- GENERAL WELCOME AND BACKGROUND
Parkfoot Garage Limited (from this point referred to as Parkfoot) was registered in 1943 by the present Director’s Grandfather, Sonnie Charman. It was then developed by Norman and Ken Charman, who have both retired. David Charman now has full responsibility for the day to day running of the business. Parkfoot Garage has 3 main elements to its business: Fuel, Convenience Store and Jet Wash facilities.
Parkfoot’s Managing Director is David Charman, Financial Director is Martin Whitlock, and there are two further Directors Ann Charman (David’s wife) Sue Charman (Martin’s partner and David’s sister). The Finance Manager is Gilly Hobby and the Store Manager is Faisal Ur Rehman, who together are responsible for accounting, administration and payment of wages.
PERSONNEL AND TRAINING
Personnel matters are handled by a group of senior managers including the Managing Director. They are there to offer support and advice to all employees in their career development, training and with any problems which may be affecting their work performance.
MESSAGE FROM THE MANAGING DIRECTOR
- Parkfoot is a friendly, family-run business, serving the same community for over 75 years. We pride ourselves in offering the best facilities, the most imaginative products and the finest customer service in our industry.
- We have been open continuously for over 25 years and our intention is to offer a quality 24 hour shop that is the envy of all other shop owners.
- With the introduction of our in-store Off Licence, Bakery & Deli and Butchery, Parkfoot finally has the location to offer a full shopping experience.
- We need a committed team of sales assistants and specialist workers to look after our customers and make sure they leave the store fully satisfied with their visit.
- All staff must be flexible in their approach to working with others and helping and assisting their colleagues. This will ensure that everyone enjoys coming to work and performing their role. Parkfoot is a Living Wage employer and will always reward hard work and great practice.
- Our aim is for all staff to benefit from the success of the business
- My personal aim is for staff to enjoy coming to work; feel a real pride in what they do at work and feel keen to support and assist other members of the team in their work
- Since the rebuild of our convenience store in April 2013, Parkfoot has won many awards for its products, layout, customer service and innovation , including Convenience Retailer of the year 2014; Best Chilled Food Retailer 2014; and Highly Commended (2nd Place) in the NACs world-wide competition; Best Customer Service in UK 2014 and Best Site in London & the South East for four years (2013 – 16); Independent Achievers Awards Top 100 Convenience Stores (2019); Forecourt Trader Lifetime Achievement Award to David Charman, voted by the industry, (2019).
I am always delighted when anyone shows initiative to move our business forward, so please feel free to talk to me at any time; I really hope you enjoy working for Parkfoot.
- TERMS AND CONDITIONS OF EMPLOYMENT
WRITTEN PARTICULARS OF EMPLOYMENT
Within 12 weeks of joining the organisation you will be issued with a written statement outlining the main terms and conditions of your employment (contract). This confirms your commencement date and job level and sets out your hours of work, pay details and other key information. You must acknowledge it by email in acceptance of the conditions of your new job and, if it is a paper copy, sign this document and return a copy of it to the office.
COMMENCEMENT OF EMPLOYMENT
The first six months of your employment are regarded as a probationary period, during which time assessments of performance are made. If performance does not reach the required standard, then it is possible that employment may be terminated during the period, giving one week’s notice.
Parkfoot recognises that the initial training provided must be sufficiently comprehensive so that you can quickly establish yourself as a contributing member of the team. In particular, areas such as health, safety and hygiene need to be clearly understood at a very early stage. Training modules have been created to address the key issues of your job, and your colleagues will support you through the appropriate learning.
You may be provided with written information which is essential to your area of responsibility. You must read, understand and do your best to implement the contents of such material.
During your induction, you will be shown the various procedures for emergency situations (fire, robbery, flood etc), including the silent panic button to summon the police.
The first priority in all emergency situations is the safety of staff and customers. Please comply with any demands from aggressive customers if you are even slightly concerned for your own safety or that of the customers.
A weather eye should be kept on the forecourt at all times for anything that might cause a fire.
Keep your own belongings out of sight and do not bring expensive items to work to reduce the chance of theft.
All knives in the Butchery and Bakery, and all tools, should be locked away at night.
Spar offer a free counselling service for any staff members who have experienced trauma.
DOOR SECURITY SYSTEM
There are security bars at the door which sound an alarm if a tagged item goes through them. Security tags are attached to all baskets and some store items.
Please make sure you know how to remove/deactivate these tags.
In the event of the alarm going off:
- Do not put yourself or anyone else at risk – this is your first priority
- One member of staff on shift goes to the door area to investigate
- If the customer is standing by the door
- explain about the tags and baskets and check everything is OK
- be sure to let them explain themselves if they wish to
- apologise to them for the inconvenience as appropriate
- If the thieves are running for it
- get the car registration if possible
- note down the time of the incident, so that we can send appropriate CCTV footage to the police
- remain calm and reassure any other customers affected by the incident
On commencement of your employment you will be required to provide your Passport; National Insurance Number and Income Tax P45 and employees from non-EU countries will need to provide a current work visa. Wages will be paid monthly in arrears. You will receive a pay slip giving details of gross pay, deductions and net pay. Employees are normally reviewed for prospective salary increases on an annual basis, subject to length of service.
Most staff will be paid at an hourly rate. Some senior staff will be paid an annual salary.
HOURS OF WORK
There are no ‘normal’ working hours. Parkfoot is a seven days a week, 24 hours a day operation and therefore staff are expected to work as required for the successful completion of their duties. This will mean working a mixture of late, early, weekday and weekend shifts and, on some occasions, night shifts.
We recognise the employer obligations under the Working Time Directives and that, unless you sign a waiver, working in excess of 48 hours per week over the thirteen week period is in breach of these regulations. As a responsible employer we are mindful that all employees should have a sensible work/life balance.
LOCATION OF EMPLOYMENT
You are required to work at any existing or future Parkfoot Garage location within reasonable commuting distance of your home. Parkfoot may at its discretion require you to transfer to another location within the business as and when required. Such a request or transfer will not operate as or be capable of being accepted as dismissal.
Bad timekeeping results in a disorganised business, interferes with service and upsets colleagues. You must be ready to start work at the correct time. Lateness will be dealt with through the disciplinary procedure. Parkfoot may, in its absolute discretion, deduct from salary such sum as is equal to a proportion that the period of lateness bears to the total number of working hours in that day.
All employees are required to clock in as they arrive (opposite the tills noticeboard) and clock out as they leave.
The Company’s holiday year runs from the last pay date in March (the date you are paid up to) until the last pay date in the following March. Full-time salaried and hourly staff get 28 days per year, irrespective of hours worked. Regular part-time staff holiday is calculated pro rata on the basis of hours worked and the amount of holiday accrued is calculated and taken by the hour. Occasional staff will receive holiday pay with their monthly wages pro rata for the period worked.
Your employment with the Company during the current year gives you entitlement to paid holiday in the current year and the year after. During the first year of your employment the amount of holidays that can be taken is governed by the amount that has been accumulated at the time you wish to take them, or at the Managing Director’s discretion.
Any holiday will be granted at the company’s discretion. You are required to give advance notice to your manager and the shop manager of your intention to take holiday leave, giving at least 7 days’ notice for one day off (unless cover has already been agreed) and 4 weeks’ notice for a week’s leave or more. Leave must be staggered to ensure that sufficient cover is provided at all time. Booking of leave is therefore on a first-come, first-served basis and is written into the holiday book by the shop manager only. All changes to the rota must be noted in the diary kept at the checkouts.
Holiday entitlement must be taken by the end of the pay year following the pay year in which it is accrued. Any holiday not taken in this period will be lost and no payments will be made in lieu. Holiday days must be taken in proportion to the number of week/weekend days you work. It is not feasible to take off weekends only if you work a mixture of week days and weekends.
HOLIDAY PAY ON TERMINATION OF EMPLOYMENT
Should you leave the Company, and holiday taken already exceeds your pro-rata entitlement from your last March pay date to your termination date, the Company reserves the right to deduct the equivalent sum from any monies owing to you at that time.
Should you leave the Company, and holiday taken is less than your entitlement, you will be entitled to payment of any balance outstanding. If you fail to give the Company the appropriate notice you will forfeit holiday pay up to the equivalent of the short notice.
TIME OFF IN LIEU
Salaried staff working longer hours than contracted during a busy period, can take time off in lieu at a quieter period, within 2 months, by agreement with Senior Management.
PREMIUM DAYS (Also known as ‘Customary, Bank or Public’ holidays)
If a Premium Day falls on your normal working day, it is a legal condition of your employment that you work it if required to do so. If employees who do not normally work on that day of the week wish to work on a Premium day, then 4 hour shifts, rather than 8 hour shifts will be implemented.
Our site is open for business throughout the year. We treat the majority of Premium Days (i.e. Easter Sunday, Easter Monday, the first Monday in May, the last Monday in May, the last Monday in August, Boxing Day) as a normal working day and hourly staff will receive payment at Time and a Half for these days if you are required to work. Christmas Day, New Year’s Eve and New Year’s Day are paid at the rate of Double Time. Additional Bank Holidays that arise when Christmas Day, Boxing Day or New Year’s Day fall at a weekend, will be paid at normal rate.
Salaried staff working on a Premium Day do not receive extra pay for Premium Days.
If you are required to work 6 hours or more per day (4.5 for under 18s) you are entitled to a break as detailed in the table below:
|Up to 6 hrs (Adults)||No break|
|Over 4.5 hrs (under 18s)||1 x 30 minute break||Not within 1 hr of start or finish|
|Over 6 hours (Adults)||1 x 20 minute break||Not within 2 hrs of start or finish|
Breaks are paid and must be taken with the agreement of the manager or senior member of the team, to ensure that sufficient cover is provided at all times and all staff are on at busy times. Breaks take place away from the work area and the whole 20 minutes should be taken at one time.
Toilet breaks can be taken as necessary, but must be quick!
EATING & DRINKING AT WORK
Parkfoot wants all its staff to be well-nourished and well-hydrated and able to undertake the sometimes demanding physical work required in our store. We offer all adult staff members a paid 20 minute break in a shift of over 6 hours. Employees under 18 get a paid 30 minute break in a shift of over 4.5 hours.
A staff kitchen is provided next to the main office with table, chairs, toilet, sink, tea and coffee making facilities, fridge, microwave and bins. This is where breaks should be taken if possible.
No member of the public nor visitor nor supplier should see staff eating in work areas. There are some designated areas, out of sight of customers, where drink and small food items can be placed and consumed in brief moments when working. No drinks or food can be kept behind the tills. Please do not eat outside where customers can see you.
Breaks can be taken off-site but you must be back at your post in 20 minutes.
CIGARETTE & E-CIGARETTE BREAKS
These must take place during your official break and must be within the designated smoking area (end of building by the recycling bin). More frequent cigarette breaks will be unpaid and may only be taken with the permission of your manager. These cannot exceed 5 minutes each and you cannot take more than 2 in an 8 hour shift. You will then need to work for an extra ten minutes at the beginning or end of your shift.
Parkfoot is keen to support all employees wishing to give up smoking.
ABSENCE AND SICK PAY
Absence from work because of sickness and injury must be notified to the site by telephone as early as possible on the first day of absence, this must be prior to your scheduled commencement time. You are expected to keep in close contact with the office about your progress and your likely return to work situation.
After seven days and thereafter, you must submit a Doctor’s certificate.
Statutory Sick Pay (SSP)
Under the Statutory Sick Pay Scheme, the Company is normally liable for the first 28 weeks sickness. The first 3 normal working days reported as absence are unpaid (these are called waiting days).
Leave of Absence
Should you require special leave of absence you must make an application to David Charman, giving the reason for your request. If it is granted it will normally be without pay, except in the case of bereavement leave after the death of a near relative. Authorisation of such paid leave will be at the Managing Director’s discretion, and will usually be as follows:
Child 14 days, immediate family (partner, parents, brother, sister, partner’s parents) 5 days; other relatives 1 day.
Time in excess of this will be off-set against earned holiday or deducted from salary.
Compulsory absence may be necessary if you have come into contact with a notifiable disease and are compelled by the Health Authorities to keep away from work. In such cases you are required to inform us of the situation as early as possible and to submit a medical certificate. Statutory Sick Pay will be payable for this.
Parkfoot is responsible for paying Statutory Parental Leave to eligible staff on behalf of the DSS.
You will be paid normal salary for time you spend on jury service, less any payment you may receive for juror duties. You should report jury duty payment to the office. You will be expected only to take time required for actual jury schedules and to discuss prospective jury duty with your manager to determine if it will interfere with Parkfoot’s projected schedules. Postponement may be required where jury duty would hold up important work.
AUTO-ENROLMENT WORKPLACE PENSION SCHEME
Parkfoot offers a pension scheme for all eligible employees which has a ‘contract out’ option, if you do not wish to save money and receive payments from the company in a pension. Details of the pension and the monthly payments will be sent to you during your first two months of employment.
You will receive information about the scheme from us and the pension provider (currently Legal and General). You have the option to contract out of the pension or to put additional savings amounts into your pension. Non-eligible staff can opt to put monthly savings into the pension scheme and the company may voluntarily agree to make payments, too: please discuss with David Charman. Eligibility for the pension scheme depends on your age and the amount you earn.
Should you wish to terminate your employment with the Company, you are required to give the following periods of notice:
- One weeks’ notice if your period of continuous employment is less than one year
- Two weeks’ notice if your period of continuous employment is one year or more but less than five years
- Four weeks’ notice if your period of continuous employment is five complete years of service or more or if you are above level 6 and three weeks’ notice for level 6 and below.
Should your employment be terminated (unless summarily dismissed for gross misconduct), you will be entitled to the following periods of notice:
- No notice if your period of continuous employment is less than four weeks
- One week after continuous employment of more than four weeks.
- Two weeks after continuous employment is more than two years.
- A week per each completed year of continuous service, if your period of continuous employment is more than two years, but less than four.
- Four weeks if your period of continuous employment is four complete years of service or more.
Either party wishing to give notice of termination must do so in writing. The Company reserves the right to pay in lieu of notice if you are not required to work all or part of your notice period.
An employee will be deemed to be eligible for redundancy if their dismissal is wholly or mainly attributable to:
- Move of a place of business
- Cessation of business
- Surplus Labour
An employee would not be regarded as redundant where a dismissal is wholly or mainly attributable to:
- Transferring night-workers to day-workers
- Changes to a shift system to promote efficient working
- Reduction of overtime
is where an employee, whose own position is redundant, is transferred to another position, making the holder of that second position redundant. Redundancy bumping is legally permissible provided the correct procedure is followed in respect of the bumped employee.
The following procedure will be followed for redundancy:
- Advanced warning: employees will be given advance warning of the impending redundancy situation and the fact that it may affect them in writing (‘at risk’ letter) at least 30 days before any action is taken
- Fair selection: where only one employee is potentially affected by redundancy there will be no pool identification. In all other cases, Parkfoot will identify a pool of employees from which to select those who are potentially redundant. The type of work the employees do will be important and the pool of employees will relate to the reason for the proposed redundancy. If appropriate, employees will be consulted as to the make-up of the pool to reach an agreement on its fair and correct membership.
- Redundancy selection criteria: a list of criteria will be drawn up to reflect Parkfoot’s business priorities in order to retain the best employees.
- These criteria will not be discriminatory and must be capable of objective assessment or measurement.
- A dismissal will be automatically unfair if the employee has been selected for an inadmissible reason, for example, because the employee is pregnant.
- No qualifying period of continuous employment is needed for an employee to bring a claim where it is alleged that they have been selected for an automatically unfair reason.
- Last in first out, or ‘LIFO’ has previously been a popular sole selection criterion. While this method is both simple and, on the face of it, fair, it may not produce the desired result for the business. If we used this method, we may lose the employees best able to drive the business forward. It may also indirectly discriminate against younger employees. Length of service will therefore only be used as one of a number of potential criteria which can be weighted according to priority. LIFO will not be given the greatest weight.
- Consultation: Parkfoot will consult with employees as to the criteria to be used, explaining:
- How the proposed system will work
- Why the criteria have been chosen
- Why some criteria, if any, are weighted
- Employees will be given 2 weeks to consider the proposals and comment on them. We may choose to amend the criteria as a result
- Examples of criteria we may use are:
- Skills needed to take the business forward
- Disciplinary record
- Sickness record (discounting any periods of absence for disability- or pregnancy-related reasons)
- Length of service
These will be applied to all employees in the pool, and scores allocated for each employee. Criteria may be weighted to reflect those values which hold the most value to Parkfoot.
- Redundancy consultation process
Parkfoot will begin a two-way dialogue with potentially redundant staff with the objective of finding ways of avoiding the dismissal if at all possible; for example, job sharing, sabbaticals and a reduction in hours. At least two individual consultation meetings will take place. Employees can request to know why they have been selected for redundancy and to see their selection scores.
- Employee notice will only be given once the consultation process has been completed. A written statement will be sent to the employee setting out the reasons they have been selected for redundancy. The employee will be invited to attend a meeting where they are entitled to be accompanied by a chosen representative. After the meeting the employee will be informed of the decision and notified of their right to appeal the decision.
- Settlement Agreements
When the employee agrees that this is the best way to end the employment relationship but does not want to go through the process detailed above a settlement agreement may be reached. A Settlement Agreement ensures those dismissed by reason of redundancy cannot bring claims against Parkfoot for unfair selection/dismissal.
FUEL PROMOTION POINTS
Employees are eligible to participate in any points promotion (currently BPMe Rewards) on the same basis as members of the public. They may only collect points as a result of their own purchase. Promotional points or other items offered to employees by customers should not be accepted. Any unwanted points remain the property of Parkfoot and may not be issued to other customers or kept for your own use.
Any claims made on promotions collected by any other method than the approved one will be regarded as fraud and will lead to serious disciplinary action being taken, possibly resulting in dismissal. All promotions are monitored to identify any fraudulent activity.
APPEARANCE AND BEHAVIOUR AT WORK
As a company in the service sector, Parkfoot is judged not only on the work carried out but on the impression visitors gain from their contact with employees. It is therefore important that in appearance all our staff achieve the highest standard. Uniform policy will be reviewed from time to time and staff consulted for their input.
We required that standards of personal behaviour should also be of a high order. By following this guidance you will know that your appearance and attitude are contributing substantially to the progress of the business and to your own job satisfaction.
- You are required to dress in a business-like fashion at all times.
- Your hair and nails must be of a suitable length for the job you are doing and tied back or trimmed according to hygiene regulations. Nail polish and make-up must be smart.
- You are expected to carry out your duties in a professional manner.
- It is imperative that all employees deal with telephone calls, messages, customers and correspondence with care, civility and efficiency.
- All employees must treat work colleagues with respect
- Spar uniform will be issued where appropriate and other uniform issued for specialist activity. Uniform regulations in departments are as follows:
- Shop: Top uniform is Spar issue tops. Below the waist uniform (not provided) is:
- Black trousers or skirt (no shorts)
- Smart dark trainers or suitable dark shoes that:
- have grip
- encase the whole foot & provide protection to the foot from falling objects
- are comfortable
- match the uniform.
Deli: All staff to wear same black top + black aprons + netted hat + black trousers/skirts (not provided)
- Butchery: all to wear black polo (provided) and black trousers with apron (provided)
Customers have a right to expect a high standard of personal service from staff. No matter what your job, it directly relates to customer satisfaction. The particular nature of our work requires good manners and a helpful, positive attitude. We should accept customer comments, criticisms and complaints as a reflection of their expectations of Parkfoot and its products.
Your attitude to colleagues is important. We believe that teamwork is the key to success – employees should support one another in the achievement of their individual goals. We aspire to have a happy, tolerant, inclusive workplace, where all members of staff feel safe, valued and heard. Grievance procedures exist and should be used if you feel that the attitude of others is unfair or constitutes harassment or bullying (see policy below).
You are expected to use all your best endeavours to promote Parkfoot’s business. You are also expected to comply with any reasonable management instruction and any reasonable customer request. You must comply with all relevant legislation affecting your work, in particular with regard to the Petroleum Licence issued for the site.
All staff are entitled to the following discounts:
- Fuel – 2p per litre
- Shop goods – 15% (exclusions include: cigarettes, lottery, stamps, Paypoint)
- Promotional and seasonal products 10%
- Butchery – 15% (some low margin items may be excluded)
- Alcohol – 5% discount
- Upon request, 5 tokens will be uploaded to your Ready2Wash account each week for the Aquatec Jet wash. These cannot be used at weekends and other busy periods. These are for your personal use, but if you do not have a car, you may offer them to family or friends.
PURCHASE OF GOODS BY STAFF MEMBERS
- No staff member is allowed to take anything from the store without paying
- Staff purchasing from the store are entitled to the appropriate staff discount
- Any purchases must be performed by another member of staff and a receipt should be present with the goods
- Staff are reminded that the purchase of scratch cards and lottery tickets cannot take place during your working hours
MOBILE PHONE/ELECTRONIC DEVICES SUCH AS PADS AND WATCHES POLICY
Please remember, if you have your head down looking at your phone, you cannot:
- Fully focus on your work
- Keep a weather eye out for things happening in the store or on the forecourt
- Engage with customers as they approach you
- Give them your full attention when serving
Personal Mobile Phone use at work creates a bad impression on customers; it compromises your safety and that of your colleagues; it is unprofessional and you have signed this contract not to do it. So please don’t!
- You are expected to turn off your personal mobile phone and/or other devices as you clock in and not turn them on again except for the duration of your break or when you leave work.
- If you need an alarm to remind you of something, please invest in a timing device not attached to your phone.
- There is a ban on the use of personal mobile phones/electronic devices during working hours. This does not include managers, or a member of staff explicitly instructed by a manager, provided they are using mobile phones for business purposes.
- No member of staff may text, check messages, surf the web, chat to family or friends or watch films or live streamed images whilst at work and no mobile phones/electronic devices should be seen when serving or in the presence of customers.
- No headphones at work.
- If you feel you will be tempted, please leave your phone/watch/pad/other electronic device in a locker (when provided) or at home.
- If your family or friends need to contact you in an emergency, please ask them to call 01732 840000 which is staffed and answered 24 hours a day.
- If you receive a business call, (or need to make one) and the company lines are out of action, please step into the store or office area to take/make it. Managers and supervisors, please take the lead on this.
- Personal mobile phones may only be used in an emergency situation where time is of the essence.
- Three warnings will be given and the fourth breach of this policy will result in dismissal.
The Employment Protection Act provides protection for any individual employee who feels they have been unfairly dismissed. Normally no employee will be dismissed unless they have previously received warnings with regard to the matter causing dismissal. Cases of gross misconduct are the exception to this rule.
For staff whose employment has been confirmed at the end of the probationary period.
In addition to the procedure as defined, the following steps will be taken in any situation where the employer is contemplating disciplinary action:
- The employer will set out in writing the employee’s alleged conduct or characteristics or other circumstances, which lead them to contemplate disciplinary action.
- The employer will send this statement to the employee and invite the employee to attend a meeting to discuss the matter.
- The employee will be given a reasonable opportunity to consider his/her response to that information.
- After the meeting, the employer will inform the employee of their decision and notify him/her of the right to appeal against the decision.
- Formal verbal warning
Where informal attempts to resolve a problem have failed, or a first instance misconduct is sufficiently serious to warrant formal action, a disciplinary hearing will be called by the Director or Manager, following which s/he may issue the employee with a formal verbal warning.
- First written warning
In the event of further misconduct, or where previous attempts aimed at resolving a problem have failed, or a first instance of misconduct is sufficiently serious to warrant action at an advanced stage of the Disciplinary Procedure, a disciplinary hearing may be called by the Director, following which s/he may issue the employee with a first written warning.
Examples of the type of conduct that would result in the issue of a written warning:
- Failure to comply with required standards of performance;
- Unjustified lateness;
- Unsatisfactory attendance record;
- Failure or delay in carrying out reasonable instructions
- Minor infringements of health and safety rules;
- Failure to observe rules governing dress or protective clothing;
- Failure to comply with rules relating to absence;
- Inability to meet Parkfoot standards of service, cleanliness, hygiene and dress;
- Mobile ‘phone usage during working hours
- Smoking, eating or drinking in non-designated areas;
- Verbal abuse or any act that violates commonly accepted standards of behaviour towards colleagues, customers or contractors.
- Final Written warning
In the event of more serious or further misconduct, failure to comply with the terms of a previous warning, or a first instanced misconduct which is sufficiently serious to justify dismissal, the Director may call a disciplinary hearing following which s/he may issue a final written warning to the employee.
- Contractual Dismissal – with notice or pay in lieu
If misconduct persists following the issue of a final written warning or conduct, attendance or performance remain unsatisfactory, a disciplinary hearing will be held, following which the employee may be dismissed on the authorisation of the Director.
If the employee is dismissed, s/he will be given a written confirmation of the dismissal, the date of termination of the employment and a notice of his/her rights of appeal as soon as is reasonably practicable.
- Summary Dismissal
The employer will only dismiss an employee summarily in the event of gross misconduct or some other serious breach of the employer’s rules or the employee’s contract of employment which amount to gross misconduct. An employee who is dismissed summarily will not be entitled to notice or pay in lieu of notice. Dismissals are on the authorisation of the Director.
Examples of gross misconduct include but are not limited to:
- Contravention of the Petroleum Licence Conditions, Health and Safety Regulations, Weights and Measures Act and Food Hygiene Regulations and other legal responsibilities;
- Fighting, gambling, intoxication by drink or drugs on Company premises;
- Dishonesty, including falsification or irregular practice in respect of sales, cash, credit and debit transactions, records, accounts, stock, etc;
- Deliberate damage to, or theft of Parkfoot property or the property of other Parkfoot employees or customers;
- Wilful hampering of work or refusal to carry out normal and reasonable duties;
- Breach of confidence or security regarding Parkfoot’s commercial affairs or operations;
- Persistent and/or substantial cash shortages and or stock deficiencies;
- Sex, race, age, disability, religious discrimination;
- Serious acts of intimidation, bullying or harassment
- Physical violence
In any situation where serious misconduct of this nature has been alleged, the employee will be liable to immediate suspension without pay for up to a maximum of five working days whilst the matter is investigated. If the allegations are not founded, the amount of wages withheld will be paid. During suspension, the employee must not enter any part of the Company premises.
- Right to be Accompanied
The employee has the right to be accompanied as a witness by a fellow employee of his or her choice or Trade Union representative at any stage of this procedure.
- Right of Appeal
Everybody has the right to appeal at any stage in the procedure if they feel they have been unfairly treated. He or she should first appeal, in writing, to an alternative Director, within three working days. An appeal hearing will be arranged as soon as possible with the Director in the presence of a witness. The appeal decision will be recorded in writing and will be final. In cases of dismissal, details of the appeal should be sent to the Director. Any dismissed employee ultimately has recourse to a Director for final consideration of the circumstances.
- Removal of Warning
Warnings will be removed from the employee’s records following the completion of twelve months’ satisfactory service from the date the warning was given.
If you have a grievance at work it is important that it is addressed quickly. The aim of our Grievance Procedure is to resolve problems quickly and fairly.
In the first instance you should make representation in writing to the Director. You will be invited to a meeting to discuss the grievance. You will be informed of the decision within 14 days of the meeting. You have a right to appeal against the decision and must do so within 7 days of learning the original decision. The appeal should be in writing and sent to the Director. You will be invited to attend a further meeting. Normally the decision at this stage is final. At any stage of the procedure, the employee may be accompanied by a work colleague as witness.
RESPONSIBILITY FOR COMPANY PROPERTY, STOCK DEFICIENCY AND CASH SHORTAGE
Staff are responsible for the accurate receipt of all monies in respect of sales made and for the security of Parkfoot’s stock. It is the obligation of all staff to complete the site documentation to record all transactions accurately.
Where a cash shortage or stock deficiency has been identified as being the responsibility of a particular member of staff, Parkfoot reserves the right to deduct from wages a sum equal to the amount of such cash shortage and/or stock deficiency. Parkfoot will inform the employee in writing of the amount to be deducted and will obtain the employee’s signature to acknowledge the deduction.
The amount to be deducted from the employee’s wage in respect of any pay period will be subject to a limit of 10% of the employee’s gross wage for that pay period. However there will be no such restriction to deduction in respect of the final instalment of wages, in accordance with Part 2 of the Employment Rights Act 1996. We therefore reserve the right to withhold any amount of the final instalment of wages, up to the amount of the cash or stock loss, should these losses be as a result of the employee’s dishonesty or negligent conduct.
- Right to Search
Whilst respecting the employee’s dignity and rights, Parkfoot reserves the right to search any employee’s belongings, or any vehicle entering or leaving Parkfoot’s premises. Search does not imply suspicion.
- Borrowing of stock or equipment
You are not allowed to borrow cash, or cheques from your place of work. The removal of stock or equipment without written authorisation will be treated as theft and will result in summary dismissal.
References will be checked and, if these prove unsatisfactory, Parkfoot may immediately dismiss the employee without notice.
- Promotional Stock
All stocks and promotional items are the property of Parkfoot until they are given to customers for purchase of petrol, oil and accessories. All stamps and promotional items refused by customers remain the property of Parkfoot. Staff discovered taking such items will be regarded as stealing from Parkfoot. Any promotional item refused by the customer must be returned to stock.
The retirement date for all staff is currently 65. Before that date is reached, David Charman will discuss the wishes of the staff member and may consider agreeing to the continuation of employment for a further year and subsequent years after, providing both parties are in full agreement.
All purchases of goods and services by Parkfoot of any monetary value from outside vendors must be authorised in advance by a Supervisor, Manager or Senior Manager.
SECURITY OF PERSONAL POSSESSIONS
Parkfoot operates an Employee Liability Insurance Scheme. This does not cover personal effects and Parkfoot cannot be considered responsible for the theft, loss or damage to personal belongings. You should arrange your own insurance to cover these, but you are in any case strongly advised against bringing valuable items and large sums of money to work.
CHANGE OF PERSONAL CIRCUMSTANCES
You must advise the office in writing as soon as is practical (and certainly within 14 days) of any changes in personal circumstances that might affect your personnel or pay record, eg change of address, prosecution or conviction of any offence.
The Health and Safety notice board is situated opposite the Butchery. Employees must check this regularly as it may have been updated. Other Notice Boards are provided at the Tills and adjacent to the Butchery. Notices must not be defaced or removed.
You will be notified in writing of any amendments or changes directly affecting your terms and conditions of employment. Parkfoot reserves the right to alter or add to the Terms and Conditions of this Handbook. Amendments will be announced in Staff Memos and the updated Handbook can be accessed here: https://www.parkfoot.net/staff-handbook-april-2018/
During your employment with Parkfoot you are expected to devote your entire time and attention to your duties and not to directly or indirectly engage or take an interest in any other business or employment unless prior agreement has been obtained in writing from Parkfoot.
CONFIDENTIALITY AT WORK
You will recognise the type of work that must be treated as confidential to Parkfoot and should not be divulged to any other person or organisation either during or after your employment with Parkfoot. Any breach of confidentiality is likely to result in instant dismissal or legal action. Senior members of staff are expected to model best practice by discouraging gossip and rumour.
Parkfoot reserves the right to introduce closed circuit surveillance of site activity, which can be remotely accessed by certain key individuals – Supervisors, Managers and Directors. Parkfoot will not focus cameras on private/personal areas of the site such as toilets. Parkfoot will also record sound at the Till area. CCTV data will only be kept for as long as necessary for security reasons. These measures are designed to enhance the safety and security of employees working on our sites.
SHORT TIME AND LAY OFF PROVISIONS
In operational circumstances which are beyond our control, such as the failure of third parties to supply fuel, Parkfoot reserves the right to lay off employees in accordance with such arrangements that are detailed in employment law.
Smoking on a petrol forecourt is against the law. Smoking near one is dangerous. Smoking and being involved in the preparation or storage of food is against the law. The smell of smoke on the breath or clothes of an employee is unattractive to customers, particularly where food is involved.
Parkfoot would prefer that all employees did not smoke at work and is willing to work with staff members to help with addiction therapy. Although statutory breaks can be used as smoking breaks and there is a designated safe smoking area, it is preferable that only one smoker at a time is using the designated area.
SOCIAL MEDIA POLICY
The following principles apply to professional use of social media on behalf of Parkfoot as well as personal use of social media when referencing Parkfoot or its employees:
- Employees should be aware of the effect their actions may have on their own image, as well as Parkfoot’s image. The information that employees post or publish may be public information for a long time and social media sites often change their privacy settings – be vigilant.
- Employees should be aware that Parkfoot may observe content and information made available by employees through social media. Employees should use their best judgement in posting material that is neither inappropriate nor harmful to Parkfoot, its employees, or customers.
- Although not an exclusive list, some specific examples of prohibited social media conduct include posting commentary, content, or images that are defamatory, pornographic, proprietary, harassing, libellous, or that can create a hostile work environment.
- Employees are not to publish, post or release any information that is considered confidential or not public. If there are questions about what is considered confidential, employees should check with their manager.
- Social media networks, blogs and other types of online content sometimes generate press and media attention or legal questions. Employees should refer these inquiries to one of the Parkfoot Directors.
- If employees encounter a situation while using social media that threatens to become antagonistic, employees should disengage from the dialogue in a polite manner and seek the advice of a supervisor or manager.
- Employees should get appropriate permission before referring to or posting images of current or former employees, members, vendors or suppliers. Additionally, employees should get appropriate permission to use a third party’s copyrights, copyrighted material, trademarks, service marks or other intellectual property.
- Social media use shouldn’t interfere with employee’s responsibilities at Parkfoot. Parkfoot’s computer systems are to be used for business purposes only. When using Parkfoot’s computer systems, use of social media for business purposes is allowed (e.g.: Facebook, Twitter, Parkfoot blogs and LinkedIn), but personal use of social media networks or personal blogging of online content is discouraged and could result in disciplinary action.
- Subject to applicable law, after‐hours online activity that violates Parkfoot’s company policy may subject an employee to disciplinary action or termination of contract.
- If employees publish content on a personal, not company, site after‐hours that involves work or subjects associated with Parkfoot, a disclaimer should be used, such as this: “The postings on this site are my own and may not represent Parkfoot’s positions, strategies or opinions.”
- It is highly recommended that employees keep Parkfoot-related social media accounts separate from personal accounts, if practical.
HARASSMENT AT WORK POLICY
Bullying and harassment is behaviour that makes someone feel intimidated or offended. Harassment is unlawful under the Equality Act 2010.
Examples of bullying or harassing behaviour include:
- spreading malicious rumours
- unfair treatment
- picking on or regularly undermining someone
- denying someone’s training or promotion opportunities
Bullying and harassment can happen:
- by letter
- by email
- by phone
Bullying itself isn’t against the law, but harassment is. This is when the unwanted behaviour is related to one of the following:
- gender (including gender reassignment)
- marriage and civil partnership
- pregnancy and maternity
- religion or belief
- sexual orientation
Parkfoot’s policy in cases of reported harassment is to:
- Support employees to see if they can sort out the problem informally first
- If this fails, to arrange for a meeting between the manager and the parties involved
- If this fails, to arrange a meeting with the Personnel department for a mediation session
- If all the preceding steps do not resolve the matter to the satisfaction of the complainant, then a formal complaint should be made using the Grievance Policy (above)
- The Managing Director or any of the other Directors can be asked to intervene to resolve the issue
- Ultimately, the employee has the right to take legal action at an employment tribunal.
HEALTH & SAFETY POLICY
Parkfoot’s Health & Safety Policy is contained in a separate file, currently in the Office but which will soon be available as a downloadable pdf also.
EQUAL OPPORTUNITIES POLICY
- recognises that we live in a society where discrimination still operates to the disadvantage of many groups in society.
- believes that all persons should have equal rights to recognition of their human dignity, and to have equal opportunities to be educated, to work, receive services and to participate in society.
- is committed to the promotion of equal opportunities within the company through the way we manage the organisation and provide services to the community. In order to express this commitment, we develop, promote and maintain policies that will be conducive to the principles of fairness and equality in the workplace.
The objective of this policy is that no person should suffer or experience less favourable treatment, discrimination or lack of opportunities on the grounds of gender, race, colour, nationality, ethnic origin, religious or philosophical beliefs, health status, HIV status, age, marital status, parental status, sexual orientation, political beliefs or trade union membership, class, responsibility for dependents, physical attributes, ex-offender status as defined by the Rehabilitation of Offenders Act 1974, lack of formal qualifications where such qualifications are not formally required, or any other grounds which cannot be shown to be justifiable within the context of this policy.
This policy will influence and affect every aspect of activities carried out at Parkfoot Garage Ltd at all its sites i.e. promotional work, training & development, and other functions linked to the company, as determined by the Directors.
In the provision of services and the employment of staff, Parkfoot is committed to promoting equal opportunities for everyone. Throughout its activities, Parkfoot will treat all people equally whether they are:
- Seeking or using our services.
- Applying for a job or already employed by us.
- Trainee workers and students on work experience or placements.
- Volunteer workers.
The Directors have specific responsibility for the effective implementation of this policy. Each manager, supervisor and lead member of staff also has responsibilities and we expect all our employees to abide by the policy and help create the equality environment which is its objective.
- In order to implement this policy we shall:
- Communicate the policy to employees, job applicants, volunteers and relevant others.
- Incorporate specific and appropriate duties in respect of implementing the equal opportunities policy into job descriptions and work objectives of all staff.
- Ensure that those who are involved in assessing candidates for recruitment or promotion will be trained in nondiscriminatory selection techniques.
- Incorporate equal opportunity notices into general communications practices.
- Ensure that adequate resources are made available to fulfill the objectives of the policy.
- Conduct and general standards of behaviour:
All staff and volunteers are expected to conduct themselves in a professional and considerate manner at all times. Parkfoot will not tolerate behaviour such as:
- making threats
- physical violence
- swearing at others
- persistent rudeness
- isolating, ignoring or refusing to work with certain people
- telling offensive jokes or name calling
- displaying offensive material such as pornography or sexist / racist cartoons, or the distribution of such material via email / text message or any other format.
- any other forms of harassment or victimisation.
The items on the above list of unacceptable behaviours are considered to be disciplinary offences and can lead to disciplinary action being taken. Parkfoot does, however, encourage staff to resolve misunderstandings and problems informally wherever possible, depending on the circumstances. However, whether dealt with informally or formally, it is important for staff who may have caused offence to understand that it is no defence to say that they did not intend to do so, or to blame individuals for being over sensitive. It is the impact of the behaviour, rather than the intent, that counts, and that should shape the solution found both to the immediate problem and to preventing further similar problems in the future.
- Complaints of discrimination
Parkfoot will treat seriously all complaints of unlawful discrimination on any forbidden grounds made by employees, trustees, clients or other third parties and will take action where appropriate.
All complaints will be investigated in accordance with the grievance procedure, and the complainant will be informed of the outcome in line with these procedures.
We will also monitor the number and outcomes of complaints of discrimination made by staff, volunteers, clients and other third parties.
- Recruitment and Selection
- The recruitment and selection process is crucially important to any equal opportunities policy. We will endeavour through appropriate training to ensure that employees making selection and recruitment decisions will not discriminate, whether consciously or unconsciously, in making these decisions.
- Promotion and advancement will be made on merit and all decisions relating to this will be made within the overall framework and principles of this policy.
- Job descriptions, where used, will be revised to ensure that they are in line with our equal opportunities policy. Job requirements will be reflected accurately in any personnel specifications.
- We will adopt a consistent, non-discriminatory approach to the advertising of vacancies.
- All applicants who apply for jobs with us will receive fair treatment and will be considered solely on their ability to do their job.
- Short-listing and interviewing will be carried out by more than one person where possible.
- Interview questions will be related to the requirements of the job and will not be of a discriminatory nature.
- Selection decisions will not be influenced by any perceived prejudices of other staff.
We will maintain and review the employment records of all employees in order to monitor the progress of this policy.
Monitoring may involve:
- The collection and classification of information regarding the race in terms of ethnic/national origin and sex of all applications and current employees;
- The examination by ethnic/national origin and sex of the distribution of employees and the success rate of the applicants; and
- Recording recruitment, training and promotional records of all employees, the decisions reached and the reason for those decisions.
The results of any monitoring procedure will be reviewed at regular intervals to assess the effectiveness of the implementation of this policy. Consideration will be given, if necessary, to adjusting this policy to afford greater equality of opportunities to all applicants and staff.
The Directors will revise and review this policy annually and at any other appropriate time.
DATA PROTECTION POLICY
Under the Data Protection Act (May 2018) Parkfoot has the following provisions:
- The current compliance officers are Sue Charman and Gilly Hobby.
- They will inform all staff if procedures relating to data security change
- The Company has a policy for both staff and customers, which can be found by following the links. Alternatively a paper copy can be requested from the office.
- Breach of data security is a serious matter and Parkfoot requires each of its employees to understand and comply with our policies. By signing your contract, you agree to do so.
TRAINING AND DEVELOPMENT POLICY
Parkfoot is committed to the idea that all staff should be able to reach their full potential within the company and should both develop existing skills and learn new ones. In the modern competitive environment, employees need to replenish their knowledge and acquire new skills to do their jobs better. This will benefit both them and the company. We want them to feel confident about improving efficiency and productivity, as well as finding new ways towards personal development and success.
This policy applies to all permanent, full-time or part-time, employees of the company. Employees with temporary/short-term contracts might attend trainings at their manager’s discretion. This policy doesn’t cover supplementary employees like contractors or consultants.
- At the Annual Staff Review, each member of staff will review their training and development plan, set out the year before, and set out a new one for the year ahead
- All training and development targets and actions will have timescales and dates attached where possible
- This plan will also be monitored quarterly by their managers, whose job is to coach and train their team and to identify development needs requiring external training
- Parkfoot will facilitate any training requested and approved
- Types of training may include: formal training sessions led by outside facilitators; on-the-job in-house training by competent staff; online training; participation in conferences, courses or external events; job shadowing; job rotation; subscriptions to job-related educational material.
- A budget will be set for the year for training which includes an amount per staff member.
- An employee would not normally be expected to do more than 10 days’ training maximum during one year.
- Employees can choose to attend as many training programs as they want, provided they don’t exceed the budget and day limit. If they do, they’ll have to use their paid time off (PTO) and pay any extra fees themselves.
- Employees may have to bring proof of attendance.
- All training should consider what employees need and how they can learn best. This is why we encourage employees and managers to consider multiple training methods like workshops, e-learning, lectures and more.
- We might occasionally engage experts to train our employees. The company will cover the entire cost in this case. Examples of this kind of training and development are: Equal employment opportunity training; Diversity training; Leadership training for managers; Conflict resolution training for employees; Customer Service training; Communication Skills, First Aid.
- Generally, Parkfoot will cover any training fees including registration and examination (one time). At the Managing Director’s discretion, we may also cover transportation, accommodation and personal expenses. Any other covered expense that employees have will be reimbursed, after employees bring all relevant receipts and invoices.
Both employees and their managers are responsible for continuous learning. Employees should show willingness to improve by asking their managers for direction and advice. Managers should do the same with their own superiors, while encouraging and mentoring their team.
Managers should evaluate the success of training efforts on the individual Staff Development and Training Plans
- respect cost and time limitations, as well as individual and business needs.
- make the most out of their training by studying and finding ways to apply knowledge to their work.
- be encouraged to use up their allocated training budget and time.
- inform management immediately if they decide to drop or cancel a training, They’ll also have to shoulder any cancellation or other fees.
- In cases where training ends with examination, submit the results. If they don’t pass the exam, they can retake it on their own expense.
- Keep and give to the office any relevant invoices or receipts related to training expenses
Your terms and conditions of employment are not governed by a collective agreement.
APPLICATION TO CONTRACTUAL TERMS
This Handbook forms part of each member of staff’s Contract, Terms and Conditions. The Company may not seek to apply the full provisions of this Handbook at all times. This does not lessen your contractual commitment in any way irrespective of the length of time during which provisions are not applied.
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