no entitlement to either core or flexible benefits for the period of leave after the first month, with the following exceptions:

• core life assurance (2x salary); and

• death in service benefits associated with being a member of the FSA pension scheme i.e. dependants' pension (if applicable).

You should discuss any plans for applying for holiday under this process with your line manager. With your line manager’s agreement, you will be required to give notice of at least twice the amount of time that you wish to use as leave (paid and unpaid). If your line manager agrees to your request, you should submit your request via the Unpaid Leave Absence record via Employee Self-service on Chrysalis.


FAQ’s

Do I accrue holiday if I am on long-term absence?

Yes, a recent change in legislation means that everyone accrues a 'statutory' amount of holiday while on long-term sick leave, equivalent to 28 days per annum, including public holidays. In addition, FSA employees are still eligible to participate in the Flexible Benefits scheme.

What happens if I am sick during my holiday?

You may be eligible for time off in lieu if you are able to provide a fit note to cover your illness, no matter what the duration of the illness. See Sickness Absence Policy for more details.

How much can I carry over?

Under the Working Time Regulations, you must take your statutory annual leave (i.e. for full-time employees this is 20 of the core days plus the 8 bank holidays) between 1 June and 31 May. Any additional core plus annual leave purchased through the Flexible Benefit Scheme can be carried over into the next holiday year, providing you don’t exceed a total of more than 38 days for that year.


This procedure covers all employees including fixed term workers.


This is the FSA's Holiday Policy as at October 2010.


The policy is not contractual and is subject to change at our discretion of the FSA – any changes will be published on the intranet.



This policy does not form part of your contract of employment unless otherwise stated.


Sickness Absence Policy The FSA is keen to encourage employees to maximise their attendance and performance at work while recognising that there will be occasions when this is not possible due to absence caused by sickness or incapacity.

This policy covers short-term sickness, extended absence and longer term absence (see the Definitions section below).

The FSA provide a comprehensive range of wellbeing benefits and aim to treat employees who are sick with dignity and respect, providing support, counselling, tailored rehabilitation programmes and (if appropriate and practicable) workplace adjustments that may assist that individual to continue productive employment with the FSA.

If an employee is frequently and persistently absent, this can have a negative impact on the delivery of departmental objectives and remaining colleagues who must carry the burden of extra work. This policy is designed to ensure a balance is struck between ensuring adequate support for employees who are ill and the ability to fulfil business obligations.

Absence figures in this policy are based on full time employees. Part-time employee entitlements and triggers are based on a ‘pro rata’ calculation.

Principles


• The FSA will take all reasonable steps to ensure a healthy approach to work and working practices by providing access to health and fitness benefits, and a variety of working arrangements, to meet the needs of different staff at various times.

• We will consider making recommended workplace adjustments to accommodate any specific needs caused by a medical condition that an employee may have. Adjustments the FSA may make will follow the advice of an employee's GP, the FSA’s Occupational Health team or other medical practitioner and may include a phased return to work, altered hours, amended duties and/or workplace adaptations.

• If you are ill and unable to work, the FSA will pay your normal salary, inclusive of Statutory Sick Pay (where appropriate), for absences up to 65 days in a rolling 12-month period (see the Definitions section for information). If you are still unable to return to work you will be eligible to receive one half of your normal pay for the next 65 days in a rolling 12-month period, at which point Occupational Sick Pay (see section on pay and benefits) will cease. If your illness


lasts over 12 months or is recurring through the same or any related complaint then the full-pay and half-pay provision will be made only once. If you are still unable to work, once you have exhausted your entitlement to Occupational Sick Pay, you may be eligible to receive payment under the terms of the Permanent Health Insurance (PHI) contract.

• We will notify you if your pay will be affected. For example, if your absence is verging on ‘long-term’ (as defined later in this policy), we will inform you of the impact before the change in pay becoming effective.

• Your line manager will maintain regular contact with you throughout any period of absence. You must cooperate in this process unless we are medically advised to the contrary. You may also be contacted by a member of the HR Division.

• If we have concerns about your health we will initiate a case conference involving the HR department, your line manager, and Occupational Health, to determine appropriate steps towards full rehabilitation.

• Absence is regarded as a serious matter. It may affect your remuneration and your prospects for advancement. Persistent absence will be dealt with promptly, firmly and consistently and may ultimately result in dismissal.


• You must follow the correct procedure when you are unable to attend work due to sickness.

• On your first day of absence you must speak to your line manager by 9.30am to report your absence.

• You should ring your line manager (or such other person designated by us if they are unavailable) on each working day of sickness for the first seven days; thereafter you should expect to have a regular conversation with your line manager or other person designated by us, in line with the guidance shown below in this policy. Your sick pay may be reduced or discontinued if you do not cooperate in this process.

• For short-term absences lasting up to seven days, including weekends/bank holidays, your line manager will raise an Open Sickness record on your Chrysalis HR record. They will close this absence record when you return to work.

• If you are ill while on annual leave, you may be eligible to have the days reimbursed, providing that you provide a fit note for the duration of the illness (or a letter from a medical practitioner if abroad) and you report sickness in the normal way (i.e. ring your line manager or other designated individual as referred to above).


• If your absence lasts for more than seven calendar days, including bank holidays and weekends, your sickness record must be supplemented by a fit note from your GP for absences in excess of seven days.

• You must supply a fit note to the HR Helpline on or before the eighth calendar day of absence, and thereafter within two days of your previous certificate expiring, otherwise we reserve the right to withhold sick pay and you could be the subject of disciplinary action.

• You must send the original fit note to the HR Helpline (either via internal/external mail or by hand).

• A copy of your fit note will be sent to your manager by the HR Helpline if it has been signed, “may be fit for work”

• If you believe that your absence is caused by work-related issues or is stress-related, you must discuss these at the earliest opportunity with your line manager, who will work with you to find and reduce the cause of your concerns. If you do not do so, your sick pay may be withheld or reduced. The fact that your illness is or is alleged to be work-related does not affect the FSA’s rights in relation to the handling of your absence, up to and including dismissal.

• If the fit note from your GP states that you may be fit to work with adjustments, you will take all reasonable steps necessary to cooperate with the FSA in determining the appropriate adjustments to be made. This may include discussions with your line manager, HR, Occupational Health or a return visit to your GP to clarify the recommendations.

• If the FSA decides that the suggested workplace adjustments are not practicable, you will remain on sick leave at least until your current fit note expires.

• Whether or not you are actually off sick at the time, you must inform your line manager if there is a change in your medical condition or if any of the adjustments put in place for you by the FSA are proving unsuitable.

• You must agree to a reasonable request from your line manager to undergo a consultation with either the FSA’s Occupational Health Adviser (OHA) or Occupational Health Physician (OHP) and/or for a report to be produced by them.

What are the responsibilities of line managers?

• Managers will actively monitor absences within their teams and will raise concerns with the HR Helpline.

• If managers have a concern about your absence, they have the discretion to recommend an investigation that might result in the withholding of pay. This would be applied in conjunction with other sanctions, such as those stated in the Disciplinary Procedure, and after consultations with you and HR. If there is no



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improvement in persistent absence, managers may take action up to and including dismissal in line with the Disciplinary Policy.

• Depending on the circumstances, a manager will consider referring you to the OHA or OHP if you have been absent for more than ten days in a rolling 12-month period (see Definitions section) or have had more than three absence episodes in a rolling 12-month period, but will also reserve the right to refer you to the OHA/OHP is he or she feels it is appropriate.

• On receipt of a fit note that states you may be fit for work with adjustments, your manager will consult with you, HR and (if the FSA considers it appropriate) the OHA/OHP. This aim is to identify the most suitable approach for both you and the FSA.

• Managers can request a fit note for any period of absence (i.e. less than seven days); however, this is only likely to be applied if you have had three or more periods of short-term absence within a rolling 12-month period. The FSA (relevant business area) will pay for this.

• Managers will maintain regular contact with employees who are on extended and long-term absence. For extended absences, managers will ensure weekly contact and for longer term absence, managers will ensure fortnightly contact as a minimum standard. Contact may be made by telephone, email, letter or personal visit. Separate arrangements will be made for those in receipt of Permanent Health Insurance (PHI).

• Managers are best placed to provide input in relation to the activities an employee actually carries out and which adjustments are feasible in relation to their specific role. This is particularly important where adjustments are to be made as a result of a fit note and/or OHA/OHP advice.

Definitions

Sickness absence is defined as a period of time away from the FSA caused by illness, injury or other form of incapacity, which means that an employee is medically unfit for work.

• Short-term absence: lasting up to seven calendar days (including weekends and public holidays);

• Extended absence: lasting between eight days and 65 days of continuous or aggregated absence; and

• Long-term absence is defined as a continuous or aggregated absence of more than 65 days.


We have different procedures and levels of intervention for each category of absence. These are set out in this policy document, together with any connected policies or documents.

The new Statement of Fitness for Work or “fit note” which replaced doctors’ certificates from 6 April 2010 will mean that GPs can advise that an employee is either:

• Unfit for work; or

• May be fit for work - a GP will give this statement if they think that an employee’s health condition may allow them to work if the FSA is able to provide suitable support and adjustments. This recommendation is made without necessary knowledge of the FSA’s working conditions or requirements and so does not bind the FSA in any way.

The fit note does not include the option for GPs to advise an employee that they are fully fit for work. You do not need to be fully fit to return to work nor need to be ‘signed back’ to work by a GP (see section on “Support and adjustments available”).

A rolling 12-month period - entitlement to sick pay is calculated on a rolling 12-month basis which commences with the first day of each reported sickness absence. The total of any periods of absence due to sickness taken within the previous 12-month period is deducted from this total to determine the balance of entitlement due. So, how do we do that? We look back 12 months from the first day of the current period of sickness absence and total the number of sick days absent. This is deducted from your occupational sick pay entitlement, leaving the number of occupational sick pay days left at full and half pay going forward.

Summary of the Sickness Absence Policy and links to related topics

Short-term absence

This covers all absences caused by sickness, injury or other incapacity lasting up to seven days. You should call your line manager each day (unless alternative arrangements have been agreed) before 9.30am should report your (continued) absence. Your line manager will raise an Open Sickness record on your Chrysalis HR record. They will close this absence record when you return to work. Please note, however, that managers can request a fit note for periods of absence of less than seven days if they have a concern about the frequency of short-term absence episodes – this would normally be three or more episodes in a rolling 12-month period. The FSA will pay for any reasonable costs associated with obtaining a fit note in these instances.


Extended absence

Periods of absence over seven calendar days (and up to 65 days’ continuous or aggregated absence) fall into the extended absence category. Until agreed otherwise with the line manager, you should continue to contact and speak to your manager on a daily basis. Fit notes should be provided throughout the period of absence. You should ensure that you provide a continuous updated fit note within two days of the expiry of the previous fit note. Depending on the nature of the absence, the manager may agree to weekly updates during this period.

Providing you follow the correct procedures, you would normally expect to continue to receive your normal pay (including any SSP entitlement) during this period, providing that your absence does not aggregate more than 65 days in a rolling 12-month period.

Long-term absence

Long-term absence begins when you have been absent for a period in excess of 65 days. Long-term absence affects pay. This includes instances when aggregated absence over a rolling 12-month period exceeds 65 days. Fit notes should be provided throughout the period of absence. You should ensure that you provide an updated fit note within two days of the expiry of the previous fit note.

Line managers will maintain regular contact throughout the period, taking care to be reasonably sensitive to your needs during a period of ill health.

Pay and benefits in connection with absences

Sick pay falls into two categories – Occupational Sick Pay (OSP) and Statutory Sick Pay (SSP).

There is no contractual obligation for the FSA to pay OSP. Employees who fail to follow the reporting and other evidential procedures may forfeit OSP. SSP is paid after three days’ absence and continues for 28 weeks (over a three-year period).

You will normally receive full pay (comprising a mix of OSP and SSP) for short and extended absences of up to 65 days (continuous or aggregated in a 12-month rolling period). This applies to permanent and fixed-term employment contracts, but not to third-party providers of service who are not paid through our payroll.

Please note that we reserve the right to withdraw OSP in certain circumstances, including but not limited to the following:

• Where it has been communicated to you that disciplinary proceedings or performance management has or will commence or where either is ongoing.

• Where you have not followed the set procedure for reporting absence.


• Where the absence is the result of elective surgery (excluding IVF).

• Where you refuse to comply with a request to be examined by the OHA/OHP or medical consultant and/or for a report to be prepared.

• After the giving of notice of termination by you or the FSA.

• Absences longer than 65 days (continuous or aggregated in a 12-month rolling period) will result in half normal pay for up to a further 65 days (within a rolling 12-month period). Thereafter eligibility for further pay will be determined following application to the Permanent Health Insurance (PHI) provider if you satisfy the terms of that scheme.

The table below outlines payment terms for sickness absence for OSP and SSP depending on the number of day’s absence you have had within a 12-month rolling period:

Length of absence Short-term: up to seven days

Extended: eight – 65 days

Long-term: 66 – 130 days

Long-term: more than 130 days

Pay Full Full Half Nil but may qualify under PHI

Salary and annual individual incentive payment review

Short-term absences will not normally affect pay and annual individual incentive payment decisions unless repeated, although any pay increase and payment of annual individual incentive payment will be deferred until you return to work. Long-term absences will trigger a reduction to reflect the actual amount of time at work, and therefore your actual contribution. Absences may affect your promotion prospects.

Support and adjustments available

Following a period of extended or long-term absence and/or where your GP has signed your fit note as “May be fit for work”, adjustments may be needed to facilitate your return to work. Those adjustments will be based on the advice and recommendations of your GP or other medical practitioner in your Fit Note. If we need further guidance in order to carry out any step recommended by your GP, or your GP has not specified which adjustments to make, we will refer you to the FSA’s OHA/OHP for further guidance.

Adjustments the FSA may make may include a phased return to work, altered hours, amended duties and/or workplace adaptations, and may involve a temporary or permanent move to a flexible working arrangement. Unless short term (i.e. less than


12 weeks), any limit placed on working hours may be reflected in an adjustment to salary for so long as that limit remains in place (see below).

The advice given on fit notes is not binding on employers Therefore after discussing the fit note with you (and where the FSA considers it appropriate) the OHA, the FSA has the right to make the final decision on the most suitable arrangement for both parties.

Rehabilitation programmes

Following a period of extended or long-term absence, the OHA may prepare a tailored rehabilitation programme for up to 12 weeks, in consultation with you, your line manager and where appropriate, your GP.

If after 12 weeks you are still not making progress towards re-establishing your previous work pattern, discussions will begin with you to renegotiate your contract of employment in order to achieve a more acceptable outcome for you and for the FSA.

Pay during a period of rehabilitation

Your pay when returning to work on a rehabilitation programme up until you are back to your normal working arrangements (normally within 12 weeks) will be as follows:

Your pay immediately before your return to work

Up to 17.5 hours (i.e. half of full-time contractual hours of 35 hours per week)

More than 17.5 hours

Full pay Full pay Full pay

Half pay Half pay Hours worked (at full pay per hour)

Nil pay Hours worked (at full hourly rate)

Hours worked (at full pay per hour)

Situations where you may have to remain on sick leave

If your GP has completed your fit note incorrectly, you will be required to remain at home on sick leave until further clarification is received from your GP or the FSA’s Occupational Health.

If we are unable to make the necessary adjustments in time for your return to work or at all, you will be required to remain at home on sick leave until you are fit to return to work.


Disputes

In the event of any dispute about a GP’s recommendations, you will be required to remain at home on sick leave until the advice has been clarified to the FSA’s satisfaction.

If you do not agree that the OHA’s/OHP’s advice is in line with your GP’s advice you should discuss your concerns with your line manager and HR and try to resolve the situation informally. It may be necessary for an additional medical report to be sought on your behalf by the FSA.


This policy covers all employees.

See the Employee Guidance intranet site on sickness absence for FAQs, process maps, etc.


This is the FSA’s Sickness Absence Policy as at June 2010.


The procedure is not contractual and is subject to change at the discretion of the FSA – any changes will be published on the intranet. Any questions on the application of the policy should be directed to the HR Helpline on extension 67070.


This policy does not form part of your contract of employment.


http://connectplus/career/_Employee%20Handbook/default.html


Leave for Special Circumstances Policy The FSA recognise that our employees, as part of the wider community, may be required to fulfil certain public duties. It also recognises that employees may, from time to time, face temporary difficulties in providing certain types of care for the family.

This policy has been developed to help employees to balance work and outside commitments. Any such absences should be agreed with and monitored by the employee's line manager.

Principles


• Treat requests for leave under this policy with sensitivity.

• Balance requests for leave under this policy with the operational needs of the business.

• Ask you to provide appropriate and relevant information that supports your request for leave for special circumstances, e.g. your invitation to jury service.


• Give your line manager reasonable notice of your special leave requirements (wherever possible).

• Make every effort to make up any time spent on public duties.

• Think carefully about the amount of time spent on discretionary public duties and the impact it may have on your working time, e.g. if you are school governor and a local councillor.

• To disclose any external employment, appointment or business interest to your Director/Head of Department (HoD) and obtain their permission before starting or (if you are new to the FSA) continuing with this activity.

• Only take up any paid or unpaid external employment where there is no conflict of interest.


Summary of our special leave policy

Compassionate leave

A number of compassionate leave arrangements exist to allow employees to take short periods of leave, paid or unpaid, to deal with serious emergencies that arise at short notice. The following are typical circumstances in which employees might take paid or unpaid compassionate leave:

• Close family bereavement – at the HoD or Director’s discretion, employees are eligible for normally two but up to five days’ paid leave.

• Serious illness/injury of a dependant or a dependant gives birth – at the HoD or Director’s discretion, employees are eligible for up to two days paid leave to provide assistance and/or make arrangements for the provision of care. Further unpaid leave can be taken with the line manager's agreement.

• Unexpected incident involving a child/dependant – employees may take reasonable unpaid time off to deal with an incident involving their child.

• Breakdown of care arrangements – employees may take unpaid time off to deal with the unforeseen breakdown of care arrangements. Employees need to advise their line manager at the earliest opportunity and agree a return date, thereafter keeping their line manager advised of any changes.

• Assisting an injured person in an emergency – employees can take reasonable unpaid time off to deal with an emergency involving a person who relies on them and who has been assaulted, injured or has fallen ill.

Line managers have the discretion in all cases to agree additional time off work to be taken as unpaid leave, annual leave or through a flexible working arrangement. The HR Helpline will provide advice if required.

Length of compassionate leave

The length of time required for compassionate leave may vary depending on the circumstances. Line managers and employees must discuss and agree the approach to be adopted.

Where a period of absence is likely to be greater than two days, the employee should keep their line manager informed of the situation and when they may be able to return to work.

Where possible, line managers should discuss with the employee what element of leave will be paid, unpaid, etc, prior to the leave being taken (or if this is not possible, during the period of leave itself, if practical).


Time off for public duties

Employees are legally entitled to unpaid time off for a range of different public duties such as the following (among others):

• Justice of the Peace

• Local councillor

• Member of any statutory tribunal

• School governor

You are required to obtain the written approval of your line manager in advance of entering public service, and if you already hold such a position on joining the FSA, you should obtain your line manager’s written approval for it to continue.

Certain public duties carry a statutory right to reasonable time off, although there is no legal obligation for the time to be paid. Circumstances may dictate some use of discretion, but our guidelines are as follows:

• Justice of the Peace duties: up to ten days paid leave.

• Other public duties (including Special Constables and Reserve Forces activities): up to five days unpaid leave.

Your line manager should be given adequate notice of these duties and you should make every effort to make up any time spent on public duties. You must also record your public duty absences via Employee Self-service on Chrysalis whether paid or unpaid.

The amount of leave required should be discussed with your line manager at the beginning of each year, and adequate notice of each individual attendance should be given.

Time off for public duties will be monitored through Chrysalis, and where the amount of absence appears excessive, advice can be sought by the line manager from the HR Helpline.

Although time off for public duties, including membership of local authorities may be granted, employees will not be granted time off to engage in activities that support a political party. For example, to prepare, produce or distribute party political literature.

Jury service

If you are called for jury service, you should inform your line manager and the HR Helpline. You must also record your jury service absences under the Unpaid Leave Absence section via Employee Self-service on Chrysalis.



Unless attendance at court from a business point of view is very difficult, it is preferable that you attend for jury service. Those who defer are normally called again quite soon.

You will continue to receive your basic salary during jury service less any allowance paid by the Court for loss of earnings. You should claim all allowances available from the Court and forward a statement from the Court to the HR Helpline, giving the times/days you were required. A deduction will be made from your salary for any allowance that you receive from the Court. You should attend work on any days or half days when you are not required by the Court.

The same arrangements apply for witness attendance in the course of civic duty and in the event that you are subpoenaed or otherwise compelled by a Court to attend.

Attendance at private prosecutions and civil proceedings (e.g. divorce) will not qualify for paid time off and you will be required to take any day when you are needed in Court as part of your holiday entitlement or as unpaid leave.

Personal business (including additional paid/unpaid employment)

Employees are expected to arrange and conduct personal business in their own time.

IMPORTANT NOTE (see the Personal Conduct Policy): It is a condition of your employment that while employed by the FSA you are not permitted to undertake any additional employment, whether directly or indirectly, except with the written approval of the FSA. Agreement will not be given where a potential conflict of interest exists, i.e. if the role involves any firm, person or organisation that is or has been regulated, monitored or investigated by the FSA or has applied for authorisation.

Restrictions on external employment include casual or part-time work in your spare time (whether paid or not) and employment includes directorships, trusteeships, school governorship’s, local authority councillorship’s, or provision of services as consultant or agent.

You are required to obtain the written approval of your line manager before accepting an external position, and if you already hold such a position on joining the FSA, you should obtain your line manager’s written approval for it to continue.

Medical and dental appointments

Medical (doctor, dentist and hospital) appointments should be arranged outside normal office hours whenever possible.

If this is not possible, you should discuss with your line manager and try to arrange appointments at times that cause least disruption to your work. You should make up the time. Your line manager may ask to see written confirmation of appointments.


Community affairs

The FSA is a socially responsible employer, and we are committed to making a positive impact on the local communities that support us.

We work with partnerships in Tower Hamlets and the surrounding boroughs, providing employee volunteers and other non-financial support to encourage regeneration of the local area. We also participate in community activities local to our Edinburgh office.

The schemes are integrated with the FSA Competency Framework to provide you with alternative personal development opportunities, and support our Diversity Strategy.

Providing your line manager gives their approval, you can spend up to 20 working hours per year on FSA-endorsed community schemes, for which you will be paid.

Details of schemes available are described on Connect+ under 'Community Affairs' and can be accessed through the Corporate Responsibility site, which can be found under 'Corporate'. Registration forms are also available from the Community Affairs pages. Also see the Community Affairs Policy in this handbook.




This is the FSA’s Leave for Special Circumstances Policy as at April 2009.


The procedure is not contractual and is subject to change at our discretion of the FSA – any changes will be published on the intranet.






2 Career Development

Career Development Policy

This section is dedicated to helping you to think about your career development at the FSA.

Principles


• The FSA will assist you in making your career plans by committing to help you understand the options available to you. There are a number of Career Development Tools to help you with this.

• To provide you with tools to support your career development; for example, our development interventions include training courses, reading, secondments, on-the job experience, coaching and mentoring

What the FSA expects from you

• Your career development is your responsibility. While your manager can help you to think about your career, support your learning and development, and facilitate your next move, they cannot guarantee you a specific career path for you or tell you what to do next – those decisions are up to you.

The FSA philosophy on career development

• Career development means different things to different people at different times. It does not always have to be about promotion, but can also be about self-development or finding a role that you think is challenging and interesting. We offer a broad range of experiences at the FSA.

• We cannot guarantee that planning your career will definitely get you any job you apply for, but it will help you to be best-positioned for those opportunities when they come along.




This is the FSA's career development policy as at April 2009.






Community Affairs As a socially responsible employer, we are committed to making a positive impact on the local community that supports us.

The Community Affairs (CA) programme has two key objectives:

• To enable the FSA to positively engage with the local community.

• To enable staff to learn and develop new skills through the volunteering activities.

These objectives are achieved through the CA volunteering activities that fall into one of three focus areas: employability, education, or regeneration.

Principles


We will manage any CA programmes in line with the following principles.

• Support from your line manager in opportunities for your personal development.

• Time off as according to this policy.


• Adhere to the code of behaviour for FSA our volunteers.

• Discuss development needs and CA opportunities with your line manager.

Summary of Community Affairs

We work with partnerships in Tower Hamlets and the surrounding boroughs, providing employee volunteers and other non-financial assistance to support regeneration of the local area. We also support participation in community activities local to our Edinburgh office.

The schemes are integrated with the Competency Framework to provide you with alternative personal development opportunities.

Details of schemes available are described on Connect+ under 'Community Affairs' and can be accessed through the Corporate Responsibility site, which can be found under 'Corporate'.

Time off for Community Affairs

A maximum of 20 hours per annum can be taken for your chosen scheme. If you participate in a team challenge, this is additional to the 20 days.


http://connectplus/career/Performance%20pay%20&%20benefits/Performance%20management/documents/FSABehaviouralFramework.pdf

http://connectplus/corporate/corporate%20responsibility/community%20affairs/




This is the FSA's Community Affairs Policy as at April 2009.

The policy is owned by the Community Affairs Team and has been developed in conjunction with the Staff Consultative Committee.

The policy is not contractual and is subject to change at discretion of the FSA – any changes will be published on the intranet.






Sponsored Studies Policy The FSA provide a comprehensive range of learning and development opportunities for employees, which can be found on Connect + (Learning and Development).

Some roles require professional qualification. If this is the case and an applicant is required to undergo further study, the FSA will pay all reasonable associated costs.

Applicants wishing to pursue further study, in order to gain additional qualifications on a voluntary basis should discuss their intentions with their line manager. Line managers will assess the suitability of the proposal against the individual’s current role requirements.

The budget for sponsored study is managed by Organisational Development (OD). The FSA reserves the right to grant or withhold funding at its discretion. In the interest of cost efficiency the FSA also reserves the right to select providers for certain qualifications where preferred supplier exist and agreements are in place, funding may be withheld where applications can be met more cost effectively elsewhere.

Sponsorship conditions

The FSA will not provide sponsorship for individuals working at the FSA who are not employees.

Please note it is only possible to undertake either a qualification under this policy or one request under the Time off to Train Policy within a 12 month period. If you have already made a request under this policy then you may not make a training application within a 12 month period of that request under the Time off to Train Policy, and vice versa.

The FSA will not provide sponsorship for a new study/qualification where the applicant has failed to complete a course or pass an examination previously funded by the FSA.

Sponsorship does not cover accommodation, travel or other incidental costs associated with the course. These should be agreed with the line manager and, if appropriate, reclaimed through Expenses from the local area budget.

Sponsorship is not available by Organisational Development for membership of professional bodies (unless this is a necessary condition of being able to take a qualification offered by that body). It is the applicant's responsibility to inform the Learning & Development Support Team of existing membership where this permits a discounted rate for examination entry or study materials.

The FSA will not be responsible for the additional costs incurred as a result of late entry to a course or examination, or for cancellation fees if FSA employee is unable


http://connectplus/career/Learning%20%26%20Development/Arranging%20training/Local-Training.html

to sit an examination. Please ensure that the study plan takes into account the amount of time needed to devote to gaining the qualification and allow at least ten days for Organisational Development to process the application.

Your study contract

By signing the Sponsored Study application form the employee agrees to adhere to the Sponsored Studies policy, and that the FSA may deduct any monies owed, from their salary, during their notice period where applicable.

When an employee resigns from the FSA within 3 months of starting their sponsored study, or fails to complete that sponsored study, or is dismissed by the FSA for reasons of unacceptable conduct or capability during this period, the FSA employee will be liable to repay the FSA 100% of the total course costs.

When an employee resigns from the FSA in the period from 3 months after starting their sponsored study and within 12 months after completing their sponsored study, or fails to complete that sponsored study, or is dismissed by the FSA for reasons of unacceptable conduct or capability during this period, the FSA employee will be liable to repay the FSA 50% of the total course costs.

Repayment of sponsorship will not be required where examinations and courses are taken at request of the FSA. This distinction should be made clear in the application form.

Applicants must obtain approval for sponsorship before any definite bookings committing FSA expenditure are made.

When applicants successfully pass a qualification, they need to send evidence immediately on their receipt and within 6 months of completion of the course to Learning & Development Support via the * HR Helpline. If this is not done the FSA may be asked to repay some of the funding.

Study leave

Sponsorship is available for part-time, evening, distance learning and ‘block- release’ studies. Sponsorship for full-time study is not available. The business case must include justification for any ‘block-release’ or other time away from normal working hours, required as part of the study programme and must be agreed/signed off by the line manager before submitting the application to Organisational Development.

The time off for study/revision/examinations is not an automatic entitlement; it is subject to line management approval based upon business requirements and individual circumstances therefore should be agreed in advance of any application being submitted.


mailto:hr.helpline@[email protected]

As a guideline, it is suggested 5 days study leave per annum. However for certain industry qualifications, time off work to attend courses may be permitted in excess of this. This should be agreed with the applicant's line manager prior to application as there may be clear business reasons why this is not acceptable. In addition, a maximum of 2 days revision leave may be permitted for each exam plus a half-day for the exam itself.

Re-sits

In circumstances where the FSA requires the individual to obtain a professional qualification examination, re-sits may be paid for when an employee fails to pass at the first attempt (employees are permitted two re-sits at the FSA’s expense).

Where the study is being undertaken voluntarily, we may consider reimbursement of the costs of one re-sit. The employee should pay for the re-sit first. When the examination is successfully passed, only the cost of the examination entry may be considered for reimbursement, the cost of further materials will not be reimbursed.

Examination costs will not be reimbursed if the employee fails the re-sit. Where costs are reimbursed, the additional cost will form part of the agreement to repay sponsorship on leaving the FSA (see above for further details).

Individuals should check first with the Learning & Development Support Team via the * HR Helpline to ensure that budgets for re-sits are available, prior to making any financial commitment.

Equality of opportunity

In line with the FSA’s policy on Equality of Opportunity Policy, the FSA will strive to avoid unlawful discrimination in all aspects of employment – including provision of training.


All FSA employees are covered by the Sponsored Studies Policy. This includes employees on fixed term contracts, although sponsored study courses should be completed within the duration of the contract.

The FSA will not normally provide sponsorship for employees within their probationary period. Where an individual completes an examination at their own expense and subsequently successfully completes their probationary period, the FSA may reimburse the costs of the study, provided that this has been agreed in advance with the line manager and Organisational Development.


mailto:hr.helpline@[email protected]


This is the FSA's Sponsored Studies Policy as at June 2010.

The budget for all Sponsored Study is owned by the HR Division. The policy is owned by the HR Division and has been developed in conjunction with the Staff Consultative Committee.







Time off to Train Policy From 6 April 2010, new legislation entitles eligible employees (including fixed-term workers) to make a request for time off to train. This is to help develop specific skills relevant to your job, workplace or business that will improve your effectiveness and the performance of the FSA. While requests may involve time away from your daily duties, the main focus of the new right is about employees and managers agreeing relevant training.

The FSA is committed to the development of our employees. We provide a comprehensive range of learning and development opportunities and support employees undertaking self-study programmes.

This Time off To Train Policy enables employees to make a request to take time off to train under section 63D of the Employment Rights Act 1996 (See FAQs on the Employee Guidance site).

The legislation is aimed at employers who do not offer adequate training opportunities for their employees. You do not have to use this right for every training request as the FSA already has well established policies, systems and processes in place for making training requests, so please review these before making a request under this policy.

You should continue to use Chrysalis for applying for internal training courses (see the Learning and Development website for details of internal courses available). For external courses, qualifications or training you can make a request in a number of ways:

• Sponsored Studies for professional qualifications funded by the FSA (see the Sponsored Studies Policy and application process);

• External courses booking process for seminars, conferences and other training that we cannot provide internally and that will be paid for by the FSA (see the Learning and Development website).

• Other requests for time off to train where the FSA will not cover the cost or the training or your salary during the training can be requested under this policy.

Please note it is only possible to undertake either a qualification under the Sponsored Studies Policy or make request for time off to train within a 12 month period. If you have already made a request under this Time off to Train Policy then you may not make an application within a 12 month period of that request under the Sponsored Studies Policy, and vice versa.

The FSA encourage employees who wish to develop their career by undertaking studies related to their role and may provide time off for training under this policy, dependant upon the nature of the course of study or qualification.


http://connectplus/career/Learning%20&%20Development/default.html

http://connectplus/career/Learning%20%26%20Development/Arranging%20training/Local-Training.html

Employees not covered by this policy may still request training through the internal processes noted above.

There is no automatic right to time off for training at all or for any specific period, to be paid during any period you may have off to train under this policy, or for the FSA to pay for the cost of a training course as there will always be circumstances when the FSA is unable to accommodate a request. However, this policy aims to facilitate discussion and to encourage both employees and managers to find a mutually agreeable solution for you to develop the skills and knowledge required for your career at the FSA.

Principles


• To consider reasonable time off for relevant training.

• Each request will be considered seriously and assessed on its own merits.

• We will respond within stated statutory timeframes, unless otherwise agreed with you.

• To support employees who wish to undertake a course of study that is relevant to the individual employee’s development and the FSA’s business.


• You should discuss your development requirements with your line manager in the first instance during one of your regular bilaterals – you need not wait until your development review.

• You must gain agreement from your line manager to undertake training.

• You should consider internal routes for training before making an application.

• You must complete the Time off to Train request form relevant to this policy.

• You must record the time off to train under the Unpaid Leave Absence record via Employee Self-service on Chrysalis.

• You should make reasonable efforts to attend any meeting to discuss your request (and/or an appeal). Failure to attend more than once without reasonable cause could amount to a withdrawal (see below).

• You should ensure that your training is recorded in your development plan and keep this updated.


• You should take responsibility for ensuring that you devote sufficient time to your chosen study and ensure you manage your study around your role and your team commitments.

• You will provide the FSA with confirmation of the course you are attending and evidence via the HR Helpline once your leave has been authorised.

Line managers' responsibilities

• Line managers are expected to provide coaching and mentoring support for employees undergoing training and development.

• Line managers will discuss and help you plan the most relevant training for you and for the FSA, but must consider internal routes first.

• Line managers will review and discuss with the relevant divisional director the Time off to Train application from employees and should consider applications in the context of Talent Management.

• Line managers have a responsibility to ensure that key skills and knowledge are shared with less experienced staff.

• Line managers must ensure that the balance is struck between business needs and supporting staff to develop to their full potential.

Summary of the Time off to Train Policy, process and related links

Eligibility

In order to make a request you must:

• Be an FSA employee;

• Have worked continuously for at least 26 weeks on the date you make your request.

• You must not have a current warning under either the Disciplinary or the Performance Management Procedures.

• Your last two appraisal ratings must have been a two or above.

• Not have made another application for Time off for Training or Sponsored Studies within the last 12 months. Please note only one application can be made within a 12 month period for either Time off to Train or Sponsored Studies, but not both.

Employees not covered by this policy may still request training through the internal processes noted above.


Time off to Train can be combined with holiday, but not with sickness, career leave or leave under the FSA’s Family Leave policies.

Time off to Train requests

Under this policy you can make a request to take time off to undertake training that will improve your effectiveness in the FSA and the FSA’s performance.

Types of training

The training can be an external course, such as an accredited programme that leads to a qualification. Alternatively the training can be shorter unaccredited training to help you develop specific skills relevant to your role or career at the FSA (before applying, check whether the FSA’s internal courses will meet your request - Learning and Development website). Please note, you cannot apply for Time off to Train under this policy, and also either sponsored studies or external courses, for the same course/training.

Your manager and director may accept your request, but reserve the right to propose that the training can be met in a different way (e.g. on-the-job, from within the FSA’s range of internal courses, or through an external supplier that the FSA already uses).

Amount of time off permitted and payment

For requests made under this policy, the FSA will not cover the cost of the training, but will consider giving you reasonable time off to undertake the training. The duration of any period for which you take leave to train will be at the FSA’s discretion.

It may be necessary for you to take unpaid leave for some or all of the period you will be training, or to vary your hours to work on a flexible working arrangement (See the Flexible Working Policy).

For the time off that you request, the FSA will agree one of the following with you:

• You will take unpaid leave for all or part of the period of time off to train (this may affect your benefits);

• You will vary your hours of work by making an application under the Flexible Working Policy for the period you will be completing the training. This will be a permanent change to your Terms and Conditions, unless agreed otherwise (i.e. the arrangement is to be temporary for the duration of the training).

Considerations

In considering a request for time off for training, FSA will take the following factors into account:




• Will the proposed training improve your effectiveness in the FSA in your performance?

• Will the proposed training improve the performance of the FSA?

• Will there be any additional costs incurred by the FSA?

• Will the proposed training have a detrimental effect on your ability to meet your objectives?

• Can worked be reorganised among existing staff?

• Will the proposed training have a detrimental impact on quality?

• Will the proposed training have a detrimental impact on performance?

• Will there be an insufficiency of work during the periods you propose to work?

• Are there planned structural changes during the proposed study or training period?

Process for making a request under the Time off to Train Policy

(See the Time off to Train application form under “Forms” on Connect+)

You should discuss your development requirements with your line manager in the first instance to check if it can be covered by one of our internal courses, sponsored studies, etc.

If you then decide to make a request under this policy, you will be required to make a request by fully completing the Time off to Train Request form on Connect+, which is sent electronically to HR Helpline. All applications must be signed off by your Director (or Managing Director for Heads of Department and above). You must also record the approved time off to train under the Unpaid Leave Absence record via Employee Self-service on Chrysalis.

Within 28 days of receipt of your application a meeting may be arranged between you and your line manager. This meeting will provide an opportunity to discuss your request in depth and to explore how it fits with your role or the work of the FSA, and if possible, how best it might be accommodated. Your manager will discuss your request with your divisional director because final approval of your request must be made by the director.

Within 14 days of the meeting, we will confirm in writing whether or not your request has been agreed. If it has, a start date for your training will be agreed with you and you will be issued with any revised Terms and Conditions. If the application cannot be accepted you will be provided with clear business grounds as to why not. If we have been unable to reach a decision at this point you will be notified accordingly.


Withdrawing and cancellation of a request

You will be able to withdraw your request before your manager considers it. You should only withdraw a request if you no longer wish to pursue it. Withdrawals should be in writing and given to your manager. If you do withdraw your request you will not be able to make a further request for 12 months.

Completion of training

On completion of your training you will need to send evidence that you attended the course (copy of an invoice, dated certificates, etc.) within 6 months of completion of the course to the HR Helpline (* HR Helpline). A copy will be retained on your e-personnel file. If you do not provide this evidence it may result in disciplinary proceedings.

Return to work after time off to train

If you are taking a continuous block of time off to train, you should discuss with your manager if your role will be kept open until you return to work. In most cases you will return to the same job. If this is not possible, you will return to a similar job in the same Division as the one that you left. The terms of the job, where possible, will be no less favourable than the job that you left. However, if there is a business restructure while you are off, you will be included.

Appeals

If you feel that the reason for refusing your request is unjustified, you may appeal in writing. This must be done within 14 days of the notification of the refusal. The appeal should state the main reasons why you consider the decision to be unjustified. The appeal should be submitted to the HR Director.

The appeal will be heard by two people who will be senior employees of the FSA one of whom will normally be the Director of your division. They will not have been involved in the meeting previously conducted. A member of the HR Division will also be present to take notes and, where appropriate, give procedural guidance. The appeal will normally be held within 10 working days of receiving your written reasons for appeal.

You will normally be given at least 3 working days’ notice of the hearing.

The outcome of the appeal will be communicated to you in writing as soon as possible after the appeal has been held.


mailto:*%20HR%20Helpline

Right to be accompanied

You may be accompanied at meetings by a fellow employee of your choice, who may be a friend, colleague or Staff Consultative Committee representative. Please note that the fellow employee should not be a member of the HR Division.


All FSA employees are covered by the Time off to Train Policy. This includes employees on fixed term contracts.


This is the FSA's Time off to Train Policy as at June 2010.

The policy is owned by the HR Division and has been developed in conjunction with the FSA's Staff Consultative Committee.

The policy is not contractual and is subject to change at the discretion of the FSA – any changes will be published on the intranet.





Talent Management Policy The FSA approach to Talent Management in the FSA is to ensure we have the right people in the right roles, at the right time who have the right depth and breadth of technical knowledge and behaviours that enable the FSA to deliver its strategic aims. For staff in the FSA, Talent Management provides each of us with an opportunity to develop further in our current roles and allows us to work towards our career aspirations at the FSA.

Principles


• Open and honest feedback conversations with your line manager around expectation setting of current and future development and career opportunities

• Honest feedback collated and given from your line manager and his/her peers

• Support from your line manager in setting learning and development plans


• Take responsibility for driving and owning your own development

• Listen and act on feedback from your line manager

• Work with your manager to develop and implement a personal development plan

Summary of Talent Management

Talent Management will ensure that all staff continue to develop themselves and contribute to the FSA to the best of their ability. Open and honest conversations with your line manager about your performance, career aspirations and potential will help identify your strengths and areas for development in the short and longer term. The FSA approach to Talent Management will also help the organisation resource plan, where appropriate develop people internally and where appropriate ensures that the FSA has successors available to replace business critical roles, if required.

Talent Management has been part of the FSA for several years. Business Units have spent a number of years looking at career development for individuals and this has now been used and has informed the design which has resulted in the introduction of a more consistent approach across the business:

• In 2008, the emphasis of Talent Management was to increase feedback conversations that managers have with individuals about their development both technical and behavioural and where appropriate, career potential and what they


need to do to develop in their current role or move into a new role in the future. All staff across the FSA will have had a meaningful conversation with their manager about this, and should have a personal development plan for the next 12 – 24 months which forms part of the appraisal discussion/process.

• In 2009 managers will more closely align Talent Management to the regular performance management cycle. We will also look at the more strategic outcomes of Talent Management such as strategic resourcing and succession planning, and ensuring we are working towards our goal of having the right person with the right skills, in the right job at right time.

• Talent Management will also align to other business processes such as tenure for specific supervision roles.

What do we mean by Talent Management in the FSA?

Talent Management will give us:

• the opportunity to provide targeted feedback, development and support to all staff, ensuring they develop and continue to increase their depth of technical experience and behaviour in order to help the FSA achieve its business goals;

• more opportunity to give all employees honest and open feedback about their current role and future career potential;

• a consistent approach that encourages all individuals to take an active role in their development and career whilst with the FSA;

• a potential pool of people with the appropriate technical depth and breadth of experience, who are able to take on key positions in the FSA and

• assurance that all areas of the business are properly resourced.





This is the FSA's Talent Management Policy as at April 2009.








Technical Specialist Policy

Background and purpose

Certain roles within the FSA require specialist skills and knowledge. Such roles exist to provide specialist subject matter input rather than providing leadership or management input.

Technical Specialist (TS) roles are equivalent to Manager grade (with similar salary structures and the same range of flexible benefits) but do not confer any line management responsibilities.

The purpose of this Technical Specialist Policy is to provide a framework for the use of specialists in the FSA.

Some roles in the FSA are defined as TS roles because of the specialist nature of the skills required to perform that role. Such positions should normally be filled by an open recruitment process (via advertisement of the role) except where there is senior management (i.e. Director or above) agreement that the role can be filled as part of a ‘managed move’.

Cross business unit discussion (e.g. at OpCo) should confirm whether there may be several potential candidates for a given role. If it is known that there is more than one potentially suitable candidate for a TS role, an assessment/ competitive process should always be used. This should supersede a ‘managed move’ approach.

Some individuals may develop technical capabilities and skills over a period of time and may be granted a promotion to a TS grade, even where the role has previously been defined and filled as an Associate position. Such promotions will be as a result of development discussions between an individual and his/her manager, the latter acting as ‘sponsor’ in nominating the individual, in the first instance to the promotions panel within the business unit (comprising a mix of HoDs and Directors from the area).


Principles


• If a TS role is created as a result of an individual nomination, this should conform to the annual pay and performance review process, with any promotions becoming effective from 1 April or 1st October.

• Individual nominations are filtered by HoDs’ discussion panel (locally), followed by an SMT panel review.

• A shortlist of candidates is drawn up for interview (with a HoD who is not part of the individual’s line). Final candidates are approved by the Managing Director and new appointments will be effective from 1 April or 1 October.

• There is no quota of TS across the FSA – each business unit and MD (or equivalent, e.g. COO) will agree individual conversions to TS in accordance with their business plan and the development plans of individuals

• Whilst it is usually preferable to advertise TS positions, in situations where an individual is deemed ready for conversion, the line management sponsor will need to provide evidence to the MD showing how that individual has developed and demonstrate that candidate’s ability against predetermined TS role criteria.

• There will be annual monitoring of the number of conversions to TS by the central Reward & Reporting team, to prevent ‘grade drift’.

Policy detail

Definition

The definition of Technical Specialist is ‘a subject matter expert who is deployed on the basis of their deep and specific subject matter expertise and skills set and not on the basis of their ability to manage, lead and develop a team’.

TS status is conferred either because the role requires specialist skills and experience or as a result of an individual developing relevant specialist skills, over a set period of time, as part of a formal learning path which has been created to meet the requirements of the local business area. TS do not have direct reports.

Contractual Status

TS is equivalent to Manager grade within the structure and attracts the same remuneration package as Manager grade.


Scope and Remit

It is intended that Technical Specialists will not manage people. However it is recognised that in practice there may be the need to mentor another specialist or to manage a PA/Administrator or one other team member (e.g. a graduate) in order to allocate work. Under no circumstances should a TS manage a team.

Exceptions

There may be some business areas where TS currently carry additional people responsibilities over and above those specified as part of the remit, perhaps, for example, by taking on additional people responsibilities over time which were not originally intended to form part of the role. In such cases, the roles will need to be agreed by the MD of the business unit and plans put in place to transition the people responsibilities to a Manager or HoD, no later than 12 months from the effective date of this policy.

Filling TS positions

TS roles which are part of the organisational structure should be advertised. However, in some cases (e.g. if TS positions are used as part of career development) the role may not always be widely advertised or may not be advertised at all. However if this approach is used, great care will need to be taken to avoid direct or indirect discrimination, for example, by ensuring that all eligible candidates are given consideration when deciding to apply the ‘career development’ approach and that the process of decision making is objective and involves the collective agreement of the BU SMT. During this part of the process, the BU SMT must satisfy themselves that there are no other potential candidates by checking with relevant HoDs and Managers, if necessary from other Business Units to ensure that we are not excluding other potentially eligible candidates.

In some business areas, although there are some formal TS roles, individuals can develop skills and capabilities over time which would enable them to progress to TS as part of their personal development. This application of the TS grade (as a tool to recognise the progression of an individual’s specialist knowledge) is vital to ensure that the FSA develops, motivates and retains key skilled individuals. Individuals who are converted into a TS grade do so as a result of individual development meetings with their line manager and in these cases there is no ‘open competition’, however the process (as described under section 2.1 above) will normally be applied to ensure fairness and transparency.


Career Structure/Progression

As mentioned above, promotion from Associate to TS is used as part of individual development and retention to maintain a pipeline of skills so that the specialist needs of the FSA continue to be met.

Although it is not envisaged that there will be an automatic career path between TS and Technical HoD, due to the very specialist knowledge that these roles command, progression may be possible and would be based on a selection process open to internal and external candidates.

As each role is stand alone and defined on its own merits it is not appropriate to put in place a formal career path between TS and Technical HoD.

Technical Specialists will normally report to a HoD or Director but may on occasion report to a Manager.

Salary Ranges

There are separate salary ranges aligned to each relevant job family for TS roles. Please refer to the Performance, Pay and Benefits pages on the Employee Guidance intranet site.


This is the FSA's Technical Specialist Policy as at October 2009.

The policy is owned by the HR Division.

The policy is subject to change at the discretion of the FSA – any changes will be published on the intranet.



This policy is for information only and does not form part of your contract of employment.


http://connectplus/career/Performance%20pay%20%26%20benefits/

Technical HoD Policy

Background

HoD roles span Operations, Risk, Supervision and Direct Reports (and also have a ‘read across’ to Senior Adviser roles within Direct Reports). Some HoD roles require highly refined levels of technical skills and for that reason a new grade - Technical HoD – has been introduced. Such roles will exist to provide, exclusively, specialist subject matter input rather than also providing leadership or management input.

Principles


• ExCo will approve all appointments to Technical HoD.

• Base salaries and annual individual incentives of Technical HoDs will be agreed and signed off by ExCo.

• The FSA will support Technical HoDs in their continuing professional development e.g. by supporting and actively encouraging the individual in giving talks to industry firms on behalf of the FSA.

• Technical HoDs will be assessed against the FSA’s behavioural competencies but will not be required to attend Executive Development Programmes.


• Although not a part of the Senior Leadership Team, a Technical HoD will be expected to display a collegiate and supportive attitude to the collective objectives and direction of the FSA at all times.

• Technical HoDs will be expected to develop their knowledge and skills, usually by maintaining links with academia, government institutions and industry contacts without compromising their FSA status.

Policy detail

Definition

The definition of Technical HoD is: ‘a subject matter expert who is deemed to be an industry expert (or leading practitioner) who is recruited and deployed principally on the basis of his/her very deep and specific skills set’.


A Technical HoD is likely to have considerable industry experience, for example, as a consultant or adviser, or to have held a Director (or similar) position within an authorised firm.

Although Technical HoDs are not people managers or leaders, and will be recruited primarily on the basis of their relevant specialist knowledge and expertise, they are also expected to conform to the FSA’s behavioural competencies (and will be assessed against these).

Contractual Status

Technical HoD is a new contractual grade introduced in 2009, closely aligned to other HoD roles (Operations, Risk and Supervision, Direct Reports) and receive a similar salary range and level of benefits package. Technical HoD roles are senior roles within the FSA but do not form part of the senior management or leadership hierarchy. Some existing roles will fall within the remit of the THoD policy to ensure alignment and consistency.

Scope and Remit

Technical HoDs should not manage people. However it is recognised that in practice there may be the need to mentor another specialist or to manage a PA/Administrator or one other team member in order to allocate work. Under no circumstances should a Technical HoD manage a team.

In addition, Technical HoDs are not considered as part of the Senior Leadership Team which comprises HoDs (Operations, Supervision, Risk, Direct Reports), Directors and MDs (or equivalent e.g. COO) all of whom are responsible for delivering the FSA’s business plan including the leadership and people development activities that this entails.

The separation of Technical HoDs from the Senior Leadership Group, makes it easier to manage communications to, and engagement of, the leadership team.

Technical HoDs will be excluded from the Talent Management Review, as this initiative reflects upon leadership capability which falls outside the scope of the Technical HoD role.

Filling Technical HoD positions

All business areas identifying the need for a Technical HoD role will be required to secure ExCo agreement to the business case.

New Technical HoD roles will normally be advertised to ensure the best candidate is recruited, although it would not normally be anticipated that such experts will be


readily sourced from within the FSA due to the specific and specialist industry expertise sought.

Career Structure/Progression

Although it is not envisaged that there will be an automatic career path between TS and Technical HoD roles, due to the very specialist knowledge that these roles command, progression may be possible and would be based on a selection process open to external candidates.

Technical HoDs will normally report to a Director or MD (or equivalent e.g. COO) but may on occasion report to another HoD.

Technical HoDs in Supervision areas will fall within the remit of T&C by the end of 2009, whether they are client facing or not.

Salary Ranges and Individual incentives

The Salary Range for Technical HoDs is £92,000 – £200,000 for 2009.

Although the base salary range is aligned with other HoD salary ranges, annual individual incentives will not be subject to the 40:40:20 weighting, as this reflects leadership attributes.


This is the FSA's Technical HoD Policy as at October 2009.

The policy is owned by the HR Division.




This policy is for information only and does not form part of your contract of employment.


3 Ensuring Fair Treatment

Dignity at Work Policy The FSA is committed to creating a working environment where employees feel valued and respected, which is free from harassment or bullying and where everyone is treated with dignity.

Harassment and bullying can have serious and significant consequences for everyone. Employees may become unhappy and less motivated, even getting stressed and ill – potentially affecting their relationships and their performance at work. A few unhappy employees can affect the mood and morale of whole teams, affecting performance and leading to higher turnover and in some cases to legal dispute.

Employees found guilty of bullying or harassment will be subject to the FSA's Disciplinary Procedure, one consequence of which may be dismissal. Employees may also be personally liable to pay compensation awarded as a result of legal action taken against the FSA or individuals.

This policy covers the treatment and consequences of bullying, harassment, and victimisation of, and by, managers, employees, contractors, agency staff and anyone else engaged in work at the FSA. If the complainant or the alleged bully/ harasser is not an FSA employee, the policy will be modified accordingly to ensure an appropriate outcome.

The policy applies to all FSA premises and also to any FSA-linked events (for example, working on client sites, business trips or social events).

This policy sits alongside and complements the Equality of Opportunity Policy. Also see the FSA’s Single Equality Scheme.

Principles


We will:

• make available appropriate training to ensure employees are aware of their responsibilities and obligations to others;

• investigate all reports or allegations of bullying or harassment swiftly and treat all cases in strict confidence limiting information to those who need to know in order to handle the process;


http://www.fsa.gov.uk/pubs/other/ses.pdf

• monitor the outcomes of cases where complaints of bullying or harassment have been raised to ensure that the appropriate procedures have been followed and that the outcomes are valid and to identify lessons learned for the future;

• seek regular feedback from staff to monitor how successful we are at creating a respectful environment;

• seek ways to also protect anyone making a claim of harassment or bullying, providing that claim is made in good faith; and

• seek ways to protect anyone acting as a witness or supporting a colleague who is raising a grievance in good faith.


You must:

• make sure that you attend and apply any relevant training appropriate to your role – if you are unsure about what is available or what you should attend, please contact the HR Helpline in the first instance;

• set an example to others by your own conduct and behaviour, being aware of the impact that you have on others;

• treat all colleagues, suppliers, clients or contractors in a professional manner and with dignity and respect at all times;

• raise concerns about someone's behaviour or conduct with your line manager in the first instance (if your concern relates to your line manager, you should escalate your concern to your HoD or Director);

• challenge behaviour in others that you believe breaches, or may lead to breaches, of this policy, intervening if necessary to support those affected; and

• work with your colleagues to ensure there is a supportive working environment for everyone.

Policy detail and links to related topics

There are various categories of behaviours which, alone or together, are unacceptable in the workplace and which may prompt an employee to seek recourse via this policy. Any behaviour, action or conduct by one person affecting another in an intentional or unintentional manner which causes or could cause the recipient to feel distress or discomfort is not acceptable. So we will take appropriate steps, as set out in this policy, to deal with such circumstances. The principal categories of unacceptable behaviour are defined below:



Bullying is offensive, malicious or intimidating behaviour which is deliberately targeted to create distress, humiliation or offence. It can also be the misuse, or abuse, of power.

Harassment includes unwarranted and unsolicited conduct or comment – usually related to a trait or characteristic such as race, disability, gender, gender reassignment, pregnancy and maternity, religion or belief, marriage or civil partnership, sexual orientation or age (“protected characteristics” for the purposes of the Equality Act 2010) – which undermines the dignity of the recipient, who may feel degraded, undermined, humiliated or offended. Harassment may be the unintended result of persistent targeted comments or conduct. Sometimes a comment intended as a joke by one person is offensive to another. This may be considered as a form of harassment. A single event or incident may also be considered as harassment if it is sufficiently serious.

All bullying and harassment will be treated as misconduct and will be addressed under the FSA's Disciplinary Procedure. Serious and severe bullying or harassment may constitute gross misconduct and result in instant dismissal.

Some bullying and harassment may constitute unlawful discrimination (for example, if it relates to a protected characteristic, as set out above) and could separately result in criminal proceedings.

Victimisation is where someone is singled out for unfavourable treatment e.g. is given a disproportionately high workload in relation to their peers because they have made a complaint under this (or a related) policy, have brought proceedings relating to discrimination, or they have supported someone else who has raised a grievance or issued proceedings.

Legal aspects

• It is unlawful to discriminate directly or indirectly in recruitment, employment, in the terms offered, in the access to promotion and training, benefits and facilities and by dismissing or subjecting to other detriment. It is unlawful to harass because of a protected characteristic (race, disability, gender, gender reassignment, pregnancy and maternity, religion or belief, marriage or civil partnership, sexual orientation or age).

• It is unlawful to treat someone less favourably because of disability or for a reason related to a disability or to fail to make reasonable adjustments to overcome barriers to employment caused by disability. The duty to make reasonable adjustments includes removing, adapting or altering physical features, if these features make it impossible or unreasonably difficult for disabled people to make use of services. It could also include changes to a job role or working hours to accommodate a disabled employee.


• It is unlawful to victimise someone for the above reasons.

• Employees can be held personally liable as well as, or instead of, the FSA for any act of unlawful discrimination. Employees who commit serious acts of harassment could be charged with a criminal offence.

• Discrimination after someone has left the organisation may also be unlawful e.g. by refusing to provide a reference, or in the form that the reference is given.

• It is unlawful to discriminate directly or indirectly in the provision of goods and services on the grounds mentioned above.

Summary of our procedure

We aim to resolve any complaints as quickly as possible and all complaints will be treated seriously and confidentially. The formal procedure has three stages after the informal stage and is the mechanism employees use to complain about any acts of harassment, bullying or victimisation.

This is consistent with the procedure applied to the Equality of Opportunity Policy which deals specifically with access to employment opportunities.

Informal stage

If you want to complain about harassment, bullying or victimisation, consider raising the matter directly with the person concerned in order to resolve the problem informally. Sometimes the person may not even be aware that their behaviour is having a negative impact. An informal chat may be all that is needed to put things right. You may need to explain why you feel the behaviour, comments or actions are unacceptable. And you may wish to keep a note of what was said and done at this time.

If it is not appropriate to resolve the matter informally, speak to your line manager or the HR Helpline. If you feel unable to discuss the matter with your line manager then you should contact the HR Helpline in the first instance.

You will have a discussion with a HR colleague and then will be asked to choose one of the following:

• agree that no further action is necessary;

• agree to discuss the complaint with the employee who is alleged to have caused offence;

• ask your line manager and/or a member of the HR Division to help to resolve the matter through informal and/or discreet approaches; or



• make a formal written complaint to your line manager or the Employee Relations Manager.

If you are not satisfied with an informal approach, you can make a formal complaint at any stage.

Formal stage

Sometimes you may not be able to resolve your complaint informally. In this case you need to formalise your complaint by putting it in writing, and signing and dating your letter. You should write a new letter to trigger each stage of the process.

Stage 1 – will be heard by your Head of Department or, if you do not have one, your Director. They will consider and respond to your complaint in writing, normally within 20 working days of receiving your letter.

If you do not feel it is appropriate for your complaint to be heard within your Division, or you feel that your complaint has not been appropriately dealt with, you may go to Stage 2.

Stage 2 – will be heard by the FSA's Equal Opportunities Officer or their nominated representative. You should submit your letter within ten working days of receiving the outcome from Stage 1. A meeting will then be held with you to discuss your grievance. You will be told the result of your complaint in writing within 20 working days of them receiving your letter. If you do not feel your complaint has been appropriately dealt with, you may go to Stage 3.

Stage 3 – will be heard by the HR Director. You should submit your appeal within ten working days of receiving the outcome of Stage 2. A meeting will then be held with you to discuss your appeal. You will find out the result of your complaint within 20 working days of them receiving your letter. This decision will be final.

Investigation

The FSA will investigate the allegations carefully and as discreetly as possible. Where possible, those conducting the investigation will not be directly involved in the allegation, and the extent of any investigation will depend on the particular circumstances of the case.

You can expect detailed accounts to be taken from all relevant parties, including witnesses. Other employees may be asked to provide information. Documents, emails and other evidence may be considered. Notes will be kept of any evidence collected or interviews conducted.

As the person who made the complaint, you will get a full record of the outcome of the investigation and any steps taken.


mailto:[email protected]



You are entitled to be accompanied at formal grievance meetings by a companion. This can be a fellow employee of your choice, who may be a friend, colleague or Staff Consultative Committee representative. Please note that the fellow employee should not be a member of the HR Division. Alternatively, you can be accompanied by a full-time officer employed by a Trade Union. You may confer with your companion during the course of the meeting, and they may address the meeting, but may not answer questions on your behalf.

The meeting may be postponed, at your request, and for up to five working days, if your chosen companion is not available to attend on the date set for the meeting.

You must make all reasonable efforts to attend any grievance meeting. If you fail to do so, the FSA may proceed with the meeting in your absence.

Timelines

The timelines provided in this procedure are intended as a guideline. Although in many cases we would expect the process to operate more quickly, it may prove impossible to meet the timelines e.g. key participants in the process may not available due to holiday. Similarly, the timescales may need to be extended if the matter is especially complex and requires detailed investigation. In these circumstances you will be told the date by which you can expect a response and every effort will be made to complete the process as quickly as possible.

Interactions with regulated firms, suppliers and contractors/ remit and scope of this policy

The FSA will extend the remit of this policy to its dealings with regulated firms, suppliers and contractors; we will not tolerate any form of bullying, harassment or victimisation involving but not restricted to employees and contractors, suppliers or clients with whom we have contact.

Any employee found to be in breach of the policy in their dealings with a third party will be subject to the FSA’s Disciplinary Procedure. If an employee believes they have been a victim of bullying or harassment by a third party they should inform their line manager in the first instance – the FSA will conduct an investigation and any necessary actions will be taken against the third party.

Ownership and updates

This is the FSA's Dignity at Work Policy as at October 2010.



We will monitor this policy regularly and review it at least annually, amending it to reflect any changes to the law.

We will monitor the ethnic origin, age, gender and disabilities of applicants for jobs (including promotions) and review the Equality of Opportunity Policy according to the results of the review. All such information provided by job applicants and employees will only be used only for the purposes of monitoring and will be treated in line with the provisions of the Data Protection Act 1998. Interviewers will not see this information.

The procedure is not contractual and is subject to change at the discretion of the FSA – we will publish any changes on the intranet.


Contractual status of this procedure

This procedure does not form part of your contract of employment.



Diversity & Inclusion Policy At the FSA we do not tolerate any form of discrimination and we strive to eliminate intolerance. But, in addition, we wish to create an environment that promotes and celebrates the differences which make us who we are and collectively contribute to the richness and variety of our workforce.

Diversity at the FSA is about recognising everyone’s contributions, ensuring that our policies, practices and procedures are inclusive and extend to all, and that we embrace the individual contributions which collectively enable the FSA to deliver its business model.

We believe that creating a more diverse workforce in which everyone feels valued is in everyone’s best interests and will make the FSA an even better place to work and to contribute to.

Diversity & Inclusion at the FSA is therefore not ‘just’ a policy (although it is underpinned by our Equality of Opportunity and Dignity at Work policies); rather, it is an overarching approach to the way the FSA treats its staff, regulated firms and suppliers. Diversity is a way of life at the FSA. Please also see our Single Equality Scheme.

Our policy

We are fully committed to eliminating unlawful and unfair discrimination, and we value the differences that a diverse workforce brings to the organisation.

The FSA does not discriminate and prohibits discrimination because of race, disability, gender, gender reassignment, pregnancy and maternity, religion or belief, marriage or civil partnership, sexual orientation or age or any other unlawful reason. We strive to create a meritocratic environment where contribution, openness, and fairness are valued.

Our approach to embedding our Diversity Strategy is to develop an action plan underpinned by the Equality of Opportunity and Dignity at Work Policies to ensure we take a serious and consistent stance while identifying and dealing with breaches to our guidelines.

All employees of the FSA are responsible for adhering to and promoting these policies. Behaviours, actions or words which fall short of the standards expected and set out will not be tolerated and will be dealt with under the Disciplinary Procedure.

Objectives relating to fair and inclusive practices will be included in all employees’ performance indicators and will form an integral part of ongoing performance discussions throughout the year.




This policy covers interactions with, and by, all employees, regulated firms, suppliers and contractors, whether permanent or temporary. The policy also applies to all other employment and training policies and protocols and extends to all our dealings with clients and firms. Decisions relating to and affecting firms or contractors will be based on business criteria only and any irrelevant information will not form part of the process.

We will review the policy at least annually to reflect changes in the law, demographics and business needs. And we will present a full annual Diversity and Inclusion Report via the Executive Diversity Committee to the Board, setting out progress against our baseline measures.

Principles


We will:

• ensure that all employees have objectives relating to fair and inclusive practices;

• extend the remit of the policy to include our dealings with all third parties connected to the FSA;

• address any incidents relating to transgressions of this policy quickly and will take any appropriate action using our Disciplinary Procedure; and

• set baseline measures to demonstrate to our key stakeholders that we are serious about achieving a meritocratic working environment.


You must:

• understand the importance of valuing and respecting the contributions made by a wide range of different people and to disregard irrelevant factors such as age, background, nationality, gender, race, sexual orientation, or religion;

• challenge any behaviours which you identify as being, or potentially being, discriminatory;

• ensure that you and your line manager include some positive steps to promote tolerance and inclusiveness at the FSA;

• seek recourse via the appropriate Policy if you have experienced any form of discrimination.


Links to related topics

Please refer to the Equality of Opportunity Policy, Dignity at Work Policy and Community Affairs Strategy.

What is the difference between Diversity, Equality of Opportunity and Dignity at Work?

Our Diversity Strategy sets out our overall approach and is brought to life through a coordinated action plan of activities to ensure the demographics of our workforce are such that we have the most appropriate talent to deliver our business plan, regardless of age, gender, disability, race, religion or sexual orientation. This extends to our Community Affairs programme which ensures that all employees can incorporate diversity-linked objectives into their own development plan and we can monitor and measure the success of our interventions to report improvements on baseline data. The Equality of Opportunity Policy ensures that processes and procedures are inclusive and there are appropriate sanctions in place to address breaches relating to fair treatment or discrimination. Finally, Dignity at Work provides a framework to ensure that the working environment is free from bullying, harassment or victimisation and encourages a culture of openness, trust and respect. Also see the FSA’s Single Equality Scheme.


This is the FSA's Diversity and Inclusion Policy as at October 2010.

The policy is owned by the Executive Diversity Committee and has been developed in conjunction with the FSA's Staff Consultative Committee.


We will monitor the ethnic origin, age, gender and disabilities of applicants for jobs (including promotions) and review the Diversity and Inclusion Policy according to the results of the review. All such information provided by job applicants and employees will only be used only for the purposes of monitoring and will be treated in line with the provisions of the Data Protection Act 1998.





http://connectplus/corporate/Corporate%20Responsibility/Community%20Affairs/default.html


Equality of Opportunity Policy

Equality of Opportunity

The FSA is committed to ensuring all staff – whether temporary or permanent, full time or part time, and regardless of race, disability, gender, gender reassignment, pregnancy and maternity, religion or belief, marriage or civil partnership, sexual orientation or age (protected characteristics for the purposes of the Equality Act 2010) or any other unlawful reason – are treated fairly and are offered access to opportunities on an equitable basis. The FSA is committed to avoiding unlawful discrimination and will not tolerate harassment, victimisation or discrimination. This policy is extended to all third-party contact with suppliers and clients.

The remit of this policy extends to – but is not limited to – recruitment, training, rewards, benefits, promotion and development.

This policy sits alongside and is complemented by the Dignity at Work Policy which deals specifically with bullying, harassment and victimisation. Also see the FSA’s Single Equality Scheme.

Principles


We will:

• provide equal opportunity training to all managers and others who are likely to be involved in recruitment, promotions or pay discussions or involved in other decisions where equal opportunity issues are likely to arise;

• make available to all employees, and others engaged in work at the FSA, training to help them to understand their rights and obligations under the Dignity at Work Policy and what they can do to create a respectful working environment, free of bullying and harassment;

• provide additional coaching to enable managers to deal more effectively with complaints of bullying and harassment;

• make available to all employees, training to ensure awareness of how to avoid discrimination;



• treat all complaints made under this policy seriously, and in the strictest confidence and will work with the complainant to resolve the matter (we will not treat you any differently if you raise a grievance, even if the outcome does not uphold your complaint, unless your complaint was untrue or made in bad faith); and

• support you (unless this becomes inappropriate) if you are accused of breaching the policy but have followed all correct processes and undergone appropriate training.


You must:

• make sure that you attend and apply the relevant training for your role, e.g. if you are a manager, you should look to attend the manager training modules for equality of opportunity, or if you will be involved in recruitment you must attend recruitment skills training which covers this policy;

• try to resolve any issues informally; if this is not possible then you should put your complaint in writing and follow the procedure set out in this policy; and

• keep the detail of any complaint confidential.


Equality of opportunity at work

The FSA will strive to avoid unlawful discrimination in all aspects of employment – including recruitment, training, promotion, pay, benefits and reward – by dismissing or subjecting to other detriment.

All the positions we advertise will seek qualified candidates who possess the necessary skills for that role. We will assess candidates for employment or promotion objectively against the necessary requirements of the job, taking account of any reasonable adjustments that may need to be made for disabled candidates.

We will make all attempts to avoid any potential for indirect discrimination in employment practices, including the number of hours to be worked, the times at which these are to be worked, and the place where the work is carried out, when considering requests for variations to these standard working practices. We will refuse such requests only if there are good reasons related to the needs of the business. And we will make reasonable adjustments to its standard working practices to overcome barriers created by disability.


The FSA monitors the ethnic origin, age and gender composition of applicants for jobs and the number of people with disabilities in this group and regularly reviews to see whether there are underlying issues which need to be addressed.

Complaints covered by this policy

The procedure within this policy should be used for complaints relating to discrimination, unequal treatment or lack of access to opportunities in relation to all aspects of employment because of a protected characteristic:

• race: including colour, nationality, ethnic or national origins;

• sex, marital status, civil partner or gender reassignment;

• pregnancy or maternity;

• disability of any kind;

• religion or belief;

• sexual orientation;

• age; and

• trade union or Staff Consultative Committee membership.

Types of unlawful discrimination

Direct discrimination occurs when a person is treated less favourably than another in comparable circumstances because of a protected characteristic they have or are thought to have (see “perceived discrimination” below), or because they associate with someone who has a protected characteristic (see “associative discrimination”). An example would be a manager refusing to employ a woman because she was pregnant.

Indirect discrimination occurs when a procedure or practice unjustifiably places a group of employees at a disadvantage because of a protected characteristic. An example of indirect sex discrimination could be requiring everyone to work full time unless there is a good reason, unrelated to sex, why the particular job has to be done on a full-time basis (because requiring everyone to work full-time would normally adversely affect a higher proportion of women than men).

Associative discrimination

This is direct discrimination against someone because they associate with someone who has a protected characteristic. An example could be an employee who is discriminated against because of action she needs to take to care for a disabled relative.

Perceived discrimination


This is direct discrimination against someone because others think they have a protected characteristic.

Failure to make reasonable adjustments occurs when working arrangements disadvantage an individual because of a disability and reasonable adjustments are not made to overcome the disadvantage.

Legal aspects

• It is unlawful to discriminate directly or indirectly in recruitment because of race, disability, gender, gender reassignment, pregnancy and maternity, religion or belief, marriage or civil partnership, sexual orientation or age (protected characteristics for the purposes of the Equality Act 2010).

• It is unlawful to treat someone less favourably because of disability or to fail to make reasonable adjustments to overcome barriers to or in employment caused by disability. The duty to make reasonable adjustments includes removing, adapting or altering physical features, if these features make it impossible or unreasonable difficult for disabled people to make use of services. It could also include changes to a job role or working hours to accommodate a disabled employee.

• It is unlawful to victimise someone because they have alleged unlawful discrimination, instigated an investigation under this policy, issued discrimination proceedings, or supported someone else who has made a complaint or given evidence in relation to a complaint or proceedings.

• Discrimination after someone has left the organisation may also be unlawful e.g. by refusing to provide a reference, or the form that the reference is given.

• It is unlawful to discriminate directly or indirectly in the provision of goods and services on the grounds mentioned above.

• Employees can be held personally liable as well as, or instead of, the FSA for any act of unlawful discrimination. Employees who commit serious acts of harassment could be charged with a criminal offence.

Training

The FSA will provide training in equal opportunities to those involved in recruitment or other decision making where equal opportunities issues are likely to arise.

We will provide training to all existing and new employees and others engaged in work at the FSA to help them understand their rights and responsibilities under this policy.

The FSA will support managers who need to deal with complaints raised under this procedure.


Consequences of breaching this policy

Acts of discrimination against employees, suppliers, contractors or clients are disciplinary offences and will be dealt with under the FSA’s Disciplinary Procedure. Discrimination may constitute gross misconduct and could lead to dismissal without notice or pay in lieu of notice.

Summary of the procedure

We aim to resolve any complaints as quickly as possible. All complaints will be treated seriously and confidentially. The formal procedure has three stages after the informal stage and is the mechanism to be used for complaining about any acts of discrimination.

This is consistent with the procedure applied to the Dignity at Work Policy which deals specifically with harassment, bullying and victimisation.

Informal stage

If you want to raise a complaint about discrimination, you should consider whether it is appropriate to raise the matter directly with the person concerned in order to resolve the problem informally. If it is not appropriate, you should speak to your line manager. If you feel unable to discuss the matter with your line manager then you should contact the HR Helpline in the first instance.

You will have a discussion with a colleague in HR, following which, you will be asked to choose one of the following options:

• agree that no further action is necessary;

• agree to discuss the complaint with the employee who is alleged to have caused offence;

• ask your line manager and/or a member of the HR Division to help to resolve the matter through informal and/or discreet approaches; or

• make a formal written complaint to your line manager or the Employee Relations Manager.

If you are not satisfied with an informal approach, you can make a formal complaint at any stage.

Formal stage

Sometimes you may not be able to resolve your complaint informally. In this case you need to formalise your complaint by putting it in writing, and signing and dating your letter. You should write a new letter to trigger each stage of the process.





Stage 1 - will be heard by your Head of Department or, if you do not have one, your Director. They will consider and respond to your complaint in writing, normally within 20 working days of receiving your letter. If you do not feel that it is appropriate for your complaint to be heard within your Division, or you feel that your complaint has not been appropriately dealt with you may go to Stage 2.

Stage 2 - will be heard by the FSA's Equal Opportunities Officer or their nominated representative. You should submit your letter within ten working days of receiving the outcome from Stage 1. A meeting will then be held with you to discuss your grievance. You will be told the result of your complaint in writing within 20 working days of them receiving your letter. If you do not feel that your complaint has been appropriately dealt with you may go to Stage 3.

Stage 3 - will be heard by the HR Director. You should submit your appeal within ten working days of receiving the outcome of Stage 2. A meeting will be held with you to discuss your appeal. You will find out the result of your complaint within 20 working days of them receiving your letter. This decision will be final.

Investigation

We will investigate the allegations carefully and as discreetly as possible. Where possible, those conducting the investigation will not be directly involved in the allegation, and the extent of any investigation will depend on the particular circumstances of the case.

You can expect detailed accounts to be taken from all relevant parties, including witnesses. Other employees may be asked to provide information. Documents, emails and other evidence may be considered. Notes will be kept of any evidence collected or interviews conducted.

You will get a full record of the outcome of the investigation and any steps taken.


You are entitled to be accompanied at formal grievance meetings by a companion. This can be a fellow employee of your choice, who may be a friend, colleague or Staff Consultative Committee representative. Please note that the fellow employee should not be a member of the HR Division. Alternatively, you can be accompanied by a full-time officer employed by a Trade Union. You may confer with your companion during the course of the meeting, and they may address the meeting, but may not answer questions on your behalf.

The meeting may be postponed, at your request, and for up to five working days, if your chosen companion is not available to attend on the date set for the meeting.

You must make all reasonable efforts to attend any grievance meeting. If you fail to do so, the FSA may proceed with the meeting in your absence.



Timelines

The timelines provided in this procedure are intended as a guideline. Although in many cases we would expect the process to operate more quickly, it may prove impossible to meet the timelines e.g. if key participants in the process are not available due to holiday. Similarly, the timescales may need to be extended if the matter is especially complex and requires detailed investigation. In these circumstances you will be told the date by which you can expect a response and every effort will be made to complete the process as quickly as is possible.

Frequently asked questions

Am I protected if I make a complaint, act as a witness or accompany a complainant to a hearing?

Yes. Any acts of retaliation or intimidation against an employee will be treated as a disciplinary offence. Having said this, an employee who maliciously makes an unfounded complaint could be subject to disciplinary action.

Where can I get further support?

We provide an Employee Assistance Programme. This is a confidential, external counselling service provided by Workplace Options. You can contact them on the freephone number 0800 243 458 and on the Workplace Options website.

What will happen if a formal complaint about a person is upheld?

Where a formal investigation has been conducted and where it has been reasonably concluded that some form of discrimination may have taken place, those responsible will be subject to our normal Disciplinary Procedure. Action will not normally be initiated without the agreement of the employee raising the complaint but there are some circumstances where the FSA may need to pursue the matter formally. For example, if other people could be at risk if no action is taken.

The outcome of the Disciplinary Procedure will depend upon the circumstances. Serious acts of discrimination will be regarded as gross misconduct and may lead to dismissal without notice or pay in lieu of notice. Consideration may be given to redeploying either the discriminator/harasser or the complainant. If redeployment is considered, the wishes of the complainant will normally come first and the complainant will not usually be redeployed if they do not want to be.

What should I do if I have a complaint about a customer, supplier or other people not employed by the FSA?

Employees should report any bullying or harassment by customers, suppliers, visitors or others to their line manager who will take appropriate action. See the Dignity at Work Policy.


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What should I do if I have any special requirements relating to equal opportunities?

We understand that people’s needs at work are different and that some employees may have special requirements. For example, employees of a particular religion may need somewhere quiet to pray during their lunch break, need to take holiday on a particular day for a religious event, or need somewhere to store specially prepared foods. Alternatively you may have a disability and may feel that you need to have changes made to your workplace to help you do your job.

We will accommodate your requirements where it is possible and practical, but we cannot do so unless you let us know. Where you need particular time off, or are requesting a temporary change to your working hours, your line manager is more likely to be able accommodate this if you let them know well in advance.

If you have any special requirements, you should discuss these with your line manager. They will seek advice, if they need it, from the HR Helpline. If you feel unable to discuss your request with your line manager, you can raise it directly with the HR Helpline.

What should I do if I have a complaint not covered by this procedure?

Complaints about harassment and bullying should be raised in accordance with the procedure in our Dignity at Work Policy.

You should raise general work concerns such as complaints about your work, working conditions, pay and benefits, working hours and working relationships in line with our Grievance Procedure.

You should use our Whistleblowing Policy in order to report any suspected malpractice within the FSA.


This is the FSA's Equality of Opportunity Policy as at October 2010.



We will monitor the ethnic origin, age, gender and disabilities of applicants for jobs (including promotions), position in salary range, pay awards, take up of training, discipline and grievance cases and review the Equality of Opportunity Policy according to the results of the review. We will use all such information provided by job applicants and employees only for the purposes of monitoring and will be treated in line with the provisions of the Data Protection Act 1998. Interviewers will not see this information.







Interactions with regulated firms, suppliers and contractors

The FSA will extend the remit of this policy to its dealings with regulated firms, suppliers and contractors; we will not discriminate unlawfully against any third parties with whom we have contact.

Any employee found to be in breach of the policy in their dealings with a third party will be subject to the FSA’s Disciplinary Procedure.

Links to related sites / other policies

The FSA has a separate Dignity at Work Policy dealing with issues of bullying, victimisation or harassment and how complaints will be dealt with.



4 Family Leave

Adoption Policy The FSA’s adoption policy incorporates statutory requirements on adoption rights and, in a number of areas, offers more generous provisions than required by law, so we can support our employees who take adoption leave.

The FSA’s policy on adoption leave is split into two parts:

• Adoption leave and pay for individuals who adopt; or the 'main adoptive parent' in a couple where a couple adopt jointly. You may decide with your partner who takes main adoption leave.

• Paternity adoption leave for the 'supporting parent' i.e. the partner of an individual who adopts or the other member of a couple who adopt jointly.

Principles


• When returning from Ordinary Adoption Leave (OAL) you will be entitled where possible to return to the same job on the same terms and conditions as if you had not been absent.

• When returning from Additional Adoption Leave (AAL) we will endeavour to return you to the same job on the same terms and conditions unless this is not reasonably practicable, in which case you will be entitled to be offered suitable and appropriate alternative work.

• We will provide you with enhanced adoption pay or a return to work bonus.


You must:

• comply with the eligibility and notification requirements detailed in this policy;

• make a flexible working request in good time if you want to vary your working pattern on your return to work;

• give the relevant notice as stated in your contract if you decide not to return to work.


• repay in full any additional adoption payments, e.g. return to work bonus, if you decide not to return to work after your adoption leave or if you leave within three months of your return to work.

Summary of the adoption leave policy

Eligibility

To qualify for adoption leave, you must:

• be our employee;

• be newly matched with a child for adoption by an approved adoption agency;

• have notified the adoption agency that you agree the child should be placed with you for adoption and of the date of placement;

• have continuously worked for the FSA for 26 weeks by the end of the week in which you are notified of being matched with a child for adoption; and

• provide a matching certificate of evidence of your entitlement to adoption leave.

You will not be eligible for adoption leave and pay if your child is not newly matched for adoption, for example, if you are a step-parent adopting your partner’s children.

Length of adoption leave

Provided you meet the eligibility conditions and comply with the notice requirements below, you can take up to 26 weeks ordinary adoption leave and a further 26 weeks’ additional adoption leave. Additional adoption leave begins the day after the last day of your ordinary adoption leave.

Starting adoption leave

You can choose to begin your adoption leave:

• from the date of the child’s placement (whether this is earlier or later than expected); or

• from a fixed date, which can be up to 14 days before the expected date of placement.

Leave can start on any day of the week.

You can change the date on which you start adoption leave provided you give us 28-days’ notice.

You will be entitled to only one period of leave irrespective of whether more than one child is placed for adoption as part of the same arrangement.


If your child’s placement ends during the adoption leave period, you will be able to continue adoption leave for up to eight weeks after the end of the placement.

Statutory Adoption Pay (SAP)

During your adoption leave, you may be entitled to receive Statutory Adoption Pay (SAP). To qualify for SAP you must:


• have at least 26 weeks' service by the end of the week in which you are notified of being matched with a child for adoption;

• have average weekly earnings of not less than the lower earnings limit for the payment of National Insurance Contributions (NIC);

• have given the FSA notice of adoption absence and a matching certificate;

• be on adoption leave; and

• have elected in writing to receive SAP (a form for this purpose is available from the HR Helpline).

You will not be eligible for SAP where:

• you have elected to receive Statutory Paternity Pay (SPP); or

• your child is, or expected to be, placed for adoption with you, and your partner has elected to receive SAP; or

• you are receiving Statutory Sick Pay.

SAP is payable for a maximum of 39 weeks and is only payable if you are absent from work on adoption leave. This consists of 26 weeks ordinary adoption leave and 13 weeks additional adoption leave. You can elect your SAP to start:

• on the date on which your child is placed with you for adoption or, if you are at work on that date, on the following day; or

• on a predetermined date chosen by you which is no earlier than 14 days before you are due to be matched with a child and no later than that date.

But in any case it will begin no earlier than 28 days after you have given notice of your claim for SAP.

The rate of SAP is the same as the standard rate of Statutory Maternity Pay (SMP) – see the HMRC website for current rates. SAP is payable for 39 weeks at the flat rate set down by statute or 90% of your average weekly earnings if this is lower.

SAP will be paid into your bank account on the same date that your adjusted salary would have been payable and will be subject to deductions for tax and national insurance in the usual way.


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If you do not qualify for SAP you may be entitled to financial support from your local authority. The HR Helpline will give you the information you need to make a claim.

Notification requirements

Within seven days of being notified by your adoption agency that you have been matched with a child for adoption, or as soon as reasonably practicable after that, you should write to the HR Helpline giving the dates:

• you were notified of being matched with a child;

• the child is expected to be placed with you; and

• when you want your adoption leave to start (see above – Starting adoption leave).

At the same time you must provide a copy of your matching certificate.

If you wish to claim SAP, you must also give the HR Helpline written notice of your wish to claim SAP – you can get a form for this from the HR Helpline; and you must provide notice for SAP at least 28 days before you want your SAP to start.

We will acknowledge receiving your notice within 28 days and confirm the start date of your adoption leave and your expected return date if you take your full entitlement of adoption leave.

Change in leave and SAP date

You can change the date on which you want your adoption leave and SAP to start, provided you give at least 28 days’ written notice. If it is not possible for you to give notice in time, you must give notice as soon as is reasonably practicable. You must complete a new form when you change your mind about your leave/SAP dates.

Returning from adoption leave

If you return to work at the end of your full adoption leave period you do not need to notify us in advance of the date of your return. Unless you notify us otherwise (see below), the date on which you return to work will be the first working day after the end of your 26 weeks’ additional adoption leave.

If you wish to return to work before the end of your full adoption leave period, you must give your line manager not less than eight week’s advance notice. If you fail to do so, your return to work may be postponed to a date that will ensure that the notice period is served.

The job that you will be entitled to return to will be as follows:

• returning after OAL – where possible, you will be entitled to return to the same job on same terms and conditions as if you had not been absent;


• returning after AAL – where possible, you will be entitled to return to the same job on same terms and conditions unless this is not reasonably practicable, in which case you will be entitled to be offered suitable and appropriate alternative work.

You may find it helpful to keep in touch with your line manager during your adoption leave. If you do not wish to return to work at all after adoption leave, you must give the FSA your normal written notice of resignation as required in your Contract of Employment.

Flexible working

If you wish to vary your working pattern on return from adoption leave, you have the right to request a flexible working pattern, as explained in the Flexible Working policy. You might (subject to the requirements of that policy) wish to mention to your line manager before you go on adoption leave that you are interested in applying to work flexibly on your return. Bear in mind that you may need to attend meetings at the office so that your request can be properly considered. If you want the changes to take effect on your return from adoption leave, you should make your application in good time before you return.

Benefits and contract of employment

While you are on adoption leave i.e. ordinary and additional, providing you have given the required notice as detailed above, the following applies:

• All benefits which you were receiving immediately before you began your adoption leave (as set out in your most recent Confirmation Statement) will continue with the exception of remuneration.

• Holiday entitlement will continue to accrue. Where possible you should use up your year’s holiday entitlement before you start adoption leave. Any outstanding holiday for the year which cannot be taken before adoption leave starts should be taken within 12 months of your return to work. You will not normally be paid in lieu of untaken holiday.

• We will continue to pay contributions to the FSA Pension Plan on your behalf for as long as you are being paid SAP.

For both statutory and contractual purposes, continuity of employment is not broken by adoption leave. The period of adoption leave counts for calculating continuous employment for statutory and contractual purposes, except for membership of the FSA Pension Plan.

Your Contract of Employment with the FSA will continue during OAL and AAL except for the terms in relation to remuneration and the arrangements described


above. During your adoption leave you will not, of course, be required to work nor will the FSA be required to provide you with work.

If you do not intend to return to work following adoption leave, you must give normal written notice of your resignation to the FSA in line with your contract of employment. If you fail to give notice and fail to return to work at the end of your relevant period of leave (without informing the FSA of a genuine reason for absence such as sickness), you will be treated as having resigned from the FSA. Your employment and contract will come to an end as a result of your resignation. Failure to return to work means you will not qualify for the return to work arrangements described below and will be required to repay any enhanced adoption payments made to you during your adoption absence period.

FSA payments in addition to SAP

Following a review of the FSA’s adoption pay in August 2009, we have made a further enhancement to this provision. The FSA will enhance your adoption pay in the following ways:

For those employees with an Expected Week of Placement before 1 October 2009, your adoption pay will be enhanced to 100% pay for the first 6 weeks of your adoption leave.

For those employees with an Expected Week of Placement on or after 1 October 2009, the first 12 weeks of adoption leave, your adoption pay will be enhanced to 100% pay.

Return to work bonus

If you return to work with the FSA after a period of adoption leave (whether ordinary or additional leave), you will be entitled to receive a return to work bonus. The bonus will be either six weeks’ pensionable salary (at the rate payable when your adoption leave started) or £3,300, whichever is the greater. The return to work bonus will be subject to deductions for tax and NIC.

You may elect to receive your return to work bonus at any time up to three complete calendar months after your return to work. If you stop working for the FSA within three months of returning to work, having received your return to work bonus, you will be required to repay the full amount. You can choose how and when you would like to receive your return to work bonus as follows:

• To be paid between weeks 13 to 24 of your adoption leave. This is in addition to SAP entitlement (weeks 1-39);

• To be paid between weeks 40 to 51 of your adoption leave. SAP is not paid during this period;


• A lump sum at any point during your adoption leave; or

• In the fourth month’s salary payment after your return to work.

Prior to commencing your adoption leave, you will receive an adoption bonus form from HR Transactions, allowing you to select one of the above options for receiving your payment.

If you return to work after a period of adoption leave and work continuously for the FSA for 12 calendar months (apart from authorised holiday or sickness absence), the FSA will ensure that:

• your pensionable service for the purposes of the FSA Pension Plan is treated as continuous service (i.e. that it includes the full period of additional adoption leave and not just the 26 week ordinary adoption leave); and

• a special employer contribution is made to the FSA Pension Plan on your behalf. This will cover the full period of additional adoption leave (and not just the period when you receive SAP) at the contribution rate that applied when you went on leave.

If you are unable to return to work following adoption leave due to sickness the above pension provisions will not be made until you have returned to work for a period of 12 continuous months.

‘Keeping in touch’ days (KIT)

To support occasional training, or help keep in touch without losing SAP, the government has introduced 'Keeping in Touch' (KIT) days during adoption leave. These KIT days allow the FSA and you to make reasonable contact occasionally during an adoption period. In addition, if you are on adoption leave you can still work for us for ten days by mutual agreement without losing SAP. An example of a KIT day could be to attend a divisional away-day, training or refresher courses. It should not be used to introduce friends and colleagues to new family members. Important points to note include the following:

• You can come into the office for one hour or a whole day. This will still be a KIT day.

• The decision to undertake a KIT day must be made by agreement between you and the FSA.

• The KIT day will not bring your adoption leave to an end.

• We have no right to demand that you undertake any such KIT work and you cannot insist that you undertake such work.

• You will be paid at your normal daily rate for each KIT day worked, without losing SAP.


For example, if you are absent from work on maternity leave from Monday 21 May 2009 for 39 weeks and return to work for two days a month in September, October, November, December and finally January you would not lose any SAP.

Paternity leave and pay for adoptive parents

You may be entitled to paternity leave and pay (adoption) where you, your partner or both of you adopt a child and the adopted child is matched with you, your partner, or both of you. You cannot take paternity leave on top of main adoption leave but you may decide that your partner will take main adoption leave and you will take paternity leave.

Eligibility for paternity leave (adoption)

You need to satisfy the following conditions to qualify for paternity leave. You must:

• not be taking main adoption leave;

• have or expect to have responsibility for the child’s upbringing

• be married to or be the partner of the child’s adopter (a person who lives with the adopter in an enduring family relationship but is not a blood relative);

• have worked continuously for the FSA for 26 weeks by the end of the week in which you or your partner is notified of being matched with a child, and

• provide a self-certificate as evidence of your entitlement to paternity leave (adoption).

Length of paternity leave (adoption)

You will be entitled to choose to take either one week or two consecutive weeks of paid paternity leave (not odd days). You can choose to start your leave:

• from the date of the child’s placement (whether this is earlier or later than expected); or

• from a chosen number of days or week after the date of the child’s placement whether this is earlier or later than expected); or

• from a predetermined date which falls after the expected placement date.

Leave can start on any day of the week or following the child’s placement but must be completed within 56 days of the child’s placement. You will be entitled to only one period of leave irrespective of whether more than one child is placed together.

Statutory paternity pay (adoption)

Please refer to the FSA’s Paternity Leave Policy.


Notification requirements before starting paternity leave (adoption)

Within at least seven days of you or your partner being notified by the adoption agency that you have been matched with a child, you should give written notice to the HR Helpline of the following:

• the date you or your partner were notified of being matched with a child;

• the date the child is expected to be placed with you;

• whether you wish to take one or two weeks’ leave; and

• the date you want your leave to start - see Length of paternity leave (adoption).

At the same time, you must provide a copy of your matching certificate. If you wish to claim SPP, you must also give to the HR Helpline:

• written notice of your wish to claim SPP and the date you expect SPP to start;

• a signed declaration in the form of a self-certificate; and

• your matching certificate (if you have not already provided it).

You must provide notice of at least 28 days before you want your SPP to start. You should also, as soon as reasonably practicable, inform the HR Helpline in writing, when your child is placed for adoption.

You can change your mind about the date on which you want your leave and SPP to start providing you tell your line manager and the HR Helpline at least 28 days before the date your leave/SPP was due to begin. You must complete a new self-certificate when you change your mind about your leave/SPP dates. If it is not possible for you to give notice in time, you must give notice as soon as is reasonably practicable.

Self certification

You must provide the HR Helpline with a completed self-certificate as evidence of your entitlement to claim paternity leave and/or SPP. This form is available on the intranet.

Returning to work

Please see the standard Paternity Policy





This is the FSA's Adoption Leave Policy as at April 2010. The policy is owned by the HR Division and has been developed in conjunction with the Staff Consultative Committee.






Dependant’s Leave Policy The FSA understands that once in a while you may need to take time off to care for dependants. So we will allow you a reasonable amount of time off work to deal with certain unexpected or sudden emergencies and to make any necessary longer term arrangements. All employees (male and female), including those on short-term contracts, are entitled to this.

Principles


• You are not entitled to be paid for time off for dependants (please refer to below section on payment), but your manager will consider your request for reasonable time off.


• As soon as practical, tell your line manager the reason for your absence and how long you expect to be away from work.

• Keep your manager informed of any changes that may affect your dependant’s leave arrangements.

• Raise a Dependant’s Leave Absence record via Employee Self-service on Chrysalis.

Summary of the time off to care for dependants policy

You can take time off:

• if a dependant falls ill, or has been injured or assaulted;

• when a dependant is having a baby;

• to make longer term care arrangements for a dependant who is ill or injured;

• to deal with a death of a dependant;

• to deal with an unexpected disruption or breakdown of care arrangements for a dependant; or

• to deal with an unexpected incident involving your child during school hours.

The illness or injury need not be serious or life-threatening, and includes both mental and physical illness.


Where a dependant needs to be cared for because of an illness or injury, you can take time off work to arrange alternative longer term care arrangements.

On a bereavement of a dependant, you can take time off to make funeral arrangements, as well as to attend a funeral. If the funeral is overseas, then your line manager must agree a length of absence which is reasonable in these circumstances.

There may be times when both parents want, or need to take time off work. We would want to adopt a common-sense approach depending on the circumstances of the situation. If you need time off for emergencies that are not covered by this policy, you must agree it with your line manager.

Definition of a dependant

A dependant is your husband, wife, partner, civil partner, child or parent. It also includes someone who lives in the same household as you. It does not include tenants or boarders living in the family home, or someone who lives in the household as an employee.

In cases of illness, injury or where care arrangements break down, a dependant may also be someone who reasonably relies on you for assistance. This may be where you are the primary carer or are the only person who can help in an emergency.

Amount of time off

The amount of time off will vary with the differing circumstances of an emergency. For most cases, one or two days should be enough to deal with the problem. If you know in advance that you are going to need time off, you should ask for annual leave in the usual way. Or, if the reason you need leave relates to your child, you may be entitled to take Parental Leave.

Notice

As soon as practical, you need to tell your line manager the reason for your absence and how long you expect to be away from work. It is not necessary to give the notice in writing. There may be exceptional circumstances where you return to work before it was possible to contact your line manager, but you should still tell them why you were absent when you return.

Payment during time off

You are not entitled to be paid for time off for dependants. However, the FSA may exercise its discretion and grant paid time off. Where applicable, your line manager will discuss the matter with the HR Helpline. Payment will depend on individual circumstances and/or hardship.



Grievance and discipline

If you think that you have been unreasonably refused time off, or treated detrimentally for taking it, please follow the Grievance Procedure.

If the FSA thinks that an employee is abusing the right to time off it will be dealt with in line with the Disciplinary Procedure.




This is the FSA's Dependant’s Leave Policy as at April 2009.



If you have any questions on how the policy applies contact the HR Helpline on extension 67070.





Maternity Policy

Statement of intent and purpose

The FSA’s maternity policy incorporates statutory requirements on maternity rights and in some areas offers more generous provisions than required by law, so we can support our employees who take maternity leave.

Principles


We will:

• give you paid time off during working hours to receive antenatal care;

• ask the Occupational Health Adviser (OHA) to contact you to arrange a risk assessment to ensure your working conditions are suitable;

• when returning from Ordinary Maternity Leave (OML) you will be entitled where possible to return to the same job on the same terms and conditions as if you had not been absent;

• when returning from Additional Maternity Leave (AML) we will endeavour to return you to the same job on the same terms and conditions unless this is not reasonably practicable, in which case you will be entitled to be offered suitable and appropriate alternative work; and

• we will give you enhanced maternity pay or a ‘return to work’ bonus.


You must:

• comply with the eligibility and all notification requirements detailed in this policy.

• make a flexible working request in good time if you want to vary your working pattern when you return to work;

• give the relevant notice as stated in your contract if you decide not to return to work; and

• repay in full any additional maternity payments, e.g. return to work bonus, if you decide not to return to work or if you leave within three months of your return.


Summary of the maternity policy

Time off for antenatal care

You are entitled to take reasonable paid time off during your normal working hours to receive antenatal care, irrespective of length of service. Antenatal care includes appointments with your GP, hospital clinics and any other appointments (for example relaxation classes) made on the advice of a registered medical practitioner, doctor, nurse, midwife or health visitor. You should give your line manager as much notice as possible of the times when you will be absent from work. Your manager may ask you to produce your appointment card before permission is granted for time off. If you work flexi-time, your absence will be credited to your flex hours.

Ordinary maternity leave

You are entitled to a 26-week period of ordinary maternity leave irrespective of your length of service or the number of hours you work each week.

Additional maternity leave

You will be entitled to additional maternity leave irrespective of your length of service or the number of hours you work each week. This entitles you to a further 26 weeks leave following your ordinary maternity leave.

Starting maternity leave

You can start your maternity leave at any time from the start of the 11th week before your Expected Week of Confinement (EWC) i.e. the beginning of the week in which your baby is due. The only exceptions to this are:

• If you are absent for a pregnancy-related reason at any time after the start of the fourth week before your child is due. In this case, your maternity leave will start on the day after your first day of absence.

• If your child is born before you intended to start your maternity leave. In this case your maternity leave starts on the day after your child is born. You must – as soon as reasonably practical – notify us that you have given birth and the date your baby was born.

Notification requirements

At least 15 weeks before your EWC write to the HR Helpline to tell them:

• that you are pregnant;

• the date on which you want your maternity leave to start; and

• the week in which your child is expected to be born.


You can change your mind about when you want to start your leave by letting your line manager and the HR Helpline know (in writing) at least 28 days before the revised date. You may only give shorter notice if it has not been reasonably practicable for you to comply with this timeframe.

If you have not already done so, you should make sure that you also enclose your signed form MAT B1. HR Transactions will acknowledge they have received your notification within 28 days and will confirm the start date of your maternity leave and the end of additional maternity leave.

If you fail to do the above you may lose your rights to maternity leave, Statutory Maternity Pay (SMP) and any additional maternity related payments.

Health and safety

HR Transactions will advise the Occupational Health Adviser (OHA) that you are pregnant. The OHA will then contact you to arrange a suitable time for a risk assessment. Once completed, a report will be sent to your line manager and the HR Helpline which may recommend that your working conditions are altered or that you are offered another more suitable job for the duration of your pregnancy. If neither of these options is possible, we reserve the right to send you home on full pay until you are no longer at risk.

You may need a further risk assessment if you decide to work after the start of the fourth week before your child is due. You cannot work at any time during the two-week period immediately after the date of childbirth. This is a compulsory maternity leave period when working is prohibited.

Returning from maternity leave

If you return to work at the end of your full maternity leave period you do not need to notify us in advance of the date of your return. Unless you notify us otherwise (see below), the date on which you return to work will be:

• the first working day after the end of your 52 weeks’ ordinary and additional maternity leave; or

• if you wish to return to work before the end of your maternity leave period, you must give your line manager at least eight weeks’ advance notice. If you fail to do so, your return to work may be postponed to a date that will ensure that the notice period is served.

The job that you will be entitled to return to will be as follows:

• Returning after OML – where possible, you will be entitled to return to the same job on same terms and conditions as if you had not been absent.


• Returning after AML – where possible, you will be entitled to return to the same job on same terms and conditions unless this is not reasonably practicable, in which case you will be entitled to be offered suitable and appropriate alternative work.

Flexible working

If you wish to vary your working pattern on return from maternity leave, you have the right (subject to the requirements of the Flexible Working policy) to request a flexible working pattern, as explained in that policy. You might wish to mention to your line manager before you go on maternity leave that you are interested in applying to work flexibly on your return. Bear in mind that you may need to attend meetings at the office so that your request can be properly considered. If you want the changes to take effect on your return from maternity leave, you should make your application in good time before your return.

Postponement of return to work

If you are too ill to return to work at the end of your maternity leave period, the sickness absence procedures will apply.

Statutory maternity pay (SMP)

To qualify for SMP you must:

• have at least 26 weeks' service by the end of the 15th week before your EWC;

• have average weekly earnings of not less than the lower earnings limit for the payment of National Insurance Contributions (NIC);

• still be pregnant at the 11th week before your EWC or have given birth before that date

• have stopped working wholly or partly because of pregnancy;

• have given the FSA proper notice of maternity absence

• (see below);

• have provided evidence of your EWC (your MAT B1 form); and

• take maternity leave.

You will get SMP whether or not you intend to return to work and you do not have to pay it back if you do not return to work for any reason. SMP is payable for a maximum of 39 weeks and is only payable if you are absent from work on maternity leave. The exact amount of the SMP that you are entitled to receive depends on your earnings and the amount of maternity leave you take. But as a general rule, you can expect to receive:


• higher rate SMP for the first six weeks (equal to 90 per cent of your average earnings in the qualifying period. The qualifying period is the eight-week period immediately preceding the 14th week before your EWC); and

• lower rate SMP for up to 33 weeks after that – see the HMRC website for current SMP rates.

Our Payroll section will give you details of your individual entitlement. SMP will be paid into your bank account on the same date that your adjusted salary would have been payable and will be subject to deductions for tax and national insurance in the usual way. If you do not qualify for SMP you may be entitled to claim state Maternity Allowance. The HR Helpline will give you information on how to make a claim.

As well as SMP, you may be entitled to enhanced pay – see the section FSA payments in addition to statutory maternity pay (SMP)

Benefits and your contract of employment

If you are on maternity leave (i.e. ordinary and/or additional), and providing you have given the required notice as detailed above, you will be entitled to the following.

• All the benefits which you were receiving immediately before you began your maternity leave (as set out in your most recent Confirmation Statement) will continue except remuneration.

• Holiday entitlement will continue to accrue. Where possible, you should use up your holiday entitlement before you start maternity leave. Any outstanding holiday for the year which you cannot take before maternity leave starts should be taken within 12 months of your return to work. (You will not normally be paid in lieu of untaken holiday.)

• We will continue to pay contributions to the FSA Pension Plan on your behalf for as long as you are being paid SMP.

For both statutory and contractual purposes, continuity of employment is not broken by ordinary or additional maternity leave. The period of maternity leave counts for calculating continuous employment for statutory and contractual purposes, except for membership of the FSA Pension Plan (subject to the provisions below).

Your employment with the FSA will continue during ordinary and additional maternity leave. During this period you will not, of course, be required to work nor will the FSA be required to provide you with work. If you decide not to return to work after maternity leave, you must give the relevant notice as stated in your Contract of Employment. If you fail to give notice and fail to return to work at the end of your relevant period of leave (without informing the FSA of a genuine reason



for absence, such as sickness), you will be treated as having resigned from the FSA. Your employment and contract will come to an end as a result of your resignation. Failure to return to work means you will not qualify for the return to work arrangements described below and you will be required to repay any enhanced maternity payments made to you during your maternity leave period (i.e. what you have been paid, minus SMP).

FSA payments in addition to statutory maternity pay (SMP)

Following a review of the FSA’s maternity pay in August 2009, we have made a further enhancement to this provision. The FSA will enhance your maternity pay in the following ways:

For those employees with an Expected Week of Childbirth before 1 October 2009, your maternity pay will be enhanced to 100% pay for the first 6 weeks of your maternity leave.

For those employees with an Expected Week of Childbirth on or after 1 October 2009, the first 12 weeks of maternity leave, your maternity pay will be enhanced to 100% pay.

Return to work bonus

If you return to work with the FSA after a period of maternity leave (whether ordinary or additional leave), you will be entitled to receive a return to work bonus. The bonus will be either six weeks’ pensionable salary (at the rate payable when your maternity leave started) or £3,300, whichever is the greater. The return to work bonus will be subject to deductions for tax and NIC.

You may elect to receive your return to work bonus at any time up to three complete calendar months after your return to work. If you stop working for the FSA within three months of returning to work, having received your return to work bonus, you will be required to repay the full amount. You can choose how and when you would like to receive your return to work bonus as follows:

• To be paid between weeks 13 to 24 of your maternity leave. This is in addition to SMP entitlement (weeks 1-39);

• To be paid between weeks 40 to 51 of your maternity leave. SMP is not paid during this period;

• A lump sum at any point during your maternity leave; or

• In the fourth month’s salary payment after your return to work.

Prior to commencing your maternity leave, you will receive a maternity bonus form from HR Transactions, allowing you to select one of the above options for receiving your payment.


In addition, if you return to work after a period of additional maternity leave and work continuously for the FSA for 12 calendar months (apart from authorised holiday or sickness absence), the FSA will ensure that:

• your pensionable service for the purposes of the FSA Pension Plan is treated as continuous service (i.e. that it includes the full period of additional maternity absence and not just the 26 week ordinary maternity leave); and

• a special employer contribution is made to the FSA Pension Plan on your behalf. This will cover the full period of additional maternity absence at the contribution rate when your maternity leave began.

If you are unable to return to work following maternity leave due to sickness the above pension provisions will not be made until you have returned to work for a period of 12 continuous months.

‘Keeping in touch’ days (KIT)

To support occasional training, or help keep in touch without losing SMP, the government has introduced 'Keeping in Touch' (KIT) days during maternity leave. These KIT days allow the FSA and you to make reasonable contact occasionally during a maternity period. In addition, if you are on maternity leave you can still work for us for ten days by mutual agreement without losing SMP. An example of a KIT day could be to attend a divisional away-day, training or refresher courses. It should not be used to introduce friends and colleagues to new family members. Important points to note include the following:

• You can come into the office for one hour or a whole day. This will still be a KIT day.

• The decision to undertake a KIT day must be made by agreement between you and the FSA.

• The KIT day will not bring your maternity leave to an end.

• We have no right to demand that you undertake any such KIT work and you cannot insist that you undertake such work.

• You will be paid at your normal daily rate for each KIT day worked, without losing SMP.

For example, if you are absent from work on maternity leave from Monday 21 May 2009 for 39 weeks and return to work for two days a month in September, October, November, December and finally January you would not lose any SMP.


Sharing additional maternity leave

Where both parents are employed by FSA, you may choose to share the period of up to 26 weeks additional maternity leave between you. You should discuss this with your line manager as early as possible, but at least three months before the father wishes to begin a period of leave.




This is the FSA's Maternity Policy as at April 2010.


The policy is not contractual and is subject to change at the discretion of the FSA – we will publish any changes on the intranet.

If you have any questions on how the policy applies, please contact the HR Helpline on extension 67070.




Parental Leave Policy The FSA’s parental leave policy incorporates statutory requirements on parental leave rights and offers more generous provisions than required by law, so we can support our employees who take parental leave.

Principles


• While the law states that you can take up to 13 weeks unpaid leave per child and a maximum of four weeks parental leave per year, we will normally allow you to take 13 weeks in one calendar year.

• The FSA can postpone the leave for up to six months where the business would be particularly disrupted if the leave were taken at the time requested.


• You must give your line manager 21 days’ notice, by raising an Unpaid Parental Leave request on Employee Self-service on Chrysalis, of your intention to take parental leave.

• You must be eligible to take parental leave (see eligibility criteria below).

Summary of the parental leave policy

Parental leave is the right to take time off work to look after a child or make arrangements for your child’s welfare. This leave is unpaid.

Eligibility

You are eligible to take parental leave if you have a child under the age of five, or the child is disabled and under 18, or you have adopted a child within the last five years (until the fifth anniversary of the adoption or until the child's 18th birthday, whichever occurs sooner) and you have completed one year’s qualifying service with the FSA by the time you want to take the leave. It can be taken by both mothers and fathers.

Length of leave

A total of 13 weeks leave may be taken for each child or 18 weeks for each child in the case of a child with a disability (for the purposes of parental leave, a child with a disability is one who receives disability living allowance).


If you work part-time, your entitlement will be pro-rated.

You will be able to take parental leave in short or long blocks depending on what has been agreed with your line management.

Parental leave is for each child, so if twins are born both parents will get 13 weeks leave for each child.

Taking parental leave

You can choose to take parental leave any time:

• up until the child’s fifth birthday;

• for five years after the child is first placed with the family for adoption (or until the child’s 18th birthday if that comes sooner); or

• in the case of a child with a disability, up until the child’s 18th birthday.

Returning from parental leave

If you take up to four weeks' parental leave, you have the right as far as possible to return to your previous job. If you take more than four weeks, or where parental leave follows maternity leave, you are entitled to return to the same job, or, if that is not reasonably practicable, another suitable and appropriate job with comparable salary, conditions and status.

Pay and benefits

Parental leave is unpaid so you will receive no salary or 'flex' account during the period of your leave. If the period of your leave is one month or less, your benefits will continue. If you take more than one month's leave you will have no entitlement to either core or flexible benefits for the period of leave after the first month, with the following exceptions:

• core life assurance (2x salary); and

• death in service benefits associated with being a member of the FSA pension scheme i.e. dependants' pension (if applicable).

Procedures for taking parental leave

Leave must be taken in blocks or multiples of one week, except in the case of children with disabilities, where leave can be taken in blocks or multiples of one day. In all other cases, part weeks taken will normally be counted as full weeks.

• You must give 21 days’ notice, Unpaid Parental Leave request on Employee Self-service on Chrysalis, to your line manager.

• The FSA can postpone the leave (see below).


• Leave cannot be postponed when you give notice to take it immediately after the time the child is born or is placed with the family for adoption.

• The FSA may ask you to confirm that you are the parent or the person who is legally responsible for the child. Any such request will be reasonable and we will not check on your entitlement on every occasion on which leave is asked for.

Postponement of parental leave

If your line manager considers that your absence would unduly disrupt the business, or in other appropriate circumstances then the FSA can postpone the leave for up to six months. Your line manager will discuss the matter with you and confirm the postponement arrangements in writing no later than seven days after your notice to take leave. This will state the reason for the postponement and set out the new dates of parental leave. The length of the leave will be equivalent to your original request.

When you apply to take parental leave immediately after the birth or adoption of a child then the FSA cannot postpone the leave. You need to give 21 days’ notice before the beginning of the expected week of childbirth (expectant mothers will be able to provide this information). In the case of adoption, you will need to give 21 days’ notice of the expected week of placement. In rare cases where this is not possible, an adoptive parent should give the notice as soon as is reasonably practicable.


This policy covers all employees of the FSA.


This is the FSA's Parental Leave Policy as at April 2009. The policy is owned by the HR Division and has been developed in conjunction with the Staff Consultative Committee.


If you have any questions on how the policy applies, contact the HR Helpline on extension 67070.


This policy does not form part of your contract of employment. .


Paternity Leave Policy The FSA’s paternity leave policy incorporates statutory requirements on paternity rights and, in a number of areas, offers more generous provisions than required by law so we can support our employees who take paternity leave.

Principles


• In addition to Statutory Paternity Pay (SPP) we will provide you with up to two weeks’ paid paternity leave - at 100% of salary for two weeks paternity leave.

• Holiday entitlement will continue to accrue for the period of paternity leave.

• We will continue to pay contributions to the FSA Pension Plan.


• You should raise a Paternity Leave request via Employee Self-service on Chrysalis. You must meet the criteria for leave at least 15 weeks before the expected week of childbirth.

• You should inform the HR Helpline when the baby was born as soon as reasonably practicable after the birth.

Summary of the paternity leave policy

Eligibility for paternity leave

You need to satisfy the following conditions to qualify for paternity leave. You must:


• have or expect to have responsibility for the child’s upbringing; and

• be the biological father of the child or the mother's husband, partner or civil partner (a person who lives with the mother in a family relationship but is not a blood relative); and

• have worked continuously for FSA for 26 weeks by the end of the 15th week before the expected week of childbirth; and

• you have, or expect to have, responsibility for the child’s upbringing.

You will need to complete the Paternity Leave request via Employee Self-service on Chrysalis, as evidence that you meet these eligibility criteria.


Length of paternity leave

You will be entitled to take one week or two consecutive weeks’ paternity leave (not odd days or two separate weeks). You can choose to start your leave on any day of the week:

• from the date of the child’s birth;

• from a chosen number of days or weeks after the date of the child’s birth; or

• from a chosen date which falls after the first day of the expected week of childbirth.

Leave must be completed:

• within 56 days of the actual date of birth of the child; or

• if the child is born early, within the period from the actual date of birth up to 56 days after the expected week of birth.

You will be entitled to only one period of leave irrespective of whether more than one child is born as the result of the same pregnancy.

Paternity pay

During your paternity leave, you may be entitled to receive Statutory Paternity Pay (SPP). To qualify you must have average weekly earnings at or above the lower earnings limit for National Insurance (£90 for 2008/09). – see the HMRC website for current SPP rates.

In addition to SPP the FSA will pay you 100% salary for the full two week period, or 100% salary if you opt to take only one week's paternity leave. Please see below for details of what you need to do to claim paternity pay.

SPP will be paid into your bank account on the same date that your adjusted salary would have been payable. It will be subject to deductions for tax and national insurance contributions in the normal way.

SPP cannot be paid for more than two weeks and cannot be paid for any SPP week in which you work for the FSA, or for any SPP week in which you are sick and entitled to statutory sick pay.

In the case of a multiple birth, entitlement to SPP is exactly the same as if there were one baby.

Notification requirements before starting leave

At least 15 weeks before the baby is due, you should raise a Paternity Leave request via Employee Self-service on Chrysalis, giving notice of the following:

• the week the baby is due;



• whether you wish to take one or two weeks’ leave; and

• when you wish your leave to start (see above – Length of paternity leave).

If you wish to claim SPP, you will also need to complete the request on Employee Self-service on Chrysalis:

You must provide notice for SPP and your Paternity Leave request at least 28 days before you want your SPP to start. You should also inform the HR Helpline in writing when your baby was born as soon as is reasonably practicable after the birth.

If you intend to take parental leave immediately after or before your paternity leave, we suggest that you give notice of this at the same time that you give notice for paternity leave, but at least 21 days before you intend your parental leave to start.

You will be able to change your mind about the date you want your leave to start providing you inform your line manager and the HR Helpline. Ideally, this should be at least 28 days in advance (see below), but if this is not possible you must give notice as soon as is reasonably practicable.

Change in leave date and early/late birth

You cannot take paternity leave or be paid SPP before the birth of your baby. If your baby is not born by the date you specified, you can change the date or choose to take leave from the actual date of birth or a specified number of days after the birth. You must confirm in writing when you change your mind about your leave dates.

If your baby is born before it is due you may not have given notice of your intention to claim paternity leave and/or SPP. In this instance you should confirm in writing as soon as is reasonably practicable.

Benefits and your contract of employment

During your paternity leave you will continue to be entitled to all benefits which you were receiving immediately before you began your paternity leave (as set out in your most recent Confirmation Statement) with the exception of remuneration.

Holiday entitlement will continue to accrue. We will continue to pay contributions to the FSA Pension Plan on your behalf for the period of paternity leave.

During this period you will not be required to work nor will the FSA be required to provide you with work.

Returning to work

You will be entitled to return to the same job following paternity leave. If you cannot return to work at the end of your paternity leave because of illness, the sickness absence procedures will apply.




Ownership and, updates and query management

This is the FSA's Paternity Policy as at April 2010.


It is not contractual and is subject to change at the discretion of the FSA – any changes will be published on the intranet. Any questions on the application of the policy should be directed to the HR Helpline on extension 67070.




5 Health, Safety & Security

Driving at Work Policy The FSA is committed to ensuring the health & safety of its employees whilst at work. This policy sets out the requirements and guidance for those individuals who:

• Use hire cars on behalf of the FSA;

• Claim mileage for use of private vehicles for FSA business purposes; or

• Drive on behalf of the FSA, i.e. chauffeurs.

Principles


The FSA will:

• Ensure adequate risk assessments are carried out on those groups who drive for a significant portion of their role.

• Ensure all chauffeurs have access to suitable driver training if required.

• Will provide suitable alternative transport or accommodation if travel or working day exceeds 12 hours, in the event of unforeseen circumstances. This will be via Hillgate Travels 24 hour service, phone.0207 462 8280.


• All employees driving on behalf of the FSA must have a current valid full driver’s licence that enables them to drive in the UK.

• All drivers need to observe normal rules of the road as set out in the Highway Code.

• You should not use handheld mobiles or any other handheld communication devices whilst driving.

• No employee should ever drive if they are over the legal drink driving limit.

• The use of illegal drugs is prohibited. If using over the counter medicines and prescription medicines please ensure you check with either your GP or pharmacist about whether it is safe for you to be driving.

• Employees hiring cars on behalf of the FSA must adhere to the terms and conditions set out by the hire car company (currently Arval).


• All private vehicles must be road worthy and have a current MOT if applicable.

• All private vehicles must have adequate insurance for business use in the name of the employee driving the vehicle and sign a self declaration on the expenses form when driving for business purposes.

• All drivers of private vehicles must provide any of the above named documentation to the FSA if requested.

Summary of the process

Guidance for employees driving for work:

• All employees should allow a suitable amount of time for the journey distance proposed.

• It is recommended employees take adequate rest breaks from driving and ensure this is planned into the journey route.

• All employees should stop driving immediately if they are noticing signs of fatigue.

• The maximum time an employee should drive for is 9 hours in any working day and should not drive and work in excess of 12 hours in any given day or 24-hour period.

• If a minibus is used, the employee must have additional training in driving a mini bus and provide adequate documentation.

Useful links:

Travel and Transport website

Expenses website


This policy does not apply to commuting, unless the employee is travelling from their home to a location which is not their usual place of work.

This policy covers all individuals for the FSA at all levels and grades, including Directors, Heads of Departments, Managers, Technical Specialists, Senior Advisors, Associates, Administrators, Secretaries, Graduates, homeworkers, part-time and fixed term employees and agency staff (collectively referred to as employees in this policy).


http://connectplus/services/travel%20&%20transport/Travel%20safety.html

http://connectplus/services/Staff%20Expenses/


The policy is owned by the HR Division and has been developed through consultation with the FSA's Staff Consultative Committee and the Health & Safety Adviser.




This policy does not form part of your contract of employment, with the exception of FSA Chauffeurs who have additional contractual clauses and working practices in place.


Eye Test Policy

Principles


The Display Screen Equipment (DSE) Regulations 1992 (Amended 2002) relate to the correct use of DSE. We place the highest priority on observing the measures set out in the regulations and will do the following:

• Train users in the use of their workstation.

• Check that DSE users’ desks, chairs and working environment provide the best working conditions that are reasonably achievable. Special requirements must be supported by a letter from a doctor or specialist adviser, which we will pass for consideration to our Medical Adviser.

• Contribute towards the cost of eye tests and eye care. The FSA will contribute up to £20 annually towards the cost of this test carried out by a qualified optometrist. If the test reveals that glasses/contact lenses are needed for VDU work, the FSA will contribute up to a further £60 towards the costs of glasses/contact lenses.


• Take responsibility for arranging regular/annual eye tests.

• Obtain the relevant receipt and written evidence.

Summary of the eye test policy

To claim for an eye test only – you must complete a staff expenses claim form (see “Forms” on Connect+) and attach the receipt from the optometrist showing the value of the test. We will reimburse up to £20.

If you also wish to claim up to £60 towards glasses/contact lenses, your optician must provide a written statement to confirm the glasses/contact lenses are required for VDU use. We will not be able to reimburse where the statement only confirms general use.

You should forward the completed expenses form, with receipts and VDU statements, to the Accounts Payable team to make payment. Please note you do not need line manager approval for eye care claims.




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This is the FSA’s Eye Test Policy as at April 2009.

The policy is owned by the HR Division and has been developed in conjunction with the Staff Consultative Committee and the Health & Safety Adviser.

The policy is not contractual and is subject to change at our discretion – any changes will be published on the intranet.






Health and Safety Policy Detailed information on health and safety matters is contained in the FSA Health and Safety Manual, which is available for reference from the Health and Safety Adviser.


• The Chairman, Chief Executive and Managing Directors wish to pursue a policy to promote health and safety at work and seek the cooperation of all employees for that purpose.

• We will provide working conditions that comply with the relevant statutory requirements and officially approved codes of practice that are designed to ensure good standards of health and safety.

• Line management is responsible for implementing and maintaining this policy throughout the organisation, and will ensure that health and safety considerations are given priority in planning and day-to-day supervision of work.

In so far as it is reasonably practicable we will ensure that:

• the working environment is safe, there is no risk to your health and that adequate provision is made with regard to the facilities and arrangements for your welfare at work;

• we will work with the landlord of shared tenancy buildings to ensure they met their duty of care to all statutory obligations and requirements;

• we provide adequate resources to ensure that proper provision can be made for health and safety;

• risk assessments of equipment, premises, procedures and processes are carried out and periodically reviewed;

• we provide and maintain systems of work that are safe and without risk to health;

• arrangements for use, handling, storage and transport of articles and substances for use at work are safe and without risks to health;

• we provide you with such information, instruction, training and supervision as is necessary to secure your health and safety at work and the safety of others who may be affected by your actions;

• the provision and maintenance of all plant, machinery and equipment is safe and without risk to health

• the place of work is safe and there is safe access to and exit from the workplace;

• monitoring activities are undertaken to maintain agreed standards.


• the health and safety policy will be reviewed at least once a year and will be amended and updated as necessary – you will be notified in writing of such changes.


• Take reasonable care for the health and safety of yourself and others who may be affected by your acts or omissions. Cooperate with us in fulfilling our statutory duties.

• Read and comply with all relevant rules and procedures regarding safe working.

• Do not interfere with or misuse anything provided in the interest of health and safety.

Summary of the health and safety policy

Accidents at work – accident reporting

All accidents, injuries and cases of ill-health caused by, or affecting, your work must be reported without delay. If you are injured, no matter how slight your injury may appear, you must always report it to your line manager, ensure that you are seen by a first-aider and that the details of your accident or injury are recorded using the first-aid incident form on Connect+. All dangerous occurrences and 'near miss' incidents should also be reported in the same way.

You must not work if you have taken medication or any other substance that could adversely affect your ability to operate equipment or work safely.

If you see a situation in which a potential accident could occur, or where an injury could be sustained by anyone in the building, you should report it immediately to the Facilities Helpdesk (ext. 69696).

You must report any damage to FSA or contractors’ property to the Facilities Helpdesk (ext. 69696).

You must read and comply with all notices, instructions, hazard and warning signs provided for your information.

First aid provision

A number of employees are qualified to give first aid and they retain first aid boxes at their work stations. A list of first-aiders, together with their locations, is available on Connect.


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Reporting of Injuries, Diseases & Dangerous Occurrences Regulations 1995 (RIDDOR)

We have a policy statement on chronic infectious illness which reflects the FSA’s policy of providing a safe and healthy workplace for all employees. Further information on the policy and RIDDOR are available from the Health and Safety Adviser.

Emergency procedures

Fire – general

As far as is reasonably practicable, we will take steps to minimise the risk of fire. Selected employees will be appointed as Fire Marshals. They will be given training in basic fire prevention measures, use of fire equipment and evacuation procedures.

Our fire evacuation practices are in accordance with our legal requirements.

You are required to observe the following. Failure to do so could lead to disciplinary action, possibly including dismissal.

• Corridors, stairways, steps and other escape routes must be kept free from obstructions (such as rubbish bags, deliveries, wrappings, equipment, etc) that block the escape and/or obscure alarm equipment, extinguishers or signs indicating fire exits.

• Fire doors must never be propped open (with extinguishers or wedges of any kind). Access doors linked to the fire alarm system will fail to secure (open) in the event of a fire alarm actuation.

• Any faults with lighting or other equipment should be reported to the Facilities Helpdesk on: 020 7066 9696. Any concerns you may have about fire hazards should also be addressed to the Facilities Helpdesk, so that appropriate measures can be taken to eliminate the problem.

In the event of fire

In the event of fire, you should do the following.

• Raise the alarm.

• Follow the specific building instructions in respect of evacuation and listen to instructions from your Fire Marshal.

• Attempts to extinguish the fire should only be made if it is safe to do so.

• Assemble at the designated fire assembly point.

• Do not run, use lifts or stop to collect personal belongings.

• Do not re-enter the building until instructed that it is safe to do so.


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Bomb alerts

It is not possible to be prescriptive about what to do in the event of a bomb warning, but the following general rules should be observed.

• Do exactly what you are told by the emergency services, either directly or through the FSA Services Management Team or FSA employees.

• Do whatever is necessary and sensible to reduce the risk of injury, i.e. if there is a known bomb threat and you have not been told to evacuate the building, retire to the safest area within your building. This will normally be a building core area, away from the risk of broken/flying glass.

• If you are in the building out of normal working hours and an incident takes place (either directly affecting the building or in the close vicinity) the most senior person present must take responsibility for notifying the FSA management of the situation through the security desk.

• If you are in the vicinity of an incident away from the office and your whereabouts or safety may be uncertain, please telephone your line management.

• The safety of staff and visitors is always paramount. Never jeopardise personal safety in the interest of safeguarding property or information.

• If the building is seriously damaged as a result of a major incident, which occurs outside normal office hours or at a time when you are not present in the building, you should not return to the building until you have received instructions from the FSA.

• If a major incident such as a terrorist incident has affected the building, you should contact the Freephone Incident Information Line on: 0500 078780. It will give you an update on the incident and provide advice on any action you may need to take. This number can be accessed at any time and you will not be charged for the call.

Manual handling

When handling loads manually, you must use the methods that are indicated by the FSA to reduce the risk of injury. All staff involved in manual handling will receive appropriate training.

Working Time (Amendment) Regulations 2001

The Regulations relate to limits on working hours and entitlements to rests. We want to ensure that we comply with them and will:

• monitor working hours and keep records of these;

• provide free health assessments for night workers and keep records of these.


• We may require you to keep a record of your working time and rests to assist the monitoring process. Please see Hours of Work for further information.

Secondees, visitors and contractors

We have a responsibility under the Health and Safety at Work Act (1974) to ensure that people who are not employees of the FSA are not exposed to risks to their health and safety while working for the FSA or visiting our premises.


This policy covers all employees. This also applies to consultants, contractors, temporary workers and those seconded to the FSA.


This is the FSA's Health and Safety Policy as at April 2010.

The policy is owned by the HR Division and has been developed in conjunction with the Staff Consultative Committee and the Health & Safety Adviser.





Detailed information on health and safety matters is contained in the Health and Safety Manual, which is available for reference from the Health and Safety Adviser.



Safety when Visiting External Organisations Policy

Principles


• We will manage any safety in line with the following principles:

• We see the safety of employees on visits to external organisations as paramount and will take all reasonable steps to minimise genuine risks.

• Work with you to identify risks and mitigate the risk where possible.

• Provide guidance on how to minimise risk via this policy.


• For the vast majority of visits, safety is not an issue, but the purpose of this policy is to provide a list of sensible precautions that you should take if you are undertaking a visit where safety is, or may be, an issue.

• Work with the FSA to identify where safety may be an issue.

Summary of the safety when visiting external organisations policy

Identifying situations where safety may be an issue

The following questions may be indicators of potential risk situations:

• Is the area that you are visiting potentially unsafe?

• Are you visiting the firm to discuss a difficult matter/investigate an issue?

• Does the firm have any known history or is there any knowledge of 'unacceptable or intimidating behaviour' towards colleagues?

• Does the organisation that you are visiting have unconventional premises?

If the answer to any of these questions is 'yes', you should consider some or all of the additional precautions listed below.

Precautions to take in advance of the visit

The key to safety is good planning. You need to try and consider all eventualities and ensure that you have researched your travel plans prior to any site visits.


Dressing down when attending visits

Where you are visiting a potentially unsafe area, or an area not normally associated with business dress, you may choose to dress down if this would make you less conspicuous. However, where there is a possibility that the firm themselves may not relax their dress code you may want to confirm prior to the meeting that casual dress is acceptable. It may be better to carry your laptop in a different style of bag to avoid drawing attention to it.

Use of Taxis and Hire Cars

The FSA’s policy on taxis and hire cars is that they should only be used where it is cost effective to do so. However, it is acceptable for this policy to be over-ruled where safety is an issue. Where possible, this should be approved in advance with your line manager.

Number of Team Members on Visits

If you are attending a visit on your own and you have identified that it may be a risk situation, it may be a sensible precaution to take a colleague along with you. You must however, discuss the way forward with your line manager.

Personal Safety Awareness

If the nature of your role means that you are exposed to situations where you may be at risk, a training course given by the Suzy Lamplugh Trust (a national charity for personal safety) may help. Please let your line manager know if you are interested. If there is sufficient interest then training will be arranged.

Alarms

If you wish to have an alarm then we recommend alarms that have been researched and approved by the Suzy Lamplugh Trust. They can be obtained directly from the Suzy Lamplugh Trust at the cost of £9.00 (cheques made payable to SLT Training and Resources Limited or by credit card on 020 8392 1839). If your line manager agrees that you need an alarm, the cost can be claimed back from expenses (it should be costed to your own cost code, not centrally). We urge that these be carried on all visits where safety may be an issue.

Mobile Phones

It is advisable for all employees who are visiting an external organisation to ensure they have a mobile phone which is fully charged. You should also ensure that members of staff at your normal location have your number, as it is imperative that all staff out on visits are contactable at all times for safety reasons. If you do not have


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a mobile telephone, or you do not wish to use your personal phone for business purposes, speak to your line manager about borrowing one from the phone pool for specific visits.

We believe that any violence or threat of violence used against any of our staff is unacceptable, in whatever form it takes and regardless of the motivation for it (if any). This includes any aggressive behaviour, which leads to stress or intimidation for an employee, or any form of physical violence.

Research the area that you are visiting

You should ensure that you research your visit beforehand. Maps of areas can be obtained from either www.multimap.com or www.streetmap.co.uk, www.theaa.co.uk also provide some useful road maps and directions.

Make sure someone knows where you are

If you are visiting an external organisation you should make sure that a colleague or a family member knows where you are, which organisation you are visiting, who is your contact within the organisation and what time you are due to return. If colleagues live alone you may wish to consider setting up a 'buddy' system to ensure that they arrive home safely following a visit.

If an incident does occur

Dealing with a hostile situation

If you think you are in danger you should try to minimise the chance of confrontation. Advice on how to do this is available from the Suzy Lamplugh Trust but some basic advice is that you should:

• Stay calm, speak gently, slowly and clearly and be aware of the tone of your voice.

• Appear calm and confident, keep a relaxed posture and avoid an aggressive stance.

• Do not be enticed into an argument and listen to the individual.

• Keep your distance.

• If you think you are in danger – leave.

Reporting the incident

Any physical assault, no matter how minor should be reported to the Police in the area concerned. All situations where behaviour exceeds normally acceptable limits must be reported to your line manager and this will be reported using the standard


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accident / incident reporting procedures. You should report the incident even if you think it seems fairly trivial to you. Not to do so could put others at risk.

The information that is collected will be analysed to identify any trends. If potential risks are identified in particular areas or at particular firms then further action will be taken to ensure that these risks are minimised.

Sources of further advice

Risk of Harm Framework

Health and Safety Officer

www.suzylamplugh.org




This is the FSA's Safety When Visiting External Organisations Policy as at April 2009.

The policy is owned by the Corporate Security & Resilience Department and has been developed in conjunction with the FSA's Staff Consultative Committee.






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Security Policy This policy explains the various security arrangements we currently have in place at the FSA and related monitoring. At the end of the policy there is a brief reminder about the monitoring associated with the Flexitime scheme swipe system.

Principles


• A high priority placed on security, both of the people who work here and our property (including information that we hold).


• Understand your responsibilities and contribution to the security of the FSA and its people.

• Cooperate with the security team where required to do so.

Summary of the security procedure

Building security

Security ID pass

You will be issued with a security ID pass containing your photograph. You must wear and display your pass at all times when inside the building and present it to security staff on request.

Your security pass must not be loaned or given to others (whether FSA staff or not).

If you lose your pass you must report the matter immediately to the Security Control Room on extension 63838 (manned 24hrs a day, 365 days a year). Security passes are the property of the FSA and must be returned at the end of your employment or engagement.

Security control

FSA premises are protected by specialist security guards and a range of electronic measures. The buildings are equipped with an Automatic Access Control System to control access to the building and specific facilities throughout.

Your security ID pass enables you to enter and leave FSA premises ; a key fob is used for Edinburgh . If you need to enter a secure area in connection with your work, or if you are a member of the fitness centre, you gain access by using your pass. We


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conduct routine audits of the access log, both for security reasons and to determine occupancy rates of 25TNC from time to time. We may also run a check of the log in other circumstances, including, but not limited to:

• an emergency situation where there is a need to check who may be in the building;

• where we have reasonable belief that there has been, or there is about to be, a breach of security.

• where we reasonably believe a criminal offence has been or may be committed;

• where we reasonably believe a member of staff is in breach of their contract or another of our rules (for example, in relation to working hour’s obligations), or is otherwise abusing our trust.

As a result of a routine audit or a spot check, we may decide to further investigate an individual's record of card swipes. Such investigation may include cross-references to other logs of information, such as the Flexitime swipe log.

Visitors

Reception must be notified of all visitors in advance. On arrival, all visitors should report to ground floor reception.. Procedures for notification and booking conference facilities are set out in the services A – Z guide on the Intranet.

Visitors will be provided with a visitor's badge for identification purposes and will be required to wear and display their badges at all times. They will not be permitted on office floors unless accompanied at all times by a member of staff. The host is immediately responsible for ensuring that security and safety are maintained. Visitors must be accompanied by their hosts throughout their visit.

CCTV

FSA premises are protected by CCTV cameras. These are stationed at various points, including access and egress points, secure areas of the building and certain storage and/or emergency areas. The cameras are visible. Their positions have been determined by the need to maintain security of the building, its staff and visitors and property.

Footage from the cameras is monitored regularly around the clock to ensure that we are alerted to any suspicious or dangerous activity, including possible breaches of security or the commission of an offence.

Right to search

We reserve the right to search you and any of your property held on FSA premises at any time if there are reasonable grounds to believe that:


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• you are guilty of any breach of the FSA's rules and regulations;

• the search will result in the finding of evidence of regulatory breaches; or

• the search will result in the finding of evidence of criminal activity.

Any search will be conducted by a member of security, with your consent, in the presence of an agreed witness. Where a personal search is necessary, this will be carried out by a person of the same sex as the person being searched. The personal search may involve you being invited to empty your pockets, bags, etc. No physical contact will be made. Searches will be carried out courteously, sensitively and discreetly. An individual has the right to be searched in a private room.

You may refuse to permit the search and there is no disciplinary sanction for this. However, as the reasons we ask to search you may amount to misconduct, we may invoke the Disciplinary Procedure and inferences may be drawn from your refusal to be searched.

We may at anytime invite the police to search, with or without a warrant, FSA premises and/or people present on FSA premises who are suspected of criminal or other illegal activity. If you refuse to permit the search to take place, your refusal may be treated as gross misconduct and action taken in accordance with the Disciplinary Procedure.

Photography on FSA our premises

There are many departments in the FSA who work with sensitive commercial information. Photography within FSA premises is a potential risk to the security of this information.

Where there is commercial photography or filming inside our premises, the photographer will need authority from the Press Office. Photographers must always be hosted and escorted into the building and must have a specific brief as to what they can and cannot photograph. Security must be notified in advance of any commercial photography within FSA premises.

If you or one of your visitors wish to take photographs inside our premises for personal reasons, this is generally restricted to public areas such as reception. If you wish to take photographs inside office areas, you must seek permission from the Corporate Security and Resilience Department, who will not generally object, but will make certain you are aware that you are restricted from photographing documents, security devices, computers and data rooms.

Flexitime – swipe system

Our Flexitime scheme requires participants to swipe in and out on the floor on which they work, using the Flexitime swipe machines. Swiping results in an automatic log of your identity and the time of swiping. These logs are routinely reviewed both to


administer and audit the Flexitime scheme. The logs may also be subject to random checking, including cross-checking with the security system time-logs, in circumstances such as (but not limited to):

• auditing overtime claims by cross-checking records to ensure there are no claims under both the Flexitime and overtime rules for the same time period;

• where we reasonably believe a member of staff is in breach of their contract or another of our rules (for example, in relation to working hours obligations), or is otherwise abusing our trust;

• where we reasonably believe a criminal offence has been or may be committed;

• where we have a reasonable belief that there has been, or there is about to be, a breach of security.

Failure to comply with the rules in this policy may lead to disciplinary action being taken against you, including dismissal.

Please note that this policy does not form part of your Contract of Employment. It will be reviewed, updated and amended from time to time and it is important that you familiarise yourself with any changes.

Contractual information (start)

Document security

At the close of business each day, all papers and laptops should be locked away. During the working day, papers should not be left unattended in a way that makes it easy for unauthorised persons to read or take copies.

Only sufficient copies of papers should be made for the needs of filing and appropriate distribution. Lost confidential papers should be reported to your line manager immediately. All confidential papers must be disposed of in the confidential waste system.

Security of computers

You must not attempt to access computer systems or the data held on them unless you have been given the necessary authority. As a general rule, you must not give your password to anyone else unless you believe someone has a legitimate reason to


need it. If you do give your password to anyone, you must change your password as soon as practical afterwards, by using the change password option, or by contacting the IS Helpdesk.

Misuse of the computer system(s) and the data held on them, which causes or could cause embarrassment, loss or inconvenience to the FSA, its regulated firms or any other organisation about which we hold or are able to access information, will be regarded as a disciplinary offence, which could result in dismissal.

Please refer to the Disciplinary Procedure for further information.

Security over the telephone/fax machine

You are reminded that there is no guarantee of security over the telephone network. All telephone conversations should be conducted with this in mind.

Caution must be exercised when transmitting confidential and sensitive data by fax to ensure that confidentiality is maintained by all parties.

Security vetting

FSA employees undergo a pre-employment check, which incorporates all elements of the government Baseline Personnel Security Standard checks. This means that FSA staff can have access to certain grades of government information without further screening. However, for constant and regular access to the more highly classified material that we receive, Cabinet Office policy requires individuals to be security cleared in line with national security vetting standards.

The FSA’s policy is to undertake national security vetting on a role need basis. If you are recruited into a job that requires you to be security cleared, your appointment will be conditional upon the appropriate level of clearance being granted and maintained. This applies whether the recruitment is internal or external.

If the nature of the role in which you are currently working changes, or if the security requirements placed on the role change, your manager will discuss the implications with you after consultation with your HR Business Partner.

Personal and FSA property

You are responsible for ensuring that any of the FSA’s property in your possession is properly safeguarded and kept secure at all times. Any loss should be immediately reported to the Security Control Room.

We do not accept responsibility for loss of, or damage to, private property (including cash). You should ensure that personal property, especially handbags, are not left unattended and are locked away. Any missing article should be reported immediately to the Security Control Room on ext 63838.


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On leaving the FSA’s employment, you must ensure that you return all equipment and other items belonging to the FSA.

Contractual information (end)

Please report any photography inside our premises that you are suspicious of or that you believe has not been approved.


This policy covers all permanent and fixed-term employees.


This is our security policy as at April 2009.

The policy is owned by the Corporate Security & Resilience Department and has been developed in conjunction with the Staff Consultative Committee.




This policy does not form part of your contract of employment, unless otherwise stated.



Travel Health Policy

Principles


The aim of this policy is to minimise risks, as far as is reasonably practicable, to the health of staff who undertake business travel, and to minimise the impact of travel-related ill-health.

The FSA will ensure that all employees who travel on business are:

• adequately prepared for their journey;

• fit to undertake that journey;

• briefed with journey specific travel health advice and receive necessary vaccinations.


• Take the precautions as set out below.

Summary of the travel health policy

Fitness to travel

Prior to undertaking any short-term overseas business travel, you are encouraged to undergo a health assessment with the Occupational Health Adviser (OHA) to ensure your fitness to travel:

• The initial assessment will be in the form of a health questionnaire.

• Should any health issues be disclosed, it may be necessary for you to be assessed further either by your GP or a medical advisor appointed by the FSA.

• Should you be considered unfit to travel, your line manager will be notified in writing by the OHA. This notification will not disclose the reason you are unfit to travel.

• Journeys to destinations of high risk (as determined by the TRAVAX database that is accessible by the OHA) may need to be delayed to ensure you are fully protected by recommended and/or compulsory vaccines.


Pre-travel preparation – role of the OHA

Specialist travel health advice is available from the on-site OHA, who can be contacted on extension 63900. The OHA will provide pre-travel advice and details of the necessary vaccinations.

If you undertake business travel, you are encouraged to make an appointment with the OHA (through the HR Helpline) four to six weeks before departure to allow sufficient time to ensure adequate protection.

In addition to assessing your fitness to travel, the OHA will provide:

• advice on the management of any pre-existing health conditions that may be adversely affected by international business travel;

• journey specific and any other necessary travel health education and information using the TRAVAX database;

• referral to a BUPA Health Centre for travel vaccinations as appropriate to risk by destination;

• emergency response traveller’s first-aid kit according to risk by destination

• sterile medical equipment pack as required according to risk by destination

• advice on the risks of malaria and its prevention, and malaria tablets for those travelling to malarious areas.

Anyone who requests Mefloquine will be required to complete a checklist and be seen by a medical practitioner.

At the end of the consultation you will be asked to sign a declaration stating that, to the best of your knowledge, you have received the appropriate travel health advice, immunisation(s) and/or malaria prevention medication appropriate to the country/countries you are visiting.

If you refuse the recommended immunisation, the OHA will inform your line manager and the Health and Safety Officer, who will consider the health and safety implications. This is to ensure that, as an employer, FSA we fulfil our duty of care to you and that, as an employee, you are not in breach of health and safety legislation. This could include a decision that you do not travel on business to the high risk area.

Post travel assessment

If you have concerns about your health following a period of overseas business travel, you should contact your GP.

A post-travel health assessment should be carried out in the following circumstances.

• If you experience any travel-related medical condition while abroad.


• If you have a chronic disease or medical condition.

• If you experience a fever, diarrhoea, vomiting, jaundice, urinary disorders, skin or genital infections in the weeks following your return from travel.

• Following a long stay abroad (i.e. three months or more)

• If you fall ill following your return to the UK.

A medical assessment may include an appointment with the OHA, completion of a post-travel health assessment questionnaire, or an appointment with a physician.

Staff travelling to low-risk areas

If you are travelling to Western or Central Europe, North America, Australia or New Zealand, you need only contact the OHA if:

• you have specific concerns regarding your trip;

• you intend to hire a car and drive abroad, in which case you should carry a first-aid kit with you, which is available from the OHA;

• you fall ill on your return.

• You should also ensure, through your GP, that your British Vaccination Schedule is up to date.


The policy applies primarily if you are travelling to 'high risk' areas (i.e. areas other than Western and Central Europe, North America, Australia and New Zealand).


This is the FSA's Travel Health Policy as at April 2009.








6 Joining the FSA

Employment References The FSA will provide employment references when asked and the purpose of this policy is to explain the FSA’s approach to providing employment references for employees and former employees.

IMPORTANT NOTE:

Only the HR Division is authorised to provide employment references for existing or ex-employees of the FSA.

It is a condition of your employment that you do not give employment or character references, whether in the FSA’s name or otherwise, for existing or ex-employees.

See the Employee Guidance pages for information on Confirmation of Employment letters for existing employees (e.g. for visa applications), financial references, etc.

Principles


We will provide employment references for existing or ex-employees in accordance with the following principles:

• The information we provide will take account of the duty of care we owe to both you and the recipient of the reference (usually a prospective employer).

• We will only provide employment references if you have given us written permission to do so.

• We will agree the wording of any employment references with you if you are dismissed or leave through a compromise agreement.

• All employment references will be issued by the HR Division – line managers and colleagues do not have the authority to provide employment references.

• We will comply with the specific referencing requirements of regulatory bodies where different rules, guidelines and timescales apply for certain types of job.

• We will not provide employment references if you left the organisation more than ten years ago – this is because we no longer hold any records relating to your employment.


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• We expect you to give the FSA written permission to provide an employment reference if you want us to do so.

Summary of our employment references procedure

The FSA’s employment references procedure is summarised below:

• If we receive a request for an employment reference while you are still in our employment, we will ask you for written permission to provide the reference.

• If you want us to provide employment references once you have left our employment, we will need your written permission to do so. The resignation form will include a section that asks if you wish us to provide employment references for you.

• All references provided by the HR Division will follow a ‘standard’ format. This means all employment references will:

o be in writing

o provide factual information such as:

o dates of employment with the FSA ;

o latest position held, e.g. associate;

o latest division worked in.

• Provide high-level information about levels of performance, honesty, integrity, attendance and timekeeping.

o We will not:

o provide verbal references;

o provide testimonials or open references (e.g. To Whom It May Concern);

o refer to any legal action or intended action by an employee or former employee including Employment Tribunal action against the FSA (unless we are required to by law).

Frequently asked questions

I am a line manager and have received a request to provide a written employment reference for a current/former employee. Can I provide one?

No. HR Transactions own the employment reference process and no other person in the FSA has permission to provide an employment reference for any current or former employee. You need to forward the employment reference request to the HR Helpline and they will make sure it is dealt with appropriately.


http://connectplus/career/documents/Resignation%20form.doc



I am a line manager and a company has phoned me to ask for a verbal employment reference for a current/former employee. Can I talk to them about the individual?

No. The FSA does not provide verbal employment references. Ask the company to forward a written employment reference request to HR Transactions in the HR Division. HR Transactions own the employment reference process and no other person in the FSA has permission to provide an employment reference for any current or former employee.

I have been asked to provide an employment reference for a current/former colleague. Can I do so?

No. HR Transactions own the employment reference process and no other person in the FSA has permission to provide written or verbal references for any current or former employee. If the request is in writing, you need to forward it to the HR Helpline and they will deal with the request. If somebody has called you for a reference, ask them to forward a written employment reference request to HR Transactions in the HR Division.




This is the FSA’s Employment References Policy as at October 2009.








Recruitment Policy We believe the FSA’s success depends on having the right people in the right jobs within the organisation.

The purpose of the FSA’s Recruitment Policy is to provide a framework to ensure we recruit, retain and develop the best person for each job.

Principles


We will manage any recruitment in line with the following key principles.

• We will treat applicants fairly and, where necessary, we will vary our selection processes to accommodate the needs of disabled applicants.

• We will recruit people who not only have the right skills and behaviours for the job, but who also have a strong commitment to the FSA and our aims.

• We will train our recruiters and use selection processes that are fair, consistent and objective.

• We will provide successful applicants with the training, coaching and development they need to do their job.

• We will encourage employees to develop their careers within the FSA; however, promotions will only take place following an open advertising process.

• We recognise the diverse community in which we operate and encourage applications for jobs from applicants irrespective of race, disability, gender, gender reassignment, pregnancy and maternity, religion or belief, marriage or civil partnership, sexual orientation or age (protected characteristics for the purposes of the Equality Act 2010) (or any other factor that is irrelevant to the job).

• We will not tolerate any form of discrimination in the workplace.

• There may be managed moves, as described in this policy, whereby we may not advertise a specific role.


We expect employees to:

• apply for jobs using the FSA’s recruitment process;

• declare any performance improvement or disciplinary warnings to the recruiting manager;


• inform your line manager if you are applying for an internal vacancy.

Summary of the recruitment policy

• Where possible, vacancies will be openly advertised using the FSA's online recruitment system, unless there is a good business reason for not doing so.

• Applications will be submitted for jobs using the FSA's online recruitment system.

• Shortlisting will take place against the essential and desirable criteria for the job, and interviews will take place using a range of competency based and technical questions.

• The assessment process will be tailored to the requirements of the vacancy and will comprise one or more of a range of exercises, e.g. interview(s), role play, in-tray exercise, presentation, tests, etc.

• The job will be offered to the best person for that job, taking into account the essential and desirable criteria for the role.

• All applicants will be informed of the outcome of their application in a timely manner

• Applicants must meet the FSA’s standard for referencing and vetting, including, but not limited to, the right to work in the UK, satisfactory credit checks, employment references, criminal record checks and, where necessary, HMG Security Clearance.

Internal moves

Please note that if you are on the Supervisory Enhancement Programme, some elements of this section may vary.

Employees are encouraged to develop their careers within the FSA and discuss internal moves with their line manager, preferably through Talent Management discussions.

Before you apply for another job, you must have:

• informed your line manager;

• successfully completed your probationary period;

• have been in your current role for a minimum period of 12 months – this may differ for supervision areas where the expectation may be two years (for further details please see the Supervisory Enhancement Programme tenure policy); and

• told the recruiting manager if you have a live performance improvement plan or disciplinary warning.


• During the recruitment process:

• If you are invited to the final stage of the recruitment process, before attending, you must:

• provide the recruiting manager with a copy of your last appraisal and;

• inform the recruiting manager if you have a live performance improvement plan or disciplinary warning

• Following the recruitment process:

If you are successful:

• you will be expected to remain in your new role for a minimum period of 12 months.

• If you are unsuccessful:

• you will receive feedback as to why;

• you are encouraged to discuss the feedback with your current line manager and address any development points.

Transfers to new jobs will normally take place within four weeks of offer (plus any leave that has been agreed during this period), unless the line managers of the respective areas agree otherwise. When agreeing a transfer date, line managers will need to take existing and new priorities into account.

Connect a friend policy

You can receive an incentive payment for introducing candidates for permanent or fixed term contract positions in excess of 12 months. Please see the Connect a Friend Policy for conditions.

Internal secondments

From time to time, short-term opportunities arise, which can be offered up as internal secondments to employees within the FSA. These short-term opportunities arise for a number of reasons, e.g. to provide cover for maternity leave, long-term sickness, external secondments, or to support a department through a peak in workloads.

Internal secondments provide a short-term opportunity for employees to further develop the skills, knowledge and behaviours valued by the organisation.

Your current line manager must agree that you can go back to your original job when the secondment finishes. If it is not possible to return to your original job (e.g. due to a restructure), you will return to a similar job on terms, that will be no less favourable than the job that you left.


http://connectplus/career/Recruitment/Connect%20a%20friend/

http://connectplus/career/Recruitment/Connect%20a%20friend/

Re-employment

Former employees whose previous employment with the FSA proved satisfactory may be re-employed, subject to the normal recruitment process.

Circumstances where jobs might not be advertised

• There will be occasions when jobs are filled without advertising the vacancy. This will generally only happen in the following circumstances:

• Where speed of movement is the primary consideration.

• Where a managed or ‘directed’ move is a key element in someone’s career development or will help the FSA spread new ideas and practices across the organisation.

• Where the skills and behaviours required for the new job are confined to very few individuals within the FSA.

• Where employees at risk of redundancy need to be redeployed directly into a job.

• Where divisions reorganise and one or more of the above points apply.


This policy covers all employees who have successfully completed their probationary period.


This is the FSA's Recruitment Policy as at October 2010.








Probation Policy The FSA believe it is important to have a probationary period because it gives the employee the opportunity to understand what is required of them in the job and an opportunity to demonstrate that they are able to apply the technical and behavioural skills and attendance levels required.

The probationary period also provides an opportunity for the FSA to provide the training and coaching required in the job, and for the line manager and the employee to discuss progress in the job. In this way, the employee can ascertain whether this is the right job for them, and the FSA can ascertain whether the employee is right for the job.

If there are any problems with performance, behaviour or attendance during the probationary period, the line manager will talk to the employee and identify ways of providing support to address any problems.

The purpose of this policy is to provide a framework for managing probationary periods in a fair and consistent way.

Principles


During your probationary period you can expect your line manager to do as follows:

• Make you aware of the standards required of you.

• Let you know how your performance will be measured.

• Provide training and support to help you meet the standards required.

• Review your progress against the standards required.

• Meet with you to discuss your progress and agree any additional support that is needed to help you meet the standards required.

• Make you aware of the consequences of not meeting the standards.


We expect you to do as follows:

• Talk to your line manager if you are unclear about the standards expected of you.

• Let your line manager know at an early stage if you are struggling to perform to the standards required of your job – they will then be able to provide the help you need.


• Apply any training, coaching or other support provided to help you in your job – and ask if you need additional help.

• Take personal responsibility for undertaking your job to a satisfactory standard.

Summary of our probation policy

• Line managers will provide the induction required for the role.

• You will have objectives that explain what is required in the role and how you will be measured.

• Your line manager will meet with you during your probationary period to discuss progress in the job, where you are meeting or exceeding the requirements of the role and where you need further development.

• Appropriate training, coaching or development will be put in place.

• Any issues or problems will be managed in accordance with the appropriate FSA policy.

• You will be told the status of your probationary period e.g. is it completed to our satisfaction, is an extension required, or are we considering ending your employment.

Dealing with problems during the probationary period

Absence due to sickness

All sickness should be managed in line with the FSA’s Sickness Absence Policy.

If you are absent for a significant part of your probation due to sickness and there’s an underlying medical condition, which is likely to be covered by the Disability Discrimination Act or because of pregnancy, line managers can get help from Occupational Health through the HR Helpline.

Underperformance

Underperformance during the probationary period may indicate a mismatch in the skills of the new employee and the needs of the role. It is important that everyone is clear on the standards of performance expected of them, but this is particularly important for new employees. Line managers must regularly monitor the performance of new employees to identify and address problems quickly.

If, during your probationary period, your level of performance does not meet the standards required for the job you are doing, your line manager will talk to you in accordance with the requirements of the Performance Management Procedure.

Misconduct



We expect employees to comply with reasonable instructions, the terms of their contract of employment and the FSA’s conduct, policy, security and compliance standards.

Cases of misconduct should be managed in line with the FSA’s Disciplinary Procedure. Line managers should speak to the HR Helpline if they need any advice or guidance.

What to do at the end of the probationary period

At the end of the probationary period (which is stated in your contract), the line manager needs to decide whether:

• you meet the required standards and your employment is to be confirmed;

• they need more time to assess you and want to extend the probationary period; or

• you have not met the standards set and they want to end your employment.

Confirm employment

The line manager will receive an automated request to confirm whether an employee’s employment should be confirmed. The line manager should complete and return the confirmation form as per the instructions, following which the employee will receive an email confirming the successful completion of their probationary period.

Extend the probationary period

Generally, the probationary period provides enough time to assess an employee’s performance and behaviour, and should only be extended in exceptional circumstances. If an improvement in performance or behaviour is still required, or the line manager wants to make sure any improvement can be maintained, it may be appropriate to extend the probationary period.

Line managers may also want to extend the probationary period, if the employee has had a large amount of time off sick during this period or their time-keeping or attendance has been a problem.

Timescales for extensions will vary according to the individual case; however, a one month extension should be generally provide sufficient time for review. It is unlikely that any probation would need to be extended by more than three months – line managers should contact the HR Helpline for advice if this is the case.

If the probationary period is extended, the line manager must clearly outline what the employee needs to do to meet the required standard.




End employment

Ending an employee’s employment either during or at the end of their probationary period is regarded as a dismissal and the FSA’s Dismissal Procedure must be followed.

Who is covered by this Policy?

This policy covers all FSA employees who are in their probationary period. This is stated in your contract:


Job Title Probationary Period

Head of Department, Manager & Associate: Six months

Administrator/Secretary: Three months

Job Title Length of contract Probationary Period

Head of Department, Manager & Associate

Less than 1 year One month

One year and over Three months

Administrator/Secretary: Less than 1 year One month

One year and over One month



This is the FSA’s Probationary Policy as at August 2010.







This policy does not form part of your contract of employment. Your contractual probationary period is stated in your contract of employment.


Tenure Periods for Supervisory Managers As part of the FSA’s drive for continuous enhancement of its supervision of firms, we operate a presumption of minimum and maximum tenure periods for employees at Manager level working in the Relationship Managed Supervisory Divisions (currently Wholesale Firms, Major Retail Groups and Retail Firms).

The purpose of the FSA's Tenure Policy is to provide a framework to ensure that key personnel responsible for the management of relationships with firms:

• Have sufficient familiarity with the business and personnel of the firm to ensure appropriate supervision at all times

• Do not provide others with the opportunity to form erroneous perceptions of over-familiarity with the firm.

Principles


We will manage the tenure requirements in a way that:

• Takes account of operational requirements

• Does not unreasonably restrict opportunities for promotion.


We expect affected employees normally to:

• remain in post for at least 2 years after being appointed to manage the relationship with a particular firm

• move to another role after a maximum of 5 years managing the relationship with a particular firm

• discuss with line management the appropriateness of applying for promotion opportunities that occur within the first 2 years in the post

• have their Director’s permission to apply for other roles, including promotion opportunities, that occur within the first 2 years in post

• be ineligible to apply for career leave or secondment opportunities during the first 2 years in post

Summary of the tenure process

• tenure requirements will be included in advertisements for appropriate roles


• tenure will be monitored under the FPMI reporting process

• the tenure period will start on the day the appointment is taken up

• probation and induction training will count towards tenure periods for new recruits

• continuous periods of absence of more than 3 months will not count towards tenure calculation but will be added to time actually at work to calculate minimum and maximum periods

• Line managers will consider whether it is appropriate to continue an absentee’s allocation to the firm or whether to allocate to a new role on return from absence

• Line managers and affected employees will discuss the arrangements for moving to another role at least 3 months before the 5 year period expires

• Employees who have completed the maximum period of 5 years managing the relationship with a particular firm will not be able to return to that role for at least 2 years


This policy covers all staff at Manager job level working in the relationship managed supervisory Divisions (Wholesale Firms, Major Retail Groups and Retail Firms Divisions).


This is the FSA's Tenure Policy as at April 2009.








Relocation Policy

This policy sets out the FSA’s provisions for financial assistance for relocation. At the discretion of the Divisional Director, this assistance may be given to newly appointed employees at Associate level and above whom, as a direct result of accepting a position with the FSA incurs expenses in relocating their home nearer to the FSA location. This assistance may also be given to current employees who are moving to/from the Edinburgh and London offices. This policy is for employees who relocate on a permanent basis or a fixed-term of a period that the FSA considers sufficiently substantial on a case by case basis (usually 2 years or more). Secondees are not covered by this policy as separate expenses arrangements are in place through the Secondment Team.

Relocation assistance will be judged on a case-by-case basis by considering the employee's individual situation and the business needs of the FSA. The FSA therefore retains discretion to allow or not allow relocation assistance, or to tailor the extent of any relocation assistance to suit the particular circumstances of each case. However, the FSA will always act fairly and in a non-discriminatory manner.

Principles

What you can expect from the FSA • When we offer you a role, we will agree any financial assistance that might apply

in respect of your relocation. This will be confirmed in writing.

• The Divisional Director, in conjunction with the relevant Recruitment contact, will consider the facts of the case before communicating their decision in respect of any relocation assistance.

• Reasonable relocation assistance will only be provided to newly appointed employees, or employees transferring between the FSA’s London and Edinburgh offices, following written agreement by the Divisional Director.

• Payment will be made through the Staff Expenses Process, supported by receipts and authorised by the appropriate level of manager as set out in the Expenses Policy.

• Any agreed relocation assistance is a contribution to the cost of relocation only and is not intended to meet fully all costs associated with relocation, although it may do so in some circumstances.


What the FSA expects from you • You will not pay for or commit to any relocation expenses until the FSA’s

relocation assistance has been confirmed in writing.

• You will provide the FSA with original receipts and invoices from all relocation expenses, in line with HM Revenue & Customs (HMRC) guidance (see below).

• You will only spend the relocation assistance on items authorised by HRMC guidance.

Summary of the Relocation Policy and process and related links

Eligibility At the discretion of the FSA, financial assistance for relocation may be made available to employees at Associate level and above and will be restricted to roles that are considered to be critical roles and/or requiring key skills at that time.

If you are eligible for relocation assistance you will be advised of this by the recruiting manager or the Recruitment Team contact when we offer you the role. This will then be confirmed in writing.

To be eligible for relocation assistance, your main residence at the time of offer must not be within what the FSA consider to be reasonable travelling distance of your new place of work.

Your new permanent residence must be within what the FSA consider to be reasonable daily travelling distance of the new FSA location. We recommend a maximum journey time of 90 minutes each way.

Amount available The exact amount of any relocation assistance will be determined by the Divisional Director (or Managing Director if there is no Divisional Director), in conjunction with the relevant Recruitment contact from the HR Division, and based upon the specific needs of the case. The maximum level of relocation assistance provided by the FSA will be £8,000 (see below for tax details). It will be paid through the Staff Expenses Process, supported by receipts and authorised by the appropriate level of manager (see the Expenses Policy).

This policy provides for a contribution to the cost of relocation only and is not intended to meet fully all costs associated with relocation, although it may do so in some circumstances.

Taxation All offers of relocation assistance are subject to HM Revenue & Customs regulations. You are responsible for any statutory income tax and national insurance


liability incurred as a result of receiving relocation assistance. The first £8,000 is exempt from tax providing that certain conditions are met, including that the new property is your main residence. Relocation costs above £8,000 (as at 2010) are a taxable benefit. The FSA is not responsible for tax advice on these matters so you are responsible for seeking advice and following legal guidelines as exist from time to time.

Relocation must be completed before the end of the tax year (5 April) after the one in which you take up your new position.

The relocation assistance may be spent on, but is not limited too, the following goods or services, as in line with the HMRC guidance:

• transporting your belongings to the new residence;

• domestic goods for the new residence;

• legal fees associated with the selling of your existing home or the buying of a new property; and

• associated travel and subsistence costs.

See HMRC guidance for full details of the goods and services that are covered under the tax exemption threshold and any conditions.

Repayment of relocation assistance You will be offered relocation assistance only if you agree (in advance) to the repayment terms in the event that, within 2 years from the date of payment of relocation expenses, your employment is terminated for reasons of resignation, dismissal for capability or conduct. Those offered relocation assistance will be required to sign an agreement to this effect. Repayment will not, however, be required if the reason for your termination of is redundancy.

The amount payable is reduced proportionally and is as follows:

Period of service (from the date of payment of relocation assistance)

Amount to be repaid (as % of total expenses)

Leaving within 0-6 months 100%



Leaving within 18- 24 months 25%


http://www.hmrc.gov.uk/guidance/relocation.htm

http://www.hmrc.gov.uk/guidance/relocation.htm

In the event that you do not relocate within the required timescales (see Authorisation below), you will be asked to repay all of the relocation assistance given.

Authorisation If you request or are offered financial assistance with relocation, you should obtain the prior written agreement of your Divisional Director (or Managing Director if there is no Divisional Director) before committing to any spend. They will confirm the amount of any relocation assistance that you will receive, following discussions with their contact from the HR Division.

All relocation expenses must be claimed within a timeframe as stated in your offer letter or as otherwise set out by the HMRC.


This policy covers all employees excluding secondees.


This is the FSA's Relocation Policy as at September 2010.

The policy is owned by HR Division and has been developed in conjunction with the FSA's Staff Consultative Committee.

Relocation assistance is discretionary. It is not a contractual entitlement and the FSA reserves the right to withdraw it at any time - any changes will be published on the intranet.





7 Leaving the FSA

Leaving the FSA Policy If you leave the FSA for any reason we will manage your exit in a fair and consistent manner.

The purpose of this policy is to describe the FSA’s arrangements for managing employees who are leaving the organisation.

Principles


• We will process your resignation in an accurate and timely manner

• We will pay you salary and benefits up to your leaving date

• We will pay your final salary and any other monies owing to (subject to any deductions if any) you on pay day of the month that you leave – providing we have received your leaving details before our payroll cut-off

• We will pay your final salary and any other monies owing to you on pay day of the month after you leave if we receive your leaving details after our payroll cut-off in the month that you leave

• We will deduct any monies you owe us from your last salary payment – and where there are insufficient funds available, we will expect you to send us a cheque for the outstanding sum

• We will pursue all lawful means to recover any monies you owe us

• Other than where we may terminate your employment summarily with or without payment in lieu of notice we will give you notice to terminate your employment in line with your contract of employment or statutory requirements – whichever is the greater

• We will pay you in lieu of the balance of any notice owed if we are unable for any reason to give you the notice required by your contract or the law or if we elect to pay you in lieu of notice

• We will provide you with a standard reference providing you have given us written permission to do so

• We will ask you to complete an online exit questionnaire. This questionnaire is anonymous and managed by a third party, and will give you an opportunity to say


what you liked about the FSA, why you are leaving, and what you did not like about the FSA


• Give us notice of your resignation in line with the timescales provided in your contract of employment

• Work your notice period and maintain high standards of work and behaviour during this time

• Provide us with timely and accurate details of holidays and monies owed e.g. sponsored studies, maternity bonus, season ticket loan

• Give us written permission to provide references for you (if you want us to do so)

• Talk to your line manager if you want to leave earlier than the end of your notice period and establish whether the business can accommodate this

• Repay any monies you owe to the FSA in your final salary payment – and where insufficient funds are available, to pay any balance owed by cheque

What you can expect of your line manager

• Listen to your reasons for wanting to leave earlier than the timescales required by your contract of employment, and to make a decision based on business requirements

• Continue to expect high standards of performance and behaviour during your notice period

Summary of our leaving the FSA policy

• Notice is given that the employee will be leaving the FSA

• Employee provides information relating to holidays and monies owed e.g. sponsored studies, maternity bonus, season ticket loan

• Employee agrees earlier leaving date with line manager (where appropriate)

• Revised leaving date is provided to the HR Helpline (where appropriate)

• Resignation is processed by HR Transactions and payment is made

• Employee returns all FSA property on or before the termination date

• References provided to future employers on request




This section up to “re-employment” contains information that forms part of your contract of employment.

Resignation

If you want to leave the FSA you are required to complete an online Resignation Form and forward it to your line manager and the HR Helpline. This eform acts as your letter of resignation, so do not complete it and send it on unless you are certain you want to resign.

Notice periods for permanent employees

The following table shows the notice periods required for employees on permanent contracts:

Job title Employees in their probationary period

Employees who have passed their probationary period

Notice from the FSA

Notice to the FSA

Notice from the FSA

Notice to the FSA

Director 3 months 3 months 6 months 6 months

Head of Department One month One month 3 months 3 months

Manager One month One month 3 months 3 months

Technical specialist One month One month 3 months 3 months

Associate One month One month 3 months 3 months

Administrator/Secretary One week One week N/A N/A

Administrator/Secretary N/A N/A One month One month




Notice periods for employees on fixed term contracts

The following table shows the notice periods required for employees on fixed-term contracts:

Job title & Contract Duration

Employees in their probationary period

Employees who have passed their probationary period

Notice from the FSA

Notice to the FSA

Notice from the FSA

Notice to the FSA

Associate - up to one year One week One week One month One month

Associate - more than one year

One month One month 3 months 3 months

Administrator/Secretary - up to six months

One week One week One week One week

Administrator/Secretary - over six months and up to five years

One week One week One month One month

Summary (i.e. instant) dismissal

The FSA has the right to terminate your employment immediately without an entitlement to notice or compensation if you breach the terms and conditions of your employment, are guilty of conduct that brings or may bring the FSA into disrepute and/or in the case of gross misconduct.

Working your notice period

You will normally be expected to work your full notice period. However, on occasions, following notice either by the FSA or by you, provided we continue to pay you your full contractual salary and benefits until your employment terminates in accordance with your contract of employment, the FSA is entitled during the notice period to:

• exclude you from the premises of the FSA, and any regulated firm or other third party at which you may be working at the relevant time on behalf of the FSA; and/or


• require you to carry out specified duties for the FSA other than your normal duties; and/or

• require you not to communicate in your capacity as an FSA employee with firms or organisations regulated by the FSA, other third parties or FSA employees or officers.

• require you to refrain from attending internal and external meetings, or forums that may present a conflict or are commercially sensitive in nature.

• In addition the FSA is entitled during the notice period to require that you:

• do not have contact with employees or third parties except as authorised by us

• do not to carry out all or part of your duties

• return to us all documents, computer disks and other property belonging to us

The FSA may in certain circumstances invoke our discretionary right to make payment in lieu of notice in relation to all or part of your notice period where you have not worked any notice or have worked some of your notice. Such payments will be at adjusted salary rate and will be subject to Income Tax and National Insurance Contributions.

On leaving the FSA, you may not claim employment or connection with the FSA (other than as a former employee) to any third party.

We may require you to take any accrued untaken holiday which is above statutory minimum holiday during your notice period.


Re-employment

Former employees whose previous employment with the FSA proved satisfactory may be re-employed, subject to the normal recruitment process.




This is the Leaving the FSA Policy as at April 2009.

The policy is owned by the HR Division and has been developed in conjunction with the FSA’s Staff Consultative Committee.

This policy is not contractual except where specified to be contractual.








Redundancy Policy The FSA is committed to ensuring that, if redundancies were to become necessary, they would be kept to a minimum wherever possible. Our priority would be to find alternatives to redundancy.

This policy sets out measures that the FSA would take to avoid redundancies. It also emphasises the importance of consultation with employees as a means of finding alternatives to redundancy.

For occasions when there is no alternative, this policy also sets out compensatory payments and other assistance that would normally be available to you (subject to conditions). (Annex 1).

Principles


• In fulfilling the requirements of its business and maintaining operational efficiency, the FSA aims to minimise and, wherever possible, to avoid redundancies.

• The FSA is an equal opportunities employer and this policy will be operated in accordance with the FSA’s Equality of Opportunity Policy.

• Those at risk of redundancy will be informed of a potential redundancy situation and the reasons for it and will be consulted about ways of avoiding redundancies. The FSA will be open about the selection criteria applied, but will respect your confidentiality by not making public individual profiles against these criteria.

• The FSA is committed to redeployment as a means of minimising redundancies and will, in line with this policy, work with you to try to find appropriate alternative employment within the FSA.

• Where redundancy is confirmed the FSA will normally offer an enhanced compensatory payment and other assistance in accordance with this policy (subject to you signing a compromise agreement).

• The FSA is concerned to minimise the degree of disruption and uncertainty both for FSA’s business and for employees potentially at risk of redundancy. Subject to any time limits imposed by statute or regulation, the FSA reserves the right to complete the process described in this policy within a reasonable time.



• This policy covers all employees whose appointment has been confirmed following a successful probationary period.

Summary of the Redundancy Policy

Measures to minimise redundancies

The FSA will consider taking one or more of the following measures to minimise potential redundancies:

• minimising the use of temporary and agency staff;

• relying upon natural wastage;

• inviting volunteers for redundancy or early retirement;

• restricting external recruitment;

• providing retraining or redeployment at the same or another job level;

• any other means agreed by the parties, which may be appropriate in the circumstances.

The FSA’s operational requirements might mean that it is not always possible to take particular measures or to take the measures in any particular order.

Selection criteria

If a potential redundancy situation arises, in deciding who may be at risk of redundancy, the FSA will consider the balance of skills and experience required to meet its current and future operational requirements and business needs. The selection criteria will be objective and will normally (subject to circumstances) take account of the following factors:

• whether there are volunteers for redundancy;

• the extent to which the skills and experience of the employees who may be affected match the skill set required meet current and future needs;

• the past performance of relevant post holders;

• their length of service;

• their absence history; and

• their disciplinary record.


Consultation: Collective Level

If a potential redundancy situation arises, which could result in 20 or more employees being made redundant within a period of 90 days or less, the FSA is required by law to consult with appropriate representatives and provide relevant information in a timely manner. For these purposes, the FSA regards the SCC as appropriate representatives.

Consultation will begin as soon as reasonably practicable and no later than the dates required by statute which are:

Proposed redundancies at one establishment within a period of 90 days or less

Consultation will commence

100 plus At least 90 days before notice of termination is given.

20 to 99 At least 30 days before notice of termination is given.

To help the consultation process, the FSA will provide information to the SCC. The information provided will include:

• the proposed number and job level of staff who may be affected by redundancy; and

• the measures that will be considered in order to minimise redundancies.

This consultation will cover ways of:

• avoiding the redundancies;

• reducing the numbers of redundancies; and

• mitigating the consequences of any redundancies.

Consultation: Individual Level

If you identified as being “at risk” of redundancy you will be notified individually. No final decision will be made until the FSA has consulted individually with all the employees 'at risk' (which will involve at least one meeting with them).

At any meeting you may be accompanied by a companion.

Individual consultation will usually last for a period of 28 days but the period may be reduced at the FSA’s discretion. Consultation is an opportunity for you to make representations about your selection for potential redundancy and to discuss alternatives to redundancy.


Where an alternative job is available (see below, Redeployment within FSA), you will usually either be offered the alternative job, or given the chance to apply for it. The alternative job may involve a trial period.

Where there is no alternative job, and the redundancy situation still exists after consultation, you will receive written confirmation of your redundancy. This will include the date of the start of your contractual notice period and the date of termination of employment.

There may be circumstances where the FSA does not require you to work out your notice period and will pay an amount in lieu of notice in line with your contract of employment. However, if the FSA requires the notice period to be worked, payment of any compensatory sums and the provision of outplacement facilities will be conditional on you fulfilling your contract of employment unless you and the FSA agree to a modification of the contractual requirements.

Redeployment within the FSA

As part of the consultation process, the FSA will work with you to identify redeployment opportunities for employees at risk of redundancy. The factors which are likely to be taken into account when considering you for any opportunities which may arise within the FSA include:

• the extent to which your skills and experience match those required for other jobs;

• your past performance;

• your flexibility and/or adaptability; and

• whether they have the potential to be retrained and whether this is practicable in the circumstances.

As far as possible, the FSA will take account of your reasonable wishes when considering redeployment opportunities. However, the final decision regarding your placement into an alternative job rests with the FSA.

If you have the necessary basic skills for a suitable redeployment opportunity and/or the potential to acquire those skills through further reasonable training, you will normally be considered for redeployment. Redeployment may also be considered where a different skill set and/or significant retraining may be involved, but this will normally be by mutual agreement between you and the FSA. In all cases the FSA will provide appropriate support to those 'at risk' during the redeployment process.

Whenever an offer of alternative employment is on different terms from the redundant job or the role is substantially different, a trial period will apply. This will be for a minimum of four weeks, but may be extended to a maximum of 12 weeks


(unless extended further by mutual agreement) where retraining is required. During, or at the end of this trial period, you or the FSA may give notice to terminate the contract of employment.

If you decline to accept a reasonable offer of alternative employment, or if you unreasonably give notice to terminate your employment during the trial period you will not be eligible to receive statutory redundancy pay, or any compensatory payments or outplacement assistance.

Appeals

If redundancy is confirmed you may appeal against selection for redundancy by using the following procedure. For the avoidance of doubt, as the individual consultation period is an opportunity for you and the FSA to explore alternatives to redundancy, appeals should not be lodged during this period.

An appeal against selection for redundancy must be made in writing within five working days of written confirmation of redundancy. The appeal should state the main reasons why you should not have been selected for redundancy.

The appeal should be submitted in the first instance to the HR Director who will normally pass the matter to two senior FSA employees, one from your business area and one from the HR Division, both of whom will consider the appeal (which will involve a meeting with you). Both of these representatives should normally have knowledge of the circumstances giving rise to the redundancy, although if possible they will not have had direct involvement in your position to date.

The appeal will normally be heard within 10 working days of receiving the written reasons for appeal. At the appeal, you may be accompanied by a companion. This can be a fellow employee of your choice, who may be a friend, colleague or Staff Consultative Committee representative; please note that the fellow employee should not be a member of the HR Division. Alternatively, you can be accompanied by a full time officer employed by a Trade Union. You may confer with your companion during the course of the meeting, and he/she may address the hearing but may not answer questions on your behalf.

The outcome of the appeal will be given in writing as soon as reasonably practicable after the appeal has been held.

While an appeal is in progress, the contractual period of notice shall continue to run from the original date of notification. Where an appeal is unsuccessful and a redundancy decision is confirmed, employment will terminate on the date specified in the original written notification of redundancy. The consequence of a successful appeal will depend on the precise circumstances of the decision but may include:

• the extent to which their skills and experience match those required for other jobs;


• confirmation of continuation in the employee’s original role; or

• offer of an alternative role

Re-employment

The FSA will not normally re-employ an individual who has been made redundant from the FSA within a 12 month period from the date of termination of employment.

Annex 1: Compensatory payments and pension and benefit rights in the event of redundancy

If no alternative employment is available within the FSA, to help you prepare for future employment FSA will normally provide:

• outplacement services or relevant in-house facilities for an appropriate period; and

• reasonable time-off to seek alternative employment

Compensatory payments

Where an employee is made redundant and the FSA has been unable to offer alternative employment, a compensatory payment (inclusive of any statutory redundancy and FSA enhanced payments) calculated according to the formula below, will normally be granted (subject to you signing a compromise agreement):

When there has been service of: A sum equivalent to the following number of weeks' of an employee’s basic salary at the time of leaving

More than six months and less than two years.

13 weeks.

More than two years. 13 weeks minimum plus (for all service in excess of two years):

two weeks for every complete year of service in excess of two years

0.5 week for every complete year of service over age 40 and under age 45.

1 week for every complete year of service over age 45 and under age 50.

1.5 weeks for every complete year of service over age 50.


• one week's salary is the equivalent of 1/52nd basic annual salary. A week’s pay is that which the employee is entitled to under his or her terms of the contract at the date of calculation. The ‘calculation date’ is the date on which the FSA gives the employee the minimum notice to which he or she is legally entitled.

• all calculations are subject to a maximum payment of the greater of one year's salary or £100,000

• payments are inclusive of any statutory redundancy that may be payable; the total payment, including any monies received during or in lieu of the notice period, may not exceed the amount the individual would have received had they remained in employment to normal retirement date

• the calculation of number of weeks’ salary for more than 2 years’ service will be pro-rated to reflect the actual period of service to the nearest whole month

Compromise agreement

All enhanced compensatory payments, i.e. those in excess of statutory redundancy pay, and outplacement facilities, are subject to you accepting the terms of a compromise agreement. You will need to take independent legal advice before signing it. This is to ensure you understand that by signing such an agreement you waive the right to institute, or continue, with proceedings in an employment tribunal.

The FSA will pay for the reasonable cost of taking such advice on the particular issue of waiving potential claims up to a maximum of £400 plus VAT. It will not cover the costs of taking legal advice on any other issues.

Other benefits

Core and flexible benefits cease on the date of termination of employment. However, you may negotiate with the benefits provider continuing membership on an individual, contributory basis.


This policy covers all employees whose appointment has been confirmed following a successful probationary period.


This is the FSA's Redundancy Policy as at 2009.









Retirement Policy


The FSA’s contractual retirement age for all employees is 65.

This policy describes what you need to do if you want to leave before, at or after the age of 65.


Principles


We will manage your retirement or request to work beyond the age of 65 in line with the following principles:

• We will give you 6 months notice of the options available to you when you reach your 60th birthday

• We will give you at least 6 months notice of the options available to you when you reach your 65th birthday

• We will consider all requests to work beyond the age of 65 on their own merits

• We will process all retirements and extensions to retirement in a timely and accurate manner

What you can expect of your line manager

You can expect your line manager to carefully consider any requests to:

• Work beyond the age of 65, taking into account the views of the employee and the needs of the business.


We expect you to:

• Let us know what option you are taking in a timely manner

• Follow the processes outlined to you in our documentation

• Ask any questions that you have regarding your retirement situation so you make decisions based on the facts available to you


Summary of our retirement policy

Leaving before the age of 65

If you want to leave the FSA before reaching the age of 65, you will need to resign in accordance with the terms of your contract of employment. Further details are provided in the policy entitled Leaving the FSA.

Taking pension benefits while continuing to work for the FSA

If you are a member of the FSA Plan, you are eligible to take your pension benefits from age 60 and carry on working for the FSA. We will contact you 6 months before your 60th birthday to tell you about your options.

Working beyond the age of 65

Employees have the right to request to continue working beyond the age of 65, either on an indefinite basis, for a defined period, or until a specified date.

Our HR Transactions Department will write to you at least six months and no more than 12 months before your 65th birthday and give you details of your right to request to continue working beyond this age.

Process for asking to work beyond the age of 65

If you want to submit a request to continue working beyond the age of 65, you should do so by completing the online eform (Right to Request Working beyond 65). You must make your request more than three months, but not more than six months, before the retirement date notified to you by the FSA.

You should specify whether the request is to continue working indefinitely, for a defined limited period, or until a specified date. The request will be forwarded electronically to the HR Helpline.

Once the request has been received, you will be invited to attend a meeting with your line manager to discuss your request not to retire on the intended date of retirement. The meeting will be held within 28 days of receipt of your request, or as soon as is reasonably practicable after this.

A decision will be made following the meeting, taking into account your representations and the general needs of the business. The outcome of the request will be communicated to you within14 days or as soon as it is reasonably practicable to do so after the meeting.


Appeals

If your line manager does not agree to your request, you will be given the opportunity to appeal.

Appeals should be put in writing to the HR Director within 5 working days of receipt of the decision.

You will be invited to attend an appeal meeting to discuss your request. You will be told the outcome of the appeal in writing within 5 working days or as soon as it is reasonably practicable to do so after the meeting. The FSA's decision at this time will be final.


You are entitled to be accompanied at formal meetings by a companion. This can be a fellow employee of your choice, who may be a friend, colleague or Staff Consultative Committee representative; please note that the fellow employee should not be a member of the HR Division. Alternatively, you can be accompanied by a full time officer employed by a Trade Union. You may confer with your companion during the course of the meeting, and he/she may address the hearing but may not answer questions on your behalf.

You can ask to postpone the meeting or appeal meeting if your chosen companion is unable to attend on the original date and time suggested. The meeting can be postponed until a date that is within five working days from the day after the original meeting was scheduled to take place.). The meeting may be postponed, at your request, for up to five working days if your chosen companion is not available to attend on the date set for the meeting.

You must make all reasonable efforts to attend any grievance meeting. If you fail to do so, we may proceed with the meeting in your absence.

Money Purchase members

Members of the Money Purchase section aged over 50 may, subject to FSA approval, access their benefits before reaching normal retirement age. Approval is unlikely to be given whilst you are in active service but is likely to be granted once you have resigned from the FSA. . (From April 2010 you will not be able to take your pension benefits before age 55. This results from legislative change).

Planning for retirement

The FSA offers support to eligible employees as follows.


Pre retirement training

The FSA offers pre-retirement training at no cost to the employee. You will be informed of the details once your intended date of retirement has been confirmed.

Retirement party

The FSA will contribute £500 towards a retirement party if you have had 10 years service with the FSA and are taking your pension benefit immediately following your departure from the FSA.


This policy covers all employees who are members of the FSA’s Pension Plan.


This is the FSA’s Retirement Policy as at April 2009.


This policy is not contractual and is subject to change at the discretion of the FSA – any changes will be published on the intranet.






8 Pay, Reward & Benefits

Expenses Policy Please note you should read this policy in conjunction with FSA Travel policy. This Expenses policy is compulsory and you should take special note of the requirement to get authorisation if you deviate from it.

Principles


We will manage any expenses in line with the following key principles:

• all reasonable expenses you incur while on FSA business will be reimbursed; and

• the most cost effective option of travel has been chosen.


You must:

• ensure costs are reasonable; and

• book travel through FSA approved agent(s).

• confirm on the Staff Expense form (by ticking the relevant box) that Pre-Authorisation has been obtained to book travel or hotel costs.

Summary of the expenses policy


All reasonable expenses you incur while on FSA business will be reimbursed. However, it should be stressed that it is your responsibility to ensure that costs are reasonable. We reserve the right not to pay back your expenses where you have not complied with the Expenses Policy. Any attempt knowingly or falsely to claim expenses in breach of the Expenses Policy will result in disciplinary action.

Expenses that may be claimed and the procedures for claims, authorisation and reimbursement are set out here.


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Approval

In relation to this policy, the following structure will apply to the approval and authorisation of expenses. For:

• an Administrator: Associate or above;

• Associates: Manager or above;

• a Manager: Head of Department or above;

• a Head of Department: Director or above;

• a Director: Managing Director or the CEO, or the Chairman;

• a Managing Director: the CEO, or the Chairman:

• the CEO: the Chairman; and

• the Chairman: Deputy Chair.

In addition, the Chairman's expenses will be subject to an annual review by the Audit Committee.

Authorisation limits

In relation to this policy, expenses can only be authorised within individual's approval limits (also known as the FSA's scheme for the Delegation of Financial Authority).

Shared expenses

Where expenses are paid for a group of employees, the most senior employee should pay and claim the expense. The claim should note the full names of other employees in attendance.

Income tax

In some exceptional circumstances expenses payable under this policy may not satisfy HM Revenue & Custom (HMRC) rules, and hence may be taxable. We may make arrangements to meet the resulting tax liabilities. We reserve full discretion to decide not to make such arrangements in any given case, but will not act unreasonably in exercising this discretion.

Corporate American Express charge card

If you are likely to incur significant expenses on FSA business, you should apply for a corporate charge card.


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You can only use it for reimbursable expenses if they are in the expense categories covered in this policy. Before you commit to any expenses outside this expenses policy, you must consult the Procurement policy, which you will find on Connect.

You should claim business expenses incurred using the card on the expense claim form, supported by receipts, in the normal way.

The card company will send you, the cardholder, a statement each month, showing all the expenses charged in that month. The cardholder will be responsible for paying off the balance on the card each month. We will not reimburse any interest charges incurred as a result of late payment for using the card.

You should only use the card for expenses incurred in carrying out FSA business.

Misuse of corporate charge cards will be subject to disciplinary action.

Travel expenses

The FSA will pay the reasonable costs of necessary travel on FSA business. For this purpose, the following do not count as travel on FSA business:

• travel between home and permanent workplace. For the avoidance of doubt, the FSA will normally only reimburse the excess business travel costs which relate to trips beyond your ordinary commute;

• other travel which is primarily for private purposes; and

• travel which is primarily for business purposes but which is substantially the same as travel between home and the permanent workplace.

You should travel to meetings and between offices by the most cost-effective mode of transport, taking into account journey time as well as monetary cost.

You must state the start and end point of each journey and who you were visiting. This information is necessary for all modes of travel.

The FSA Travel Policy is compulsory and special note should be taken regarding the requirement to obtain authorisation to deviate from it. When booking travel please be conscious of the total costs to the FSA.

It is recognised that there will be exceptional circumstances where it is not possible or practical to book a hotel through our travel and accommodation agent, Hillgate Travel, for example, if arrangements are included within a conference package. When there is a requirement to stay in a designated conference hotel or other circumstances mean that it is not practical to book via Hillgate Travel, if the cost of the hotel is over the pre-authorisation level, Line Manager approval is required. Only in these exceptional circumstances are you not required to book through Hillgate.

The Travel Handbook has been prepared as a guide for travellers and travel arrangers to assist in all areas of travel planning. It outlines the procedure to be followed by


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FSA staff when making business travel arrangements and complements the FSA's Travel Policy. You are advised to read the Handbook before committing to any travel plans.

You should be reasonably flexible in your arrangements and where possible opt for travel options that may be restricted in nature but are cost effective and offer value for money. If you do opt for a restricted fare the restrictions will be explained at the time of booking.

Taxis

You are expected to use public transport or your own vehicles. We regard it as normal practice for you to use the DLR or Jubilee Line to travel to the City or Central London. You may only use taxis where it is cost effective to do so.

Trains

Staff must book through Hillgate Travel and travel by standard class, unless there is a clear business reason to travel business class or first class. Before booking, your manager must specifically approve business or first class travel.

Eurostar and international travel may be booked in business class.

Air Travel

To ensure that the FSA obtains maximum value for money from its travel spend, air transport should only be used when it is the most economical and practicable method of travel.

Flights must, whenever possible, be booked well in advance. All flights, including 'No Frills' such as Easyjet and Ryanair, must be booked through the FSA's travel and accommodation provider, Hillgate Travel.

Preferred Airlines

From time to time the FSA may enter into a preferred airline arrangement with one or more airlines to certain destinations in order to utilise fully its buying power. Preferred airline agreements allow either staff members to have discounted fares or they give a rebate to the FSA at the end of the agreement period dependent on amounts spent. Additionally, the FSA is enrolled onto corporate benefit schemes with some European carriers. When such arrangements are in place for the routes you are travelling, your FSA Travel Consultant will advise you. You are required to consider using a preferred airline so long as it is convenient and economic to do so.

Currently the FSA have preferred airline agreements with:

• British Airways and Virgin, who offer up-front discounts,


• Air France/KLM/Delta who offer an up-front discount on fares for London City to Edinburgh, Dublin and Amsterdam. All London airports to Paris. Heathrow to Amsterdam and all London airports to New York.

Flights within Europe

All journeys within Europe must be booked in Economy Class. If there is a preferred airline arrangement in operation on the route you are flying, the lowest available fare from that airline will be offered by your Consultant, along with two other flight options. Additionally, your Consultant will offer a no-frills 'Budget' carrier if one flies your route. Using such airlines can save considerable amounts of money and must therefore be considered. The rules of the chosen fare will always be given as there may be restrictions regarding changes of flights or routing. You must choose the most economically advantageous convenient option.

Business Class may only be flown if:

• there are no seats available in Economy at the time you need to fly;

• the Business Class ticket is less or the same price as Economy;

• staff (most likely to be Managing Directors or other very senior personnel) with the specific consent of either the Chairman or the Chief Executive Officer, subject to application of a business need criteria.

Flights outside Europe

These may only be booked in Business Class if the flight time is in excess of five hours. Your Consultant will offer the lowest available fare from the preferred airline if applicable, along with a number of standard alternatives. Your Travel Consultant will also offer to investigate alternative airfares such as consolidated (bucket) fares. Such fares are generally restricted in that they carry heavy penalties for changing flights and cancellations etc. When choosing a flight or ticket option you must choose the most economically advantageous convenient option. You are required to make a note of any restrictions in case you need to alter/cancel the flight.

The business justification for allowing Business Class for flights with a flight time of five hours or more is to enable staff to be fit for work on arrival where they have a demanding schedule. Staff may opt to fly Economy Class instead of Business Class if their schedule permits. Staff must not change Business Class tickets for Economy tickets thus enabling them to obtain a personal advantage such as taking family or friends at the FSA's expense.

Exceptions to Flights outside Europe

Where a long-haul flight is being undertaken by the Chairman or Chief Executive Officer, they may, in the following circumstances, elect to fly first class. This exception to the policy on flights outside Europe may be applied where these


individuals are satisfied that the opportunity to sleep during the flight would provide a clear business advantage in relation to the need to undertake meetings or other engagements immediately upon arrival at their destination.

This exception may be extended to other FSA staff (most likely to be Managing Directors or other very senior personnel) with the specific consent of either the Chairman or the Chief Executive Officer, subject to application of the same business need criteria.

Airline Promotions/Loyalty Schemes

Airline promotions, such as free Economy tickets with the purchase of a full Business Class ticket, must be considered as they may reduce the overall travel costs to the FSA. Such promotions should be used for business purposes if possible. Where it is not possible to use such promotions for business purposes, and there are no cost implications for the FSA, such offers may be used for private benefit.

Staff may accrue promotional benefits such as BAMiles or Airmiles for their own personal use. However, the existence of such benefits must not influence staff when choosing an airline.

We will not normally reimburse flights through the expense claim process, but when we do, you must support the claim with a valid boarding card.

• Travel by business class at FSA expense will only be permitted where the flight time is more than five hours.

• All other air travel on FSA business should be by economy class.

Late night travel home from work

We may, in exceptional circumstances, agree to meet the cost of late night travel home from work. Your line manager's specific approval is required and will only be given in the following circumstances (in which case the benefit will be tax-free):

• where you have to work until 9.00pm or later;

• by the time you can go home, either public transport is unavailable or it would be unreasonable to travel alone on public transport at that hour;

• the late working does not follow a regular pattern (for example, every Friday);

• you do not work late on more than 60 occasions in the tax year; and

• the transport is by taxi or similar private road transport.

Motor expenses

You may use your own vehicle while on FSA business. But you must declare on the expense claim form that you have a valid motor insurance policy in place, before you



start your journey, which provides cover for driving on the FSA's business. You may be asked to produce the policy if requested.

Where it is cost effective to make a business journey by car or motor cycle, you may claim a mileage allowance which provides full compensation for the use of your own vehicle (e.g. wear and tear, petrol, insurance etc). The allowance rates are as follows:

Allowance Pence per mile

Managers and above *

Cars - All business miles in tax year 25

Motor Cycles - All business miles in tax year 24

Other staff

Cars - First 10,000 business miles in tax year 40

Cars - Business mileage over 10,000 in tax year 25

Motor Cycles - All business miles in tax year 24

To include ALL staff who receive a Manager's benefits allowance (this includes Technical Specialists) in their flexible benefits package.

You may claim an additional 5p per mile for each passenger carried if they are a fellow employee making the same business trip.

These rates are reviewed annually, and updated in line with the HMRC Authorised Mileage Rates.

Accommodation

If we are paying for accommodation, the following policy applies:

Unless there are valid reasons not to do so, such as you are attending an event organised by someone else, all hotels must be booked through Hillgate Travel on 69971. Where the FSA has a preferred hotel in the location this should be used where it is possible, economic and convenient to do so.

Hotels must be booked through the FSA's hotel booking agent who can negotiate special terms. The following pre authorisation levels apply:

• For the UK a maximum VAT-inclusive cost of £150 a night, excluding breakfast.

• Outside the UK where hotel accommodation is particularly expensive, the pre authorisation level is increased to:


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• €200 (Euros) per night for hotels in Europe, excluding all taxes and breakfast

• For all other countries the pre authorisation level shall be equivalent to £170 per night, excluding all taxes and breakfast.

• For North America $350 per night, excluding all taxes and breakfast.

Subsistence – away overnight

We will reimburse reasonable out-of-pocket expenses you incur when a journey on FSA business makes it necessary to stay away from home overnight. You may claim the following for each night whilst you are away:

• hotel bills as above;

• breakfast – if not included in the room rate, you may claim the cost of a modest breakfast;

• lunch, evening meal and beverages, to an overall maximum of £40 a day; and

• other personal incidental expenses (i.e. private telephone calls, newspapers, laundry and alcoholic drinks,) to an overall maximum of £5 a night for travel within the UK and £10 a night overseas.

It should be noted that the figures quoted above are not flat rate allowances, but limits on the amounts of actual expenditure that we will reimburse against receipts. Where a trip on FSA business necessarily involves more than one night away from home, receipted expenditure may be averaged over the number of nights of absence to determine whether the amounts to be reimbursed. However, we retain the right to refuse excessive expenditure even when the average is £40 or below per night.

Subsistence: no overnight absence

If you are not away from home overnight, but have to incur extra expense on meals as a result of having to travel outside London on FSA business you may claim for meals and beverages up to a maximum of £10 a day, against receipts.

Overseas accommodation and subsistence

The above rules apply to overseas travel as well as travel within the UK. For travel to overseas locations where hotel accommodation and meals are particularly expensive, your line manager has discretion to agree higher cost limits than those for UK travel. This will allow you when travelling overseas on FSA business to obtain accommodation and meals of an equivalent standard to that available to them in the UK. This discretion does not apply to the £10 a night limit for the reimbursement of personal incidental expenses, which may not be increased.


Foreign currency must be obtained via the FSA’s approved currency agent or from any other cost-effective source. Cash expenses paid in foreign currency are to be converted to sterling at the rate used at the time of conversion. Expenses incurred using the Amex corporate card should be converted at the rate used on your Amex statement.

Entertaining visitors

You may entertain visitors and guests only where it is within budgetary limits and is likely to help the FSA to further its business objectives. You must use our in-house facilities whenever possible.

The names of each person attending must be noted on the claim, identifying which attendees are from the FSA and which are external guests.

Subject to these constraints, you may claim reasonable and appropriate entertaining expenses.

Entertaining staff

For the current financial year an amount of £60 (including VAT) per head has been included in the budget to cover the cost of providing the annual entertainment events held for FSA staff.

The following questions and answers provide guidance on the background and process for approval of the costs associated with the annual entertainment events held for FSA staff. The names of each person entertained must be noted on the claim.

Please note that all other staff entertaining requires advance approval from your Head of Department/Director. The cost of providing this entertainment is not tax-free and is treated by HMRC as an employee benefit. To avoid staff being taxed on such benefits, the FSA pays the related tax which nearly doubles the cost for the FSA, so such entertaining should be provided only in special circumstances.

Gifts

The cost of gifts given to staff is not normally reimbursable.

In appropriate circumstances and at the discretion of the budget holder, the reasonable cost of gifts made to employees will be reimbursed.

Gifts would be reimbursed in the following circumstances:

• an employee's wedding;

• the birth of an employee's child; or

• for a bereavement.


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Typically the gift of flowers and a card would be appropriate. For clarification, gifts of cash or cash equivalents (i.e. vouchers) are not reimbursable.

Business telephone calls from home

If you make business telephone calls from home or your personal mobile phone you may claim the VAT inclusive cost of the call. Your claim must give details of the call, identify the business reason for making it and be accompanied by a copy of the appropriate page of an itemised telephone bill, on which the business call is highlighted.

Professional subscriptions

You may claim the cost of the annual subscriptions to any professional bodies, which are approved by HMRC's approved list and are directly relevant to your duties. Discretionary amounts e.g. benevolent fund contributions are not recoverable.

If you are required by the FSA, as part of your terms and conditions of employment, to train for a qualification which involves admittance to a professional body, we will also reimburse the annual subscription to that body.

The request from the professional body should be used to support the claim for payment.

Reimbursement of expense

Expenses will only be reimbursed if they are:

• supported by detailed (VAT) receipts, and credit card slips if necessary;

• submitted on the FSA staff expense claim form;

• fully completed;

• appropriately authorised; and

• claimed in line with this policy.

Staff should submit claims within 45 days of the expense being incurred. Staff submitting claims after 45 days will receive payment 30 days later.

In exceptional circumstances, we may consider reimbursing minor claims for travel without the back-up receipt, for example the use of a prepaid Oyster card to travel on FSA business where no receipt is currently issued, or tube tickets that are retained as you pass through the ticket barrier. You need to give a full explanation why no receipt is available. This must be included on the expense claim form before you get approval from a manager.

Detailed guidance on how to complete the claim form of domestic and foreign forms are available on Connect.


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In claiming reimbursement, you must confirm both that the expenses have been incurred, and that the FSA business to which they relate has been carried out in the most cost-effective manner to the FSA in the circumstances.

Advances

Cash advances must be obtained via your corporate credit card.

In exceptional circumstances, if you require an advance for a business trip which is significantly in excess of the limit allowed by your corporate credit card, your line manager may authorise an advance. Such advances will be paid directly into your normal bank account.

You must keep all receipts and submit an expense form as soon as you return from the business trip, deducting the advance from the claim.




This is the FSA's Expenses Policy as at February 2010.

The policy is owned by the Finance Division and has been developed in conjunction with the FSA's Staff Consultative Committee.


If you have any questions on the application of this policy, contact the staff expenses Helpline on extension 62105.




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Travel Policy Please note this Policy should be read in conjunction with the FSA Expenses Policy. This Travel Policy is compulsory and special note should be taken regarding the requirement to obtain authorisation to deviate from it. When booking travel please be conscious of the total costs to the FSA.

It is recognised that there will be exceptional circumstances where it is not possible or practical to book a hotel through our travel and accommodation agent, Hillgate Travel, for example, if arrangements are included within a conference package. When there is a requirement to stay in a designated conference hotel or other circumstances mean that it is not practical to book via Hillgate Travel, if the cost of the hotel is over the pre-authorisation level, Line Manager approval is required. Only in these exceptional circumstances are you not required to book through Hillgate.

The Travel Handbook has been prepared as a guide for travellers and travel arrangers to assist in all areas of travel planning. It outlines the procedure to be followed by FSA staff when making business travel arrangements and complements the FSA's Travel Policy. You are advised to read the Handbook before committing to any travel plans.

You should be reasonably flexible in your arrangements and where possible opt for travel options that may be restricted in nature but are cost effective and offer value for money. If you do opt for a restricted fare the restrictions will be explained at the time of booking.

Air Travel

To ensure that the FSA obtains maximum value for money from its travel spend, air transport should only be used when it is the most economical and practicable method of travel.

Flights must, whenever possible, be booked well in advance. All flights, including 'No Frills' such as Easyjet and Ryanair, must be booked through the FSA's travel and accommodation provider, Hillgate Travel.

Preferred Airlines

From time to time the FSA may enter into a preferred airline arrangement with one or more airlines to certain destinations in order to utilise fully its buying power. Preferred airline agreements allow either staff members to have discounted fares or they give a rebate to the FSA at the end of the agreement period dependent on amounts spent. Additionally, the FSA is enrolled onto corporate benefit schemes with some European carriers. When such arrangements are in place for the routes you are


travelling, your FSA Travel Consultant will advise you. You are required to consider using a preferred airline so long as it is convenient and economic to do so.

Currently the FSA have preferred airline agreements with:

• British Airways and Virgin, who offer up-front discounts,

• Air France/KLM/Delta who offer an up-front discount on fares for London City to Edinburgh, Dublin and Amsterdam. All London airports to Paris. Heathrow to Amsterdam and all London airports to New York.

Flights within Europe

All journeys within Europe must be booked in Economy Class. If there is a preferred airline arrangement in operation on the route you are flying, the lowest available fare from that airline will be offered by your Consultant, along with two other flight options. Additionally, your Consultant will offer a no-frills 'Budget' carrier if one flies your route. Using such airlines can save considerable amounts of money and must therefore be considered. The rules of the chosen fare will always be given as there may be restrictions regarding changes of flights or routing. You must choose the most economically advantageous convenient option.

Business Class may only be flown if:

• there are no seats available in Economy at the time you need to fly;

• the Business Class ticket is less or the same price as Economy;

• staff (most likely to be Managing Directors or other very senior personnel) with the specific consent of either the Chairman or the Chief Executive Officer, subject to application of a business need criteria.

Flights outside Europe

These may only be booked in Business Class if the flight time is in excess of five hours. Your Consultant will offer the lowest available fare from the preferred airline if applicable, along with a number of standard alternatives. Your Travel Consultant will also offer to investigate alternative airfares such as consolidated (bucket) fares. Such fares are generally restricted in that they carry heavy penalties for changing flights and cancellations etc. When choosing a flight or ticket option you must choose the most economically advantageous convenient option. You are required to make a note of any restrictions in case you need to alter/cancel the flight.

The business justification for allowing Business Class for flights with a flight time of five hours or more is to enable staff to be fit for work on arrival where they have a demanding schedule. Staff may opt to fly Economy Class instead of Business Class if their schedule permits. Staff must not change Business Class tickets for Economy


tickets thus enabling them to obtain a personal advantage such as taking family or friends at the FSA's expense.

Exceptions to Flights Outside Europe

Where a long-haul flight is being undertaken by the Chairman or Chief Executive Officer, they may, in the following circumstances, elect to fly first class. This exception to the policy on flights outside Europe may be applied where these individuals are satisfied that the opportunity to sleep during the flight would provide a clear business advantage in relation to the need to undertake meetings or other engagements immediately upon arrival at their destination.

This exception may be extended to other FSA staff (most likely to be Managing Directors or other very senior personnel) with the specific consent of either the Chairman or the Chief Executive Officer, subject to application of the same business need criteria.

Airline Promotions/Loyalty Schemes

Airline promotions, such as free Economy tickets with the purchase of a full Business Class ticket, must be considered as they may reduce the overall travel costs to the FSA. Such promotions should be used for business purposes if possible. Where it is not possible to use such promotions for business purposes, and there are no cost implications for the FSA, such offers may be used for private benefit.

Staff may accrue promotional benefits such as BAMiles or Airmiles for their own personal use. However, the existence of such benefits must not influence staff when choosing an airline.

Rail Travel

Staff must book through Hillgate Travel and travel by Standard Class unless there is a clear business reason to travel Business or First class. Prior to booking, your Line Manager must specifically approve business or First class travel.

EuroStar and international rail may be booked in Business class.

Car Rental

The FSA has negotiated favourable rates with Arval for business use UK car rental. For 2 or fewer passengers you may hire a vehicle of 1.6 /1.8 Litres Manual/Automatic/Estate as required. If there are 3 or more passengers a vehicle up to 2 Litres may be hired.


Hotels

Unless there are valid reasons not to do so, such as you are attending an event organised by someone else, all hotels must be booked through Hillgate Travel on 69971. Where the FSA has a preferred hotel in the location this should be used where it is possible, economic and convenient to do so.

UK Hotels

The pre authorisation level is £150 per night excluding all taxes and breakfast.

Overseas Hotels

Outside the UK where hotel accommodation is particularly expensive, the pre authorisation level is increased to:

• €200 (Euros) per night for hotels in Europe, excluding all taxes and breakfast.

For all other countries the pre authorisation level shall be equivalent to £170 per night, excluding all taxes and breakfast.

North America

The pre authorisation level is $350 per night, excluding all taxes and breakfast.

Payment

All hotel bills must be settled directly with the hotel on departure. It is recommended that you use your Corporate American Express Card to settle the bill. However, you may use your personal credit card if you wish. If you do not have a Corporate Card contact Accounts Payable.

Overseas Travel

Where an employee travels to a destination where there may be credible exceptional risks to personal safety, it may be necessary to make special provision in order to mitigate such risks. Mitigation measures will be recommended by Corporate Security & Resilience to the business lead, and these could involve specified accommodation and transport arrangements.

These special provisions may lead to the pre authorisation levels being exceeded. Such special arrangements will be authorised as follows:

Travel - as with all travel, the employee requesting the travel should complete an e-form http://connect/info/forms/e-forms/TravelRequisition.asp which should be authorised by the employee's manager before the travel is booked. In the case that special travel arrangements are required, they must be highlighted on the e-form before it is authorised.


http://connect/info/forms/e-forms/TravelRequisition.asp

Travellers are strongly advised to complete a travel profile via www.hillgatetravel.com. Then in the event of an incident/emergency you can be contacted.

Expenses - where additional expenses are incurred on the recommendation of Corporate Security & Resilience a copy of that recommendation should be attached to the expense claim form that is eventually submitted.

Low Profile Visits

If you wish your visit to be low profile, with minimum details pre announced, please contact Corporate Security & Resilience.




This is the FSA’s Travel Policy as at February 2010.

The policy is owned by the Facilities Division and has been developed in conjunction with the Staff Consultative Committee.






http://www.hillgatetravel.com/


Give as You Earn Policy We are registered with the Charities Aid Foundation and run Give As You Earn.

This scheme enables you to give directly from your salary to the charity/charities of your choice. Deductions are made from gross salary before calculation of income tax, therefore giving you the benefit of tax relief on these contributions. Donations are no longer subject to an upper limit allowing you to contribute as much as you wish.

For further information on the scheme please contact the HR Helpline on extension 67070 or complete the online application form.


http://www.workplacegiving-uk.com/?gclid=CPOK05fB95kCFYQI3wod2g4lFg

mailto:HR%20Helpline

Payment of Salary Policy

Principles


We will manage the payment of salaries in line with the following key principles:

• Your salary will be paid on 23rd of each month into your nominated bank/building society account(s).

• If the 23rd falls on a weekend or public holiday, your salary will be paid on the previous working day. Your secure pay slip will itemise pay, deductions and net amount paid.



• Advise us of any changes which may affect payment of your salary, e.g. bank account details, before the cut off date for the effective payroll.

Summary of the payment of salary policy

Payment of salary

Your secure pay slip will itemise pay, deductions and net amount paid.

If you resign, your final salary will be paid into your bank or building society account(s) on the 23rd of the month in which you leave and you will receive your P45 together with your final pay slip after this date.

We reserve the right at any time and in any event on termination of employment, to deduct from your pay (including holiday pay, sick pay, maternity payments and any other type of pay) any amounts that you owe. These may include season ticket loans and/or other loans; expenses allowance; holiday taken in excess of entitlement; repayment of training expenses incurred under a sponsored study arrangement; a deficit of hours under the flexitime scheme; or the estimated value of any FSA property damaged by you/ retained by you without permission when you leave. Your final payment will reflect any adjustments, where applicable.

We also reserve the right to deduct from your pay an amount equal to any allowance you receive in the course of performing public service or while on jury service.

If you have any enquiries regarding your pay statement, contact the HR Helpline x67070.


http://connectplus/career/Performance%20pay%20&%20benefits/Payroll/default.html


Income Tax, National Insurance Contributions and other Statutory Deductions

Tax, National Insurance Contributions and any other statutory payments are deducted from your pay on a regular basis. We have a statutory right to make other deductions from your pay, for example, if you owe money to the FSA as a result of any overpayment of remuneration or expenses or in order to comply with a court order.

Should you need to communicate with the HM Revenue and Customs, please quote reference number 948/TZ03483. This reference number applies to all FSA employees. You also need to quote your National Insurance number which appears on your pay slip.

HM Inspector of Taxes, South Wales, Government Buildings, Ty Glas Road, Llanishen, Cardiff, CF4 5FY

Telephone Number: 0845 3003949

HM Revenue & Customs National Contributions Office, P46 Section, Newcastle-upon-Tyne, NE98 1YX.

Telephone Number: 0845 3021479

Changes in your account details

You must tell us about any changes required to your bank/building society account by updating the “Amend Bank Details” section via Employee Self-service on Chrysalis.

Account changes must be received by Payroll cut-off in that month to allow for processing changes. Forms received after these dates will be carried forward for action the following month.




This is the FSA's Payment of Salary Policy as at April 2009.




Any questions on how the policy applies should be directed to the HR Helpline on extension 67070.





Salary & Benefits Policy The FSA aims to provide a competitive total remuneration package in support of its unique position and employee proposition, starting with a fair and sustainable base salary aligned to the relevant external market.

FSA financial rewards comprise base salary, flexible benefits (core and enhanced), pension and an annual incentive opportunity. These benefits are offered to all employees (employees on fixed term contacts from 1 June 2010). This policy sets out our reward strategy and the approach to determining the total (financial) reward package.

This section also covers the processes relating to pay transactions e.g. payment of monthly salary, reclaiming expenses, payment while on sick leave or maternity leave.

Also included here is reference to other policy areas which have an effect on salary and/or benefits, with a link to the relevant policy where appropriate.

Principles


We will:

• provide you with access to fair and sustainable base salaries;

• make available to you salary ranges for job families;

• ensure that salary data / job family information is accurate and up to date;

• ensure that you receive clear messages about why you receive a particular salary / and about your ‘position in range’;

• provide an annual statement of your total remuneration;

• provide all other salary and benefits information promptly (e.g. salary slips, P60s);

• ensure that you are treated fairly with regard to rewards – we will conduct an annual equal pay audit to ensure the pay review process is deployed equitably;

• maintain confidentiality surrounding salary and benefits, releasing only on a 'need to know' basis;

• pay overtime only for periods of more than one hour in any day. After that, payment will be made for each completed period of 15 minutes worked. Eligible full time staff will not be paid overtime until they have worked at least 36 hours in the relevant week. Part time staff will be paid overtime at their normal hourly rate until they have worked 36 hours in the relevant week.


• Payments will be made through the payroll. Please note that the cut-off date for inclusion in the payroll is normally the 7th of the month (Staff Expenses timetable).


• It is your responsibility to ensure that you understand your pay position within your job family; your line manager will explain this to you.

• If you do not understand or feel that your salary is incorrectly positioned you should raise this with your line manager in the first instance.

• You should check that your salary details are correct in your monthly payslip. If you suspect that your remuneration information (e.g. monthly salary slip) is incorrect tell the HR Helpline immediately.

• Tell the HR Helpline immediately if you change any bank details or if your personal circumstances change, as this may affect entitlement and eligibility to certain elements of the flex account.

• You must obtain prior approval from your line manager before working paid overtime.

• Claims must be made monthly, for overtime worked in the previous month, on authorised claim forms.

What are the responsibilities of line managers

As a line manager, you must:

• ensure that your employees are told why their salary is positioned where it is with reference to their job family;

• ensure you treat all employees fairly when allocating salaries and bonuses;

• keep a written record of all salary and bonus decisions and the rationale behind them with reference to peer group comparisons to ensure that we are able to show how an employee’s salary has been reviewed and if applicable how a bonus amount was decided; this normally takes place annually through the annual pay review process; and

• contact the HR Helpline in the first instance to discuss interim salary reviews or retention payments.


Reward strategy

The FSA’s Reward Strategy focuses on rewarding those who:


http://connectplus/services/Staff%20Expenses/documents/Staff%20Expenses%20Timetable.doc

http://connectplus/services/Staff%20Expenses/documents/Staff%20Expenses%20Timetable.doc


http://connect/info/forms/e-forms/OvertimePay.asp

http://connectplus/career/Performance%20pay%20&%20benefits/Job-families.html


http://connectplus/career/Performance%20pay%20%26%20benefits/

• demonstrate successful and consistent delivery against objectives;

• make a significant overall contribution to the FSA’s regulatory goals; and

• demonstrate the values and behaviours that FSA expects and requires.

Incentives are available to all employees and are targeted in particular at our highest performers.

Flexible benefits and pensions are provided to all permanent employees to complement the FSA’s comprehensive reward package, these form part of your total remuneration package.

This policy section covers the salary elements and benefits available to employees and also the process for reviewing salary and bonus.

The FSA sets its base salaries with reference to the financial and non-financial sectors; these benchmarks are used to generate our job families.

As a general principle, salaries at the FSA are positioned at, or close to, the median for the relevant job family and level. Positioning with reference to the median is determined by a range of factors including, but not limited to, experience, skills and affordability. New staff and those whose experience is limited can expect to be positioned initially below the median and, on demonstrating competence against the FSA's published competency framework, can expect to make progress towards the median. Some highly experienced staff will be placed above the median to reflect their expertise and expected contribution. In any population, it would be expected that there will be a range of salaries at, above and below the median of any given salary range, consistent with a normal distribution pattern and reflective of a mixed population of highly experienced and less experienced employees.

Elements of remuneration

All permanent employees are eligible to receive the following core contractual elements of remuneration:

Base salary

This is the basic salary for your role and determines all other benefits including pension contribution made by the FSA, flexible benefits allowance, incentive, overtime (if appropriate), holiday and sick pay.

Pension

The FSA operates a non contributory pension plan for all employees. Employees are offered pension benefits in the Money Purchase part of the Plan.


http://connectplus/career/Performance%20pay%20&%20benefits/Job-families.html

http://connectplus/career/Performance%20pay%20%26%20benefits/Pensions/

http://connectplus/career/Performance%20pay%20%26%20benefits/Flexible%20benefits/

http://connectplus/career/Performance%20pay%20&%20benefits/Individual-Incentive-Plan.html

Core Benefits

These are the benefits provided to all permanent employees by the FSA which sit outside the Flexible Benefits Plan and which form part of your Contract of Employment. In addition to core holidays (23 days for all full time staff), these include life assurance, permanent health assurance and private medical insurance.

Base salary and Core benefits are contractual elements and form part of your Personal Statement of Terms and Conditions of Employment.

Non-contractual elements of remuneration

Flex account

The flex account is an amount of money you receive each month to enable you to choose your preferred combination of benefits to suit your needs and lifestyle, in addition to the Core Benefits. Your flex account is determined by your base salary; further details on how it is calculated here:

Flexible Benefits account

Further information on flexible benefits can be found at:


Non-financial benefits

In addition we also offer a comprehensive range of non-financial benefits including:

• interesting jobs offering a unique insight into financial services;

• the chance to contribute first-hand to the financial well-being of millions of UK consumers and to the health of our financial markets;

• access to highly rated learning and development opportunities;

• a range of flexible working options; and

• subsidised fitness centre, staff restaurant and on site health services.

Incentive plan

The FSA operates an annual incentive plan which is available to all employees. This is a discretionary plan and offers employees the opportunity to receive a payment of up to 35% of their annual salary, depending on their performance and contribution.

Incentives are non pensionable and not guaranteed. The incentive plan is reviewed regularly and may be changed without notice. Getting an incentive payment one year does not mean you will receive payment in subsequent years.


http://connectplus/career/Performance%20pay%20&%20benefits/documents/Flex%20Bens%20Account.doc



Employees will be excluded from the incentive plan if:

- they have given or received notice of termination of employment; or

- have less than three months’ service at 1 April.

Other situations: The following employees may be excluded:

• if they have been subject to sanctions (e.g. warnings) under disciplinary procedure within a period to be determined by the FSA in each case; or

• are on any stage of the Disciplinary and / or Performance Management procedures.

Salary review process

Salaries are reviewed annually in April. The pay review process is carried out in the first quarter of the year following appraisals. All employees (including fixed term) are eligible to participate in the annual salary review with the exception of employees:

• with less than three months’ service at 1 April will not be included in the pay review for that year;

• who are on probation will be included (provided they have more than 3 months’ service at 1 April) but any increase will not become effective until their probation has been confirmed;

• who have given or received notice of termination of employment;

• who are under a (‘Stage 2’ or above) Disciplinary investigation (although dispensation may be given to Stage 1 investigations); or

• who have received an interim salary increase between 1 January and 1 April.

Interim salary review policy

The annual salary review takes place in April. Most FSA employees will have their salary reviewed at this time. However, some circumstances may give rise to the need to consider an interim salary review, including:

• promotions (changes to contractual grades not movement between job families);

• if an individual has made significant progress within a job family to the extent that comparison with the next level in the job family is more appropriate and was either not apparent or not taken into account at the previous pay review; or

• rapid change in external market conditions – although line managers should also consider the use of a retention bonus to ease a short-term pressure on salaries (see section below) – that mean salaries have risen sharply and the FSA is at risk


of losing key staff whose departure could affect our ability to deliver against key external priorities.

Line managers should consult with the HR Helpline for further guidance on making interim salary awards, in particular to discuss the risks of losing key staff and alternative measures for retaining key skills.

Interim salary increases are funded by the sponsoring business unit and should be agreed by the appropriate HoD, Director and HR Business Partner.

Retention bonus policy

The FSA recognises the need to identify and retain key skills in order to deliver our business plan. Talent management plays a key role in the identification, development and retention of skilled employees. However, in some situations we may need to consider paying additional bonus in order to retain certain individuals. Examples include:

• to align with the delivery of a critical project;

• to keep an individual in position for a particular period of time; and

• to retain key skills within the FSA.

Links with other policies

Pay, rewards and benefits have close links with other policy areas, including the following:

Absences: Pay and Benefits in connection with absences

This section explains what happens to salary when you are absent due to illness or incapacity and links with the Sickness Absence Policy.

Sick pay falls into two categories – occupational sick pay (OSP) and statutory sick pay (SSP).

There is no contractual right for the FSA to pay OSP. SSP is paid after three days’ absence and continues for 28 weeks (or there are linked periods of absence over a three-year period). The current rate of SSP is £126.16 per week.

For details on OSP please see absence from work policy. Please note that the FSA reserves the right to withdraw OSP in certain circumstances including but not limited to situations where:

• the absence has triggered the Disciplinary Procedure;

• the employee has not followed the set procedure for reporting absence;

• the absence is the result of self inflicted or non essential medical treatment;



• the employee refuses to comply with a request to be examined by the OHA or medical consultant or for a report to be produced; or

• where the employee’s absence follows their suspension or investigation in line with the FSA Disciplinary Procedure.

Salary and bonus

Short and extended absences will not affect pay and bonus, although pay increase and payment of bonus will be deferred until the employee returns.

Long-term absences will trigger (if any bonus payable) a pro rata bonus amount to reflect the actual amount of time at work, and therefore your actual contribution.

If an employee is absent for more than 130 days in the performance year (i.e. for more than half the number of eligible working days in the performance year), they will not receive a bonus for that year.

Summary of the overtime process

In certain circumstances it may become necessary to work additional hours in order to meet the demands of a particular project or task. Currently Administrator/Secretary grades are eligible to be paid overtime. Eligibility is not a contractual right and any paid overtime must be agreed with your Divisional Director before the additional work commences. Overtime will only be paid for pre-agreed project work or role-specific tasks that cannot be carried out during normal working hours and such exceptional circumstances as agreed by the Director (complete the overtime eform)

If you are an Associate (with Associate benefits) in the Information Systems, Accommodation or Property and Building Services areas, you may be entitled to be paid overtime (see below). There is no contractual entitlement to overtime working. All overtime must be authorised in advance by the Divisional Director.

Your Personal Statement will state whether you are eligible to receive payment for authorised overtime.

The following overtime rates apply for Administrators/Secretaries:

Monday to Friday 1.5 x pensionable hourly rate

Saturday, Sunday and Bank Holidays 2.0 x pensionable hourly rate.

• Overtime will only be paid for periods of more than one hour in any day. Eligible full time employees will not be paid overtime until they have worked at least 36 hours in the relevant week, i.e. you must work one hour past your standard


http://connect/info/forms/e-forms/OvertimePay.asp

hours to be able to claim pre-approved overtime. After that, payment will be made for each completed period of 15 minutes worked.

• Part time employees will be paid overtime at their normal hourly rate until they have worked 36 hours in a week (the equivalent for full time employees). After that any approved overtime payments will be paid at 1.5 or 2 times the hourly rate

• Payments will be made through the payroll. Please note that the cut off date for inclusion in the payroll is normally the 7th of the month.

The cost of overtime will be charged to your departmental cost centre.

Out of hours working policy for Associates (with Associate benefits) in the Information Systems Division and Accommodation and Property and Building Services Departments

The policy applies to Associates whose contracts of employment indicate that they are entitled to overtime payments.

Where possible, out-of-hours working, whether planned or unplanned, will be dealt with by use of rota/staggered hours. Additional hours worked, which cannot be accommodated in this way, will normally be compensated by time off in lieu. In exceptional circumstances, provided that other methods have been ruled out, Directors may use their discretion to allow overtime payments.

Payment arrangements are currently as follows:

• Monday to Friday - Time off in lieu wherever possible, payment of time and a half where it is not possible. Payment will not be made for periods of less than one hour in any day. After completion of one hour, payment will be made for each completed period of 15 minutes worked.


• Weekends (attendance commencing between midnight Friday and 5am Monday) or public holidays - flat rate payment of £80 plus time and a half for all hours worked (paid by the quarter hour).

All out-of-hours working must be approved in advance by the Divisional Director.


Adjusted salary

This is the amount that you are paid after applying any increase or reduction to your basic salary as a result of the flexible benefits plan. If there are no adjustments resulting from the flexible benefits plan, this will be your basic salary.

For a full explanation of the flexible benefits plan and how it works, please see the flexible benefits plan booklet. The flexible benefits plan is not incorporated by reference into your Contract of Employment.

Confidentiality of salary

Details of your basic salary and/or flex account will be treated by the FSA as confidential information. We will only disclose this on a ‘need to know’ basis.

Salary review

Your basic salary is normally reviewed annually on 1 April. Any increase will be at the discretion of the FSA and you will be notified about this in writing.

All FSA employees will be included in the annual pay review except for those who, as at 1 April:

• have been employed by the FSA for three months or less;

• have either given, or received, notice of termination of employment.

If you join the FSA after 31 December in any year, you will not be included in the pay review for that year. If you are on probation as at 1 April and but joined the FSA before 31 December you will be included in the pay review, but any increase agreed will not be awarded until after you have successfully completed your probationary period and your appointment has been confirmed.






This is the FSA's Pay, Reward and Benefits Policy as at April 2010. The policy is owned by the HR Division and has been developed in conjunction with the FSA's Staff Consultative Committee.


Any questions on how the policy applies should be directed to the HR Helpline on extension 67070.





9 Performance, Discipline and Grievance

Disciplinary Procedure The FSA believe in creating a working environment where our employees know what is expected from them – this includes following reasonable instructions, complying with the terms of their contract of employment and adhering to the FSA’s conduct policy, security and compliance standards.

We believe in managing our employees fairly and consistently, but where conduct does not meet our expectations, we will discuss the improvements required and take whatever action is required.

Principles


• We will manage any concerns about conduct in line with the following principles:

• We will discuss any concerns we have with you and listen to what you have to say.

• We will use informal processes to try to resolve matters wherever possible.

• We will not take formal action until we have undertaken a thorough investigation.

• We will keep any action and paperwork confidential – as far as we can.

• We will follow this disciplinary procedure if formal action is needed.

• We will treat you fairly and if necessary may vary these procedures where individual circumstances require it.


• Comply with reasonable instructions, the terms of your contract of employment and the FSA’s conduct, policy, security and compliance standards.

• Discuss any issues that affect your work with your manager in the first instance.


Summary of our Disciplinary Procedure

The FSA’s Disciplinary Procedure has three stages and we reserve the right to initiate the procedure at any stage taking into account the alleged misconduct of an employee and all the circumstances of the matter.

Stage 1 – First written warning: If your conduct has failed to meet expected standards, despite interventions from your line manager (for clear desk breaches there might not be any interventions), you will be required to attend a meeting with your Manager. The exact nature of the suspected misconduct will be explained in full. If your Manager believes it to be justified, you may be given a written warning, which will give details of the complaint (misconduct) and will warn that further action will result if there is a repetition of the misconduct or no satisfactory improvement within a specified period. The written warning will contain specific actions and/or objectives that need to be fulfilled in order for agreed improvement to take place. A copy will be placed on your personal file, but will be disregarded for disciplinary purposes after six months subject to satisfactory conduct.

Stage 2 – Final written warning: If the misconduct is sufficiently serious or if, following a formal written warning, there is a further incident of misconduct within the period specified (whether or not of the same nature or severity), you will be interviewed by your Director/Head of Department. Your Director/Head of Department will then decide on the action to be taken. If the interviewer believes the complaint to be justified, you may be given a final written warning stating that if your conduct does not improve during a specified period, dismissal, or some other specific action, will result. The warning will contain specific actions and/or objectives that need be fulfilled in order for agreed improvement to take place. A copy will be placed on your personal file, but will be disregarded for disciplinary purposes after 12 months subject to satisfactory conduct (although in exceptional cases the period may be longer, or the final written warning may not be disregarded).

Stage 3 – Dismissal: If your misconduct is sufficiently serious, or if your conduct is still unsatisfactory following a final written warning and you fail to reach the required standards, you will normally be dismissed. The decision to dismiss will be taken by a panel comprising a Director and/or Head of Department who have not been involved in the investigation, plus a member of the HR Division who will be there to provide procedural guidance. Any decision to dismiss will be taken following a thorough review of all the evidence.

General misconduct

Examples of general misconduct include (but are not limited to):

• persistent poor time keeping;

• unauthorised absence and/or poor attendance record;


• failure to observe FSA procedures;

• unreasonable refusal to follow reasonable instructions or work request issued by a manager;

• failing to deal promptly, efficiently and politely with third parties with whom you have dealings on behalf of the FSA; and

• rude or abusive behaviour;

• failure to maintain effective working relationships.

In the case of general misconduct you will normally be issued with a written warning for a first offence and recommendations may also be made about withholding or deferring the receipt of bonus payments and/or pay rises.

Gross misconduct

Examples of gross misconduct include (but are not limited to):

• fraud, theft, dishonesty or obtaining or attempting to obtain an advantage at the expense of the FSA or any person, firm or organisation that is regulated by the FSA;

• falsification of records, reports, accounts, expense claims or self-certification forms;

• physical assault of another employee or member of the public;

• damage to or deliberate misuse of company property including use of the Internet;

• being under the influence of alcohol, drugs or other substances that impair performance or conduct while at work (including attending any event, whether social or otherwise at FSA premises or elsewhere);

• being convicted of any criminal offence (whether or not relating to employment), which in the opinion of the FSA, seriously undermines the FSA’s confidence in you;

• deliberate acts of discrimination, harassment or victimisation in breach of the Equality of Opportunity Policy or Dignity at Work Policy, or instructing or aiding someone to commit an act of discrimination, harassment or victimisation in breach of the Equality of Opportunity Policy;

• making false statements about one’s own or another employee’s work, the falsification of working papers, or the making of any statements likely to be detrimental to the reputation of the FSA;

• misuse of the Whistleblowing Policy by deliberately raising false and/or malicious allegations;


• repeated failure to comply with a reasonable work request;

• bringing the FSA into disrepute.

We reserve the right to dismiss you, without notice or pay in lieu of notice, if in our opinion you have committed an act of gross misconduct.

Suspension

If you are suspected of gross misconduct, you may be suspended from work on full pay and contractual benefits while we carry out an investigation.

If gross misconduct is not initially suspected or believed to have occurred, but during the course of an investigation the person conducting it reasonably forms the opinion that a serious breach of discipline may have occurred, you may then be suspended.

Any decision to suspend will be confirmed in writing within three working days and will confirm that the nature of the suspension is precautionary, not disciplinary, pending the outcome of the disciplinary investigation. The period of suspension will be as brief as possible and will be kept under review.

Investigation

The FSA will promptly and thoroughly investigate any matter where we reasonably suspect or believe that conduct is not in line with our expectations. The investigation will be as thorough as possible. You will be asked to supply any evidence relevant to the investigation and will be notified when it has concluded.

Depending on the circumstances of the case, you may be invited to attend an investigatory interview. If such an interview is held prior to a disciplinary hearing, you will be informed at the outset that the interview is an investigatory interview. The FSA reserves the right to dispense with an investigatory interview and to proceed directly to a formal disciplinary hearing.

The investigator(s) will not make decisions relating to the outcome of the case and will only attend any disciplinary hearing in order to present facts and supporting materials (as required).


You are entitled to be accompanied at formal disciplinary meetings by a companion. This can be a fellow employee of your choice, who may be a friend, colleague or Staff Consultative Committee representative; please note that the fellow employee should not be a member of the HR Division. Alternatively, you can be accompanied by a full-time officer employed by a Trade Union.

The meeting may be postponed, at your request, for up to five working days if your chosen companion is not available to attend on the date set for the meeting.


Disciplinary hearing

Preparing for the hearing

Where there are reasonable grounds to believe that you have committed an act of misconduct, you will be invited to attend a disciplinary hearing. Prior to any disciplinary hearing, the FSA will provide you with:

at least 3 working days’ advance notice of the hearing;

− details of the time and venue;

− details of the purpose of the hearing, potential sanctions (where appropriate) and confirmation that it will be held under the FSA’s disciplinary procedure;

− written details of the nature of your alleged misconduct plus all copies of relevant documentation that the FSA intends to rely upon at the hearing;

− instructions that either party should notify the opposite party of any intention to call witnesses or supply witness statements.

If you are unable to attend the disciplinary hearing and provide a good reason for failing to attend, the hearing will be adjourned to another day. The FSA will give at least three working days’ advance notice of the revised hearing. Unless there are special mitigating circumstances, if you are unable to attend the rearranged hearing, it will take place in your absence. You will also be allowed to make written submissions in such a situation. Your companion or trade union official may attend in such circumstances and will be allowed the opportunity to present your case.

The hearing

The disciplinary hearing will normally be conducted by your line manager, unless a more senior manager is required (see stages above).

You will be given a full explanation of the case against you and be given the opportunity to state your case and put forward an explanation of your conduct and/or mitigating factors.

The FSA may adjourn disciplinary proceedings if it appears necessary or desirable to do so (including for the purpose of gathering further information). You will be informed of the period of any adjournment. If further information is gathered, you will be allowed a reasonable period of time, together with your companion (if any), to consider the new information before reconvening the disciplinary hearing.

As soon as possible after the conclusion of the disciplinary proceedings, the decision maker (or their nominated alternative) will convey the decision to you and will inform you of what disciplinary action, if any, is to be taken. The decision will be confirmed in writing. You will be notified of your right of appeal under this procedure.


Disciplinary action

Where the FSA establishes that you have committed a disciplinary offence, the following disciplinary action may be taken:

If the misconduct is serious a First Written Warning may be given. If the conduct is sufficiently serious a Final Written Warning maybe issued.

If, following a First Written Warning, there is a further incident of misconduct (whether or not of the same nature) within the period, a Final Written Warning may be issued.

If the misconduct is sufficiently serious or if conduct is still unsatisfactory following a Final Written Warning, you will normally be dismissed. Where the FSA establishes that you have committed an act of gross misconduct, you may be summarily dismissed without notice or pay in lieu of notice, following an investigation and hearing.

Alternatives short of instant dismissal may be considered at the absolute discretion of the FSA. We may use one or more of the following depending on the circumstances:

• Suspension without pay up to a maximum of 7 days.

• Demotion to a more suitable job, if available.

• Transfer to another department/division.

The alternatives short of dismissal mentioned above are not exhaustive and the FSA reserve the right to take any action we consider appropriate in the circumstances.

In addition to formal action, consideration will be given to withholding or deferring the receipt of bonus payments and/or pay rises.

While any formal warnings are in place, you are required to disclose the matter as part of the internal recruitment process, should you decide to apply for an advertised role.

Appeals

You may appeal against any disciplinary sanction imposed against you.

Appeals may be lodged on a number of grounds, including:

• new evidence coming to light;

• the decision being wrong or unreasonable;

• the inappropriateness of any penalty imposed; and

• process or procedural irregularities.


Any appeal against the issue of a written warning or dismissal must be lodged in writing with the appropriate manager (see table below) within five working days of being informed of the decision that has been made detailing the grounds for appeal.

Action Taken by Appeal to Appeal heard by

First written warning Line Manager Manager of person who issued the warning.

Manager of person who issued the warning.

Final written warning Line Manager Manager of person who issued the warning.


Dismissal Line Manager and Senior Manager

HR Director Two people who will be senior employees of the FSA and not involved in the case to date.

The FSA will normally hold the appeal meeting within ten working days of receipt of the written request where possible, and will give at least three working days’ notice of the meeting.

The manager hearing the appeal must decide on the basis of representations from you and the manager, together with any subsequent facts that may have come to light, whether to uphold the decision that has been made.

An appeal against dismissal will be heard by two people appointed by the HR Director, who will be senior employees and who will not have been involved in any action previously conducted under the disciplinary. A member of the HR Division will also be present to take notes and give procedural advice when required.

The outcome of the appeal meeting and the reasons for the decision will be confirmed in writing as soon as possible.

At the appeal, any sanction imposed will be reviewed but cannot be increased.

Where an appeal against dismissal fails, the original decision to dismiss will have had immediate effect and, if the dismissal is by notice, the period of notice will already have commenced on the date that the decision was given. If the original decision was to dismiss immediately without notice, the FSA is under no obligation to pay for any period between the date of the original dismissal and the appeal decision – the original date of termination will stand unless the decision to dismiss is overturned on appeal.


Timelines

The timelines provided in this procedure are intended as a guideline. Although in many cases we would expect the process to operate more quickly, there may be occasions where it proves impossible to meet the timelines. This may include, for example, occasions where key participants in the process are not available due to holiday. Similarly, the timescales may need to be extended if the matter is especially complex and requires detailed investigation. In these circumstances you will be told the date by which you can expect a response and every effort will be made to complete the process as quickly as possible.


This procedure covers all employees.


This is the FSA’s Disciplinary Policy as at April 2009.


The procedure is not contractual and is subject to change at the discretion of the FSA – any changes will be published on the intranet.






Dismissal Procedure From time to time the FSA needs to terminate the employment of an employee; for example, when we do not confirm a probationary period, or for reasons of unacceptable conduct or capability.

The purpose of this policy is to ensure a consistent and fair approach to dismissal is applied across the FSA.

Principles


• We will manage any dismissals in line with the following principles.

• We will let you know in writing why we are considering terminating your employment.

• We will meet with you and listen to what you have to say.

• We will make a decision based on the information available to us.

• We will let you appeal against any decision to dismiss.

• We will treat employees fairly and if necessary may vary these procedures if individual circumstances require it.


• We expect you to meet with us and share your views on the proposed dismissal so we can make a decision based on full information.

Summary of our dismissal procedure

There are three basic steps within the FSA’s dismissal procedure. These are summarised as follows.

Step 1 – We will write to you explaining that the FSA is intending to terminate your employment and the reasons why. You will be invited to attend a meeting, at which you will be given an opportunity to discuss the matter in more detail with us.

Step 2 – A meeting will be held and you will be given the opportunity to discuss the possible termination of your employment and the reasons for this. After the meeting, we will consider the proposal in light of any representations you make and a decision will be made about whether or not to proceed with a termination. You will be informed of the decision in writing and (where dismissal is confirmed) of your right to appeal.


Step 3 – If you wish to submit an appeal, you should do so in writing to the HR Director within five working days of receiving the decision. Your letter should make clear the reasons why you believe the decision should be reviewed.

You will be invited to attend an appeal meeting, which will take place within ten working days of receipt of your written notice of appeal.

The appeal will be heard by a more senior manager, who has not been involved in any of the meetings or discussions previously carried out under this procedure.

The outcome of the appeal will be confirmed to you in writing as soon as possible after the appeal has been held. The decision made at the appeal will be final and there is no further right of appeal. Where an appeal against dismissal fails, the effective date of termination of employment will be the date on which you were originally dismissed.


You are entitled to be accompanied at formal dismissal meetings by a companion. This can be a fellow employee of your choice, who may be a friend, colleague or Staff Consultative Committee representative; please note that the fellow employee should not be a member of the HR Division. Alternatively, you can be accompanied by a full-time officer employed by a Trade Union.


Timelines

The timelines in this procedure are intended as guidance.




This is the FSA’s Dismissal Policy as at April 2009.









Grievance Procedure The FSA is working to become an organisation where employees feel stimulated, developed and able to give their best to their work. However, we are aware that from time to time, employees may be unhappy about certain aspects of their working life.

We believe that most concerns can be dealt with quickly and informally if the employee and line manager have open and honest conversations. However, there are times when concerns cannot be resolved in this way.

The purpose of this policy is to provide employees and line managers with an approach for raising and addressing a diverse range of work concerns in a fair and timely manner and as closely as possible to the point of origin.

Principles


We will manage concerns raised about working life in line with the following principles and will:

• deal promptly with any concerns you raise and listen to what you have to say;

• try to address concerns as closely as possible to the point of origin;

• establish the facts of a complaint, conducting an investigation where required;

• attempt where possible to deal with concerns informally;

• follow this grievance procedure if informal processes have not worked;

• keep any actions and paperwork confidential – as far as we can;

• treat employees fairly and vary these procedures if necessary, e.g. if they place disabled employees at a disadvantage; and

• support all parties to the process in a sensitive and appropriate way.



• use informal processes to try to resolve their concerns wherever possible;

• raise any grievance as soon as possible after the event giving rise to the complaint (as a general guide we suggest that it should normally be raised within two weeks);

• put your complaint in writing if you are using the formal stages of the grievance procedure;


• explain how you would want your concerns to be resolved; and

• keep the details of the grievance confidential.

Summary of our grievance procedure

The FSA’s formal grievance procedure has three stages preceded by an informal stage.

Informal stage

As most complaints and grievances can be resolved informally by discussion with your immediate line manager, the first stage in dealing with most problems is to book a meeting with them and talk about it. Dealing with problems in this way can often lead to a quick resolution, as your line manager may be able to resolve the matter directly.

Where appropriate, consideration could be given to the use of an independent third party to resolve the problem.

Formal stage

Sometimes you may not be able to resolve your grievance informally, or the matter may directly concern your immediate line manager and you may not feel that it is appropriate to raise it with them. In this case you need to follow the formal process below.

Stage 1 – Raise the matter in writing with your line manager. If your grievance is about a line manager, you should raise it with the person they report in to. You need to make clear that you are raising a formal complaint under the FSA’s grievance procedure, provide as much detail as possible about your complaint and sign and date your letter.

A meeting will be arranged with you in order to discuss your concerns – wherever possible, the meeting will take place within ten working days of receipt of your written grievance.

You will be given the opportunity to present your complaints at the meeting and should provide any documents or names of witnesses you intend to rely on.

The FSA will consider and respond to your grievance in writing, normally within 20 working days of the meeting.

Stage 2 – If you are dissatisfied with the outcome of the grievance process, you can write to the HR Director stating the reason why you disagree with the previous decision. You should do this within ten working days of being notified of the decision in Stage 1.


Although the HR Director will review your case and be responsible for making a final decision on your case, they may nominate a representative from within the FSA to help compile the evidence and make a recommendation. The HR Director or nominated person will obtain all the relevant records, gather any additional information and reconsider the matter.

If necessary, a further meeting will be arranged, but in any event, wherever reasonably practicable, a decision will be made and confirmed in writing within 20 working days of the date of referral. This decision will be final.

Work concerns covered by this procedure

This procedure should be used for general work concerns, such as (but not limited to):

• breaches of your statutory employment rights;

• not applying FSA procedures or policies correctly;

• not allocating overtime, work duties or holiday dates fairly;

• unfair working practices e.g. not signing off expense claims;

• complaints about your work, working conditions, pay and benefits, working hours and working relationships; and

• treatment by colleagues.

Work concerns not covered by this procedure

This procedure should be not used for breaches of our Equality of Opportunity Policy, such as:

• victimisation;

• bullying;

• harassment;

• discrimination.

Complaints of this nature should be raised in accordance with the procedure provided in the Equality of Opportunity and Dignity at Work policies.

This procedure should not be used for the purposes of whistleblowing. Concerns of this nature should be raised in accordance with the procedure provided in the Whistleblowing Policy

.


Investigation

The FSA will promptly and thoroughly investigate any grievance that is raised. The extent of any investigation will depend on the particular circumstances of the case. The employee will be notified of the investigation and when it has concluded.


You are entitled to be accompanied at formal grievance meetings by a companion. This can be a fellow employee of your choice, who may be a friend, colleague or Staff Consultative Committee representative; please note that the fellow employee should not be a member of the HR Division. Alternatively, you can be accompanied by a full-time officer employed by a Trade Union.


You must make all reasonable efforts to attend any grievance meeting. If you fail to do so, we may proceed with the meeting in your absence.

Timelines

The timelines provided in this procedure are intended as a guideline. Although in many cases we would expect the process to operate more quickly, there may be occasions where it may prove impossible to meet the timelines. This may include, for example, occasions where key participants in the process are not available due to holiday. Similarly, the timescales may need to be extended if the matter is especially complex and requires detailed investigation. In these circumstances you will be told the date by which you can expect a response and every effort will be made to complete the process as quickly as is possible.




This is the FSA’s Grievance Procedure as at April 2009.







This policy does not form part of your contract of employment


Performance Management Procedure The FSA expect our employees to work to the standards required of their job. However, from time to time we may have concerns that despite satisfactory conduct, an employee’s performance does not meet the standards required of their job.

Concerns about performance might arise for a number of reasons, including:

• lack of ability, skill or experience;

• change in job;

• reorganisation or redefinition of role; or

• personal/family difficulties.

Where an employee’s work standards do not meet the standards required for the job, we will work with them to help them deliver and sustain work to the standards we require within a reasonable period of time.

The purpose of this procedure is to ensure a consistent and fair approach is adopted when an employee is unable to meet the standards required in their job for reasons other than misconduct.

Principles


You can expect your line manager to do the following:

• Make you aware of the standards of performance required for your job.

• Talk to you about any shortfalls in performance as early as possible and listen to what you have to say.

• Agree with you the support you need to meet the standards required.

• Provide reasonable assistance and support to help you meet the standards required.

• Give you a reasonable amount of time to make the necessary improvements.

• Monitor your progress and discuss performance improvements or continued shortfalls with you.

• Make you aware of the consequences of not meeting the standards.


We expect you to do the following:


Undertake your work to the standards required of your job.

• Talk to your manager if you are unclear about the standards expected of you.

• Let your line manager know at an early stage if you are struggling to perform according to the standards required of your job – they will then be able to assess the help you need.

• Apply any training, coaching or other support provided to help you in your job and ask if you need additional help.

• Take personal responsibility for undertaking your job to a satisfactory standard.

• Let your manager know if there are any external / personal factors which may affect your performance e.g. family issues.

Summary of our performance management procedure

The FSA’s formal performance management procedure has three stages preceded by an informal stage.

Informal stage

Your line manager should talk to you as soon as they have any concerns about your performance. Any concerns should initially be discussed informally as part of the regular performance management discussions that take place between you and your line manager.

Open and honest discussions about improving performance should take place, which include the identification and provision of ongoing support and help to improve performance to the standards required. Support will be tailored to the individual case and may include additional training, mentoring and coaching.

We expect your line manager to agree objectives with you, agree the actions required to improve your performance, set a review period and monitor and give you feedback on your progress. We expect you to take responsibility for getting your performance to the standard required, asking your line manager for help as required.

We would hope that any underperformance can be addressed at this informal stage of the process. However, if underperformance continues, you do not improve enough over a reasonable period of time, or your line manager thinks the problems are serious enough, then the matter will escalate to the formal stage of the Performance Review Procedure.

Formal stage

The FSA’s formal performance management procedure has three stages. In most situations the procedure will move from one stage to the next. There may, however,


be occasions where this will not be the case and the process may start at any stage, including the third (and final) performance review meeting.

First performance review meeting – You will be invited to a first performance review meeting if your line manager considers your level of performance to have shown insufficient improvement while being informally addressed, or the level of your performance has had serious consequences.

You will be told why the meeting is necessary and will be entitled to state your case. Your line manager will chair the meeting and will make the decision regarding further action.

If appropriate, you will be given a first written warning. This will explain the nature of the shortfall in performance, the improvement required (including the timescales) plus details of any training, development or other support that will be made available to help you achieve the required standard of performance. The first written warning will also explain that failure to make satisfactory progress within the specified review period may lead to further action being taken in line with this Performance Management Procedure, including your possible dismissal from the FSA.

You will receive a copy of the first written warning, which will also be placed on your personal file. The warning will be disregarded for Performance Management Procedure purposes and removed from your file after six months, providing you achieve and sustain a satisfactory level of performance. In exceptional cases, the warning period may be longer than six months. While this warning is in place, you are required to disclose the matter as part of the internal recruitment process, should you decide to apply for an advertised role.

You will have the right of appeal against any decision that is made.

Second performance review meeting – You will be invited to a second performance review meeting if your line manager considers your level of performance to have shown insufficient improvement by the end of the first formal review period, or the level of your performance is considered to have significantly serious consequences.

You will be told why the meeting is necessary and will be entitled to state your case. Your line manager will chair the meeting and will make the decision regarding further action.

If appropriate, you will be given a final written warning that explains the nature of the shortfall in performance, the improvement required (including the timescales) and details of any training, development or other support that will be made available to help you achieve the required standard of performance. The final written warning will also explain that failure to make satisfactory progress within the specified review period may lead to further action being taken in line with this Performance Management Procedure, including your possible dismissal from the FSA.


You will receive a copy of the final written warning, which will also be placed on your personal file. The warning will be disregarded for Performance Management Procedure purposes and removed from your file after 12 months, providing you achieve and sustain a satisfactory level of performance. In exceptional cases, the warning period may be longer than 12 months. While this warning is in place, you are required to disclose the matter as part of the internal recruitment process, should you decide to apply for an advertised role.

You will have the right of appeal against any decision that is made.

Third performance review / dismissal meeting - You will be invited to a third performance review / dismissal meeting if your line manager considers that your level of performance has failed to reach the required standards, or your level of performance is considered irredeemable within a reasonable period, or your level of underperformance has a serious impact on the FSA.

The meeting will follow the process for a dismissal meeting as outlined in the Dismissal Procedure. You will be told why the meeting is necessary and will be entitled to state your case, having been presented with the evidence to support the issue of poor performance. The decision to dismiss will be taken by your Director/ Head of Department as appropriate and following a review of the evidence. A member of the HR division will be present at the hearing.

You will have the right of appeal against any decision that is made (See appeals section below):

Stages Taken by Formal action

Duration of warning

First review meeting – initiated when level of performance is deemed to have adverse impact, or there is insufficient improvement following being informally addressed.

Line Manager

First written warning

Six months

Second review meeting – initiated when there has been insufficient improvement following first review or sufficiently serious.

Line Manager

Final written warning

12 months

Third review meeting – initiated when level of performance has sufficiently serious consequences to FSA and if insufficient improvement after second review.

Line Manager and/or Senior Manager

Dismissal Meeting

N/A



You are entitled to be accompanied at formal performance improvement meetings by a companion. This can be a fellow employee of your choice, who may be a friend, colleague or Staff Consultative Committee representative; please note that the fellow employee should not be a member of the HR Division. Alternatively, you can be accompanied by a full-time officer employed by a Trade Union.


Performance improvement meetings

Preparing for the meeting

If you are not performing to the required standards, your line manager will invite you to attend a performance improvement meeting. Prior to the meeting, the FSA will provide you with:

at least three working days' advance notice of the meeting;

details of the purpose of the meeting and confirmation that it will be held under the FSA’s performance management procedure;

written details of the nature of the underperformance and any other documents that will be discussed at the meeting.

If you are unable to attend the meeting and provide a good reason for failing to attend, the meeting will be adjourned to another day. The FSA will give at least three working days’ advance notice of the meeting. Unless there are special mitigating circumstances, if you are unable to attend the rearranged meeting, it will take place in your absence. Your companion or trade union official may attend in such circumstances and will be allowed the opportunity to present your case. You will also be allowed to make written submissions in such a situation.

The meeting

The performance review meeting will normally be conducted by your line manager unless a more senior manager is required. A member of the HR Division may attend in order to take a note of the meeting and provide procedural advice.

You will be given a full explanation of where your performance meets the standards the FSA require and where there is a shortfall in your performance against the standards required. You will be entitled to state your case and put forward any explanations and / or mitigating factors that are affecting your performance.

The relevant manager will explain their decision (and their reasons for it) to you as soon as possible after the meeting finishes. Your line manager will let you know the support (if any) that is to be provided, or what action (if any) is to be taken. The


decision will be confirmed in writing and you will be notified of your right of appeal under this procedure.

Sanctions

Sanctions relating to underperformance in the formal stage of the procedure will vary depending on the case. We may use one or more of the following sanctions depending on the circumstances:

• Transfer to a more suitable job, if one is available.

• Withholding or deferring the receipt of incentive award payments and/or pay rises.

Please review the Salary & Benefits Policy for additional information.

The sanctions mentioned above are not exhaustive and the FSA reserve the right to take any action we consider appropriate in the circumstances.

While any formal warning is in place, you are required to disclose the matter as part of the internal recruitment process, should you decide to apply for an advertised role.

Monitoring progress

A monitoring system should be put in place during the review period and a written record will be kept of any assessment made during the period. You will receive a copy of any written record. Your manager will talk to you about improvements made and/or continued underperformance during the review period, rather than you simply waiting for feedback at the end of the review period.

Appeals

If you are given a formal warning or notice of dismissal, you will have the right of appeal.

Appeals may be lodged on a number of grounds, including:

• new evidence coming to light;

• the decision being wrong or unreasonable;

• the inappropriateness of any penalty imposed; and

• process or procedural irregularities.

Any appeal against the issue of a first or final written warning, or dismissal must be lodged in writing with the appropriate manager (see table below) within five working days of being informed of the decision that has been made.


Action Taken by Appeal to Appeal heard by

First written warning

Line Manager Manager of person who issued the warning.


Final written warning

Line Manager Manager of person who issued the warning.


Dismissal Line Manager and Senior Manager

HR Director Two people who will be senior employees of the FSA and not involved in the case to date.

The FSA will normally hold the appeal meeting within ten working days of receipt of the written request where possible, and will give at least three working days’ notice of the meeting.

The manager hearing the appeal must decide on the basis of representations from both the employee and the manager, together with any subsequent facts that may have come to light, whether to uphold the decision that has been made.

An appeal against dismissal will be heard by two people appointed by the HR Director, who will be senior FSA employees and who will not have been involved in any action previously conducted under the performance improvement procedures. A member of the HR Division will also be present to take notes and give procedural advice when required.

The outcome of the appeal meeting and the reasons for the decision will be confirmed in writing as soon as possible.

At the appeal any sanction imposed will be reviewed but cannot be increased.

Where an appeal against dismissal fails, the original decision to dismiss will have had immediate effect and, if the dismissal is by notice, the period of notice will already have commenced on the date that the decision was given. If the original decision was to dismiss the employee immediately without notice, the FSA is under no obligation to pay the employee for any period between the date of the original dismissal and the appeal decision – the original date of termination will stand unless the decision to dismiss is overturned on appeal.

Timelines

The timelines provided in this procedure are intended as a guideline. Although in many cases we would expect the process to operate more quickly, there may be occasions where it may prove impossible to meet the timelines. This may include, for example, occasions where key participants in the process are not available due to


holiday. In these circumstances you will be told the date by which you can expect a response and every effort will be made to complete the process as quickly as is possible.

What happens if I am underperforming in my probationary period?

Underperformance during the probationary period may indicate a mismatch in the skills of the new employee and the needs of the role. It is important that everyone is clear on the standards of performance expected of them, but this is particularly important for new employees. Line managers must regularly monitor the performance of new employees to identify and address problems quickly.

If during your probationary period your level of performance does not meet the standards required for the job you are doing, your line manager will talk to you in accordance with the requirements of this performance improvement procedure.

If during your probationary period your line manager is unhappy with your conduct, this will be managed in accordance with the Disciplinary Procedure.




This is the FSA’s Performance Management policy as at April 2009.








10 Personal Conduct

Your obligations at the FSA The FSA has a Code of Conduct because we need to ensure that our work is carried out in an environment free from any suggestion of improper influence, in order to protect our reputation of the FSA and employees.


• The Code of Conduct team will treat information supplied by staff in an appropriate manner. It will be kept confidential (unless there is a legal obligation to disclose it) and will not be misused in any way.

• The Code of Conduct team will also be happy to support and guide staff in relation to Code of Conduct matters in order to make compliance as easy as possible.


• Compliance with the code is compulsory for all staff and breaches may result in disciplinary action, including, where appropriate, dismissal. We expect all staff to consider the code as an essential element in our culture.

Everyone should be aware of the obligations set out in the code and follow relevant procedures in respect of conflicts of interests, share dealing, and gifts and hospitality.

Summary of the Personal Conduct Policy


FSA Code of Conduct

We are responsible for promoting and setting high standards of conduct, so our conduct both as an organisation and as individual employees is likely to come under close scrutiny. It is therefore essential that, in common with many other organisations, we have a Code of Conduct. This provides a framework for managing conflicts of interest and related matters. It also protects employees against any suggestion that regulatory decisions have been influenced by personal interests or that their investment decisions have been influenced by information made available in confidence to the FSA.

Within this framework, the code has been kept as light and practical as possible. For conflicts of interest and personal dealings in shares, etc, we intend to rely as much as


http://connectplus/corporate/Code%20of%20Conduct/default.html

possible on a regime based on disclosure and pre-notification. Inevitably some restriction on dealings in shares and related investments will be required where you are directly involved in the affairs of the organisation concerned. There are no restrictions relating to the products and services provided by organisations regulated by the FSA, except a requirement for disclosure in certain limited circumstances, such as, for example, in the case of disputes where a conflict of interest could arise.

It is the Ethics Officer’s responsibility to deal with matters arising from the code and to monitor the information disclosed under its provisions. Any enquiries that you may have on the personal implications of the Code of Conduct should be raised with the Ethics Officer.

Failure to comply with the Code of Conduct, our standards of conduct and/or our security provisions may be a disciplinary matter, which may lead to dismissal.

The Code of Conduct is set out in the FSA's Code of Conduct for employees.

Failure to comply with the Code of Conduct and/or the FSA’s standards of conduct or security provisions from time to time will be a disciplinary matter which may lead to dismissal.

Compliance with the Code is compulsory for all staff and breaches of the Code may result in disciplinary action including, where appropriate, dismissal. We expect all staff to consider the Code as an essential element in the FSA’s culture.

Everyone should be aware of the obligations set out in the Code and follow relevant procedures in respect of conflicts of interests, share dealing, and gifts and hospitality.

Money laundering

You have a personal responsibility to report knowledge or suspicion of money laundering. This is knowledge or suspicion about a firm or person, formed or obtained in the course of your work, which links the financial dealings of that firm or person (or its customers, connected persons, etc) to drug trafficking, terrorist activities or other criminal conduct.

This is not just an internal requirement. There are anti-money laundering laws that create this responsibility and make it a crime not to report. Providing you follow our reporting procedures, you will comply with the law. The key feature is to report any such knowledge or suspicion to your line manager for onward reporting to our Deputy Money Laundering Reporting Officer. The Deputy Money Laundering Reporting Officer is the person officially designated for disclosing knowledge or suspicion to the Serious Organisational Crime Agency (SOCA).

Indemnity and notification requirements

The FSA will indemnify you (its employees and anyone who is seconded to the FSA or is otherwise acting as a member of its employees) against any liability you incur in


http://www.fsa.gov.uk/pubs/staff/code_conduct.pdf

connection with claims or proceedings brought against you in relation to anything done or not done when working for the FSA. This applies whether proceedings are brought in the UK or overseas. The indemnity will cover any liabilities incurred in connection with such claims or proceedings, including any costs reasonably incurred in defending them, whether or not judgment is given in favour of the employee concerned. If you are seconded or assigned while employed by the FSA, we will, wherever appropriate, as a pre-condition of any secondment, either:

• expressly confirm in writing that we will continue to indemnify you in line with the terms of this contract throughout the course of the secondment; or

• ensure that the organisation you are seconded or assigned to gives you an equivalent indemnity.

• The indemnity will not extend to any liability incurred where your acts or omissions are:

• clearly done or omitted to be done in bad faith; or

• are clearly outside or inconsistent with the scope of your responsibilities under your Contract of Employment with the FSA.

• The indemnity is conditional with all of the following requirements. If you fail to comply with them, this could invalidate or otherwise affect the indemnity. The conditions are that you should:

• inform your manager within the FSA and the FSA Company Secretary as soon as you become aware of the possibility of a claim against you or the FSA;

• avoid any discussion of the matter with the potential claimant, but if this is impossible, keep a written note of the conversation;

• under no circumstances admit liability for yourself or the FSA;

• not try to settle or compromise or reduce the potential claim;

• not seek outside legal advice except with the authority of the FSA General Counsel or Company Secretary; and

• inform your management within the FSA and the FSA Company Secretary of any discovery of suspicion, fraud or dishonesty by a past or present employee of the FSA or anyone claiming to act on our behalf.

Confidentiality of information

You must observe absolute confidentiality concerning the affairs of the FSA, other than as required to perform your normal duties. This includes all aspects of the FSA’s business, committees, tribunals, panels and working groups, as well as the firms and individuals that we regulate. Information must be kept confidential, even if it is favourable and not adverse to the firm or individual concerned. Guidance is available


from the General Counsel Division (GCD) on the circumstances in which FSA we and our employees may, in the course of their duties and for regulatory and other purposes, disclose confidential information. You should seek further guidance if you are at all uncertain as to whether confidential information can be disclosed.

You should be particularly discreet in casual, social or other contact with journalists, regulated firms and individuals and other people operating in the financial markets.

Disclosing confidential information without permission may be a criminal offence.

The duty to observe confidentiality is ongoing and does not cease after you leave the FSA.

References

You must not give employment references, whether in the FSA’s name or otherwise, for existing or ex-employees of the FSA. All requests for employment references should be referred to HR Transactions. Requests for financial references should be referred to the HR Helpline.

Gifts and hospitality

Under no circumstances will you directly or indirectly offer, pay, request or accept any form of bribery or improper inducement. For more details, please refer to the Policy on the Acceptance of Gifts and Hospitality set out in the FSA’s our Code of Conduct for employees.

Exclusive employment

While employed by the FSA you are not permitted to undertake any additional employment, whether directly or indirectly, except with written approval of the FSA. Agreement will not be given where a potential conflict of interest exists, i.e. if the role involves any firm, person or organisation that is or has been regulated, monitored or investigated by the FSA or has applied for authorisation.

Restrictions on external employment include casual or part-time work in your spare time (whether paid or not) and employment includes directorships, trusteeships, school governorships, local authority councillorships, or provision of services as consultant or agent.

On joining the FSA, you must disclose any external employment, appointment or business interest. You will need to obtain written approval in advance from your Director/Head of Department before continuing with this activity.

Intellectual property

Any intellectual property created or produced during your employment, with the FSA or related to work carried out by the FSA, may not be used by you except in the





performance of your duties. Such work will remain the property of the FSA and you may be required to assign the property rights to the FSA.

Speeches and publications

Any fees received from speeches, articles, attendances at seminars or similar events, in your capacity as an employee, must be surrendered to the FSA. If you are writing or publishing any material connected with your work but not commissioned by the FSA, you should seek approval from the Head of Press Office and Events in advance. You are reminded that the publication of confidential information may be considered as gross misconduct and may lead to dismissal.

Media enquiries

In order to help the FSA to maintain a consistent line when dealing with press or other media enquiries, all press enquiries must be referred to the Press Office (extension 63232).

If you receive a media enquiry you should not comment on what is being put to you, but politely and firmly refer the journalist to the Press Office. You should also contact the Press Office yourself to inform them of the enquiry.

Only employees in the Press Office and those authorised by the Press Office should speak to the media.

There are no exceptions to this requirement and even those authorised to talk to the press (who have all received formal training on dealing with journalists) need to contact the Press Office before responding to calls from journalists. This is designed to minimise any risk to individual employees as well as the FSA.

Remember that the press may be present when employees are speaking at external conferences or events. Don't say anything you would be embarrassed to see in print, particularly during question and answer sessions.

Personal information and notification

We need to keep accurate records of key information on all employees. It is essential that changes such as your home address, telephone number, marital status and whom to contact in the event of an emergency are recorded by you on Chrysalis Self Service.

In order to comply with statutory duties, we need to know of any changes in your personal circumstances, which affect or could affect your employment with the FSA. You must inform your line manager or HR Helpline of changes in your health so that, if necessary, we can comply with our statutory obligations to make reasonable adjustments to enable you to continue working. You are also required to notify your line manager and your HR Business Partner if you are disqualified from driving or



are involved in any other criminal or civil case (including County Court judgments). Any such information will be treated in strictest confidence.

Financial difficulties

While you are expected to manage your financial affairs responsibly, it is possible for unexpected circumstances to cause financial difficulty or hardship. Should you find yourself in such circumstances, you must notify the HR Helpline, who will be able to advise you on the availability of appropriate counselling. While information will be treated in the strictest confidence, the HR Helpline reserves the right to inform your Director/Head of Department when it is necessary and reasonable to do so.

Conduct

We are an important, high profile organisation. Your conduct contributes significantly to our reputation. For this reason, we require you to be pleasant, polite and considerate to other employees and to outside contacts.

Appearance

You are required to be neat and tidy in appearance at all times while at work. You must wear appropriate business dress, which is fit for purpose, while at work and outside working hours when representing the FSA or attending FSA or other functions on behalf of the FSA. While you have discretion to decide what appropriate dress is, line managers retain responsibility for the interpretation and application of this.


Employment of relatives or other individuals with whom there is a close relationship

We do not prevent your relatives or other individuals with whom you have a close relationship from being employed by the FSA. It is your responsibility as an employee to ensure that the FSA is informed of any relationship at the time of making the application. The FSA will make every effort to ensure that no conflict of interest arises. We do not normally permit employees who have a close relationship to work together in the same team or report to the same line manager.

Completion of weekly timecards

In order to measure corporate, divisional and departmental performance, all employees who meet the 'Headcount' definition (i.e. all employees, secondees, contractors and long-term agency temps) are required to complete weekly timecards on a timely and accurate basis. Data recorded should reflect actual hours worked by activity performed and be submitted as per the agreed deadline.


Ordering goods and services

All orders for goods and services must be made with a purchase order. Suppliers should be asked to quote the purchase order number on invoices and submit them directly to accounts payable. They should be created for the total value, including VAT, of the goods and services. Where the total value is over £25,000 they should be created with the Central Procurement Unit. Purchase orders can be created by authorised individuals using iProcurement.

Should any employee be exempted from completing timecards, local management will advise accordingly.




This is the FSA’s Personal Conduct Policy as at April 2009.





Contractual information in this policy forms part of your contract of employment.


http://connectplus/tools/Processes/Procurement/default.html


Prospective Parliamentary Candidates Policy

Summary of the Policy

Seeking approval

If you intend seeking selection as a Prospective Parliamentary Candidate (PPC), you should first approach your line manager to seek written approval. Your line manager will inform the HR Helpline and the Ethics Officer.

You should also inform your line manager as soon as you are selected as a PPC.

Sensitive issues

Following your selection, you should discuss with your manager whether there are any FSA-related issues on which, in your capacity as a PPC, it would either be inappropriate for you to comment or you would be expected to follow an agreed line. The FSA reserves the right to move you to other work if, in our opinion, there is a conflict of interest between your FSA and your PPC work.

Time off for PPC commitments

You will not be granted additional time off for constituency work between elections. Time off for constituency commitments should be taken from your normal holiday allowance.

You will be granted up to 20 days additional unpaid leave to fight an election campaign in which you are a candidate for election (general, European Parliament or by-election). You must record this absence as Unpaid Leave via Employee Self-service on Chrysalis.

If you are elected

If you are elected, you will be expected to resign with effect from the day following the announcement of the result.

If you are not elected

If you are not elected, you will be expected to return to work at the end of your agreed leave of absence.

Partners and family members of PPCs

If you are the partner or a family member of a PPC, any time off required to help fight an election campaign should be taken from your annual leave allowance.




Political activities and public debate

If you intend to seek selection as a PPC or Local Authority Councillor you should try to give at least three months notice to your manager. Where we consider there to be a conflict of interest between your current role and your proposed political involvement, which may be prejudicial to our integrity, we reserve the right to move you to other work.

Special rules will apply if you are seeking selection as a PPC. You should discuss your intentions with your Director/Head of Department, the HR Helpline and the Communications Division.





This is the FSA's Prospective Parliamentary Candidate Policy as at April 2009.







11 Security of FSA Assets, Information and Data

Clear Desk Policy The Clear Desk policy serves as a basic reminder to staff to secure sensitive or valuable material, whilst providing some guidance on procedures that should be followed.

The procedural guidance contained within these documents should enhance/support other FSA policies covering Records Management, staff confidentiality agreements, Knowledge Management Security, Data Protection and Emergency Planning procedures.

The Clear Desk Policy complements other existing policies. It relates to all material, whether personal or corporate, that is held within the premises of the Financial Services Authority. The policy allocates responsibilities and provides procedural advice to ensure that the aim is achieved. It also identifies courses of action in relation to non-compliance and suspected security breaches.

• Clear Desk Procedures

• Clear Desk Hints and Tips

• Printing Sensitive Documents

• Clear Desk Good Practice Summary

• Personal Lockers

The Policy

The Clear Desk Policy will complement, not replace, other existing policies. The FSA Clear Desk Policy relates to all material, whether personal or corporate, that is held within the premises of the Financial Services Authority. The policy allocates responsibilities and provides procedural advice to ensure that the aim is achieved. It also identifies courses of action in relation to non-compliance and suspected security breaches.

Aim

The aim of the Clear Desk Policy is to ensure that FSA records and property are afforded the appropriate level of physical protection in direct proportion to the impact


http://connectplus/career/Induction/documents/Clear%20Desk%20Proceedures.doc

http://connectplus/career/Induction/documents/Clear%20Desk%20Hints%20and%20Tips.doc

http://connectplus/career/Induction/documents/Printing%20Sensitive%20Documents.doc

http://connectplus/career/Induction/documents/Clear%20Desk%20Good%20Practice%20Summary.doc

http://connectplus/career/Induction/documents/Personal%20Lockers.doc

on the business activities, reputation and morale of the FSA and its’ staff that would be experienced subsequent to any loss.

FSA records - e.g. papers and documents (e.g. classified, sensitive, personal), emails and non external publications.

FSA property - e.g. Laptops, Blackberry’s, USB ports/FSA memory sticks/VPN code fobs, Palm pilots etc.

Objectives

The objectives of the Clear Desk Policy are as follows:

• To protect sensitive information from public disclosure - Not only information which has been annotated with a FSA security classification, or is covered under the auspices of the Data Protection Act, but also information that could embarrass or could potentially damage the reputation of the FSA if publicly disclosed.

• To prevent all unauthorised access to sensitive information.

• To help protect all business critical information from damage or loss as a result of fire, smoke, water and explosion.

• To protect information, although not sensitive is essential to normal functionality – Information such as reference material that can be replaced easily but with a time delay.

• To protect information that would be difficult or could not be replaced.

• To ensure that material is stored in a way that enhances Business Continuity Planning in relation to post incident start up, clearance, salvage and reclamation.

• To prevent loss of personal property and FSA portable property such as laptops and mobile phones.

• To specify the consequences of loss of information or FSA property resulting through negligence of a member of staff.

• To specify the consequences of deliberate acts of attempted theft of any material held within the confines of FSA.

• To protect confidentiality and reduce FSA exposure to risk.

• To reflect the fact that most desks are shared resources.

• To improve the security of an individuals personal belongings.

• To help make more effective use of office space.


Compliance Audits

Regular audits are carried out to ascertain the standard of compliance with this policy. Breaches of the Clear Desk policy may result in disciplinary action.

Annual Policy Review

The policy will be reviewed annually by the IS-KM Department and any necessary amendments will be signed off by OpCo and published on the Intranet.

Responsibilities

• Executive - The Chief Operating Officer (COO) will take forward (as Sponsor of operations business unit) to ExCo clear desk issues/proposals that will have initially been put forward to OpCo.

• Senior Management - The Head of Knowledge Management is accountable for the Clear Desk Policy.

• Compliance with the policy – Directors, Heads of Departments and Managers are responsible for communicating standards and ensuring staff compliance within their areas of responsibility.

• Compliance Audit – IS - KM Department are responsible for co-ordinating the annual compliance audit, collating the outputs and monitoring.

• Business-as-Usual Audits - will continue to be undertaken and reported on by Facilities: ‘Daily Audit Checks’ re personal property by nightly FSA security teams.

• Co-ordination of the Audits -

1) Facilities are responsible for undertaking on a ‘Best Endeavours’ basis the daily audit checks with respect to FSA assets (Laptops, Mobiles, Palm Tops, Blackberry's, FSA Memory Sticks, VPN code fobs etc.) together with a quick visual inspection for confidential papers (e.g. at photocopying machines).

These nightly sweeps are carried out by the security teams at TNC,1CS and Bank Street after 6pm.

Lockers are checked with respect to the ‘red button’ being visible if found open/unsecure laptops are removed and secured.

The findings are reported to HR weekly.

2) IS- KM Department are responsible for undertaking quarterly buildings audits.

3) HR - are responsible for advising line managers on the disciplinary procedures relating to clear desk breaches.


a) Advising line management of any reported breaches to the clear desk policy;

b) Ensuring consistent and fair procedures/process(s) are in place; and

c) Reporting management information on breaches to IS-KM.

4) Directors and Line Management - are responsible for investigating and taking relevant and timely actions with respect to CD breaches as outlined within the disciplinary procedures.

5) Chief of Staff - are responsible for ensuring consistency in decision making related to clear desk breaches in the business unit.

• ALL FSA staff (including contractors and temporary workers) are individually responsible for adherence to Clear Desk policy and taking personal ownership for the safekeeping of both FSA property and FSA records.

• 3rd Party Providers (e.g. outsource service providers) - should a breach occur whilst working on FSA business, appropriate sanctions will be taken against that third party.


This is the FSA’s Clear Desk Policy as at March 2010.

This policy is owned by IS-Knowledge Management, the HR Division, Corporate Security and IS-Security. Relevant polices may be found via the following hyperlinks:

Clear Desk Operating Procedures

Security Policy and Handling Guidelines

Records Management Policy

Disciplinary Procedure





http://tncintr07:2222/career/Induction/documents/Clear%20Desk%20Proceedures.doc

http://tncintr07:2222/tools/Processes/Records%20Management/Security-Markings.html

http://tncintr07:2222/tools/Processes/Records%20Management/default.html

Employee Information Security Manual The two most important assets we have are our people, and the information they use. Secure use of information and of information systems is essential if the interests of the FSA, the firms it regulates, consumers and the Government are to be met.

There are risks associated with careless or excessive use of information and systems. This policy sets out the principles, policies and procedures that the FSA has determined are required to protect its information and information systems from such risks.

Where something is not specifically covered in this policy, employees are encouraged to seek clarification from their line manager.

Principles


• We provide information systems and services to our employees and places a high priority on the security of these systems and services. We therefore operate a number of security controls which protect these systems and services, and the information they contain, from attack. Wherever possible, these controls will operate in an automated way that is resilient against user errors.

• Information systems are primarily provided for business use. We do allow reasonable personal use of the facilities provided, so long as it is not excessive, does not interfere with individuals meeting their agreed business objectives and incurs minimal cost for the FSA.

• We may monitor use of our information systems, and individuals should bear this in mind when using FSA systems to process sensitive personal information. Information acquired by monitoring may be used to provide senior management with statistics about working patterns, to conduct investigations, or for any other reasonable purposes.

• We own all of the information stored and processed within our systems and may be obliged to disclose it under the Freedom of Information Act or for other reasons. We will inform any affected individuals in such cases and wherever possible seek their agreement.

• We will take reasonable steps to ensure that employees understand their responsibilities and obligations under this policy and, where necessary, have the training necessary to be able to comply.

• We will investigate all suspected breaches of this policy quickly and consistently, and will treat everyone fairly.



• You must follow this policy, and other policies and guidance provided to you, at all times. We expect you to understand your responsibilities and obligations under this and other policies, and to contribute to the security of the FSA.

• If you need (or are asked) to do something which requires you to breach this policy, then you must seek guidance from your line manager (or a more senior manager) before taking any further action.

• We expects you to take all reasonable steps to protect, at all times, sensitive information, and valuable IT equipment (such as laptops, mobile phones and BlackBerry handhelds) from loss or theft.

• You must report any actual or suspected breaches of security to either your line manager, or FSA Security Control, as soon as you can. Loss or theft of IT equipment must be reported to the IS Service Desk as soon as you can.

• We expect you to use the information and information systems and services to which you have been given access in a reasonable and acceptable way at all times.

• We may monitor use of our information systems – by making use of them, you agree to this taking place and accept that any private information you process on or transmit via our systems may also be monitored.

Line Managers’ responsibilities

Directors, HoDs and Managers are responsible for ensuring that:

• Staff are aware of and comply with the security policies and standards that apply to their duties;

• Any additional local security arrangements necessary for the employees, offices, information or systems under their management are developed, maintained, communicated and enforced;

• Staff have the training necessary to be able to comply with the security policies and standards that apply to their duties;

• Performance targets include, where appropriate, specific objectives that enhance the security of the FSA;

• All staff are aware of the consequences of breaching the policy;

• Concerns about possible excessive or inappropriate use of information, or information systems and services, are raised informally with the employee in the first instance;


mailto:*%20Security%20Control%20Room

mailto:*%20IS%20ServiceDesk

• Potential policy breaches are investigated promptly, and dealt with under the FSA’s Disciplinary Procedure where policies or standards have been violated without prior authorisation.

Summary of Information Security Policy and related links

(Please note that for convenience, this policy uses the term “sensitive information” to mean any information marked as “FSA Restricted” or as “Controlled Distribution”.

Information Classification and Marking

If you create new information, or receive information from another organisation and are responsible for its onward distribution, then you must classify and then add the corresponding security marking to the information using the FSA Security Classification and Marking Procedure.

General Requirements on Handling Classified Information

If you receive information bearing a Government Protective Marking, then you must handle it in accordance with the Policy on Government Protectively Marked (Classified) Information, which can be found on Connect+.

If you receive information bearing an FSA Security Marking, then you must handle it in accordance with the following general requirements:

“FSA Restricted” information can be freely distributed within the organisation, but must only be distributed to third parties (organisations other than the FSA or the firm(s) to which the information refers) in accordance with local procedures;

“FSA Restricted - Firms” information must only be distributed to those in regulatory, supervisory, enforcement, intelligence, financial crime, legal and policy roles, and withheld from others;

“FSA Restricted - Personal” information must, under normal circumstances, only be distributed to the individual to whom the information refers, line managers and HR – other access must only be granted if a need-to-know can be demonstrated;

“FSA Restricted - Risk” information must only be distributed to those in risk management roles, including those involved in the ownership and mitigation of internal risks;

“FSA Restricted – Internal Audit” information must only be distributed to those involved with internal audit work (Note: this may include those working outside Internal Audit Division);

“FSA Restricted – Market Monitoring” information must only be distributed to those having a markets, enforcement or EFCD role (Note: this may include named individuals working outside of these Divisions);


http://connectplus/corporate/Corporate%20Security%20and%20Resilience/_Government-Classified-Information-Policy.html

“FSA Restricted – Enforcement” information must only be distributed to those involved with enforcement casework (Note: this may include those working outside EFCD);

“Controlled Distribution – Enforcement” information must only be distributed to those involved with enforcement casework who have a proven need-to-know;

“Controlled Distribution – Market Sensitive” information must only be distributed to those in regulatory, supervisory, enforcement, intelligence, financial crime, legal and policy roles who have a proven need-to-know;

“Controlled Distribution – Named Distribution Only” information must only be distributed to those identified in the distribution list included within the document or information;

“Controlled Distribution – Committee Only” denotes information (papers, minutes, etc.) for circulation only to those involved in the Committee, which may be the Board, ExCo, OpCo or AuditCo;

“Controlled Distribution – Bank Confidential” denotes information received from the Bank of England and marked ‘Bank Confidential’, and must only be distributed to those who have a proven need-to-know;

Information marked “Legal Privilege” must, under normal circumstances, only be distributed to those seeking legal advice on the matter to which the information refers, and to those providing the advice. Legal advice must be sought before the information is distributed to others, or summaries or extracts are made and circulated to others.

In addition to the above restrictions, you must also handle FSA classified information in accordance with the more specific requirements (for electronic storage, email, etc.) that follow in the remainder of this policy.

Electronic storage

You must only store information marked with a Handling Descriptor in a restricted-access location (e.g. folder).

You must not process information marked with a Handling Descriptor on non-FSA computing devices (e.g. a home computer or personal computing device).

If you copy sensitive information to a CD or DVD for removal from the office then the disk must be encrypted.

If you copy sensitive information to a USB device for removal from the office, then you must use an FSA approved and issued USB device, and you must not disable or deactivate the encryption function on the device.


Handling Paper Documents

You must keep a record of all Controlled Distribution papers distributed either internally or externally. This may take the form of a distribution list.

If you send sensitive papers by internal mail then you must place the papers in an envelope (e.g. a ‘transit’ envelope). Particularly sensitive “Controlled Distribution” information must be hand-delivered or double-enveloped.

If you send “Controlled Distribution” papers by mail to an external recipient then you must ask the post room to send them via the secure courier delivery service.

When you no longer need to keep a sensitive paper document, you must dispose of it using the confidential waste bins provided in our premises. If the document contains particularly sensitive ‘Controlled Distribution’ information, then it must be shredded.

Use of email

• Emails that you create, send, receive and store are owned and may be monitored by the FSA.

• You must not send emails which contain obscene, defamatory or discriminatory material, which cause harassment or offence, or which contain malicious gossip or other inappropriate material. If you do send such material then this will be treated as misconduct and dealt with under the FSA’s Disciplinary Procedure.

• If you unwittingly receive material which is inappropriate you should report this to your line manager and delete the material. If you know the sender personally you should contact them and ask them not to send further inappropriate material.

• If our anti-virus software alerts you that you have received an infected email, you must contact the IS Service Desk immediately. You must not delete, forward or otherwise process the email until the Service Desk has advised you that it is safe to do so.

• If you need to send information marked “Controlled Distribution” by email, then you must include text within the body of the email (but not in the Subject line) to indicate to the recipient(s) that the information has this marking.

• External email containing ‘Controlled Distribution’ information, where the FSA is the sender, must be encrypted where possible.

• Wherever possible, emails containing ‘Controlled Distribution’ information must not be sent from a BlackBerry to external email addresses (as they cannot be encrypted). If this is unavoidable, the information must be disguised (e.g. using code-words).

• Information marked with a Handling Descriptor must not be sent to a personal email address. (The term ‘personal email address’ refers to accounts such as



'home' email accounts used by FSA employees on a non-FSA PC. It does not refer to business email accounts - e.g. a web-mail account used by an IFA).

• You must not “auto-forward” your FSA emails to an external email address.

• Access to personal Internet email accounts (such as Hotmail) is not permitted (as the FSA is not able to monitor such access).

• We accept that from time to time it may be necessary to send a personal email from your FSA account. You must ensure that the email does not contain sensitive information, and that its content cannot be confused with an official FSA business communication.

• From time to time we may monitor the use of email and this may be required by law in some circumstances. To maintain the integrity of the SCC relationship, if any emails are monitored which contain ‘SCC’ in the title, every effort will be made to avoid accessing the content.

Use of the Internet

• Internet facilities are provided for business purposes – however, you are allowed to make reasonable personal use of these facilities.

• You must not deliberately access web sites containing material of an offensive, pornographic or violent nature, or gambling, gaming or betting sites. If you deliberately access such sites then this will be treated as misconduct and dealt with under the FSA’s Disciplinary Procedure.

• You must not download software (including screensavers) as these may contain embedded viruses or other malicious code which could damage FSA systems.

• If you publish material that mentions the FSA, its business or regulated clients on, for example, social networking sites, 'blogs' or a personal web site, then you must make it clear that you are expressing a personal view by including the following text: “The views and opinions expressed on this site are mine alone and do not necessarily reflect the views of my employer”. (You should be aware of your duty as an employee to act in good faith and in the best interests of your employer under English law. This duty of fidelity to the employer is a very strong legal obligation.)

Computers

• You must lock your computer screen (press Ctrl+Alt+Del keys and then select Lock Computer) when you leave your computer unattended, and log off your computer before you leave for the day.

• If you are not taking it with you, you must ensure that your laptop is locked away before you leave for the day.


• You must not attempt to access a computer unless you have been authorised to do so. Gaining unauthorised access to a computer by any means, or removing or tampering with any IT equipment, software or electronically-held information, will be treated as misconduct and dealt with under the FSA’s Disciplinary Procedure.

• You must not tell someone else (including IS Service Desk personnel) your computer login password without a clear business reason and authorisation to do so.

• You must not write down your computer login password

• You must not enter your computer login password if someone else can see the keys you are typing.

• If you think your password has been compromised, then you must change it immediately.

• You must not try to load software onto a FSA desktop, laptop of other systems, or modify existing software (other than to change user-configurable options and preferences). You must contact the IS Service Desk if you have a legitimate business need for a copy of software listed in the IS Service Catalogue (which can be found on Connect+). If you need access to software not listed in the IS Service Catalogue, then you will need to contact IS Relationship Management to discuss raising a Work Request for this.

• You must not make illegal copies of software, as you will be personally liable for this and may also put the FSA at risk of enforcement action.

• You must not connect any unauthorised devices to the FSA’s network.

BlackBerry handhelds and Mobile Phones

• You must take all reasonable steps to ensure that you do not lose your BlackBerry or allow it to be stolen. Loss or theft of your BlackBerry must be reported immediately to the IS Service Desk on 020 7066 3636.

• If you use your BlackBerry in a public area (e.g. on the tube or train) then you must take reasonable steps to ensure that others cannot read the emails you are reading or writing.

• You must try to avoid leaving your BlackBerry unattended while outside of the office. If this is unavoidable, then you must either lock it manually or turn if off before you leave it.

• You must not tell anyone else your BlackBerry password. If you believe that someone knows your password, you must change it immediately.



• You must not try to load software onto your FSA BlackBerry, or modify existing software (other than to change user-configurable options and preferences).

• You must follow the requirements in the ‘Use of email’ and ‘Use of the Internet’ sections of this policy when using your BlackBerry for email or Internet access respectively.

• When using other features of your BlackBerry (such as the camera) you must not create, import, send or store material which is obscene, defamatory or discriminatory, which could cause harassment or offence, or which contains malicious gossip or other inappropriate material.

• You must take reasonable precautions to avoid being overheard if you use your BlackBerry or mobile phone to discuss FSA business while outside the office. Discussions on mobile phones relating to “Controlled Distribution” information must not take place in public.

• It a criminal offence to drive while using a hand-held mobile telephone (or BlackBerry). We insist that you do not use either while driving on FSA business.

Office Telephones

• If you need to discuss “Controlled Distribution” information over the telephone, then this must take place in a way that the information is unlikely to be overheard by someone outside the “need-to-know” group.

• If you are phoned and then asked to discuss information marked with a Handling Descriptor, you must make sure of the caller's identity and validity of their request. If you are unsure, then ask the caller for their number, hang up, confirm the authenticity of the caller and their request with your line manager or a colleague, and then call them back.

• Telephones are provided for business purposes but you may make occasional and reasonable personal use of them providing it does not interfere with the performance of your duties and incurs minimal cost for the FSA. You should ensure that any personal usage is not excessive, in terms of either number or length of calls made. A call logging system is in operation and charges may be made for excessive private calls.

• You must not use your FSA phone to make a personal call overseas.

• In certain departments of the FSA telephone calls are recorded or otherwise intercepted for business related reasons. If this is a requirement in the department in which you work, you will be informed by your line manager and you should ensure that you follow your department’s rules on recording/interception.

• If there is no recorded message to indicate to internal or external callers that calls made from or to your telephone will be recorded, you must inform them that the


call will be recorded at the outset of the call. The only exception will be where in accordance with the proper exercise of FSA’s investigatory powers you may conduct covert interception. Guidance on this is issued locally.

Voice Mail

You must take care to ensure that the messages you record on the voice mail system do not give away sensitive information.

Fax machines

You must not send sensitive documents by fax unless there is a business requirement to do so and no secure alternative (such as scanning and emailing the scanned document) exists.

If you do have to send sensitive information by fax, you must ensure that the correct fax number is being used and that the recipient is present to take immediate possession of the fax upon receipt. (Note that this requirement does not apply to the automated transmission of faxes using the RightFax solution.)

You may use the FSA's fax machines to send urgent personal messages, providing such use is occasional and reasonable, and that personal messages are not capable of being confused with FSA business communications. Please note that all fax calls are logged.

Printers, scanners and photocopiers

If you print, scan or photocopy a sensitive document, you must ensure that you remove the original from the machine once the operation is completed. If the original or copy becomes jammed in the machine, then you must ensure that any sensitive material is removed.

If you need to print a “Controlled Distribution” document, then you must, if practical, use either a local printer or the 'secure print' facility on a shared printer. (In Word, for example, the option to enable this can be found under File/Print/Properties/Other Options/Print and Hold …/Confidential.) If this is not possible or practical, then you must ensure that you pick up the print out immediately

You must not scan or photocopy material where this would be a breach of copyright or other legislation.

In the Office

• You must at all times comply with the FSA's Clear Desk Policy by ensuring that:

o Your laptop is locked away before you leave for the day;

o You clear your desk of all business documents and lock these away securely;


o Particularly sensitive “Controlled Distribution” documents are locked in a security container, or in a standard container (e.g. RightSpace locker) in an area with additional physical security controls;

o No valuable items are left out – either personal or owned by the FSA;

o You lock any pedestals, cabinets, lockers, key safes and roller racking for which you are responsible;

o You do not leave sensitive documents in a recycling tray, archive boxes, or boxes being used for office moves.

• If you participate in a meeting, you must ensure that any sensitive documents (including flipcharts) are removed from the meeting room, and that any sensitive information is wiped from the whiteboard.

• Sensitive information should not be displayed on walls overnight – if it is required to be displayed during the working day then it must be removed and secured at the end of each day.

• If you are working late in the office, then please check your local print area for any documents that have not been collected and place these in the Confidential Waste (or, in the case of documents containing HMSI, shredding them).

Security tokens

You must take reasonable precautions to avoid losing any security tokens you are given, or exposing them to theft. If they are lost or stolen then this must be reported immediately to the IS Service Desk on 020 7066 3636 or Security Control on 020 7066 3838.

Secure remote working

• If you are working outside the office with sensitive information then you must ensure that you are not overlooked, and that you do not lose the information you have in your custody or allow it to be stolen.

• You must be especially cautious when discussing any sensitive information in public places, and ensure you are not overheard.

• FSA laptops are encrypted, but they are expensive to replace, so you must take all reasonable precautions to avoid losing your laptop or having it stolen. If a laptop is lost or stolen then this must be reported immediately to the IS Service Desk on 020 7066 3636 or Security Control on 020 7066 3838.

• If you take or print paper documents containing sensitive information out of the office, then they must be brought back into the office for disposal. You must not



mailto:*%20Security%20Control%20Room

dispose of them as normal or recyclable waste at home or at a public place or another organisation’s office.

• Sensitive information and equipment used away from our premises must be stored out of sight when not in use, and any available locks used to secure them. In particular, you must transport sensitive FSA documents in a secure manner (for example, in a briefcase), and sensitive FSA documents and equipment must not be stored in an unlocked car, or in the passenger compartment of a car where they are visible from outside.

• If you take information on electronic form outside of the office then you must store it on your FSA laptop if this is practicable. If it is not, then you must use an FSA-approved transport device, such as an encrypted memory stick. The IS Service Desk can advise on and supply these.

Monitoring and Review

Technology and the law change regularly and this policy will be updated periodically to reflect any changes. Employees will be informed when any fundamental changes are made but should be aware that it is everyone’s responsibility to read the latest version of FSA policies.


This policy covers all FSA employees, including permanent staff, contractors and temporary and agency employees. This policy also covers any third party employees while they are working on FSA business. If a breach involves a third party, appropriate sanctions will be taken against that third party.


This is the FSA’s Information Security Policy as at August 2010.

The policy is owned by the IS Security Manager and has been developed in consultation with the FSA’s Staff Consultative Committee.






mailto:*%20HR%20HElpline

Employee Security Classification and Marking Procedure

The two most important assets we have are our people, and the information they use. Secure use of information is therefore essential if the interests of the organisation, the firms we regulate, consumers and the Government are to be met.

There are risks associated with the careless or excessive use of information. This procedure describes how information should be classified, and then a security ‘marking’ applied, in order that it will be handled securely by recipients.

Where something is not specifically covered by this procedure, employees are encouraged to seek clarification from their line manager.

Principles

We have determined that most of the information we hold falls into one of the categories indicated in the following table:

Classification Description

Unrestricted

Unauthorised disclosure of this type of information would have little or no impact on the organisation, the Government, firms or others. This includes all information which is already in the public domain and FSA information which is not sensitive (e.g. team meeting agendas).

FSA Restricted

Unauthorised disclosure of this type of information could cause embarrassment to the FSA, a firm or others, but would not cause long-term damage. ‘FSA Restricted’ information is open to all staff and to other contracted parties. Some “FSA Restricted” information is also marked with a Handling Descriptor which identifies the ‘need to know’ group authorised to receive the information. This may be quite a large group (e.g. in the case of the ‘Firms’ information) or quite limited (e.g. for ‘Personal’ information)

Controlled Distribution

Unauthorised disclosure of this type of information could cause severe and long-term damage to the organisation or to a firm, would represent a breach of our obligations under FSMA, or could cause a movement in market prices (and might therefore be used for ‘insider trading’). Access to information in this category will be restricted to those having a demonstrable ‘need to know’, and it is expected that in most cases this will be a small group of people (for each instance of this type of information).

The following table shows the Handling Descriptors that may be applied by classification:

Unrestricted FSA Restricted Controlled

Distribution

Firms

Personal


Risk

Market Monitoring

Internal Audit

Enforcement

Market Sensitive

Bank Confidential

Named Distribution Only

Legal Privilege

We also hold and process a relatively small amount of information that falls into other categories, including Government Protectively Marked information (for which a separate policy can be found here) and specific information classified using other schemes (e.g. the 5x5x5 scheme used to classify intelligence).

Summary of the Procedure

1. The appropriate security classification for FSA information can be found using the table above, and the following table:

Classification Description Examples

Unrestricted

This includes all information which is already in the public domain and FSA information which is not sensitive.

• Team meeting agenda • Information already published

externally

FSA Restricted

Information which is not in the public domain but which is not sensitive enough to warrant one of the more restrictive classifications which follow.

• Commercial information about the FSA

• Most FSA pre-publication policy work

FSA Restricted – Firms

Any information about regulated firms which is not already in the public domain and which is not highly sensitive. This includes information we receive from firms which is referred to as ‘confidential information’ in section 348 of FSMA.

• ARROW Panel Plan • Letter to firm on relationship

management feedback • Supervisory/Decision Notice • SRC paper on firm issues

FSA Restricted – Personal

Personal information about any individual

• Appraisal • Pay/bonus letter • Pay review spreadsheet

FSA Restricted - Risk

Information about internal and external risks being managed by us.

• FSA Risk Dashboard • Aggregated external risk analysis

reports • Documentation related to the

horizontal governance process


http://connectplus/corporate/Corporate%20Security%20and%20Resilience/_Government-Classified-Information-Policy.html

FSA Restricted – Internal Audit Information about internal audits. • Audit test papers

• Fieldwork / interview notes

FSA Restricted – Market

Monitoring

Information in connection to suspected insider dealing (CJA), market abuse (FSMA) or other provision of FSMA. This may include information from other UK or foreign government agencies, regulators or exchanges.

To be added

FSA Restricted – Enforcement • Routine Enforcement case-work

Controlled Distribution – Enforcement

Information about an investigation into a firm’s compliance with our rules, with the provisions of FSMA, and under the insider dealing provisions of the Criminal Justice Act and the Money Laundering Regulations. This may include information from other regulatory bodies and law enforcement agencies.

• Highly sensitive Enforcement case-work

Controlled Distribution –

Market Sensitive

Highly sensitive information about a firm, unapproved disclosure of which poses such risks to us, a firm or other person or to market confidence that additional security controls are necessary to mitigate those risks. (In the majority of cases, but not all, this would relate to information that is likely to lead to a significant movement in market prices, but it does not extend to all 'inside information' held by us.)

• Letter to firm proposed change of CEO

• Listing transactions • Pay review spreadsheet


Bank Confidential

Information received from the Bank of England which carries a ‘Bank Confidential’ marking (with or without further markings)

• Anything received from the Bank marked “Bank Confidential”

• Documents quoting extracts or summarising from Bank Confidential information


Named Distribution Only

Information which should only be circulated to a named list of individuals

• Internal audit reports


Committee Only

Highly sensitive information for discussion by a senior Committee

• Papers (including minutes) from a senior Committee including:

• The FSA Board; • ExCo; • OpCo; • AuditCo.

Legal Privilege (may be added to any information

with other

Legal advice provided by GCD or Enforcement To be added


Handling Descriptors)

A flowchart illustrating the above is provided here to assist with the classification decision.

2. Please ensure you add the classification to the document as a security marking as follows:

a. For all types of ‘FSA Restricted’ information, the classification (including any Handling Descriptor) must appear at the top of each page, and pages must be numbered;

b. For all types of ‘Controlled Distribution’ information, the classification (including any Handling Descriptor) must appear in bold at the top of each page, pages must be numbered and, where possible, the total number of pages should also be shown on each page (e.g. ‘Page 3 of 14’);

c. Documents marked ‘Controlled Distribution – Named Distribution Only’ must include a distribution list within the document;

d. Others types of ‘Controlled Distribution’ information may include additional information within the document ‘header’ about to whom it is restricted (e.g. ‘Controlled Distribution – Market Sensitive – Project Tumbleweed’);

e. For all types of paper document received from external sources, it is sufficient to stamp or write the classification on the first page only, so long as the pages of the document are stapled or otherwise bound together.

3. The procedure for classifying information received from an external party other than the Bank or a regulated firm is as follows:

a. If the document has a security marking and the requirements for handling it have been communicated by the external party, then apply the appropriate FSA security marking that provides the required controls and protection;

b. If the document does not have a security marking, or it does have a security marking but the requirements for handling it have not been communicated by the external party, then contact the sender to determine their handling requirements and then apply the appropriate FSA security marking.

Who is covered by this procedure?

This procedure must be used by all employees, including permanent staff, contractors and temporary and agency employees, when classifying and marking information. This procedure must also be used by any third party employees while they are working on FSA business.


This is the Information Security Classification Procedure as at August 2010.


The procedure is owned by the IS Security Manager and has been approved and authorised by the Operations Committee (OpCo). Any proposals for changes – for example, to add new classifications – must be made to the IS Security Manager in the first instance.

The procedure is not contractual and is subject to change at the discretion of the FSA – any changes will be published on Connect+.

Any questions on the application of the procedure should be directed to local line management in the first instance.


12 Terms of employment

Basics about Your Employment

Job titles

The following generic job titles apply to our staff appointed to jobs at the FSA:

• Director/Head of Department – Carries responsibility for the executive management of a specific area of regulation, regulated market or operational area.

• Manager – Leader of a team responsible for a particular regulatory activity or operational area that applies/requires specialist technical knowledge or acquired business experience.

• Technical Specialist - Carries responsibility for providing expert advice to colleagues and/or applies knowledge to undertake or manage highly complex tasks and projects. The role requires in-depth specialist knowledge and experience of the relevant sector or specialism, which is likely to be particularly valuable or scarce in the market.

• Associate – Carries responsibility for the execution of delegated tasks in a specific area of regulation or operational area, using specific technical expertise. The level of exposure and autonomy will vary depending on the experience of the Associate.

• Administrator/ Secretary – Carries responsibility for a diverse range of administrative/support duties.

Additionally, with line management approval, more descriptive job titles may be used as appropriate, e.g. on business cards.

Your job title is stated in your Personal Statement. You may be asked to undertake other duties as the FSA may from time to time reasonably direct and the precise description and nature of your job may need to be varied occasionally from time-to-time.

Place of work

The FSA offices are located at:

25 The North Colonnade Canary Wharf London E14 5HS

1 Canada Square Canary Wharf London E14

25 Bank Street Canary Wharf London E14

Quayside House 127 Fountainbridge Edinburgh EH3 8DJ


Your normal place of work will be as notified in your Personal Statement. We may reasonably require you to work in any other FSA offices, any regulated firm or other third party inside the United Kingdom.

You are not currently required to work outside the United Kingdom except for business trips or other trips in the course of your work. You may be required to make visits to third parties anywhere in the United Kingdom and there may be times when it is necessary to stay away overnight. It is a condition of your employment that you undertake these requirements to travel.




This is the FSA’s Basics about your employment policy as at April 2009.





Contractual information in this policy forms part of your contract of employment.



Employee Handbook and Contractual Information


Your Personal Statement sets out some of the terms and conditions of your employment. Taken together, your Personal Statement, sections of this Handbook enclosed in the headings, ‘Contractual Information (start)’ / ‘Contractual Information (end)’, and your first Flexible Benefits Confirmation Statement and thereafter, your most recent Flexible Benefits Confirmation Statement comprise your Contract of Employment with us, subject to any amendments that from time to time, the FSA may make. Accordingly, the FSA reserve the right to amend the Contract of Employment of all employees and also to vary it in respect of individual employees.

The Employee Handbook contains policies and procedures that do not form part of your Contract of Employment and may be replaced, withdrawn or varied by the FSA at any time.

This Employee Handbook, together with your Personal Statement constitutes written particulars for the purposes of the Employment Rights Act 1996 (as amended from time to time). Where there is a conflict between your Personal Statement and the Employee Handbook, your Personal Statement will prevail.

We reserve the right to make non-fundamental changes to the terms and conditions of employment enclosed in the headings, ‘Contractual Information (start)’ / ‘Contractual Information (end)’, in this Handbook from time to time.

You will be notified of minor changes of detail by way of a general notice to all employees affected by the change and any such changes take effect from the date of the notice. The changes will be automatically made to the Intranet Handbook.

You will be given not less than one month’s notice in writing of any significant changes which may be given by way of an individual notice or a general notice to all employees. Such changes will be deemed to be accepted unless you notify us of any objection in writing before the expiry of the notice period.

The FSA is constantly reviewing its terms and conditions of employment and policies to compare them with best practice in similar organisations. Appropriate changes may be made to reflect such best practice. Contractual Information (end)





This is the FSA’s Employee Handbook and Contractual Information Policy as at April 2009.





This policy does form part of your contract of employment.


Hours of Work Policy


Unless otherwise stated in your Personal Statement, normal working hours are 35 hours each week, Monday to Friday, with one hour each day for lunch. We reserve the right to vary your normal working hours, if necessary, to fulfil our operational requirements.

You may be required to work in excess of your normal working hours. If required, you agree to work in excess of any limit placed on working hours, whether by statute or otherwise (provided in the case of a statutory limit that the requirement is lawful). Any excess hours worked will be unpaid unless you have a specific entitlement to overtime payments, which will be set out in your Personal Statement.

You are required to record your hours of work and notify us of them so that we can comply with our health and safety obligations.

If you have to work during your lunchtime, you must take an equivalent break during the day, making arrangements for appropriate cover where necessary. You must take a minimum rest period of 30 minutes if you have worked continuously for six hours. The law entitles you to a daily rest of 11 consecutive hours and a weekly rest of 24 hours. Except where we may lawfully require you to work during all or part of these rests, you must take them. If as a result of our work requirements you do not get your full rest entitlements, you will be entitled to an equivalent period of rest.





This is the FSA’s Hours of Work Policy as at April 2009.







This policy does form part of your contract of employment.


13 Wellbeing

Smoking Policy

Principles


This policy has been developed in line with the requirements of the Health Act 2006 to protect the health of all employees, contractors, consultants and visitors to the FSA’s premises from exposure to second-hand smoke.

We recognise that people have the right to work in a smoke-free environment under the new Smoke-free Regulations and we will take all reasonable steps to achieve this.

We recognise that second-hand smoke adversely affects the health of people. We are not concerned with whether anyone smokes, but where they smoke and the effect this has on our staff and visitors.

The aim of the policy is to:

• protect the health of anyone who comes to work on our behalf on our premises (including employees, secondees, workers, contractors, and consultants);

• protect the health of visitors to the FSA;

• inform people of their responsibilities in relation to this policy; and

• promote an improved working environment in conjunction with the Rightspace programme.


Employees should:

• ensure they comply with this policy and do not smoke on the premises (including the steps at the front and back of the building) or in any other areas on the Canary Wharf estate where a ‘no smoking’ sign is displayed;

• ensure their visitors to the FSA are made aware of the smoking policy on arrival; and

• report any employee, contractor, etc, who commits serious or persistent breaches of this policy to their manager or HR Policy.


Summary of the smoking policy

Scope

It is against the law to smoke in public spaces and workplaces that are enclosed or substantially enclosed, i.e. with a ceiling or roof that (except for doors, windows and passageways) are wholly enclosed or are enclosed but for an opening that is less than half the workplace perimeter.

Smoking will not be permitted by any person in any part of the FSA’s premises, including the entrances, lifts, corridors, stairwells, toilets, or in any FSA vehicles, e.g. those used by the chauffeurs. The jurisdiction of 25 The North Colonnade (25TNC) ends at the bottom of the steps at both the main and back entrances of the building. The law covers all substances that a person can smoke, including manufactured cigarettes, hand-rolled cigarettes, pipes, cigars, herbal cigarettes and water pipes.

Internal procedure for non-compliance

Smoking on our premises is considered to be an act of misconduct. Any employee who does not comply with this policy may be subject to disciplinary action in accordance with our Disciplinary Procedure.

A record will be made and referred to the HR Helpline if any employee:

• fails to comply with reasonable requests from security to extinguish smoking material or move to a dedicated smoking zone on the Canary Wharf estate; or

• commits serious or persistent breaches of this policy.

If a visitor does not comply with the smoking policy they should be asked to extinguish the smoking material. If they continue to smoke they should be referred to the appropriate host or to a member of the security if the host is not present.

Further guidance

Implementation

‘No smoking’ signs will be displayed around the premises and in any FSA vehicles from this date.

Smoking areas

Canary Wharf Management Ltd (CWM) manages the Canary Wharf estate. They have suggested that people from 25TNC who want to smoke should do so outside our premises at the smoking zones at the Northwest and Northeast corners of the building. These areas are outside of our jurisdiction so they will be monitored and


policed by CWM and Smoke-free Enforcement Officers from the London Borough of Tower Hamlets.

Breaks

Smokers are allowed to have reasonable breaks provided these do not prevent them from satisfactorily carrying out their responsibilities and work duties, and there is no significant loss in productivity.

If you are in the Flexitime Scheme you should log off at the terminal before taking a smoking break and log on again before returning to your desk, in line with the Flexitime policy.

Enforcing the law

Local councils, such as the London Borough of Tower Hamlets (LBTH) will be responsible for enforcing the regulations and issuing fines. They will work with employers to make sure the requirements of the regulations are implemented.

Senior management of the FSA will be ultimately responsible for making sure that the law is complied with on our premises.

Non-compliance

Penalties for smoking in areas covered by the ban

Anyone who fails to comply with the new law will be committing a criminal offence. The fixed-penalty notice and maximum fines for each offence are set out by the relevant regulations.

We will deal with any serious breaches through our disciplinary policy, but anyone caught smoking on the Canary Wharf Estate may be subject to the fines below by the LBTH Smoke-free Enforcement Officers.

Offence Who is liable? Fixed penalty notice (if paid in 15 days)

Fixed penalty notice (if paid in 29 days)

Court award fine

Smoking in a smoke-free place

Anyone who smokes in a smoke-free place.

£30 £50 Up to £200

Failing to display required no-smoking

Anyone who manages or occupies the smoke-free premises or vehicle.

£150 £200 Up to £1000


Offence Fixed penalty Fixed penalty Court award Who is liable? notice (if paid notice (if paid fine in 15 days) in 29 days)

Failing to prevent smoking in a smoke-free place

Anyone who manages or occupies the smoke-free premises or vehicle.

N/A N/A Up to £2500

Roles and responsibilities

Senior management of the FSA will be ultimately responsible for making sure that the law is complied with on our premises, while HR Policy will be responsible for maintaining this policy and ensuring its consistent approach across the FSA. However, we all have an obligation to meet the new regulations.

Security will:

• seek to ensure that all employees, secondees, workers, contractors, consultants and visitors to the FSA's premises comply with this policy;

• ensure anyone they find smoking on the premises (which includes the steps at the front and back of the building) is asked to extinguish their cigarette and reminded of our policy; and

• report any employee who commits serious or persistent breaches of this policy, or who fails to comply with reasonable requests from security, to the HR Helpline.

Property and building services will:

• ensure ‘no smoking’ signs are displayed around the building and in chauffeurs’ vehicles;

• seek to ensure that all employees, contractors, consultants and visitors to the FSA’s premises comply with this policy; and

• report any employee who commits serious or persistent breaches of this policy, or who fails to comply with reasonable requests, to the HR Helpline.

Managers will:

• seek to ensure that their employees, contractors, consultants and visitors to our premises (which includes the steps at the front and back of the building) comply with this policy; and

• ensure that any serious or persistent breaches of the policy by a member of their team will be dealt with under the Disciplinary Procedure.

CWM and LBTH will:




• ensure that the smoke-free regulations are implemented and enforced throughout the Canary Wharf estate;

• work with employers on the Canary Wharf estate to ensure the regulations are implemented and enforced.


This policy applies to all employees, secondees, workers, contractors, consultants and visitors to our premises.


This is the FSA’s Smoking Policy as at April 2009.

The policy is owned by the HR Division, Occupational Health, Health and Safety, Property and Building Services, Corporate Security, and has been developed in conjunction with the Staff Consultative Committee.






Stress Wellbeing Policy The FSA is committed to identifying and tackling the causes of work-related stress and mental health issues and to provide appropriate support and consideration to staff suffering from such problems on a confidential basis where appropriate.

This commitment extends to maintaining a working environment that protects the psychological as well as physical health of all FSA employees, wherever possible. Psychological health problems can include stressors from an employee's personal life and the pressures and demands these entail which are often unavoidable. It can also include the often unavoidable pressure of working life, with each job bringing its own pressures and demands. A controllable level of pressure can be healthy and benefit performance, but excessive and sustained levels of stress may be damaging to your health.

The FSA recognises that stress is a health and safety issue. The Health and Safety Executive define stress as “the adverse reaction people have to excessive pressure or other types of demands placed on them”. This makes an important distinction between pressure, which can be a positive state if managed correctly, and stress which can be detrimental to health.

Principles


• Identify workplace stressors (as far as reasonably practicable) and conduct risk assessments to eliminate stress or control the risks. These should be reviewed regularly.

• Provide training for all people managers in good management practices.

• Provide confidential free counselling for staff affected by either work or external stress through an EAP (Employee Assistance Programme).

• Provide adequate resources to enable managers to implement the FSA’s agreed stress management strategy.

• Promote a culture of open communication, participation and encouragement.

• Provide a workplace free from harassment, bullying and victimisation.

• Address violence, aggression and other forms of inappropriate behaviour through disciplinary action.

• Maintain a performance management framework, which includes objective setting and an appraisal process, to ensure the suitability of


workloads and the development of appropriate skills, supported by a Performance Management Procedure.

• Provide employees with clear roles and responsibilities; and

• Provide adequate training to ensure employees are able to carry out their roles.


Ultimately, you have primary responsibility for your own health and well being and to ensure you take reasonable care of yourself.

• Comply with any safety instructions and directions issued by the FSA.

• Let your manager know about any aspect of work or your working environment which may be affecting your health.

• Be familiar with the Stress and Well Being policy and act in accordance with its aim and objectives.

• Plan and organise your work to meet personal and organisational objectives.

• Speak to your manager if you experience or are aware of a situation that may lead to a stress problem.

• Co-operate with support, advice and guidance you may be offered by the FSA, including training and attending meetings with Occupational Health when required.

Summary of the of the Stress and Wellbeing policy

Responsibilities: (as far as reasonable practicable)

People Managers:

• Ensure each member of staff is trained to perform their duties.

• Monitor workloads to ensure that staffs are not put under excessive pressure.

• Monitor working hours to ensure staff members are not working excessively.

• Ensure good communication between team members.

• Promote a culture of zero tolerance for bullying and harassment.

Human Resources:

• Ensure all people managers have adequate guidance on the Stress and Wellbeing Policy and provide any necessary training.

• Give support to people managers on any training needs identified within their team.


• Monitor the effectiveness of measures to address stress and identify trends by collating and reporting sickness absence statistics.

Occupational Health Adviser:

• See any staff member who the line manager has identified as possibly suffering from stress, or stress related problems, and provide advice and support to both them and management.

• Provide specialist advice on stress management.

• Refer any employee to the EAP provider where appropriate.

• Identify trends and make recommendations from referrals and analysis of stress audits; report findings to FSA Human Resources function.

HR Helpline, HR Business Partners, Employee Relation Consultants and H&S Reps:

Will provide support and advice to managers and employees.

• Will seek additional guidance from appropriately qualified and experienced colleagues and professionals where necessary e.g. Occupational Health Adviser and Physician.

• Will escalate issues appropriately where any individual or department-wide wellbeing risks are identified e.g. HR Helpline to HR Business Partner.

Support & Assistance:

• EAP (Employee Assistance Programme) – Free and confidential advice line and counselling service which is available 24 hours per day. Current provider is Employee Advisory Resource (EAR) Free phone – 0800 243 458

• Occupational Health Adviser – A referral will only be suggested after discussion with a line manager and/or an Employee Relations Consultant (based within the HR Division). Discussions with the OHA are confidential, although a report will be provided to the line manager and Employee Relations Consultant to ascertain the individual’s fitness for work and to identify any changes to their working arrangements that might help them to return to or remain in work. If appropriate, the OHA may refer the individual on to the Occupational Health Physician.

• Your own GP.


Any employee who considers that they may be suffering from stress or a mental health issue for reasons connected with their working conditions, workload or working relationships with colleagues, should approach their line manager in the first instance.

Any people manager noting symptoms of stress and/or a mental health problem in an employee who reports to them or who is approached by an employee complaining of a work related stress or mental health issue should promptly refer the employee to Occupational Health and advise their Employee Relation Consultant.


This policy covers all employees/workers at all levels and grades, including Managing Directors, Directors, Heads of Departments, Managers, Technical Specialists, Associates, Administrators and Secretaries who may be home workers, part time and fixed term employees, and agency temps, secondees and contractors (collectively referred to as staff in this policy).

Third parties who have access to the FSA premises (such as consultants, contractors, customers and visitors) are also required to comply with this policy.


This is the FSA’s Stress and Wellbeing policy as at October 2009.

The policy is owned by the HR Division and has been developed in conjunction with the Health & Safety Adviser.



This policy does not form part of your contract of employment and is subject to change at the discretion of the FSA. Any changes will be published on the FSA’s intranet, Connect+.


Substance Abuse Policy Our employees are our most valuable resource and their health and safety is of the utmost importance. Drug and alcohol misuse has the potential to damage the health and well being of our employees and threaten the success of our business.


We will manage any substance abuse or related concern in line with the following key principles.

• We wish to ensure your welfare and to safeguard the organisation’s efficiency and reputation.

• We consider alcoholism and drug dependency as illnesses, which except where absolutely necessary, should be treated medically rather than within the Disciplinary Procedure.

• Encourage those employees with an alcohol or drugs problem to seek appropriate help as early as possible.

• Ensure that you are aware of the risks associated with the abuse of alcohol and drugs.

• Help managers to identify a drinking or drugs problem at an early stage.

• Ensure that other employees are not put at risk or adversely affected by an employee’s alcohol consumption or drug use.

• Ensure that the FSA’s efficiency and reputation is not undermined by an employee’s alcohol or drug-influenced behaviour.


We expect employees to do as follows:

• Seek assistance in line with this policy.

• Advise the Occupational Health Advisor if they are taking prescribed drugs.

• Adhere to any rehabilitation program.

• Accept and co-operate with any referral to a medical advisor.

Summary of the substance abuse policy

Acceptable and unacceptable use

The definition of ‘substance’ includes:


• alcohol;

• illicit, prescription or over-the-counter drugs; and

• any other substance that may impair an employee’s performance or conduct at work.

Alcohol is available to you at particular times in specified dining areas on FSA premises, but is not normally permitted elsewhere. However, there are occasions when alcoholic drinks may be permitted, at the discretion of line managers.

If you drink off-duty, it should be to an extent that it does not impair work performance or conduct. Any employee whose work performance or conduct is adversely affected by alcohol consumption or drugs may be subject to action under our Disciplinary Procedure.

Helping employees

We encourage you to seek help if you have an alcohol or drugs-related problem and to seek advice on the assistance available.

There are often signs that might suggest that someone has a problem. These include a decline in work performance; a poor attendance record; unreliability; unexplained injuries; and changes in behaviour, such as irritability and lack of concentration. The FSA accept that raising the subject may put you in a difficult or embarrassing position, but believe that you should encourage a colleague to seek assistance.

If a line manager observes that someone has a dependence problem, or information comes to light through the disciplinary procedure or by other means, the manager should encourage them to seek help. If managers require assistance, they should speak to the HR Helpline.

Counselling service

If you are experiencing problems with alcohol or drug dependency, you can seek help through the confidential Employee Assistance Programme.

Disciplinary action

Although the FSA’s intention is to help employees with substance abuse problems, we may take disciplinary action, up to and including dismissal (as appropriate), for the following serious offences:

• Possessing, using or selling illicit drugs on FSA our premises, the premises of a regulated organisation and also at any other event when representing the FSA;

• Working under the influence of alcohol, such as to impair performance or conduct.



http://connectplus/career/health%20&%20wellbeing/employee-assistance-programme-&-counselling-services.html

• Drinking alcohol on FSA our premises, other than when authorised by management.

• Being under the influence of alcohol, drugs or other prescribed substances that impair performance or conduct while at work (including attending any event, whether social or otherwise at FSA our premises or elsewhere).

If an employee refuses to accept referral to specialist help, e.g. an Occupational Health Advisor, we may initiate disciplinary action.

If an employee fails to complete a rehabilitation programme, we may initiate disciplinary action.

If you relapse into dependency after the course of treatment has been completed, you will be given the opportunity to take further treatment. If this help is refused, or your performance or action is unacceptable, disciplinary action may be taken.

Rehabilitation

Line managers are responsible for monitoring the performance and health of employees who have undergone successful treatment for an alcohol or drug problem. If you need further help on keeping alcohol and drugs out of your life, you should speak in confidence to your line manager or the HR Helpline, or seek further help from the Employee Assistance Programme.

Employees on a rehabilitation programme will usually be subject to normal sickness/absence rules.


This policy applies to all employees.




This is the FSA's S substance abuse policy as at April 2009.








14 Working Patterns

Flexible Working Policy Parents of children up to and including the age of 16, or of disabled children under the age of 18, have the right to apply to work flexibly. From 6th April 2007, the flexible working regulations 2006 came into force and extended the right to carers of certain adults.

Employees not covered by this policy may still request to work flexibly and the process for considering that request will be broadly similar. However, in this instance, the line manager’s decision will be final and there will be no right to appeal, other than through FSA’s Grievance Procedure. The application process is the same for all employees (see below).

There is no automatic right to work flexibly, as there will always be circumstances when the FSA is unable to accommodate a desired work pattern. However, this policy aims to facilitate discussion and to encourage both parties to find a mutually agreeable solution. Each request will be considered seriously and assessed on its own merits.

Eligibility

In order to make a request you must:

• Be the parent, adoptive parent, guardian, special guardian or foster parent of a child up to and including the age of sixteen (or under the age of 18 if the child is disabled).

• Have caring responsibilities for an adult aged 18 or over who is the employee’s spouse, civil partner or live-in partner, a relative, or someone living at the same address as the employee.

• Have worked continuously for FSA for 26 weeks at the date the application is made.

• Make the application no later than 2 weeks before your child’s 17th (or 18th) birthday.

• Have or expect to have responsibility for your child’s upbringing.

• Be making the application to enable you to care for your child or dependent.

• Not have made another application to work flexibly during the past 12 months.


Considerations

In considering a request for flexible working, FSA will take the following factors into account:

• Will FSA’s business be affected by not having someone in post during standard working hours?

• Can all the necessary work be done in the hours/days requested?

• Is there another job of similar level that the worker could do flexibly?

• What benefits would the company get from this arrangement?

• What would the effect be on the morale and commitment of other staff?

• What are the potential cost implications to the Company?

• Have other requests to work flexibly been made in the area and how were they treated?

OpCo agreed that due to the continuing work pressures and operational stretch at this time, no requests for compressed hours will be approved. This decision will be reviewed every 12 months against business needs at that time. You should work with your line manager to identify other suitable flexible working arrangements. See the Employee Guidance pages for further information.

Making a request

You will be required to make a request by completing the e-form on Connect+, or in writing on a hard copy if you are applying during your maternity leave and are therefore unable to access the e-form.

An agreed request will normally be subject to a six month trial period during which the arrangement will be subject to continuous review. Failure to deliver will result in a return to a normal working pattern.

At the end of the trial period, if it is agreed by both parties that the new arrangements are working, the application will be accepted. An accepted application will mean a permanent change to Terms and Conditions, unless agreed otherwise.

Within 28 days of receipt of your application a meeting may be arranged between you, your line manager and your HR Business Partner. This meeting will provide an opportunity to discuss your request in depth and to explore how best it might be accommodated. It will also provide an opportunity to consider other alternative arrangements should there be problems accommodating your desired work pattern. Should you wish, you may bring a colleague with you to this meeting.

Within 14 days of the meeting, we will confirm in writing whether or not your request has been agreed. If it has, a start date will be agreed with you and you will


http://connectplus/career/_HR%20Helpline/Changes-to-your-Contract.html

http://connect/info/forms/e-forms/FlexibleWorking.asp

be issued with revised Terms and Conditions. If the application cannot be accepted you will be provided with clear business grounds as to why not. If we have been unable to reach a decision at this point you will be notified accordingly.

Appeals

If you feel that the reason for refusing your request is unjustified, you may appeal in writing. This must be done within 14 days of the notification of the refusal. The appeal should state the main reasons why you consider the decision to be unjustified. The appeal should be submitted to the HR Director.

The appeal will be heard by two people who will be senior employees of the FSA one of whom will normally be the Director of your division. They will not have been involved in the meeting previously conducted. A member of the HR Division will also be present to take notes and, where appropriate, give procedural guidance. The appeal will normally be held within 10 working days of receiving your written reasons for appeal.

You will normally be given at least 3 working days’ notice of the hearing.

The outcome of the appeal will be communicated to you in writing as soon as possible after the appeal has been held.


You may be accompanied at meetings by a fellow employee of your choice, who may be a friend, colleague or Staff Consultative Committee representative. Please note that the fellow employee should not be a member of the HR Division.

Who is covered by this procedure?



This is the FSA’s Flexible Working Policy as at January 2010.

This policy is owned by the HR Division and has been developed in conjunction with the Staff Consultative Committee.






Flexitime Policy We operate a flexitime scheme for certain Administrator/Secretarial employees. Employees eligible to participate in the flexitime scheme (as indicated in your Personal Statement) must comply with the rules of the scheme.

Flexitime scheme rules

The Rules of the Scheme are detailed below. These rules are subject to work requirements. Limitations may be made at the discretion of your line manager.

• Each team/section should be adequately manned at all times between 9.00 am and 5.00 pm.

• The accounting period will be a calendar month. Calculations are made on the basis of a seven-hour day.

• Working hours may commence at any time between 7.30 am and 10.00 am and end at any time between 4.00 pm and 7.00 pm. These hours are known as the ‘flexitime band’.

• On a normal working day, you should arrive at the office no later than 10.00 am and should not leave before 4.00 pm. The hours between 10.00 am and 4.00 pm are known as ‘core time’.

• The lunch interval should be of at least 30 minutes duration and may be taken at any time between 12.00 noon and 2.30 pm.

• Each time you enter or leave the building, you must personally log in or out by swiping your passcard through the flexi terminal. In no circumstances may you log in or out on behalf of another member of staff. Should you do so, this will be treated as gross misconduct by both you and the other person concerned. You should log out and back in when you are away from your desk for absences such as smoking breaks.

• Excess hours registered at the end of the accounting period up to a maximum of ten hours may be carried forward to the next accounting period. Excess hours will not rank for overtime payment nor affect holiday, pension or any other entitlement.

• A maximum of ten debit hours may be carried forward at the end of an accounting period. The maximum debit hours permitted at any time during a period is fourteen hours. If you are in a debit situation any authorised overtime worked will offset this balance and payment will not be made.

• Credit hours may be taken off either during the ‘flexitime band’; or in each accounting period of a calendar month as two half days or one whole day absence


from the office. However, no more than twelve half or six whole ‘flexiday’ absences are permitted between 1 June and 31 May.

• If you are part time, the total days that you are entitled to take will be pro-rated in proportion to your part time hours.

• Proposed absence for whole or half ‘flexidays’ is subject to cancellation by management in order to ensure adequate staffing.

• Should you leave the FSA’s employment you must ensure that your hours are not in debit. Any remaining deficit of hours will be deducted from your final salary.

• Additional 'flexidays' may be granted for those working towards examinations.

• Loss of working time due to travelling difficulties such as late trains, traffic hold-ups and other such hazards will not be credited.

• Treatment and general examination by opticians, doctors, dentists, etc will not normally be credited.

• Time lost through urgent unplanned medical treatment will be credited subject to the authorisation of your line manager.

• Authorised holiday will be credited at seven hours per day.

• Authorised half day holiday will be credited at 3 hours 30 minutes. AM half day holiday - you should arrive for work no later than 2 pm. PM half day holiday - you should not leave the office earlier than 12pm.

• Authorised sickness absence will be credited at seven hours per day.

• If you are required by the FSA to be away from your normal place of work, you will be credited for the hours spent as follows:

• external meetings to which you travel directly from home will be credited with a start time of 9.00 am;

• on leaving the office for business appointments and not returning, credit will be given to 5.00 pm;

• the maximum credit for a business lunch will be two hours;

• a full day’s absence on business will be credited as seven hours; and

• adjustment in respect of such absences will need to be authorised by your line manager.

Flexitime scheme method of operation

Arrival Lunch Departure

You should log in You should log out, take a You should log out when you


when you are ready to commence work.

minimum of 30 minutes lunch break and log back in again.

have finished work. Failure to log out will automatically cut back to the last time that you logged in.

You should log out if you take any breaks during the day when you will not be undertaking work, e.g. smoking breaks.




This is the FSA's Flexitime Policy as at April 2009.








Homeworking Policy The FSA recognises that homeworking can be beneficial to both employees and the organisation.

To work effectively, homeworking arrangements have to meet the business needs of the FSA, ensuring that the needs of both internal and external stakeholders will not suffer.

Whilst not all jobs are suitable for homeworking, requests made by those who are legally entitled to request flexible working, or others where considered appropriate by the FSA, will be considered on their own merits. This scheme is not intended to create any contractual rights for employees over and above the statutory flexible working regime.

Principles

Line managers will have overall responsibility for considering homeworking requests and assessing whether the role and other factors make such an arrangement suitable and appropriate.

Employees will have responsibility for ensuring they have a suitable environment at home in which they can focus on work. Employees must be able to work free from disruption, e.g. by having adequate care arrangements in place for dependants.

Homeworking must not put additional burden on office based colleagues, i.e. not lead to an output from the employee concerned which is reduced in either quality or quantity.

Employees are required to comply with all FSA policies and procedures (e.g. those relating to records management, clear desk and the security of information) whether working at home or at their office base.

Homeworking will be permitted usually only to a maximum of 3 days per week or up to a maximum of 60 percent working time.

The ability to work at home may be affected by the constraints on the availability of the IS systems that are necessary to enable someone to carry out their work at home.

Withdrawal of a homeworking arrangement will be done in consultation with the employee and reasonable notice will be given, where practicable. Homeworking arrangements can be withdrawn, if in the opinion of the relevant line manager, the effective and efficient operation of the team, department, and/or division is compromised, and/or:

• the role changes;

• the ability of the wider FSA to fulfil its objectives is compromised;


• the performance of a home worker is unsatisfactory; and/or

• the benefit is being abused.

Homeworking arrangements will not transfer from one job to another, since different roles may not be equally suitable to being carried out in part remotely.

Types of Homeworking Arrangements

The FSA's Homeworking Policy makes distinctions between employees working on the following basis:

• Occasional homeworking – employees work from home on an occasional basis e.g. one or two days a month.

• Regular homeworking - employees work from home on a regular basis e.g. one day per week.

• Full-time homeworking - employees have a contractual agreement with the FSA to work from home (Full-time homeworking contracts only apply to a small number of FSA employees and are determined by the nature of the role).

Working hours

Employees' normal working hours will apply regardless of any homeworking arrangement.

It is expected that anyone working at home will work their normal daily pattern unless agreed with their line manager in advance.

Expenses

Expenses incurred as a result of Occasional and Regular Homeworking outside the FSA's Expenses Policy will have to be met by employees.

Full-time homeworkers should refer to their Personal Statement of Terms & Conditions of Employment (and any subsequent variations) for details relating to Motor Insurance and Mileage expenses.

Health & Safety

The FSA has a responsibility to ensure as far as it is reasonably practicable the health, safety and welfare of employees, wherever they work. Employees working at home have the same duties under the Health and Safety at Work Act 1974 as all other employees. They must take care of their own health and safety and that of anyone else who might be affected by their actions and must co-operate with the FSA on all health and safety matters.


The FSA is required to undertake a risk assessment of employees’ activities and working environment when working on a full-time or regular basis at home. This will normally be undertaken via self-assessment through completion of the Homeworking application eform. Employees must inform the FSA immediately of any changes or hazards to their working environment or equipment used. Full-time and regular homeworkers will need to be complete the self-assessment process on a yearly basis.

Sickness Absence

All employees working at home must comply with the FSA’s Sickness Policy and ensure that they make personal contact with their line manager, or deputy, within 30 minutes of their normal start time if they are sick or unable to work.

It will not be appropriate for people to work at home as an alternative to taking sick leave if ill. It is important that people only work at home if they are genuinely fit for work.

Security and confidentiality of data and equipment

Employees are responsible for ensuring the security of FSA property and information, documents and files within their possession and are required to comply with FSA policies and procedures, including those relating to records management, clear desk and the security of information when working at home.

Insurance & related matters

Equipment: The FSA will pay the insurance cover for all FSA equipment under its current policy which covers “all risks anywhere in the UK”. Employees should ensure that their building/contents insurance is not invalidated by the use of the home as a place of work, or by the storage/use of FSA equipment.

Buildings and contents insurance: It is the responsibility of homeworkers to provide adequate home buildings and contents insurance. The FSA does not accept liability for damage caused to the home or its contents.

Full-time homeworkers and those working at home on a regular basis should seek advice from the relevant agencies with regard to the effect of home working on their mortgage or tenancy agreement, and council tax/business rates. The FSA does not accept any responsibility for an employee who suffers any detriment, loss or legal action as a result of not obtaining the necessary permissions from their insurer, mortgage lender, landlord or local authority.


Full-time homeworking (FTHW)

Full-time homeworking contracts will be determined by the nature of the role, e.g. when the role requires people to work in specific locations throughout the country, and will not be agreed to on request.

Full-time homeworkers (FTHWs) will have a contractual agreement with the FSA to work from home, though that agreement is subject to the same right of the FSA to make reasonable changes to terms and conditions as all its other contracts of employment.

Expenses

FTHWs should refer to their Personal Statement of Terms & Conditions of Employment (and any subsequent variations) for details relating to Motor Insurance and Mileage expenses.

Reporting Procedures

FTHWs should agree with their line manager a procedure for maintaining regular contact. This will include agreeing when they can be contacted to ensure that work and personal lives are kept separate.

Attendance at FSA locations

Periodic visits to FSA offices will be necessary, e.g. for meetings and training events. A maximum of two visits per month will be reimbursed, in accordance with the Travel Expenses Policy. Employees should agree all travel to FSA offices in advance and obtain prior authorisation of expenses with their manager. Any travel to FSA offices in addition to the two visits will not be reimbursed by the FSA.

Provision and use of equipment

Equipment

Equipment necessary to enable FTHWs to work at home will be agreed between the FTHW and the FSA, and the FSA will subsequently supply this equipment. Such equipment shall at all times remain the property of the FSA.

Tax Relief

Employees who choose to work from home are not normally entitled to tax relief on additional outgoings. However, if there is a requirement from the FSA for the employee to work from home, there may be tax relief on a proportion of the costs for heating, lighting, travel expenses and on rent of a room used for business purposes. It is the responsibility of the homeworker to clarify their position with HMRC. Information is available on the HMRC.


http://www.hmrc.gov.uk/

Regular Homeworking (RHW)

Regular Homeworking (RHW) applies when employees have an agreement with their line manager to work from home on a regular basis e.g. one day per week.

RHW may be appropriate when:

• functions of the role can be carried out remotely and without disruption;

• clear outputs can be achieved and agreed in advance;

• there is adequate equipment in order for the employee to carry out their work;

• an employee’s absence will not create problems for others;

Consequently, homeworking requests are likely to be rejected if:

• the arrangement will create an additional cost burden for the FSA;

• the arrangement would have a detrimental effect on the FSA’s ability to meet the demands of its internal and external “customers”;

• it is impracticable to recruit any additional employees required by the arrangement;

• the arrangement would have a detrimental impact on quality or performance of work;

• the arrangement cuts across any planned structural changes.

Arrangement process

Requests for RHW arrangements should be made in accordance with the FSA’s Homeworking Policy. You will be required to make a request in writing by completing the Homeworking application eform on our intranet (Connect+).

Applications will be systematically considered and will be approved at the line manager’s discretion, taking into account the employee’s circumstances and the needs of the organisation. Requests for regular homeworking will not be refused without the line manager giving, in writing, reasons for doing so. If your request is rejected, you should discuss the reasons behind the decision with your line manager in the first instance and you may be able to agree a suitable alternative arrangement. If this is not possible, then you are strongly urged to try and resolve the issue locally, perhaps by involving the relevant HoD or Director.

Employees will be required to sign a Homeworking Agreement before they can commence working from home.

Any RHW agreement will be subject to a six month trial period and will be reviewed at the end of that period.


Reporting and out-of-office procedures

Employees working at home should be contactable during the agreed working day, unless specifically agreed in advance with their line manager.

Telephone

Employees’ FSA’s phone number should be diverted to a mobile or landline number on home working days. If this is not possible, voicemails can be collected remotely by dialling 020 7066 6666 and following the instructions. A contact number must be provided to your line manager.

Attendance at the office

Employees who have a RHW arrangement may be required on occasions to attend the office e.g. a team Away day, urgent meeting or training course, on an agreed “home working” day. The employee will be expected to make arrangements to attend wherever possible. This does not entitle the employee to a replacement home working day.

Occasional Homeworking (OHW)

OHW applies when employees work from home on an ad hoc and occasional basis e.g. one or two days per month.

OHW is permissible when:

• clear outputs can be achieved and agreed in advance

• there is adequate equipment in order for the employee to carry out their work

• an employee’s absence will not create problems for others

Arrangement process

Arrangements for OHW can be agreed informally between employee and their line manager, and approval will be at the discretion of the line manager.

Line manager agreement to work at home needs to be obtained in advance on each occasion. The manager’s agreement on any occasion does not vary the employee’s contract of employment or create any right to home working in future.

Out-of-office and contact arrangements are the same as for RHW.





This is the FSA’s Homeworking Policy as at June 2010.








Part-time Working Policy Following an application made under the FSA’s Flexible Working Policy, if you opt to work on a part-time basis, there will be a knock-on effect on a number of benefits:

Salary

Your salary will be pro-rated to reflect the hours that you work as follows:

Hours worked/35 x full time salary = part time salary

Holiday

Your annual leave allowance will be pro-rated to reflect the number of days that you work in a week. This will apply to both your core holiday allowance and the amount of additional leave you can purchase through flexible benefits.

Days worked/5 x 23 = core holiday allowance Days worked/5 x 15 = amount of additional leave that can be purchased

Bank and Public Holidays

You will be entitled to bank and public holidays on a pro-rated basis in addition to your annual leave allowance as follows:

Days worked/5 x 8 (bank and public holidays in a year) = bank holiday days

Most staff find it more convenient to add the bank holiday allowance to the overall leave allowance and then deduct bank holiday days from the overall total on the basis that:

If a bank holiday falls on a day that you normally work, you can either work an alternative day or deduct a day from your total allowance.

If in any year, more bank and public holidays fall on your normal working days than your bank holiday allowance, you must either work alternative days or take the additional days from your remaining leave allowance. You must record all leave via Employee Self-service on Chrysalis.


Sick Pay

You will be entitled to occupational sick pay based on your pro-rated salary. If you are absent for a prolonged period, the normal 65 days’ paid sickness will be pro-rated to take account of your working pattern to determine when your salary will be reduced to half or nil pay, as follows: Days worked/5 x 65 = sickness days paid at full salary in any 15 month rolling period

Pension

If you are a member of the money purchase pension plan, your contributions will be based on your pro-rated salary.




This is the FSA's Part Time Working Policy as at April 2010.








15 Whistleblowing

Whistleblowing Policy

Background

Whistleblowing can occur when an employee raises a concern about dangerous, unlawful or illegal activity that they are aware of through their work.

Whistleblowing is relevant to all organisations and all people. This is because every business and every public body faces the risk of things going wrong internally. Where such a risk arises, usually the first people to realise or suspect the wrongdoing will be those who work in or with the organisation.

We have a positive commitment and open approach to whistleblowing. Our policy and procedure is intended to be in line with the Public Interest Disclosure Act 1998 (PIDA). This provides protection for good faith whistleblowing on wrongdoing. Our policy encourages you to raise concerns with us in the first instance.

Everyone at some point in their career may be concerned about issues they see or hear during the course of their work. Usually these concerns are easily resolved and we have a number of other Employee Handbook procedures to deal with them. However, those procedures may not appear to be appropriate where:

• there is no other relevant procedure; or

• you have genuine concerns about using a particular procedure at either the outset or the end of the process; and

• your concern is about conduct likely to harm the reputation of the FSA.

It can be difficult to know what to do. You may be worried about raising such issues or may want to keep the concerns to yourself, perhaps feeling it is not any of your business or that it is only a suspicion. You may feel that raising the matter would be disloyal to colleagues, managers or to the FSA.

However, we have introduced this policy to enable employees to raise genuine concerns about such matters at an early stage and in the right way. We would rather you raised the matter when it is a real concern, rather than wait for proof.

This policy and procedure does not form part of your Contract of Employment.


What does this policy cover?

• Who and what is covered by our Whistleblowing Policy;

• Which procedure to use;

• Anonymous disclosures;

• Other wrongdoing;

• Independent advice;

• How to raise a concern;

• What happens during an investigation;

• Roles and responsibilities;

• Protection;

• What happens if you may be implicated;

• Confidentiality;

• What happens after an investigation; and

• Where you can get further information.

Who does this Whistleblowing Policy apply to?

Our policy applies to all permanent and short-term employees of the FSA. It also applies to secondees, external consultants, contractors and agency employees while they are at the FSA. You are not required to have worked at the FSA for a minimum amount of time before you can use this policy: you can use the procedure even if you are new.

What is covered by our Whistleblowing Policy?

Disclosing a concern which, in your honest, reasonable belief, suggests that wrongdoing has been committed, is being committed or is likely to be committed, could qualify for protection under PIDA. Wrongdoing includes (but is not limited to):

• failure to comply with a legal duty;

• miscarriages of justice;

• criminal offences;

• endangering the health and safety of any person;

• damage to the environment; and


• deliberate concealment of any of the above.

Our policy additionally covers any conduct not included above which appears likely to harm the reputation of the FSA. In these circumstances, we undertake to provide the same protection as set out in the section, “What sort of response can I expect from the FSA?”. However, you would not necessarily be protected by PIDA and you may want to take separate advice on that, for example by contacting Public Concern at Work (see the section, “Where can I get independent advice?”) .

Which procedure should I use?

There are existing Employee Handbook policies and procedures designed to resolve many kinds of concerns. The procedures to be followed in raising and dealing with such issues under these policies are set out in the relevant entry in the Employee Handbook:

• Grievance Procedure;

• Equality of Opportunity and Dignity at Work policies;

• Disciplinary Procedure;

• Performance Management Procedure;

• Health and Safety Policy;

• Security Policy; and

• complaints against the FSA

These policies and procedures aim to encourage anyone with a genuine concern to raise it by giving the opportunity, where required, to make the complaint to someone who has no direct involvement with the issue. You can raise such concerns with the relevant FSA contact (e.g. Health & Safety Adviser). In addition, although these procedures are not generally covered by the same legal protection provided by PIDA, the FSA will not take action against anyone who raises a complaint under these policies in good faith because they did so.

If one of the above procedures is relevant, you should use that process unless you have genuine concerns, at either the outset or the end of the procedure, about following the relevant Employee Handbook process. In that event, you may use the Whistleblowing Policy and Procedure.


http://connectplus/corporate/Complaints%20against%20the%20FSA/

This is not an appeal mechanism for other procedures, unless – exceptionally – you think the process of another procedure you have been through was compromised.

Not sure if it's whistleblowing?

Appendix 1 shows some examples of situations in which employees might blow the whistle and the procedure to use.

What if I don't want to reveal my identity?

If you disclose your identity, it will be easier for us to:

• look into the matter;

• protect your position; and

• give you feedback.

We very much hope that the assurances we give in this policy will encourage you to disclose your identity to those here who need to know. However, if you wish to raise an issue anonymously, we will, of course, consider it.

Where can I get independent advice?

If you feel you need independent advice at any stage of the process, you may contact the independent charity – Public Concern at Work (http://www.pcaw.co.uk/index.htm) on 0207 404 6609, or email [email protected]. Public Concern gives free and confidential advice on whistleblowing matters, but remember not to disclose any confidential information the FSA has received.

How do I go about raising a concern?

The table below highlights the options you have to raise concerns:

Route Who to raise your concern with

What happens next?

Actions that will be taken

Examples of when to use options

Roles & Responsibilities

Option 1 Your line manager

Referred to Director of Internal Audit to investigate. See –section, “What takes place during an investigation?”

If the investigation uncovers any wrong-doing, sanctions will be decided at this stage

See Appendix 1, e.g. 3 & 4

See section, “Responsibilities”


http://www.pcaw.co.uk/index.htm


Option 2 Director of Internal Audit

As above As above If the concern involved your line manager, HoD or Director. See Appendix 1, e.g. 1, 2, 3 & 4

As above

Option 3 Chair of the Audit Committee of the Board or Chairman of the FSA

As above As above See Appendix 1, e.g. 5

As above

Option 4 Director of Financial Services at HM Treasury

As above As above See Appendix 1, e.g. 6

As above

Option 5 Relevant body As above As above See Appendix 1, e.g. 7

As above

For further detail on these options see below:

Option One: Line Manager

Telling your immediate manager. This can be done either face-to-face or in writing. We encourage you to raise your concerns in writing where possible, setting out the background and history of your concerns (giving names, dates and places where possible) and indicating the reasons for your concerns. Please make it clear that you are raising your concern as part of our Whistleblowing Policy.

The matter will then be referred to the Director of Internal Audit Division (see section, “What take place during an investigation?”).

Option Two: Director of Internal Audit

If the concern involves your immediate manager, Head of Department or Director, or for any reason you would prefer not to tell them, you may raise the matter directly with the Director of Internal Audit Division in writing or face-to-face. This is currently Rosemary Hilary – contact her on extension 61694 or at:


[email protected]. In her absence, you can contact one of the managers in Internal Audit Division.

Option Three: Chair of the FSA or Chair of the Audit Committee

If you believe that your concern should be raised at a non-executive level, perhaps because it affects the FSA as a whole or you consider that the matter could seriously compromise the FSA’s reputation, you can raise the matter confidentially with the Chair of the Audit Committee of the Board, currently Karin Forseke, or with the Chairman of the FSA, Lord Adair Turner. You can write to Karin care of the Company Secretariat of the FSA. You can contact Lord Adair Turner by email or extension 63000.

Option Four: Director of Financial Services at HM Treasury

• If you have disclosed your issue internally and you are concerned either by the response or lack of response, or

• you feel unable to talk to anyone internally for whatever reason, and

• the concern falls within the description given in the section, “Who is covered by our Whistleblowing Policy?”;

• you can contact the nominated Treasury official, who is:

Clive Maxwell Director, Financial Services, HM Treasury, 1 Horse Guards Road, London SW1A 2HQ Tel: 0207 270 4448

PIDA protects you if you contact the Treasury in circumstances where you satisfy the test for speaking to the FSA. The Treasury will investigate in whatever way it considers appropriate, but is likely to contact the FSA, normally the Director of Internal Audit Division, to discuss the disclosure. For the avoidance of doubt, the Treasury cannot investigate whistleblowing made against FSA regulated firms: in these circumstances, please email [email protected] or telephone 020 7066 9200.

Option Five: Other Relevant Bodies

If your disclosure is within the list of wrongdoings above and comes under the responsibility of another public body prescribed for the purpose under PIDA, you can contact the relevant body. A list of these bodies, the matters for which they have been prescribed under PIDA and the relevant test can all be found under Whistleblowing.




http://www.fsa.gov.uk/Pages/Doing/Contact/Whistle

What takes place during an investigation?

To consider your disclosure fully it is likely that one or more fact-finding meeting will take place. If we need you to attend these meetings you may be permitted to be accompanied by:

• a fellow employee of your choice who may be a friend or colleague;

• a Staff Consultative Committee representative; or

• a full-time officer employed by a trade union.

You will be able to confer with your companion during the course of the meeting and they may address the meeting but may not answer questions on your behalf.

Those under investigation may also be accompanied by a fellow employee of their choice who may be a friend or colleague, a Staff Consultative Committee representative or a full-time officer employed by a trade union. We will not ask you to attend a meeting where those under investigation are also present.

Please note that members of HR and Internal Audit cannot accompany you or those under investigation to any meetings.

The Director of Internal Audit Division may be accompanied by any member of FSA employees to help with the investigation.

The Director of Internal Audit Division will conduct a full investigation to establish whether wrongdoing has occurred. The format of the investigation may vary depending upon the circumstances. With the agreement of the whistleblower, he/she may delegate the investigation to one of the Managers in Internal Audit Division or to another appropriate person.

Please note that a similar process to investigate will be used for all other options.

Responsibilities

Employees and others working at the FSA

• to be aware of this policy and procedures;

• when making any disclosure, tell us if you have a direct personal interest in the matter.

Managers must:

• make their employees aware of this policy and procedures;

• encourage a positive open working culture for staff and others working at the FSA to express easily their concerns;

• take concerns seriously;


• guide staff to the most appropriate route; and

• refer concerns raised under this Whistleblowing Policy to the Director of Internal Audit within five working days.

Director of Internal Audit Division must:

• acknowledge the whistleblower’s disclosure;

• indicate to the whistleblower how she proposes to investigate the disclosure, where appropriate, and the likely timescales;

• where appropriate keep the whistleblower regularly informed of progress;

• take concerns seriously, considering them fully and fairly;

• resolve issues as promptly as possible;

• support the Director of Financial Services, Chairman of the FSA, or Chair of the Audit Committee in matters that have been raised with those individuals directly;

• to the appropriate extent communicate the findings to you, the individual(s) under investigation and, if appropriate, members of FSA management or other external authorities;

• keep a confidential log to assess effectiveness of policy and any emerging trends;

• provide periodic anonymised reports on disclosures to the Chief Executive for inclusion in his report to the Board; and

• provide periodic anonymised reports on disclosures raising ethical issues to the Audit Committee.

The Role of Staff Consultative Committee (SCC) employees is to:

• advise employees how and with whom to raise concerns when they arise; and

• provide support to employees at any stage of the process.

The role of the FSA’s Chairman and the Chair of AuditCo:


• indicate to the whistleblower how they propose to investigate the disclosure, where appropriate and the likely timescales;




• liaise with the Director of Internal Audit in investigating the matter; and


• to the appropriate extent communicate the findings to you, the individual(s) under investigation and if appropriate, members of FSA management or other external authorities.

The role of the Director of Financial Services at HM Treasury:


• indicate to the whistleblower how he proposes to investigate the disclosure, where appropriate and the likely timescales;




• liaise with the Director of Internal Audit, Chairman of the FSA, or Chair of the Audit Committee in matters that have been raised with him directly; and

• to the appropriate extent communicate the findings to you, the individual(s) under investigation and, if appropriate, members of FSA management or other external authorities.

What sort of a response can I expect from the FSA?

Regardless of which Employee Handbook procedure you use:

• First and foremost, if you tell us in good faith about a concern about; wrongdoing, you will be treated fairly and justly by the FSA and we will take any matter seriously.

• We will take all reasonable steps to ensure that no person under our control victimises or retaliates against you.

• If you disclose to us in good faith, we undertake that you will not lose your job because you did so.

What happens if I am implicated?

If you blow the whistle and actively cooperate with an investigation in which you may be implicated in any wrongdoing, you are likely to receive a lighter sanction than might otherwise have been the case (unless the misconduct is so serious that no amount of cooperation or other mitigating conduct can justify a decision not to bring any action).


Confidentiality

In raising a concern about wrongdoing (unless you have specifically requested anonymity), you may assume that only those FSA employees investigating it will know your identity. We will not reveal your identity outside this group except:

• where we are legally obliged to do so;

• where that information is already in the public domain;

• on a strictly confidential basis to a professionally qualified lawyer or accountant when getting advice; or

• to the police or as otherwise required under anti-money-laundering requirements;

• If there are any other circumstances in which we are required to reveal your identity outside those identified above, we will discuss this with you first. Under no circumstances will we reveal your identity outside this list without your knowledge.

What happens after the investigation?

The Director of Internal Audit Division will ensure, to the appropriate extent, that the findings of the investigation are communicated to:

• you, as the person raising the wrongdoing concern;

• the individual(s) under investigation; and if appropriate;

• members of FSA management or other external authorities who may need to consider whether action should be taken on the basis of the findings;

• The records will be destroyed after seven years, unless a longer period is considered by the FSA to be appropriate.

Where can I obtain further information?

If you would like further information the following websites may be of interest to you:

Whistleblowing

www.pcaw.co.uk

Alternatively, contact Stephanie Morton, Employee Relations Manager, Human Resources and Development Division.

Appendix 1

Situations in which employees may blow the whistle:


http://www.fsa.gov.uk/pages/doing/contact/whistle/index.shtml

http://www.pcaw.co.uk/

Example one

You are working in an area which regularly engages outside contractors. You have noticed how the one which has been named FSA’s preferred supplier does not deliver on time or to budget. Your Head of Department, who is very friendly with one of the employees in the contracting firm, doesn't appear to share your concerns, but is quick to make excuses for them. Senior management seem to have accepted these explanations and don't seem to be concerned. You suspect your Head of Department may be receiving inducements. What should you do?

Report the suspicion to the Director of Internal Audit Division. (Option 2)

Example two

You are in the gym and you notice that everyone using a piece of equipment is now complaining of back trouble. You see that one part of it is loose, but, despite reporting it to the manager of the gym, nothing has happened. What should you do?

Report the incident immediately to your manager (Option 1). If the concern involves your immediate manager, Head of Department or Director, or for any reason you would prefer them not to be told, raise the matter directly with the Director of Internal Audit Division (Option 2).

Example three

A former colleague, who supervised XYZ firm, starts work in the XYZ compliance department. You inherit his work and note there are no records of his visits to the firm. What should you do?


Report the incident immediately to your manager (Option 1). If the concern involves your immediate manager, Head of Department or Director, or for any reason you would prefer them not to be told, raise the matter directly with the Director of Internal Audit Division (Option 2).

Example four

You work for Harbour & Jones in the employee's restaurant, on the classic counter and over the past few weeks you notice a member of FSA staff who doesn’t seem to be paying for their food. You put this down to your error or their genuine mistake. However, recently you notice the same person doing this on a daily basis. You are not sure what to do and you are worried because you did not report it the first time. What should you do?

Report the incident immediately to your manager or the Head of Conference & Office Services (Option 1). If the concern involves your immediate manager, Head of Department or Director, or for any reason you would prefer them not to be told, raise the matter directly with the Director of Internal Audit Division (Option 2).

Example five

You have a concern that could impact on the FSA's reputation, but do not want to raise it with the Director of Internal Audit as you believe they are compromised in some way. What should you do?

Report the incident directly to the Chair of the Audit Committee of the Board or with the Chairman of the FSA (Option 3).

Example six

You raised a concern under the FSA's Whistleblowing Policy, but you do not feel confident that the matter was dealt with appropriately by the FSA. What do you do?

Refer the matter to the Director of Financial Services at HM Treasury (Option 4).

Example seven

You wish to raise a concern that comes under the responsibility of another public body. What do you do? Refer the matter to the relevant body (Option 5).


Indemnity and Notification Requirements

The FSA will indemnify you (its employees and anyone who is seconded to the FSA or is otherwise acting as a member of its employees) against liability you incur in connection with claims or proceedings brought against you in relation to anything


done or not done when working for the FSA. This applies whether proceedings are brought in the UK or overseas. The indemnity will cover any liabilities incurred in connection with such claims or proceedings, including any costs reasonably incurred in defending them, whether or not judgement is given in favour of the employee concerned. If you are seconded or assigned while employed by the FSA, it will, wherever appropriate, as a pre-condition of any secondment, either:

• expressly confirm in writing that it will continue to indemnify you in line with the terms of this contract throughout the course of the secondment; or

• ensure that the organisation you are seconded or assigned to gives you an equivalent indemnity

• The indemnity will not extend to any liability incurred where your acts or omissions are:

• clearly done or omitted to be done in bad faith; or

• are clearly outside or inconsistent with the scope of your responsibilities under your Contract of Employment with the FSA.

• The indemnity is conditional with all of the following requirements. If you fail to comply with them, this could invalidate or otherwise affect the indemnity. The conditions are that you should:

• inform your manager within FSA and the FSA Company Secretary as soon as you become aware of the possibility of a claim against you or the FSA;

• avoid any discussion of the matter with the potential claimant, but if this is impossible, keep a written note of the conversation;

• under no circumstances admit liability for yourself or the FSA;

• not try to settle or compromise or reduce the potential claim;

• not seek outside legal advice except with the authority of the FSA General Counsel or Company Secretary; and

• inform your management within FSA and FSA Company Secretary of any discovery of suspicion of fraud or dishonesty by a past or present employee of the FSA or anyone claiming to act on its behalf.



This policy covers all employees and others referred to in Option 7 above.



This is the FSA's Whistleblowing Policy as at April 2009.

The policy is owned by the HR Division and has been developed in conjunction with the Internal Audit Division and Staff Consultative Committee.





