[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"page:en-gb\u002Fwork-in-uk\u002Fcollective-bargaining-agreement\u002Ftesco-partnership-agreement-with-usdaw---2016":3},{"id":4,"slug":5,"title":6,"short_title":7,"intro_text":8,"meta_description":8,"seo_title":8,"path":9,"content_type":10,"locale":11,"go_live_at":7,"first_published_at":12,"page_created_at":13,"published_at":12,"edit_url":14,"breadcrumbs":15,"seo":23,"data":31,"children":202,"content_type_view":203,"extra_breadcrumbs":204,"body":206,"body_blocks":217,"related_pages":221},1014,"collective-bargaining-agreement","Collective Bargaining Agreement",null,"","\u002Fen-gb\u002Fwork-in-uk\u002Fcollective-bargaining-agreement","collective_agreements.collectiveagreementoverview","en_GB","2025-07-28T15:01:08.112418+00:00","2026-04-02T12:40:05.864715+00:00","\u002Fcms\u002Fpages\u002F1014\u002Fedit\u002F",[16,19,22],{"title":17,"slug":18},"United Kingdom","en-gb",{"title":20,"slug":21},"Work in UK","work-in-uk",{"title":6,"slug":5},{"title":6,"description":8,"image":24,"canonical":25,"robots":26,"og_type":27,"twitter_card":28,"locale":18,"created_at":29,"last_modified_at":30},"https:\u002F\u002Fwageindicator.org\u002Fmedia\u002Fimages\u002FSocial_media_preview_image_-_2025.2e16d0ba.fill-1200x630.png","https:\u002F\u002Fwageindicator.org\u002Fen-gb\u002Fwork-in-uk\u002Fcollective-bargaining-agreement\u002F","index, follow","website","summary_large_image","2025-07-28T17:01:08.112418+02:00","2026-04-02T14:40:06.046145+02:00",{"cba":32,"clauses":43,"details":200,"translations":201},{"id":33,"uid":34,"url":35,"name":36,"locale":11,"override_title":8,"title":37,"browser_title":38,"browser_description":39,"text":40},"tesco-partnership-agreement-with-usdaw---2016","ed8f9238-ccad-11e6-b6a7-f23c91080f70","https:\u002F\u002Fcobra.wageindicator.org\u002Fcountries\u002Funited-kingdom\u002Ftesco-partnership-agreement-with-usdaw---2016\u002Ftesco-partnership-agreement-with-usdaw---2016\u002F","TESCO Partnership Agreement with USDAW - 2016","TESCO Partnership Agreement with USDAW - 2016 - 2016","United Kingdom - TESCO Partnership Agreement with USDAW - 2016 - 2016","TESCO Partnership Agreement with USDAW - 2016 - 2016 - Retail trade",{"name":41,"data":42},"TESCO Partnership Agreement with USDAW - 2016.html","\n              \n              \n\n\n\u003Cmeta http-equiv=\"Content-Type\" content=\"text\u002Fhtml; charset=utf-8\">\n\u003Ctitle>Untitled Document\u003C\u002Ftitle>\n\n\n\n\u003Ch2>Our Partnership Agreement with Usdaw\u003C\u002Fh2>\n\u003Ch3>Booklet 8: Terms and Conditions\u003C\u002Fh3>\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-cbadate_start_date\">\u003Cdiv class=\"cbaClause highlight\" id=\"clause-cbadate_start\">\u003Cp>Following the 2016\u002F17 Pay Review, as of 4th July 2016, some sections  of the Partnership Agreement, Booklet 8: Terms and Conditions will be out of  date. The table below shows which pages and sections are still relevant, which  should be disregarded, and where the new information can be found. \u003C\u002Fp>\u003C\u002Fdiv>\u003C\u002Fdiv>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\" width=\"100%\">\n  \u003Ccolgroup>\u003Ccol width=\"105\">\n  \u003Ccol width=\"175\">\n  \u003Ccol width=\"200\">\n  \u003Ccol width=\"383\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd width=\"105\">\u003Cdiv align=\"center\">\u003Cstrong>Page(s)\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"175\">\u003Cdiv align=\"center\">\u003Cstrong>Section\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"200\">\u003Cdiv align=\"center\">\u003Cstrong>What to do\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"383\">\u003Cdiv align=\"center\">\u003Cstrong>Where to go\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"105\">\u003Cdiv align=\"center\">1-5\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"175\">\u003Cstrong>Contract Types\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"200\">Continue to use this information\u003C\u002Ftd>\n    \u003Ctd width=\"383\">N\u002FA\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"5\" width=\"105\">\u003Cdiv align=\"center\">6-7\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"5\" width=\"175\">\u003Cstrong>Pay:\u003C\u002Fstrong>\u003Cbr>\n      •  Method of pay\u003Cbr>\n      •  Rate of pay\u003Cbr>\n      •  Buyouts\u003Cbr>\n      •  Company approved pay\u003C\u002Ftd>\n    \u003Ctd rowspan=\"5\" width=\"200\">Continue to use this information. However, \u003Cstrong>please note\u003C\u002Fstrong>, the notice    period for any reduction in \u003Cstrong>Location Pay\u003C\u002Fstrong> has been changed to 3 months.\u003C\u002Ftd>\n    \u003Ctd rowspan=\"5\" width=\"383\">See    www.ourtesco.com\u002Fworking- at-tesco\u002Fpeople-policies\u002Fpay\u002F for up to date    information on Location Pay\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"2\" width=\"105\">\u003Cdiv align=\"center\">8-9\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"175\">\u003Cstrong>Pay:\u003C\u002Fstrong>\u003Cbr>\n      • Premiums\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"200\">Disregard\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"383\">See    www.ourtesco.com\u002Fworking- at-tesco\u002Fpeople-policies\u002Fpay\u002F for up to date    information on Premiums\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"2\" width=\"105\">\u003Cdiv align=\"center\">9\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"175\">\u003Cstrong>Pay:\u003C\u002Fstrong>\u003Cbr>\n      • First Aid Payments\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"200\">Continue to use this information\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"383\">See    www.ourtesco.com\u002Fworking- at-tesco\u002Fpeople-policies\u002Fpay\u002F for up to date First    Aid Payment rates\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"6\" width=\"105\">\u003Cdiv align=\"center\">10-13\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"6\" width=\"175\">\u003Cstrong>Pay:\u003C\u002Fstrong>\u003Cbr>\n      •  Deputising Pay\u003Cbr>\n      •  Key Holder Pay\u003Cbr>\n      •  Callout Payments\u003Cbr>\n      •  Relief Pay\u003Cbr>\n      •  Sick Pay\u003C\u002Ftd>\n    \u003Ctd rowspan=\"6\" width=\"200\">Continue to use this information\u003C\u002Ftd>\n    \u003Ctd rowspan=\"6\" width=\"383\">N\u002FA\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"105\">\u003Cdiv align=\"center\">14-15\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"175\">\u003Cstrong>Pay Review\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"200\">Continue to use this information\u003C\u002Ftd>\n    \u003Ctd width=\"383\">N\u002FA\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"3\" width=\"105\">\u003Cdiv align=\"center\">16-18\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"175\">\u003Cstrong>Holidays:\u003C\u002Fstrong>\u003Cbr>\n      •  Holiday entitlement\u003Cbr>\n      •  Requesting holiday\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"200\">Continue to use this information\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"383\">N\u002FA\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"2\" width=\"105\">\u003Cdiv align=\"center\">18\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"175\">\u003Cstrong>Holidays:\u003C\u002Fstrong>\u003Cbr>\n      • Holiday entitlement and pay\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"200\">Disregard\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"383\">See    www.ourtesco.com\u002Fworking-at-tesco\u002Fpeople-policies\u002F time-work\u002Fholiday\u002F for up    to date information on Holiday Entitlement and Pay\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"4\" width=\"105\">\u003Cdiv align=\"center\">19-20\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"4\" width=\"175\">\u003Cstrong>Holidays:\u003C\u002Fstrong>\u003Cbr>\n      •  Holiday schemes\u003Cbr>\n      •  Extended holiday leave\u003Cbr>\n      •  Sickness before holidays\u003C\u002Ftd>\n    \u003Ctd rowspan=\"4\" width=\"200\">Continue to use this information\u003C\u002Ftd>\n    \u003Ctd rowspan=\"4\" width=\"383\">N\u002FA\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"105\">\u003Cdiv align=\"center\">21-24\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"175\">\u003Cstrong>Bank Holidays\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"200\">Continue to use this information\u003C\u002Ftd>\n    \u003Ctd width=\"383\">N\u002FA\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"105\">\u003Cdiv align=\"center\">25\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"175\">\u003Cstrong>Personal Day\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"200\">Disregard\u003C\u002Ftd>\n    \u003Ctd width=\"383\">See www.ourtesco.com\u002Fworking- at-tesco\u002Fpeople-policies\u002Ftime-    work\u002Fholiday\u002F for up to date information on Personal Days\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"105\">\u003Cdiv align=\"center\">25\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"175\">\u003Cstrong>Additional    Leave\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"200\">Continue    to use this information. However, \u003Cstrong>please note\u003C\u002Fstrong>, Shared 25 Additional Leave    Parental Leave, Time \u003C\u002Ftd>\n    \u003Ctd width=\"383\">N\u002FA\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"105\">\u003Cdiv align=\"center\">26-27\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"175\">\u003Cstrong>Hours of Work\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"200\">Continue to use this information\u003C\u002Ftd>\n    \u003Ctd width=\"383\">N\u002FA\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"105\">\u003Cdiv align=\"center\">27\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"175\">\u003Cstrong>Children and Young Workers\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"200\">Continue to use this information\u003C\u002Ftd>\n    \u003Ctd width=\"383\">N\u002FA\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"105\">\u003Cdiv align=\"center\">28-29\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"175\">\u003Cstrong>Moving People’s Hours Around The Business\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"200\">Continue to use this information\u003C\u002Ftd>\n    \u003Ctd width=\"383\">N\u002FA\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"105\">\u003Cdiv align=\"center\">29-30\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"175\">\u003Cstrong>Security of Employment\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"200\">Continue to use this information\u003C\u002Ftd>\n    \u003Ctd width=\"383\">N\u002FA\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"105\">\u003Cdiv align=\"center\">31-32\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"175\">\u003Cstrong>Store Transfer Policy\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"200\">Continue to use this information\u003C\u002Ftd>\n    \u003Ctd width=\"383\">N\u002FA\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>\u003Cdiv align=\"center\">33\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"175\">\u003Cstrong>Appendix:    Pay\u003Cbr>\n      Grades for Customer\u003Cbr>\n      Assistants and Team\u003Cbr>\n      Leaders\u002FSupports\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"200\">Disregard\u003C\u002Ftd>\n    \u003Ctd width=\"383\">See    www.ourtesco.com\u002Fworking-at-tesco\u002Fpeople-policies\u002Fpay\u002F for up to date    information on Pay Grades\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp>\u003C\u002Fp>\n\u003Cp>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-WAGES_determined\">Up to date \u003Cstrong>hourly rates of pay\u003C\u002Fstrong> can also be found at: \u003Ca href=\"http:\u002F\u002Fwww.ourtesco.com\u002Fworking-at-tesco\u002Fpeople-policies\u002Fpay\u002F\">\u003Cstrong>www.ourtesco.com\u002Fworking-at-tesco\u002Fpeople-policies\u002Fpay\u002F\u003C\u002Fstrong>\u003C\u002Fa>\u003C\u002Fdiv>\u003C\u002Fp>\n\u003Ch2>Working Together\nin Partnership\u003C\u002Fh2>\n\u003Ch3>Introduction\u003C\u002Fh3>\n\u003Ch3>CONTENTS\u003C\u002Fh3>\n\u003Cp>Booklet 1: Introduction \u003Cbr>\nBooklet 2: Our Forum \u003Cbr>\nBooklet 3: Forum Representatives \u003Cbr>\nBooklet 4: Usdaw Representatives \u003Cbr>\nBooklet 5: Training for Representatives \u003Cbr>\nBooklet 6: Facilities for Usdaw \u003Cbr>\nBooklet 7: Solving Problems \u003Cbr>\nBooklet 8: Terms and Conditions \u003Cbr>\nAppendix: How the Forums operate in the  different formats \u003C\u002Fp>\n\u003Ch3>A MESSAGE FROM JUDITH NELSON AND JOHN HANNETT \u003C\u002Fh3>\n\u003Ch4>WELCOME TO OUR\nPARTNERSHIP AGREEMENT \u003C\u002Fh4>\n\u003Cp>At  Tesco, we are proud to work in partnership with Usdaw. Our partnership has  helped us to build a better Tesco for our colleagues, customers and  communities, and it has played a central role in enabling the business to  adapt, innovate and move forward. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Our  partnership helps us to listen and respond to what matters to our colleagues,  and work together to create a great place to work for our colleagues and a  great place to shop for our customers. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>With  Usdaw, our joint objective is to be the best we can be for our colleagues, so  our business can continue to grow, our colleagues can continue to benefit from  lots of opportunities and we can continue to deliver the best possible shopping  trip for our customers. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>I  encourage you all to get involved in the Partnership Agreement and work  together to make what matters better. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Judith Nelson \u003C\u002Fstrong>\u003Cbr>\n  UK Personnel Director \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The Partnership Agreement between Usdaw and Tesco is something that  we are immensely proud of. Working in partnership places a responsibility on  both Tesco and Usdaw to engage and consult on issues and decisions that affect  our members and colleagues. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Recognising  and working with professional Usdaw Representatives underpins and facilitates  good, effective employee and Trade Union relations. That is why Tesco encourage  and support membership of Usdaw. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Tesco  recognise the important role Usdaw Reps play in representing the views and  interests of members and colleagues on a wide range of employment issues and  business initiatives. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Engaging  with and listening to members, colleagues and representatives through the  Forums is central to our Partnership Agreement, so I would encourage you to get  involved and have your say. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>John Hannett \u003C\u002Fstrong>\u003Cbr>\n  Usdaw General Secretary \u003C\u002Fp>\n\u003Ch3>OUR PARTNERSHIP AGREEMENT\u003C\u002Fh3>\n\u003Ch4>WELCOME TO OUR PARTNERSHIP AGREEMENT\u003C\u002Fh4>\n\u003Cp>Usdaw is the sole recognised union for Tesco colleagues working in  our stores and customer fulfilment centres. Tesco and Usdaw have a  long-standing relationship based on clear and shared values, mutual trust and  respect, and open and honest ways of working, to make what matters better  together. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The Partnership Agreement is the basis for the relationship between  Tesco and Usdaw. It lays out the principles and processes for how we work  together, engage, listen and respond to colleagues, improve terms and  conditions, and solve problems together. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>This  voluntary agreement between Tesco and Usdaw serves as a practical guide to: \u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>How we engage, listen and respond to our  colleagues through the Forum process \u003C\u002Fli>\n  \u003Cli>The roles and responsibilities of  representatives \u003C\u002Fli>\n  \u003Cli>The facilities and training reps receive to  help and support them to deliver their role \u003C\u002Fli>\n  \u003Cli>How we support Usdaw to recruit new members \u003C\u002Fli>\n  \u003Cli>How Tesco and Usdaw work together to make what  matters better \u003C\u002Fli>\n  \u003Cli>How we solve problems together \u003C\u002Fli>\n  \u003Cli>How we improve terms and conditions \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>This guide is split into sections. Each section is made up of a  booklet which you can take out and use on its own. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The Partnership Agreement is also available on  the Our Tesco website at \u003Ca href=\"http:\u002F\u002Fwww.ourtesco.com\u002Fworking-at-tesco\u002Four-partnership-agreement\">www.ourtesco.com\u002Fworking-at-tesco\u002Four-partnership-agreement\u003C\u002Fa>\u003C\u002Fp>\n\u003Cp>\u003Cstrong>SUPPORTING MATERIALS \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>This agreement  should be read alongside a number of Tesco and Usdaw publications, which  provide more information on the areas covered: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Policies for our People (available from your  Personnel Manager) \u003C\u002Fli>\n  \u003Cli>Solving  Problems Colleague Guide (available from your Personnel Manager or on the Our  Tesco website) \u003C\u002Fli>\n  \u003Cli>Supporting Your Attendance Guide (available  from your Personnel Manager) \u003C\u002Fli>\n  \u003Cli>Usdaw Rep guides (available from Usdaw) \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>WORKING TOGETHER IN  PARTNERSHIP \u003C\u002Fh3>\n\u003Ch4>  WHY WE WORK TOGETHER\u003C\u002Fh4>\n\u003Cp>\u003Cstrong>Tesco  and Usdaw have been working together in partnership since 1998. \u003Cbr>\n  Our Partnership  Agreement supports our mutual values, and Tesco's vision and strategy, and  provides the foundation for how we work together.\u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Tesco recognises Usdaw as the sole union that will  represent, consult and negotiate on behalf of colleagues working in our stores  and customer fulfilment centres, up to and including Line\u002FTeam Managers. \u003C\u002Fp>\n\u003Cp>The    partnership exists to help look after our colleagues so that they can look    after their customers. By working together in partnership, Usdaw and Tesco    can better manage constant change, ensuring our continued growth and    maintaining good working relationships for the benefit of all involved. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>This agreement is based on a joint agenda    that supports \n      the aims of Tesco and Usdaw, and underpins    a philosophy of positive, consultative and collaborative ways of working. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Involving our colleagues To develop:\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Long term and rewarding    jobs\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>High quality working lives\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>A great place to work that is    happy, honest and inspiring\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>The best possible    employment package\u003Cbr clear=\"all\">\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Listening to our  colleagues By:\u003C\u002Fstrong>\u003Cbr clear=\"all\">\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Ensuring they are seen,  heard and recognised\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Understanding and    responding to the things    that matter\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Keeping all colleagues    updated on the wider    business\u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Recognising Usdaw’s  independent role By:\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Welcoming Usdaw’s unique position    and expertise within the sector\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Facilitating and supporting Usdaw in    recruiting members\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Facilitating and supporting Usdaw’s    organising and learning agenda\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Promoting the achievements    of our Partnership both internally    and externally\u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>HOW  WE WORK TOGETHER: THE PRINCIPLES\u003C\u002Fh3>\n\u003Cp>The  principles that support the way Tesco and Usdaw work together in partnership  are based on the values that both organisations share, and are explained below.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Working together to  implement change  Through:\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>  Supporting change and adding value  for the benefit of our colleagues,  customers and communities\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Maintaining a progressive agenda  to add value to the business and  colleagues\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Sharing information, expertise  and knowledge\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Reviewing our Partnership every 2 years\u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Supporting all representatives  By:\u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Providing relevant training, resources  and support that reps need to fulfil  their roles\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Valuing and recognising the  contribution reps make\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Ensuring colleagues benefit from  the highest calibre of representation through Usdaw\u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>REVIEWING THE AGREEMENT\u003C\u002Fh3>\n\u003Cp>Tesco and Usdaw are  fully committed to continuously improving the Partnership Agreement. We want to  ensure it is current, fit for purpose and user-friendly, and that it reflects  our ways of working, practices and procedures. \u003C\u002Fp>\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-cbadate_end_date\">\u003Cdiv class=\"cbaClause highlight\" id=\"clause-cbadate_end\">\u003Cp>To make sure we can keep the Agreement as  relevant as possible, we have committed to reviewing it every two years. This will  help us to ensure it is continuing to fulfil its purpose and live up to our  shared values and aspirations. \u003C\u002Fp>\u003C\u002Fdiv>\u003C\u002Fdiv>\n\u003Ch2>Our Forum\u003C\u002Fh2>\n\u003Ch3>INTRODUCTION\u003C\u002Fh3>\n\u003Cp>Forums are one of the many ways colleagues and  managers can talk to each other, and get involved in the wider business.  They’re an important listening, engagement and communication channel that  ensures the voice of our colleagues is heard and represented at all levels, and  that this is acted upon to make what matters better. \u003Cbr>\n  Forums also help us to  share information with colleagues about what’s happening in the business. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Colleagues attend the  Forums as Forum Reps, representing the views and interests of all colleagues  (see Booklet 3: Forum Representatives). During the Forums, reps receive  information on the business, share ideas for improvement and jointly  problem-solve store and business issues. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>There are three Forum  levels. The Forums have different names depending on the format: \u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\" width=\"50%\">\n  \u003Ccolgroup>\u003Ccol width=\"64\">\n  \u003Ccol width=\"107\">\n  \u003Ccol width=\"134\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"107\">\u003Cdiv align=\"center\">\u003Cstrong>Stores\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"134\">\u003Cdiv align=\"center\">\u003Cstrong>Customer    Fulfilment Centres\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>LEVEL 1\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"107\">\u003Cdiv align=\"center\">Store Forum\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"134\">\u003Cdiv align=\"center\">Centre Forum\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>LEVEL 2\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"107\">\u003Cdiv align=\"center\">Store Director Forum\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"134\">\u003Cdiv align=\"center\">Operations Director Forum\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>LEVEL 3\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd colspan=\"2\" width=\"241\">\u003Cdiv align=\"center\">National Forum\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp align=\"left\">Throughout  this booklet, to avoid repetition, Store Forum and Store Director Forum are  used to refer to both stores and customer fulfilment centres. \u003C\u002Fp>\n\u003Ch3>Setting dates for the meetings\u003C\u002Fh3>\n\u003Cp align=\"left\">Dates for all  Store Forum meetings will be agreed by the Store Manager (Store Operations Manager  in Convenience) and Personnel Manager at the beginning of each year, and  circulated to all Forum Reps and managers. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp align=\"left\">Dates for all  Store Director Forum meetings will be agreed by the Store Director, Group  Personnel Manager and Lead Area Organiser at the beginning of each year, and  circulated to all stores, managers and Store Director Forum Reps. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp align=\"left\">Dates for all  National Forum meetings will be agreed nationally by the Tesco UK Employee  Relations Manager and the Usdaw National Officer, to coincide with the Pay  Review process. National Forum Reps and stores will be informed of the dates in  advance of the meetings. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp align=\"left\">This will ensure  maximum participation at the Forums and support reps and managers to plan  ahead. \u003C\u002Fp>\n\u003Ch3>THE STORE FORUM\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>When do they take place?\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp align=\"left\">\u003Cstrong>DATES\u003C\u002Fstrong>\u003Cbr>\nThe Store Forums  take place in March, June, September and November. \u003C\u002Fp>\n\u003Ch3>Aims  of the Store Forum\u003C\u002Fh3>\n\u003Cul>\n  \u003Cli>To ensure the voice of our colleagues is  represented and listened to \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>To act on the  voice of our colleagues, identifying opportunities to make what matters better  for colleagues, customers and the business. This includes improving ways of  working, making jobs simpler and helping colleagues to improve the shopping  trip for customers \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> To identify  ways to safeguard the health and safety of our colleagues, customers and  communities \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> To jointly resolve issues through practical  solutions \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> To celebrate the success and achievements of  individuals and teams \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> To communicate to colleagues on business  matters, such as updates on the business’s performance and briefing upcoming  initiatives \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> To ask  colleagues for feedback and ideas on new initiatives, to ensure they are  effective, successful and sustainable \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> To help  colleagues understand the business need for change, and support and communicate  this in store \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> To select\u002Felect a rep or reps from the Store  Forum to the Store Director Forum \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>The Agenda\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>Introduction\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Attendees and apologies \u003C\u002Fli>\n  \u003Cli>Review agenda \u003C\u002Fli>\n  \u003Cli>Expectations \u003C\u002Fli>\n  \u003Cli>Agree\u002Freview ground rules \u003C\u002Fli>\n  \u003Cli>Review next steps from previous Store Forum \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Celebrate Success:\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Discuss and celebrate any successes that have happened in the store and any  initiatives, ideas and improvements that have come out of the Forum\u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Business Update:\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Update on store\u002Farea Steering Wheel\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Update on current quarter’s Business Plan\u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Health & Safety:\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Update on any health and safety campaigns\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Discuss any health and safety related Forum comments\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Review of store\u002Farea accidents and trends\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Review of safety assessment and audit results\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Jointly work solutions\u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Over To You:\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>This section of the Forum focuses on working through the areas that really matter to colleagues and listening to the feedback gathered from colleagues\u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Discuss Forum comments and work solutions\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Discuss and collate feedback gathered on particular agenda points\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Work on an issue specific to the store\u002Farea\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Update from the Store Director Forum Rep(s) on any Forum activity or next steps\u003Cbr clear=\"all\">\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Corporate Updates\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Summary:\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Jointly agree items to be escalated to the Store Director Forum\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Confirm the key messages and next steps\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Review expectations\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Benefits and concerns\u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>HEALTH AND SAFETY IN THE FORUM\u003C\u002Fh3>\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-healthandsafetypolicy\">\u003Cp>Health and  safety has an important and prominent place in the Forum. \u003C\u002Fp>\n\u003Cp>The Store Forum process provides a key  opportunity for reps to raise health and safety issues with managers and to  discuss solutions. This section of the Forum acts as the store’s Health and  Safety Committee. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Whilst there is  a reserved seat at the Forum for an Usdaw Health & Safety Rep, all Forum  Reps should get involved in the health and safety section, and champion health  and safety in their store. \u003C\u002Fp>\u003C\u002Fdiv>\u003Cp>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Forum Reps should: \u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Role model safe working  practices at all times \u003C\u002Fli>\n  \u003Cli> Champion the health and safety campaigns in store \u003C\u002Fli>\n  \u003Cli> Challenge unsafe behaviours \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Encourage  colleagues to report any maintenance issues or working practices that could  present a safety risk \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>The Store Forum gives Usdaw Health and Safety  Reps and Forum Reps the opportunity to review health and safety performance in  the store and discuss significant health and safety issues that have not been  resolved through other channels. \u003C\u002Fp>\n\u003Cp>Aims\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>To identify ways to safeguard the health and  safety of our colleagues, customers and communities \u003C\u002Fli>\n  \u003Cli>To find  ways to manage or jointly resolve safety related issues \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>How  does this work? \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>Update on health and safety campaigns: \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Health and  safety campaigns are launched through the Forums, where possible, giving reps  information on what the campaign will be focusing on and describing clearly  their role in championing the campaign. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Health and safety related Forum comments: \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>This gives all Forum  Reps the opportunity to raise and work through any Forum comments that are  regarding health and safety matters. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003C\u002Fp>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-healthandsafetyprovisions\">\u003Cp>\u003Cstrong>Review of accidents: \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The Health & Safety Rep will talk through  any accidents that have happened since the last Forum, highlighting any trends.  The Forum will need to discuss how they could be prevented from happening in  future by looking at the causes, and then develop action plans to address next  steps identified by the Incident Reporting System. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Review of safety assessment results: \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>If there was pre-work to carry out a safety  assessment, the results will be discussed and action plans drawn up to address  any red lights. \u003C\u002Fp>\u003C\u002Fdiv>\u003Cp>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Review of health and safety-related audit  results: \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>If a Safe and Legal or Safer Place to Shop  & Work audit has been conducted since the last Store Forum, the Compliance  Manager (where applicable) and Health & Safety Rep will brief the Forum on  the results, celebrating success and discussing the action plan to address any  red lights. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Reps may decide to bring certain health and  safety-related grievances to the Forum, as an alternative route to the  grievance procedure. For example, if a fire exit is being repeatedly blocked  despite previous complaints or grievances, reps may decide to raise this at the  Store Forum and discuss how fire safety can be improved. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The Personnel  Manager is responsible for keeping a record of the following for a period of  four years: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Health and  safety next steps from the Store Forum \u003C\u002Fli>\n  \u003Cli> Copy of any accident reports reviewed  at the Forum \u003C\u002Fli>\n  \u003Cli> Results of the Safety Assessment \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>Any  health and safety next steps should be reviewed at the next Store Forum. \u003C\u002Fp>\n\u003Ch3>THE STORE FORUM  PROCESS\u003Cbr clear=\"all\">\n\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>ALL FORMATS EXCEPT CONVENIENCE\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Note:\u003C\u002Fstrong> Convenience colleagues should refer to page 11 for the Store Forum Process\u003Cbr>\nin Convenience\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Who  attends the Store Forum? \u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Forum Reps \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Usdaw Reserved Seat  Rep(s) \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Usdaw Health & Safety  Reserved Seat Rep \u003C\u002Fli>\n  \u003Cli> Team Support Reserved Seat \u003C\u002Fli>\n  \u003Cli> Team Manager Reserved Seat \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Store Manager\u002FCustomer Fulfilment Centre Manager: The Store  Manager\u002FCustomer Fulfilment Centre Manager is accountable for the Forum process  and ensuring it provides the right solutions to meet the needs of colleagues,  customers and the business. They will deliver the business update, ensuring all  reps are clear on how the store is performing and what activities are due to  take place. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Personnel Manager: The Personnel Manager stands over the Forum  process, ensuring all attendees are trained on their role in the Forum, all  activities are delivered in the correct way and that the integrity of the Forum  process is maintained. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Guest  attendees: The Forum should be encouraged to invite guests to attend the Forum.  This may include: \n    \u003Col>\n      \u003Cli>A First  Aider to support the health and safety section \u003C\u002Fli>\n      \u003Cli>The Compliance Manager (where applicable) to  support the health and safety section \u003C\u002Fli>\n      \u003Cli>The  In-Store Technician to help with solutions to any maintenance issues \u003C\u002Fli>\n      \u003Cli>The  Cleaning Manager to help with solutions to any cleaning issues \u003C\u002Fli>\n      \u003Cli>The Borough\u002FCommunity Champion to give an update on  fundraising events. \u003Cbr>\u003Cstrong>Guest attendees would only be  required to attend the relevant section of the Forum. \u003C\u002Fstrong>\u003C\u002Fli>\n    \u003C\u002Fol>\n  \u003C\u002Fli>\n  \u003Cli>Managers (in addition to  the Team Manager Reserved Seat) may wish to attend to understand how the Forum  works. This should be supported by the Personnel Manager; however attendance is  purely as an observer. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Usdaw Area Organisers will have an open  invite to attend the Forum \u003C\u002Fli>\n\u003C\u002Ful>\n\n\u003Cp>(See Booklet 3: Forum Representatives for more  information on Forum Reps and Reserved Seats). \u003C\u002Fp>\n\u003Ch3>What is the Forum process?\u003C\u002Fh3>\n\u003Ch3>The Pre-Forum \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>The Pre-Forum is held one to two  weeks before the Forum. This meeting is attended \u003Cbr>\n  by the Personnel Manager, Forum  Reps and all Reserved Seat Reps. It is the key \u003Cbr>\n  opportunity for everyone to get  together and prepare for the Forum, and it is essential \u003Cbr>\n  that it takes place. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>At the meeting, the attendees:\u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Review the corporate Forum agenda and add in  any store-specific points they wish to cover \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Discuss  Forum issues and ideas that have been raised by colleagues, for example tools  to do the job, making jobs simpler, etc. and decide which will be taken to the  Forum \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Decide which store-specific area of the  Steering Wheel will be worked in the Forum, such as shrink or attendance \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Decide roles for the  Forum Reps in the preparation for and running of the Forum, for example who  will chair the meeting, who will take minutes, who will raise each agenda item,  etc. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Discuss any pre-work that needs completing  and decide which Forum Reps will be involved, if not all of them \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Decide who to invite to the Forum and send out invites \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>Before  the Forum \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>After the  Pre-Forum, the Forum Reps carry out any pre-work that is required and attend a  one-to-one meeting with their manager to help them prepare for the Forum. \u003Cbr>\n\u003C\u002Fp>\n\u003Ch3>After  the Store Forum \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>At the end of the Forum,  the Personnel Manager will hold a short meeting with the Store Director Forum  Rep to agree which issues and ideas are being escalated to the Store Director  Forum, and what information from the Store Forum needs to be collated and taken  to the Store Director Forum. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>After the Forum, all Forum  Reps should help to communicate the key messages, outputs and next steps from  the Forum by: \u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Speaking face to face  with colleagues on their department\u002Fshift \u003C\u002Fli>\n  \u003Cli> Updating the Forum Board \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Jointly producing a newsletter and  circulating to their colleagues \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Attending the weekly management meeting to  update managers on Forum activity - the Forum Reps will decide who will take  this role \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>All Forum Reps should also  have a short one-to-one meeting with their manager to discuss any solutions to  departmental issues and any next steps that were agreed. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The  Personnel Manager is responsible for sending any feedback required to Tesco’s  Support Office and emailing the Group Personnel Manager with any unresolved  issues or ideas that need escalating to the Store Director Forum.\u003C\u002Fp>\n\u003Ch3>The  Interim Forum \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>The Interim Forum takes place between each  Store Forum (approximately six weeks after the Store Forum). It’s a chance to  catch up on the progress since the Forum. \u003Cbr>\n  It is essential  that all Interim Forums take place. This meeting is attended by the Personnel  Manager, Forum Reps and Reserved Seat Reps. \u003Cbr>\n\u003C\u002Fp>\u003Cp>\u003Cstrong>At this meeting:\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>The progress of next steps from the Store  Forum is reviewed to ensure they’re on track \u003C\u002Fli>\n  \u003Cli>The Store Director Forum Rep communicates any  feedback or updates from the Store Director Forum \u003C\u002Fli>\n  \u003Cli>Any Forum issues that have arisen since the  last Store Forum are jointly worked to find a solution \u003C\u002Fli>\n  \u003Cli>Onward communication is agreed \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>Role  of managers in the Forum \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>Managers have an important role to play in the  Forum process, promoting it as a key listening, engagement, and communication  channel, and as a way for colleagues to make a difference. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Managers should encourage colleagues to get  fully involved in the Forum process, and support their Forum Reps to fulfil  their role. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Before the Forum, they should hold a  one-to-one meeting with their rep to review the Forum agenda, discuss any  departmental issues being taken to the Forum, and plan for any pre-work to be  completed. \u003C\u002Fp>\n\u003Cp>After the Forum, they should meet with their  Forum Rep to discuss the Forum outputs and review next steps. The manager  should work with their Forum Rep to implement any next steps. \u003C\u002Fp>\n\u003Ch3>THE STORE FORUM PROCESS\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>IN CONVENIENCE\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>In Convenience, all stores in the area group  together for the Store Forum, which is held in a central location. The Store  Operations Manager, Personnel Manager and Lead Area Organiser may decide to  hold two Store Forums, due to the number of stores in each area. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Who attends the Store Forum? \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Forum Reps: Each store in  the area will have one Forum Rep \u003C\u002Fli>\n  \u003Cli> Three Usdaw Reserved Seat Reps \u003C\u002Fli>\n  \u003Cli> Usdaw  Health & Safety Reserved Seat Rep \u003C\u002Fli>\n  \u003Cli> Store Manager Reserved Seat \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Store  Operations Manager: The Store Operations Manager is responsible for the Forum  process in Convenience and ensuring it provides the right solutions to meet the  needs of colleagues, customers and the business. The Store Operations Manager  will deliver the business update, ensuring all reps are clear on how the area  is performing and what activities are due to take place. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Lead Personnel Manager: The Lead Personnel  Manager ensures all attendees are trained on their role in the Forum, all activities  are delivered in the correct way and that the integrity of the Forum process is  maintained. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Guest attendees:  The Forum should be encouraged to invite guests to attend the Forum, to support  with certain agenda items. \u003Cbr>\n    Guest  Attendees would only be required to attend the relevant section of the \u003Cbr>\n    Forum. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Usdaw  Area Organisers will have an open invite to attend the Store Forum \u003C\u002Fli>\n\u003C\u002Ful>\n\n\n        \u003Cp>(See Booklet 3: Forum Representatives for more    information on Forum Reps and \n        Reserved Seats) \u003C\u002Fp>\n        \u003Ch3>What is the Forum process?\u003C\u002Fh3>\n\u003Ch3>The Pre-Forum \u003Cbr>\n\u003C\u002Fh3>\n        \u003Cp>One to two weeks before the Forum, the Store Manager\u002FPersonnel  Manager and Forum Rep will have a one-to-one meeting to prepare for the Forum.  It is the key opportunity to prepare for the Forum and it is essential that it  takes place. \u003Cbr>\n\u003C\u002Fp>\n        \u003Cp>\u003Cstrong>At the meeting, they will: \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n        \u003Cul>\n          \u003Cli> Review the  corporate Forum agenda so that they are clear on what will be covered \u003Cbr>\n          \u003C\u002Fli>\n          \u003Cli> Discuss  Forum issues and ideas that have been raised by colleagues, for example tools  to do the job, making jobs simpler, etc. and decide which will be taken to the  Forum \u003Cbr>\n          \u003C\u002Fli>\n          \u003Cli> Discuss any pre-work  that needs completing. The Store Manager\u002FPersonnel Manager will support the rep  as they carry out their pre-work. \u003Cbr>\n          \u003C\u002Fli>\n        \u003C\u002Ful>\n        \u003Ch3>Preparation meeting \u003Cbr>\n\u003C\u002Fh3>\n        \u003Cp>Before the Store Forum, the Store Operations Manager and Lead  Personnel Manager will get together to: \u003Cbr>\n\u003C\u002Fp>\n        \u003Cul>\n          \u003Cli>Review the Forum agenda \u003Cbr>\n          \u003C\u002Fli>\n          \u003Cli> Add in any area-specific points they wish to cover \u003Cbr>\n          \u003C\u002Fli>\n          \u003Cli> Decide which area-specific section of the Steering  Wheel will be worked in the Forum, such as shrink or attendance \u003Cbr>\n          \u003C\u002Fli>\n          \u003Cli> Decide roles for the Forum Reps in the  running of the Forum, for example who will chair the meeting, who will take  minutes, who will raise each agenda item, etc. \u003Cbr>\n          \u003C\u002Fli>\n          \u003Cli> Decide who to invite to the Forum and send out invites          \u003C\u002Fli>\n        \u003C\u002Ful>\n        \u003Ch3>After  the Store Forum \u003Cbr>\n\u003C\u002Fh3>\n        \u003Cp>At the end of the Store Forum, the Lead  Personnel Manager will hold a short meeting with the Store Director Forum Reps  to agree which issues and ideas are being escalated to the Store Director Forum,  and what information from the Store Forum needs to be collated and taken to the  Store Director Forum. \u003Cbr>\n\u003C\u002Fp>\n        \u003Cp>After the Forum,  all Forum Reps should help to communicate the key messages, outputs and next  steps from the Store Forum by: \u003Cbr>\n\u003C\u002Fp>\n        \u003Cul>\n          \u003Cli> Having a  one-to-one meeting with their Store Manager\u002FPersonnel Manager to discuss key  Forum outputs and any next steps to address in-store issues \u003Cbr>\n          \u003C\u002Fli>\n          \u003Cli> Speaking face to face with colleagues in their store \u003Cbr>\n          \u003C\u002Fli>\n          \u003Cli> Updating the Forum Board \u003Cbr>\n          \u003C\u002Fli>\n          \u003Cli> Jointly  producing a newsletter and circulating to their colleagues \u003Cbr>\n          \u003C\u002Fli>\n        \u003C\u002Ful>\n        \u003Cp>The Lead Personnel Manager is responsible for  sending any feedback required to Tesco’s Support Office and emailing the Group  Personnel Manager with any unresolved issues or ideas that need escalating to  the Store Director Forum. \u003Cbr>\n\u003C\u002Fp>\n        \u003Cp>The Store  Manager Reserved Seat Rep will track progress of next steps on a weekly basis  via conference calls and at meetings. The Personnel Manager will stand over  next steps until they have been completed. \u003Cbr>\n\u003C\u002Fp>\n        \u003Ch3>Role  of Managers in the Forum \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>Managers have an important role to play in the  Forum process, promoting it as a key listening, engagement and communication  channel, and as a way for colleagues to make a difference. \u003C\u002Fp>\n        \n\u003Cp>Managers should encourage colleagues to get  fully involved in the Forum process, and support their Forum Reps to fulfil  their role. \u003C\u002Fp>\n\u003Ch3>THE STORE DIRECTOR FORUM\u003C\u002Fh3>\n\u003Cp>Each Store Forum is followed by a Store Director Forum.\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>When do they take place?\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Dates\u003C\u002Fstrong>\u003Cbr>\nThe Store Director  Forums take place  approximately two  weeks after the Store  Forums, in April, July, October and January\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Aims of the Store Director Forum \u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> To provide two-way communication between the  Store Forum and the Store Director Forum \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> To ensure the voice of our colleagues is represented at this level \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> To enable the Store Director to listen to  the views of the colleagues on their group\u002F region first hand \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> To make improvements for colleagues, customers and communities on  store and group\u002Fregional matters \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> To  discuss issues that cannot be resolved at store level and propose solutions \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> To  update reps on group\u002Fregional and corporate initiatives \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> To act as a sounding-board for the National Forum \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> To select\u002Felect a rep\u002Freps to the National  Forum \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>The Agenda \u003Cbr>\n  \u003C\u002Fh3>\n\u003Cp>The agenda for the Store Director Forum is  similar to that of the Store Forum but also includes an update from the Lead  Area Organiser, the National Forum Rep and any Working Party members (where  applicable). At the Store Director Forum, any issues that were not resolved at  the Store Forum are discussed and worked through, in order to find a solution. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Any issues that cannot be resolved at this  level are escalated to Tesco’s Support Office via the Our Forum email (\u003Ca href=\"mailto:ourforum@uk.tesco.com\">ourforum@uk.tesco.com\u003C\u002Fa>). If the issue cannot be resolved in the office, it will then  be escalated to the Retail Directors.\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Next steps, answers and updates will be fed back to all stores at  the next Store Forum. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>If  the matter is likely to have national significance, the Lead Area Organiser and  Group Personnel Manager will pass the details on to the Employee Relations team  and Usdaw’s National Officer who will jointly determine if the issue should be  escalated for discussion with Usdaw and the National Forum. \u003C\u002Fp>\n\u003Ch3>THE STORE DIRECTOR FORUM PROCESS\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>Who  attends the Store Director Forum? \u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>  \u003Cstrong>In Large Stores and  customer Fulfilment centres: \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> The Store Director\u002FCustomer Fulfilment Centre  Operations Director for the group \u003C\u002Fli>\n  \u003Cli> An elected Store Director Forum Rep from  each store \u003C\u002Fli>\n  \u003Cli> The Group Personnel Manager \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> A Personnel Manager to help organise and  facilitate (Lead Personnel Manager) \u003C\u002Fli>\n  \u003Cli> An Usdaw Lead Area Organiser \u003C\u002Fli>\n  \u003Cli> The Safer  Place Coach for the group \u003C\u002Fli>\n  \u003Cli> Any guests to support areas of the agenda \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>In convenience: \u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>   The Store Director for the region  \u003C\u002Fli>\n  \u003Cli> Four elected Store Director Forum Reps from each area \u003C\u002Fli>\n  \u003Cli> The Group Personnel  Manager \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> A Personnel Manager to help  organise and facilitate (Lead Personnel Manager) \u003C\u002Fli>\n  \u003Cli>An Usdaw Lead Area Organiser \u003C\u002Fli>\n  \u003Cli> The Safer Place Coach for the region \u003C\u002Fli>\n  \u003Cli> Any  guests to support areas of the agenda. \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>Before the Forum\u003C\u002Fh3>\n\u003Cp align=\"left\">The Lead Personnel Manager collates all issues  and ideas from each Store Forum. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp align=\"left\">\u003Cstrong>Agenda Setting  meeting: \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> One to two weeks before the Forum, the Group  Personnel Manager\u002FLead \u003Cbr>\n    Personnel Manager, the Store Director, the  Lead Area Organiser and the National Forum Reps get together to discuss the  agenda for the Store Director Forum. This can either be done as a meeting or as  a conference call. At the meeting, they discuss the items that have been  escalated from the Store Forums and agree which will be taken to the Store  Director Forum. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> They will then  decide which group\u002Fregional issue should be discussed at the Store Director  Forum and any pre-work that may be required. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> At this meeting, the  Group Personnel Manager\u002FLead Personnel Manager and Lead Area Organiser will  also review the New Starter Induction process, address any concerns and agree  next steps (See Booklet 6: Facilities for Usdaw). \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> The agenda, along  with any pre-work, is forwarded to all Store Director Forum Reps, Store  Managers and Personnel Managers. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Personnel Managers\u002FStore Managers hold a  short one-to-one meeting with their Store Director Forum Rep to clarify which  issues and ideas are being escalated to the Forum, review the Forum agenda and  discuss any Forum pre-work. \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp align=\"left\">\u003Cstrong>The Preparation  meeting: \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> On the day of  the Store Director Forum, all Store Director Forum Reps will attend a  Preparation Meeting with the Lead Personnel Manager and Lead Area Organiser to  discuss the items being taken forward to the Forum. If items are not being  taken forward, a reason will be given and next steps agreed to address the  item, where appropriate. The attendees will agree who will present each item. \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>THE NATIONAL FORUM \u003C\u002Fh3>\n\u003Cp>\u003Cstrong>Dates\u003C\u002Fstrong>\u003Cbr>\n  The full National Forum  meets at least three  times a year, normally  in February, May and \nNovember. On occasions,  additional meetings of  the National Forum may  be held.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Aims  of the National Forum \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> To communicate between the Store Director  Forum and the National Forum \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>To ensure the voice of our colleagues is  represented at this level \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>To enable Tesco and Usdaw to listen to the  views of colleagues first hand \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> To make improvements  for colleagues, customers and communities on store, group\u002Fregional and national  matters \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> To discuss issues that cannot be resolved at group\u002Fregional level and propose  solutions \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> To update reps on corporate initiatives \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> To negotiate improvements to  terms and conditions through the annual pay review \u003C\u002Fli>\n  \u003Cli> To act as a consultative  group for any major structure changes \u003C\u002Fli>\n  \u003Cli> To form working parties to focus on  areas that have jointly been agreed \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>The Agenda \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The National  Forum operates at the widest level of the Partnership, to ensure the voice of  our colleagues is represented and heard at the highest level within the  company. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The National  Forum agenda covers the priorities of Tesco, Usdaw and colleagues. The agenda  will look at topical areas, often asking reps to work on joint projects to  develop recommendations for improvements. At the National Forum, national  issues that affect the company, colleagues and Usdaw are discussed and debated.  National Forum Reps are consulted and briefed on long-term strategic planning,  board decisions and initiatives that are due to launch into stores. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>When proposing  changes to the employment package, National Forum Reps will be part of the  decision-making process. \u003C\u002Fp>\n\u003Cstrong>Who attends the National Forum?\u003C\u002Fstrong>\n\u003Cp>As the work of the National Forum is varied,  it will be attended at different times by some of the following: \u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> National Forum Reps (always in  attendance) \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> The Support Office Operations  Director \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>The Operations Personnel  Director \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> The Usdaw National Officer \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> An Usdaw Divisional Officer \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> An Usdaw Area Organiser \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Usdaw specialists \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Tesco Project Managers \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Retail Directors and Regional  Personnel Managers, on a rolling rota basis \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Working Parties\u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Working Parties are  joint Tesco and Usdaw meetings, formed to work on areas that have been jointly  identified as requiring particular attention. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>They are attended by  selected National Forum Reps and Tesco colleagues\u002Fmanagers, as appropriate. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Working Party meetings  are regarded as meetings of the National Forum and the same arrangements for  release will apply. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>The European Works Council \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The Tesco European  Works Council (EWC) operates in addition to existing national and local country  Forums. The EWC establishes a framework for the provision of information and  consultation with colleague representatives and trade unions on trans-national  issues concerning the affairs of Tesco in Europe. It provides a direct dialogue  between Tesco and Usdaw on matters which significantly affect the interests of  colleagues. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>EWC Representatives  will be elected from amongst the National Forum Representatives in accordance  with the arrangements set out in the Tesco European Works Council Agreement. \u003C\u002Fp>\n\u003Ch3>FACILITIES  FOR RELEASE OF FORUM REPS\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>Release \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The role  of a Forum Rep can involve time out of store to attend Forum meetings and  training. All time spent attending Forum training and meetings, including  Pre-Forums and Interim Forums, will be paid. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>At times, training and Forum meetings may fall  outside a rep’s contracted hours. In these circumstances, the following options  will be available, with the most suitable option agreed between the rep and  their manager in advance: \u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Rearranging working hours \u003C\u002Fli>\n  \u003Cli> Rearranging days off \u003C\u002Fli>\n  \u003Cli> Time back in lieu \u003C\u002Fli>\n  \u003Cli> Authorised overtime \u003C\u002Fli>\n\u003C\u002Ful>\n In order to support our colleagues when    they are off work sick, we would not expect them to carry out work-related    tasks for Tesco. This would include carrying out duties as a Forum Rep, such    as attending Forum meetings and training. \n\u003Cbr clear=\"all\">\n\u003Cp>\u003Cstrong>Payments for release\u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The table below gives details on the release of Forum Reps to attend Forum meetings\u003Cbr>\nand Working Parties:\u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\" width=\"50%\">\n  \u003Ccolgroup>\u003Ccol width=\"64\" span=\"5\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd width=\"64\"> \u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>Release\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>Travel\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>Accommodation\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>daily    Allowance t paid?\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">\u003Cstrong>Store Forum\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">Paid by Tesco store\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">Paid by Tesco store (where applicable)\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">Paid by Tesco store (where applicable)\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">No\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">\u003Cstrong>Store Director Forum\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">Paid by Tesco store\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">Paid by Tesco store (where applicable)\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">Paid by Tesco store (where applicable)\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">No\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">\u003Cstrong>National Forum*\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">Paid by Tesco store\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">50% paid by Tesco office 50% paid by Usdaw\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">50% paid by Tesco office 50% paid by Usdaw\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">Yes\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">\u003Cstrong>Pay Review National Forum Ballot\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">Paid by Tesco store\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">Paid by Tesco office\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">Paid by Tesco office\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">Yes\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">\u003Cstrong>Working Party\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">Paid by Tesco store\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">Paid by Tesco office\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">Paid by Tesco office\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">Yes\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp>* In the event of any jointly agreed additional National Forum meetings, all costs will be met  by Tesco.\u003Cbr>\n  † In recognition of the level and nature of their work, all National Forum Reps will receive a  Daily Allowance of £15 for each day attending a National Forum or Working Party meeting.  This payment will only be made for the actual days of the meeting and not for any days\u002F\npart-days spent travelling to or from the meeting.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Time  Off \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Tesco is committed to helping Forum Reps  arrange time off when they are required to attend meetings and training outside  of the store. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>On these occasions, Forum Reps and managers  need to work together to agree the appropriate arrangement, using the following  principles as a guide: \u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Ensuring reps arrive at  the meeting or training able to give of their best \u003C\u002Fli>\n  \u003Cli> Recognising individual  needs and circumstances \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Ensuring arrangements will allow reps to  feel comfortable that they can return home at a reasonable hour \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Recognising the need to  maintain service to our customers \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>The following guidelines should be followed:\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Ch3>1: STORE DIRECTOR FORUM REPS\u003C\u002Fh3>\n\u003Cp>Store Director Forum Reps will be paid for 7¼ hours for the day on which the meeting\u003Cbr>\n  falls, unless the contracted hours are more.\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The Forum Rep should discuss release and travel arrangements with their Personnel\u003Cbr>\nManager so that plans can be agreed in advance.\u003C\u002Fp>\n\u003Ch3>2: NATIONAL FORUM REPS\u003C\u002Fh3>\n\u003Cp>All National Forum Reps attending a National Forum meeting or Working Party will be paid  7¼ hours for the day(s) on which the meeting falls, unless the contracted hours are more.\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>They will also receive a Daily Allowance of £15 per day in recognition of the level and nature of their work. This payment will only be made for the actual days of the meeting  and not for any days\u002Fpart-days spent travelling to or from the meeting.\u003C\u002Fp>\n\u003Ch3>3: NIGHT REPRESENTATIVES\u003C\u002Fh3>\n\u003Cp>Night representatives who are required to  attend Forum meetings or training during the day will be given reasonable time  off to ensure that their sleep patterns are not unnecessarily disturbed. Where  the meeting is a full day (or a half day and involves travel) this should be  the full shifts before and after the meeting. Where the meeting is half a day  or less, this may be either the shift before or the shift after the meeting. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Where appropriate,  night reps may agree with their manager to move their shifts so that they can  attend a meeting within their working hours, such as starting earlier or later  so that the meeting falls within their shift length. This would only be  appropriate if it was still possible to ensure the minimum of 11 hours break  between shifts. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>In all cases, mutual  agreement should be reached giving full consideration to the health, safety and  wellbeing of the rep. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Reps may request  time off in lieu of payment. The Personnel Manager may authorise this where the  business needs allow. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Travel \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>It will normally be possible to travel on the day of the training  session or meeting. \u003Cbr>\n  When this isn’t  possible, reps will need to travel the evening before. If they are contracted  to work the day before, they should complete as much of their shift as possible  before travelling. Reps will need to make some of the journey in their own time  as payment will not be made for every hour of travelling time. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>The Personnel  Manager and the rep should discuss travel arrangements for each training  session or meeting, so that plans can be agreed in advance. \u003C\u002Fp>\n\u003Ch2>Forum  Representatives\u003C\u002Fh2>\n\u003Ch3>INTRODUCTION\u003C\u002Fh3>\n\u003Cp>There are three types of Forum  Representatives, reflecting the different levels of the Forum. The roles have  different names, depending on the format: \u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" width=\"50%\" border=\"1\">\n  \u003Ccolgroup>\u003Ccol width=\"64\">\n  \u003Ccol width=\"97\">\n  \u003Ccol width=\"106\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"97\">\u003Cdiv align=\"center\">\u003Cstrong>Stores\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"106\">\u003Cdiv align=\"center\">\u003Cstrong>Customer    Fulfilment Centres\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>LEVEL 1\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"97\">\u003Cdiv align=\"center\">The Store Forum Rep\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"106\">\u003Cdiv align=\"center\">The Centre Forum Rep\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>LEVEL 2\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"97\">\u003Cdiv align=\"center\">The Store Director Forum Rep\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"106\">\u003Cdiv align=\"center\">The Operations Director Forum Rep\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>LEVEL 3\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd colspan=\"2\" width=\"203\">\u003Cdiv align=\"center\">The National Forum Rep\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp>Throughout this  booklet, to avoid repetition, Store Forum Rep and Store Director Forum Rep are  used to refer to both stores and customer fulfilment centres. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Forum Reps  play an important and influential role in stores, and should act as good  advocates and role models for their colleagues. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Reps help to  identify and deal with concerns when they arise, communicate information  between managers and colleagues, represent the views and interests of  colleagues, and champion our values. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>This section describes  the role colleagues play in the Forum process as Forum Reps. \u003C\u002Fp>\n\u003Ch3>Essential qualities for Forum Reps\u003C\u002Fh3>\n\u003Cp>All  Forum Reps are expected to: \u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Be committed to improving  the business for customers, colleagues and communities \u003C\u002Fli>\n  \u003Cli>Live the Tesco values \u003Cbr>\n    \u003C\u002Fli>\n  \u003Cli>Be confident in being the voice for their  colleagues, and present their views accurately and constructively \u003Cbr>\n    \u003C\u002Fli>\n  \u003Cli>Have a keen interest in the business, and  understand its needs and pressures \u003C\u002Fli>\n  \u003Cli>Act with honesty and integrity, and maintain  confidentiality \u003C\u002Fli>\n  \u003Cli>Be approachable, and have good listening and communication  skills \u003C\u002Fli>\n  \u003Cli>Be a good team player, have a good relationship with colleagues and  managers, and respect each other \u003C\u002Fli>\n  \u003Cli> Be confident influencing decisions, and  communicating and supporting the outcomes \u003Cbr>\n    \u003C\u002Fli>\n  \u003Cli>Be balanced and able to see all sides of an  issue \u003Cbr>\n    \u003C\u002Fli>\n  \u003Cli>Be enthusiastic, self-motivated and organised \u003Cbr>\n    \u003C\u002Fli>\n  \u003Cli>Be able to attend Forum meetings and play an  active and full part \u003Cbr>\n    \u003C\u002Fli>\n  \u003Cli>Be willing to learn and develop personal and  professional skills, and review their \u003Cbr>\n    progress and behaviour \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>Eligibility criteria\u003C\u002Fh3>\n\u003Cp>All colleagues, up to and including Line\u002FTeam  Managers, and Usdaw Reps are eligible to become a Forum Rep, providing they: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Have a minimum of 12 months’ service with  Tesco\u003C\u002Fli>\n  \u003Cli>  Are nominated by two colleagues from the  department or shift they will represent (in Convenience this is two colleagues  from their store)\n    \n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>*For new stores, the 12 month rule will be  waived. \u003C\u002Fp>\n  \n\u003Cp>Tesco will not unreasonably object to the choice of Forum  Representative, \nIn the  unusual event that Tesco believes there are serious concerns about the conduct  or performance of a Forum Rep, this may be grounds for withholding or  withdrawing recognition. \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>   If the conduct and performance of a prospective  Forum Rep gives rise for concern, the Personnel Manager (Store Manager in  Express) and colleague will assess whether or not it would be appropriate for  them to go forward as a representative at this time. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> If a Forum Rep receives a final written warning  for conduct or performance during their term of office, the Personnel Manager  (Store Manager in Express) will review the situation with the rep to assess  whether it would be appropriate for them to continue as a representative. \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>  The Personnel Manager (Store Manager in Express)  and colleague will work together in a sensible and constructive way to resolve  the matter. The Personnel Manager (Store Manager in Express) should consult  their Group Personnel Manager (Personnel Manager in Express) for advice before  making a final decision. \u003C\u002Fp>\n\u003Ch3>Attendance at Forums \u003C\u002Fh3>\n\u003Cp>Reps attendance at the Forums is essential. If  a rep is unable to attend two consecutive Forums without a valid reason, the  following people will review their position with them and they may be required  to stand down: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Store  Forum - the Personnel Manager \u003C\u002Fli>\n  \u003Cli>Store Director Forum - the Group Personnel Manager and Area  Organiser \u003C\u002Fli>\n  \u003Cli>National  Forum - Tesco’s UK Operations Director and Usdaw’s National Officer \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>THE STORE FORUM REP \u003C\u002Fh3>\n\u003Cp>\u003Cstrong>The role\u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Store Forum Reps represent the views and interests of colleagues in their department,\n  shift or store. They communicate all Forum activity to their colleagues and promote the\n  Forum process as an effective avenue of listening and communication.\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Store Forum Reps:\u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Attend all meetings in relation to the Store Forum\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Represent the views and interests of their colleagues\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Listen to any issues or concerns colleagues have and work with them to find a  solution, where possible\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Communicate any unresolved issues at the Forum and work with fellow Forum Reps  and the management team to find solutions\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Capture any ideas for improvement and share these at the Forum\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Identify opportunities to improve the store for customers and colleagues\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Take an active role in the planning of the Forum\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Update colleagues on Forum activity, including business updates and solutions to  issues\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Promote the Forum as an effective means of communication and highlight its  benefits\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Look after the Forum Board, keeping all communication up-to-date\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Select\u002Felect a Store Director Forum Rep (this is 4 Store Director Reps in  Convenience)\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Jointly agree items to be escalated to the Store Director Forum\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Help to make what matters better for colleagues, customers and the business\u003Cbr clear=\"all\">\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>The Store Forum Rep  Election Process\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>ALL FORMATS EXCEPT  CONVENIENCE\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>Note: Convenience colleagues should refer to page 8 \u003C\u002Fp>\n\u003Cp>The number of Store Forum Reps will be decided by the Store Manager  and Personnel Manager, following the guide below, ensuring all departments and  shifts are covered sufficiently: \u003C\u002Fp>\n\u003Col>\n  \u003Cli>Under 300  colleagues: Approx. 1 rep Per 25 c°Heagues \u003C\u002Fli>\n  \u003Cli>300-800  colleagues: Approx. 1 rep per 50 colleagues \u003C\u002Fli>\n  \u003Cli>Over 800  colleagues: Approx. 1 rep per 75 colleagues \u003C\u002Fli>\n\u003C\u002Fol>\n\u003Cp>The  minimum number of reps is three and the maximum is sixteen.  This amount is exclusive of the Reserved Seats (see  page ). \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Smal|er stores may wish to join together with  neighbouring stores to crate a larger more effective Forum. This should be discussed  and agreed by the Group Personnel  Manager and Lead Area Organiser. \u003C\u002Fp>\n\u003Ch3>Elections\u003C\u002Fh3>\n\u003Col>\n  \u003Cli>When elections are due, a campaign will be run in store to make  colleagues aware that elections are due to be held and describing clearly the  role of the Forum Rep. \u003C\u002Fli>\n  \u003Cli>The Personnel Manager will hold an open event  to explain to potential candidates what the role involves and the Forum  process. \u003C\u002Fli>\n  \u003Cli>The Personnel Manager will then circulate the  nomination forms. Eligible colleagues can put forward their names and must be  nominated by two colleagues from the department or shift they will represent. \u003C\u002Fli>\n  \u003Cli>If there are  more nominations than vacancies, the Personnel Manager will run an election.  All colleagues on that department\u002F shift will be asked to vote for their  colleague of choice. The Personnel Manager and the Usdaw Reserved Seat Rep*  take responsibility for ensuring the integrity of the ballot process. \u003Cbr>*The Usdaw Reserved Seat Reps will decide who will stand  over the election process. \u003C\u002Fli>\n\u003C\u002Fol>\n\u003Ch3>Reserved Seats \u003C\u002Fh3>\n\u003Cp>There are a number of seats on the Forum that  are reserved for particular colleagues. This ensures certain populations are  always represented at the Forum. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>1. Usdaw Rep Reserved Seat\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>The number of Usdaw Rep Reserved Seats is  determined by the format\u002Fheadcount of the store\u002Fcentre: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Extra  stores and Customer Fulfilment centres: 3 Usdaw Rep Reserved Seats \u003C\u002Fli>\n  \u003Cli> Homeplus  stores: 1 Usdaw Rep Reserved Seat \u003C\u002Fli>\n  \u003Cli> Superstores  with under 150 colleagues: 1 Usdaw Rep Reserved Seat \u003C\u002Fli>\n  \u003Cli> Superstores  with 150-300 colleagues: 2 Usdaw Rep Reserved Seats \u003C\u002Fli>\n  \u003Cli> Superstores with over 300 colleagues: 3 Usdaw  Rep Reserved Seats \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>If there is only one Usdaw Rep Reserved Seat,  the seat should be occupied by an Usdaw Rep. If there are more than one Usdaw  Rep Reserved Seats, these may be occupied by a combination of Usdaw Reps,  Health & Safety Reps and Union Learning Reps. In every instance, at least  one of the seats should be occupied by an Usdaw Rep. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Usdaw Reps nominate who they would like to  occupy the Usdaw Reserved Seat(s). This will take place at the Rep Team Meeting  (see Booklet 6: Facilities for Usdaw). \u003C\u002Fp>\n\u003Cp>\u003Cstrong>2. Usdaw Health & Safety Rep  Reserved Seat\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>This seat is reserved for an Usdaw Health  & Safety Rep. Usdaw Reps nominate who they would like to occupy the Usdaw  Health & Safety Rep Reserved Seat. This will take place at the Rep Team  Meeting (see Booklet 6: Facilities for Usdaw). \u003C\u002Fp>\n\u003Cp>\u003Cstrong>3. Team Support Reserved Seat\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>This seat is reserved for a Team Support. If more than one Team  Support is nominated, the Personnel Manager will hold an election. All Team  Supports are eligible to vote. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>4. Team Manager Reserved Seat\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>This seat is reserved  for a Team Manager, on a rolling-rota basis. At the start of the year, the Personnel Manager  and Store Manager will agree with the Team Managers who will be attending the  four Forums that year.\u003Cbr clear=\"all\">\n\u003Cbr clear=\"all\">\n\u003C\u002Fp>\u003Ch3>The Store Forum Election Process \u003C\u002Fh3>\n\u003Cp>\u003Cstrong>IN CONVENIENCE\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Note:\u003C\u002Fstrong> Colleagues  from Large Stores and Customer Fulfilment Centres should refer to page 5 \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>The number of Reps \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>There  will be one Forum Rep per store in the area. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Elections\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Col>\n  \u003Cli>When elections are due, a campaign will be run in store to make  colleagues aware that elections are due to be held and describing clearly the  role of the Forum Rep. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Colleagues interested in the role should speak  to their Store Manager and\u002For Personnel Manager about what the role involves  and the Forum process. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>The Personnel Manager\u002FStore Manager will then circulate the  nomination forms. Eligible colleagues can put forward their names and must be  nominated by two colleagues from their store. \u003C\u002Fli>\n  \u003Cli>If more than one colleague is successfully nominated in a store, the  Personnel Manager will run an election. All colleagues in the store will be  asked to vote for their colleague of choice. The Personnel Manager and the  Usdaw Reserved Seat Rep* take responsibility for ensuring the integrity of the  ballot process. \u003Cbr>*The Usdaw Reserved Seat Reps will decide who will stand  over the election process. \u003C\u002Fli>\n\u003C\u002Fol>\n\u003Ch3>Reserved Seats \u003C\u002Fh3>\n\u003Cp>There are a number of seats on the Forum that  are reserved for particular colleagues. This ensures certain populations are  always represented at the Forum. \u003C\u002Fp>\n\u003Cp>One rep from each store will attend the Store Forum. If a  store has a Forum Rep occupying either an Usdaw Rep Reserved Seat or  the Usdaw Health & Safety Rep Reserved Seat, this rep will also act  as the Forum Rep for the store. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Usdaw Reps and Health & Safety Reps in the area will  nominate representatives to occupy the Usdaw Rep Reserved  Seats and the Usdaw Health & Safety Rep Reserved Seat. The Lead  Area Organiser for t:he area will decide how the selection\u002Felection  process will take place.\u003Cbr clear=\"all\">\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>1. Usdaw  Rep Reserved Seat\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>There are 3 Usdaw Rep Reserved Seats at the  Store Forum. These seats may be occupied by a combination of Usdaw Reps, Health  & Safety Reps and Union Learning Reps. In every instance, at least one of  the seats should be occupied by an Usdaw Rep. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>2. Usdaw  Health & Safety Rep Reserved Seat\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>This seat should be occupied by an Usdaw  Health & Safety Rep. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>3. Store  Manager Reserved Seat\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>This seat is reserved for a Store Manager. The  Store  Manager champions the Forum process for the  area, ensuring all Store Managers are engaged in the Forum and that all next  steps are actioned. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>A Store Manager interested in taking up the  Store Manager Reserved Seat will put their name forward for the role. If more  than one Store Manager puts their name forward, the Personnel Manager will hold  an election. \u003C\u002Fp>\n\u003Ch3>THE STORE DIRECTOR FORUM REP\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>The role\u003C\u002Fstrong>\u003Cbr clear=\"all\">\n\u003C\u002Fp>\n\u003Cp>Store Director Forum Reps represent the views  and interests of colleagues in their stores. They communicate all Forum  activity to their colleagues and promote the Forum process as an effective  avenue of listening, engagement and communication. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Store  Director Forum Reps: \u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Attend  the Store Director Forum \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Attend a Pre-Forum  one-to-one meeting with their Personnel Manager and\u002For Store Manager to discuss  the Forum agenda and items going forward to the Forum \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Attend the Preparation Meeting before the Store Director Forum \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Represent the views and interests of colleagues in their stores at  group\u002Fregional level \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Communicate any unresolved issues that have  been escalated to the Store Director Forum and work with fellow Forum Reps, the  Store Director, and the Group Personnel Manager to find solutions \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Capture any ideas for improvement and share these at the Store Director Forum \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Identify opportunities to improve the store for customers, colleagues and  communities \u003C\u002Fli>\n  \u003Cli>Update colleagues on Store Director Forum  activity, including business updates and solutions to issues \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Promote the Forum process as an effective means of listening, engagement and  communication, and highlight its benefits \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Select\u002Felect one or more National Forum Reps \u003Cbr>\n    \u003C\u002Fli>\n  \u003Cli> Help to make what matters better for colleagues, customers and the business  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Additional eligibility criteria for  a Store Director - Forum Rep \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>In addition to the eligibility criteria for  all Forum Reps, Store Director Forum Reps must be  either an elected Store Forum Rep or an Usdaw Reserved Seat  Rep.  Managers, Team Leaders\u002F Supports and Usdaw  Health & Safety Reps wishrng to go forward  to the Store Director Forum can only do so if they have been nominated or elected as a Store Forum Rep for  their department,  shift  or store, in line with the election process.\u003C\u002Fp>\n\u003Ch3>The Store Director Forum Rep Election  Process\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>ALL  FORMATS EXCEPT CONVENIENCE\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>\u003Cstrong>The number of Reps\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>Each  store will have one Store Director Forum Rep and one Deputy Rep. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Elections\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Col>\n  \u003Cli>When elections  are due, the  Personnel  Manager will  discuss the role of  the Store Director Forum Rep at the  Store Forum.\u003Cbr clear=\"all\">\n  \u003C\u002Fli>\n  \u003Cli>Nomination forms  will then be circulated  and eligible Forum  Reps put their names  forward. Candidates  must receive two  nominations from the  Forum members*.\u003C\u002Fli>\n  \u003Cli>If there is more than  one nomination,  the Personnel  Manager will run an  election amongst  Forum members*.\u003Cbr>\n    * All Forum Reps and Reserved Seat Reps are  eligible to nominate\u002Fvote. The Store Manager,  Personnel Manager and any other attendees are  not eligible to nominate\u002Fvote.\u003C\u002Fli>\n  \u003Cli>The Personnel  Manager and Usdaw  Reserved Seat Rep*  take responsibility for  ensuring the integrity  of the ballot process.  \u003Cbr>* The Usdaw Reserved  Seat Reps will decide who  will stand over the election  process\u003C\u002Fli>\n\u003C\u002Fol>\n\u003Cp>\u003Cstrong>The Deputy Rep \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>A Deputy Rep is selected\u002Felected from the Store Forum  members to attend the Store Director Forum in the absence of the usual Store  Director Forum Rep. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>The  Deputy Rep is chosen in the same way as the Store Director Forum Rep. If a  colleague shows potential for the role as a Store Director Forum Rep but has  received fewer votes than the successful rep in an election, this colleague  should be considered first for the role of the Deputy Rep. \u003C\u002Fp>\nThe Deputy Rep must fulfil the eligibility  criteria needed for a Store Director Forum Rep, as described previously.\n\u003Ch3>The  Store Director Forum Rep Election Process\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>IN CONVENIENCE\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>\u003Cstrong>The number of Reps \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Each  Store Forum will have four Store Director Forum Reps. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Elections\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Col>\n  \u003Cli>When elections are due, the Personnel Manager will  discuss the role of the Store Director Forum Rep at the Store Forum \u003C\u002Fli>\n  \u003Cli>Nomination forms    will then be circulated and eligible Forum Reps put their names forward.    Candidates must receive two nominations from the Forum members*. \u003C\u002Fli>\n  \u003Cli>If    there are more nominations than vacancies, the Personnel Manager will run an    election amongst Forum members*. \u003Cbr>* All Forum  Reps and Reserved Seat Reps are eligible to nominate\u002Fvote. The Store Operations  Manager, Personnel Manager and any other attendees are not eligible to  nominate\u002Fvote. \u003C\u002Fli>\n  \u003Cli>The Personnel Manager and  the Usdaw Reserved Seat Rep* take responsibility for ensuring the integrity of  the ballot process. \u003Cbr>*The Usdaw Reserved Seat Reps will decide who will stand  over the election process. \u003C\u002Fli>\n\u003C\u002Fol>\n\u003Ch3>THE NATIONAL FORUM REP \u003C\u002Fh3>\n\u003Cp>\u003Cstrong>The role\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>National Forum Reps attend the National Forum,  representing the views and interests of colleagues in their groups\u002Fregions. At  the meeting, they discuss national issues that affect the company and  colleagues, such as pay, policies and procedures. They communicate all Forum  activity to their colleagues and promote the Forum as an effective avenue for  engagement, consultation and communication. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>National Forum Reps: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Attend and contribute to all National Forum  meetings \u003C\u002Fli>\n  \u003Cli> Represent the views and interests of all Tesco  retail colleagues \u003C\u002Fli>\n  \u003Cli> Participate in the annual review of the  employment package \u003C\u002Fli>\n  \u003Cli> Feed  back on the work of the National Forum to the Store Director Forum and to store  colleagues \u003C\u002Fli>\n  \u003Cli> Identify  opportunities to make what matters better for customers, colleagues,  communities and the business, and share these at National Forum meetings \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Additional essential qualities for a  National Forum Rep\u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>In addition to the essential qualities for all  Forum Reps, a successful National Forum Rep is expected to: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Be confident in being the voice of all  colleagues in the company, presenting their views accurately and constructively \u003C\u002Fli>\n  \u003Cli> Have strong influencing and negotiation skills \u003C\u002Fli>\n  \u003Cli> Have a good relationship with Tesco leaders and  Usdaw officials\u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>The National Forum Rep Election process\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>The number of Reps\u003C\u002Fstrong>\u003C\u002Fp>\nLarge Stores and Customer Fulfilment Centres:  One National Forum Rep per Store Director Forum. Convenience: Four National Forum Reps per Store  Director Forum. \n\u003Col>\n  \u003Cli>When elections are due, the Group Personnel Manager  and the Lead Area Organiser will outline the role to all Store Director Forum  Reps, clearly describing the amount of time required to fulfil the role and the  essential qualities needed to be effective in the role. \u003C\u002Fli>\n  \u003Cli>Any Store Director Forum Reps interested in  taking up the role can put their name forward. Their application must be  supported by two fellow Store Director Forum Reps. \u003C\u002Fli>\n  \u003Cli>Each nominated  rep will take part in a selection process, involving a meeting with their Group  Personnel Manager and Lead Area Organiser to discuss whether the colleague has  the required skills and qualities. They will also prepare a short presentation,  which will be delivered to the Group Personnel Manager and Lead Area Organiser,  describing their interest in the role and the value they will add. \u003C\u002Fli>\n  \u003Cli>If more than the required number of reps  qualify, an election will be held in which all reps on the Store Director Forum  will take part. If only the required number of reps are selected, a majority of  the Store Director Forum Reps must endorse the candidate(s). \u003C\u002Fli>\n  \u003Cli>Candidates who are not successful  on this occasion may ask for support from the Group Personnel Manager and the  Lead Area Organiser to jointly agree a development plan. \u003C\u002Fli>\n\u003C\u002Fol>\n\u003Cp>\u003Cstrong>Working  Party Reps\u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>The members of each  Working Party are selected from the National Forum Reps by Usdaw’s National  Officer. In addition, other Tesco colleagues\u002Fmanagers and Usdaw specialists may  attend where appropriate and agreed.\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>\u003Cstrong>European  Works Council Reps \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>European Works Council Reps are elected from amongst  the National Forum Reps in accordance with the arrangements set out in the  Tesco European Works Council Agreement.\u003C\u002Fp>\n\u003Ch3>THE FORUM REP ELECTION CYCLE \u003C\u002Fh3>\n\u003Cp>The    terms of office for all Forum Reps is three years. \u003C\u002Fp>\n\u003Cp>Every three years, all Forum Rep positions  will be subject to re-election, following the timetable below: \u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> The election  cycle for Forum Reps begins in February, with all Store Forum Reps elected and  trained in their role in time for the quarter 1 Store Forum. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> At the quarter 1 Store Forum (held in March),  Forum Reps elect one or more Store Director Forum Reps (depending on the  format), who will be in their role in time for the subsequent Store Director  Forum. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> At the quarter 2 Store Director Forum (held  in July), Forum Reps elect one or more National Forum Reps. These reps will  then attend the National Forum in November. \u003C\u002Fli>\n\u003C\u002Ful>\n\nIn an election year, stores will be notified  before Forum Rep elections take place via myActions (email in Express).\n\u003Ch3>Midterm elections \u003C\u002Fh3>\n\u003Cp>If any rep leaves their post midterm, the  election process will begin again, unless this is within three months of a  planned election. Reps taking up their post midterm will be advised that their  post will be subject to re-election in line with the usual cycle. \u003Cbr>\n  \u003Cbr clear=\"all\">\n  There may be occasions where a Forum Rep moves to a different  department, store, group, area or region, either through choice or at the  request of the company. In such circumstances, the following will apply: \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>In  the instance that a rep has chosen to move:\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>If there is already a Forum Rep at that level  in the department\u002Fstore\u002Fgroup\u002Farea\u002F region (whichever is applicable), the  moving rep will be required to step down. \u003C\u002Fli>\n  \u003Cli>If there  is not a Forum Rep at that level in the department\u002Fstore\u002Fgroup\u002Farea\u002Fregion  (whichever is applicable), the moving rep can continue in their role and will  be subject to re-election at the next national election. \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>In  the instance that a rep moves as the result of a Tesco decision:\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>If there  is already a Forum Rep at that level in the department \u002Fstore\u002Fgroup\u002Farea\u002F  region (whichever is applicable), both will remain in their position until a  midterm election is arranged. The successful rep will continue in the role  until the next national election takes place. The unsuccessful rep will step  down. \u003C\u002Fli>\n  \u003Cli>If there  is not a Forum Rep at that level in the department\u002Fstore\u002Fgroup\u002Farea\u002Fregion  (whichever is applicable), the moving rep can continue in their role and will  be subject to re-election at the next national election. \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>In either instance National Forum Reps will  continue on their Working Party, where applicable, until a suitable time for  them to step down is agreed with the Project Manager and National Officer. \u003C\u002Fp>\n\u003Ch2>Usdaw Representatives \u003C\u002Fh2>\n\u003Ch3>INTRODUCTION\u003C\u002Fh3>\n\u003Cp>Usdaw Reps play an important role in both  Tesco and Usdaw, helping to identify and deal with concerns when they arise,  communicating information between colleagues and managers, representing the  views and interests of colleagues, and championing our mutual values. There are  a number of different Usdaw Rep roles that Tesco support and recognise within  our stores and customer fulfilment centres. All reps represent the views and  interests of their members, whilst helping to bring about improvements and  change for colleagues and the company. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Managers and reps work together at all times  to uphold our mutual values. Key to this is listening to one another to  understand why a particular decision has been made by the manager and  respecting the role the rep has to independently question that decision or  suggest more effective solutions. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>While there are a number of different Usdaw  Rep roles, all reps work together as a team to help make what matters better  for all members and colleagues. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Personnel Managers and  Area Organisers play a key role in supporting Usdaw Reps. \u003C\u002Fp>\n\u003Ch3>Essential qualities  for Usdaw Reps\u003C\u002Fh3>\n\u003Cp align=\"left\">Reps are expected to: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Represent the views and  interests of colleagues accurately and reliably \u003C\u002Fli>\n  \u003Cli> Show loyalty and commitment  to the colleagues they represent \u003C\u002Fli>\n  \u003Cli> Listen and communicate effectively \u003C\u002Fli>\n  \u003Cli> Work  with honesty and integrity \u003C\u002Fli>\n  \u003Cli> Maintain confidentiality \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> See all sides of an issue  through questioning and listening \u003C\u002Fli>\n  \u003Cli> Build rapport with managers and colleagues \u003C\u002Fli>\n  \u003Cli> Be assertive and confident, respecting all parties involved \u003C\u002Fli>\n  \u003Cli> Influence  decisions and support agreed outcomes at all times \u003C\u002Fli>\n  \u003Cli> Be enthusiastic and  committed \u003C\u002Fli>\n  \u003Cli> Have initiative and be self-motivated \u003C\u002Fli>\n  \u003Cli> Be willing to learn,  develop and review themselves \u003C\u002Fli>\n  \u003Cli> Understand and live the Tesco and Usdaw values \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Recognise and respond to an ever-changing  retail environment to ensure a sustainable business for all \u003C\u002Fli>\n\u003C\u002Ful>\n\nEach rep role may also have additional essential  qualities, depending on the nature of the role. These are described in more  detail throughout this booklet.\n\u003Ch3>Eligibility criteria\u003C\u002Fh3>\n  \n\u003Cstrong>TO  BECOME AN USDAW REPRESENTATIVE, COLLEAGUES MUST:\n\u003Cp>\u003C\u002Fp>\n\u003C\u002Fstrong>\n\u003Cul>\n  \u003Cli>Be over  18 \u003C\u002Fli>\n  \u003Cli>Have a  minimum of 12 months’ service with Tesco* \u003C\u002Fli>\n  \u003Cli>Have a  minimum of 12 months’ membership with Usdaw* \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>*For  new stores, the 12 month rule will be waived for the first 12 months of  opening. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>All  representatives must be mutually acceptable to Tesco and Usdaw. Tesco will not  unreasonably object to the choice of representative. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Usdaw  Reps play an important and influential role in stores, and should act as role  models for their fellow colleagues. In the unusual event that Tesco believes  there are serious concerns about the conduct or performance of a  representative, this may be grounds for withholding or withdrawing recognition,  as described below: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>If the conduct or performance of a prospective  rep gives rise for concern, the Personnel Manager and Area Organiser will  review the situation with the colleague to assess whether or not it would be  appropriate in the circumstances for them to go forward as a representative at  this time \u003C\u002Fli>\n  \u003Cli>If an Usdaw Rep receives a final written  warning for conduct or performance during their term of office, the Personnel  Manager and Area Organiser will review the situation with the rep to assess whether  it would be appropriate for them to continue as a representative \u003C\u002Fli>\n\u003C\u002Ful>\nIn both instances, the Personnel Manager, Area  Organiser and colleague will work together in a sensible and constructive way  to resolve the matter. Failing a resolution, the matter will be resolved by the  Usdaw Divisional Officer\u002FDeputy Divisional Officer and Tesco’s Employee  Relations department.\n\u003Ch3>Fulfilling the role  of a Rep\u003C\u002Fh3>\n\u003Cp>Taking  on the role of a rep can involve time away from home to attend training and meetings. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Reps will need to be mobile as travel can be  involved and reps may, from time to time, have to stay away from home for a  number of consecutive nights to attend training and meetings. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>In order to support our colleagues when they  are off work sick, we would not expect them to carry out work-related tasks for  Tesco. This would include carrying out duties as an Usdaw Rep such as attending  meetings and representing members. \u003C\u002Fp>\n\u003Ch3>TYPES OF USDAW REPS\u003C\u002Fh3>\n\u003Cp>Tesco  recognise three categories of Usdaw Reps\u003C\u002Fp>\n\u003Cp>\u003Cstrong>1. In-store Reps \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Q  UsdawRep \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Usdaw Health & Safety Rep \u003C\u002Fli>\n  \u003Cli> Usdaw Union Learning Rep \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>2. Seconded Reps\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Mobile Union Learning Rep \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Lifelong Learning Project Worker \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Organising Officer-Academy\u003Csup>1\u003C\u002Fsup>\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Organising Officer-Academy\u003Csup>2\u003C\u002Fsup>\u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>3. Stand-Down Reps\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Ch3>1. IN-STORE REPS\u003C\u002Fh3>\n\u003Cp>Ideally, the required number of reps will be  nominated to share the rep roles and work together as a team in the store.  Where this cannot be achieved, Usdaw Reps may take on multiple rep roles and  receive the appropriate training. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The number and  types of reps in a store will be decided between the Store Manager and Area  Organiser*, ensuring all departments and shifts are appropriately represented. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>In Express,  there should be one Usdaw Rep and one Usdaw Health & Safety Rep per store.  The number of Union Learning Reps will be determined on a group basis depending  on requirement. This will be agreed by the Operations Manager and the Area  Organiser*. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>* If  they are unable to agree, the matter will be referred to the Group Personnel  Manager and Divisional Officer\u002FDeputy Divisional Officer. \u003C\u002Fp>\n\u003Ch3>The Usdaw Rep (also  referred to as shop Steward)\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>The role\u003C\u002Fstrong>\u003Cbr clear=\"all\">\n\u003C\u002Fp>\n\u003Cp align=\"left\">Usdaw Reps are  the elected representatives of Usdaw members in their store or customer  fulfilment centre, representing and voicing the views of individuals and the  membership. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp align=\"left\">Each store will  have varying numbers of Usdaw Reps, depending on the size and headcount, ensuring  all departments and shifts are covered to provide support and representation to  members. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>The key elements of the  Usdaw Rep role are to: \u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>\u003Cstrong>ADVISE\u003C\u002Fstrong> and \u003Cstrong>REPRESENT\u003C\u002Fstrong> members \u003C\u002Fli>\n  \u003Cli>\u003Cstrong>SOLVE PROBLEMS\u003C\u002Fstrong> at work \u003C\u002Fli>\n  \u003Cli>\u003Cstrong>PARTICIPATE\u003C\u002Fstrong> in the Forum process \u003C\u002Fli>\n  \u003Cli>\u003Cstrong>RECRUIT\u003C\u002Fstrong> and \u003Cstrong>ORGANISE\u003C\u002Fstrong> new members \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Usdaw  Reps: \u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>   Work in partnership with managers to help  resolve problems at work \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Represent Usdaw members at all stages of the disciplinary and  grievance procedures, including helping members to prepare for the meetings \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Ensure policies and processes  are followed by all parties \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Represent the views and  interests of members formally and informally \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Help integrate new  policies \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Support and champion  improvements and agreed changes to terms and conditions \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Assist in communicating  key information to members \u003C\u002Fli>\n  \u003Cli> Support the Forum process, by promoting it as an effective avenue  of listening and communication, and by representing the views and ideas of  colleagues and members at the Forum (see Booklet 2: Our Forum) \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Organise the workplace by recruiting Tesco  colleagues to the Union, including attending the new starter induction to  introduce Usdaw and recruit new members (see Booklet 6: Facilities for Usdaw) \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Attend a Rep Team Meeting in store every month (see Booklet 6: Facilities  for Usdaw) \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Attend management team  meetings to receive briefings and give updates on Union activities \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Support and coach new Usdaw Reps \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Support in the process of acquisitions \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Have regular communication with the Personnel Manager and Area  Organiser \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Assist in a way that helps to continually  make what matters better for customers, colleagues, Tesco and Usdaw members \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Solving  problems \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Usdaw Reps  play a central role in helping colleagues to resolve problems at work. See  Booklet 7: Solving Problems at Work for more information on their role in the  Solving Problems process and their entitlements when representing members. \u003C\u002Fp>\n\u003Ch3>The Usdaw    Health & Safety Rep \u003C\u002Fh3>\n\u003Cp>\u003Cstrong>The  role \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Health &  Safety Reps play an important role by helping to achieve a safer workplace for  customers, colleagues and visitors. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>The key elements of the Usdaw Health & Safety Rep role are to: \u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> \u003Cstrong>ADVISE\u003C\u002Fstrong> and \u003Cstrong>REPRESENT\u003C\u002Fstrong> members in health  and safety matters \u003C\u002Fli>\n  \u003Cli> \u003Cstrong>PARTICIPATE\u003C\u002Fstrong> in the Forum process \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> \u003Cstrong>REVIEW, INVESTIGATE\u003C\u002Fstrong> and \u003Cstrong>INSPECT\u003C\u002Fstrong> health and safety issues \u003C\u002Fli>\n  \u003Cli> \u003Cstrong>RECRUIT\u003C\u002Fstrong> and \u003Cstrong>ORGANISE\u003C\u002Fstrong> members \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003C\u002Fp>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-monitoring\">\u003Cp>\u003Cstrong>Usdaw  Health & Safety Reps: \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Review the store accident records with the  Compliance Manager (Deputy Manager in Express\u002FMetro) on the Incident Reporting  System, identifying any patterns in accidents and discussing these with the  Compliance Manager (Deputy Manager in Express\u002FMetro) and Store Manager \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Attend the Store Forum in the Usdaw Health & Safety Rep Reserved Seat,  championing health and safety (see Booklet 3: Forum Representatives) \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Promote and champion  corporate health and safety campaigns \u003C\u002Fli>\n  \u003Cli> Carry out joint investigations with the  Duty Manager (the person running the shift in Express) to help understand  colleague accidents \u003C\u002Fli>\n  \u003Cli> Help the Store Manager by carrying out workplace  inspections, highlighting health and safety issues \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Investigate any health and safety complaints on behalf of members \u003Cbr>\n    \u003C\u002Fli>\n  \u003Cli>Represent members who are  subject to health and safety-related grievance proceedings, including helping  colleagues to prepare for the meetings \u003C\u002Fli>\n  \u003Cli> Assist in communicating health and  safety information to colleagues \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Organise the workplace by recruiting Tesco colleagues to the Union  (see Booklet 6: Facilities for Usdaw) \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Attend the monthly Rep Team Meeting, to keep other reps informed  of health and safety issues (see Booklet 6: Facilities for Usdaw) \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Represent colleagues in  discussions with any Enforcing Officers, when required \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Where possible, accompany the Compliance  Manager (Deputy Manager in Express\u002FMetro) during health and safety-related  audits and inspections \u003C\u002Fli>\n  \u003Cli> Assist in a way that helps to continually make what  matters better for customers, colleagues and the business \u003C\u002Fli>\u003C\u002Ful>\u003C\u002Fdiv>\u003Cul>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Additional essential  qualities \u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>  In addition to  the essential qualities for all reps, a successful Health & Safety Rep  should: \u003C\u002Fp>\n\u003Col>\n  \u003Cli>Have a keen interest in health and safety legislation \u003C\u002Fli>\n  \u003Cli>Have a  keen interest in looking after the safety and wellbeing of colleagues,  customers and visitors \u003C\u002Fli>\n\u003C\u002Fol>\n\u003Ch3>The Usdaw    Union learrong Rep \u003C\u002Fh3>\n\u003Cp>\u003Cstrong>The role \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Union Learning  Reps encourage and support colleagues to get involved in learning, ensuring  learning is on the workplace agenda and that all colleagues have the  opportunity to get back into learning, at a time and in a place that best suits  them. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>The key elements of the Union Learning Rep role are to: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>\u003Cstrong> ADVISE\u003C\u002Fstrong> and \u003Cstrong>SUPPORT\u003C\u002Fstrong> members with  learning opportunities \u003C\u002Fli>\n  \u003Cli> \u003Cstrong>PARTICIPATE\u003C\u002Fstrong> in the Forum process \u003C\u002Fli>\n  \u003Cli> \u003Cstrong>ENCOURAGE\u003C\u002Fstrong> and \u003Cstrong>SUPPORT\u003C\u002Fstrong> learning \u003C\u002Fli>\n  \u003Cli> \u003Cstrong>RECRUIT\u003C\u002Fstrong> and \u003Cstrong>ORGANISE\u003C\u002Fstrong> members \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Union Learning Reps: \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Give Usdaw members and  colleagues within their store information and advice about learning and  training opportunities \u003C\u002Fli>\n  \u003Cli> Guide members and colleagues to further sources of  advice on learning for personal, work or career development \u003C\u002Fli>\n  \u003Cli> Encourage and promote learning, by raising awareness of the value of  learning and helping to organise courses in the workplace, for example through  Check Out Learning events \u003C\u002Fli>\n  \u003Cli> Identify  learning and training needs \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Work in partnership with  management and local providers to develop learning initiatives for colleagues,  and improve access to learning by arranging courses in or close to the  workplace \u003C\u002Fli>\n  \u003Cli> Work with local colleges and other providers to make learning  accessible and affordable \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Attend the Rep Team Meeting to update Usdaw Reps on learning  activities (see Booklet 6: Facilities for Usdaw) \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Promote the value of Usdaw membership and contribute to Usdaw’s  recruitment and organising agenda \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Additional  essential qualities \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>In addition to the  essential qualities for all reps, a successful Union Learning Rep should: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Have good  literacy and numeracy skills, and basic IT skills \u003C\u002Fli>\n  \u003Cli> Have a keen interest in continued learning \u003C\u002Fli>\n  \u003Cli>Build rapport with managers, Union members and  local education providers \u003C\u002Fli>\n  \u003Cli>Be  skilled at influencing and negotiating with management to develop learning  initiatives for members \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>The Usdaw Rep Election process \u003C\u002Fh3>\n\u003Cp>The term of office for all in-store Usdaw Reps is three years. \u003Cbr>\n  Every  three years, all Usdaw Reps will be subject to re-election, following an agreed  timetable.\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Stores will be notified before the elections take place via  myActions (email in Express). \u003C\u002Fp>\n\u003Col>\n  \u003Cli>The Store Manager \u002F Express Personnel Manager and Area Organiser decide  how many reps are required \u003C\u002Fli>\n  \u003Cli>Election  campaign begins \n    The Area Organiser  and Usdaw Reps organise the election \n    Campaign  materials are displayed \u003C\u002Fli>\n  \u003Cli>The Area Organiser  circulates nomination forms and role specifications \u003Cbr>Existing in-store Usdaw Reps and stand-Down Reps  (where applicable) talk to candidates about the role \u003Cbr clear=\"all\">\n    \u003C\u002Fli>\n  \u003Cli>Candidates who fulfil the eligibility criteria and  demonstrate the essential qualities put their names forward \u003C\u002Fli>\n  \u003Cli>Nominations must  be supported by 2 Usdaw members that the successful rep may represent. For  example, 2 Usdaw members from the store \u003C\u002Fli>\n\u003C\u002Fol>\n\u003Cp>\u003Cstrong>Midterm elections \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>If a rep leaves their post midterm, an  election will be held, unless this is within three months of a planned  election. Reps taking up their post midterm will be advised that their post will  be subject to re-election at the next scheduled set of rep elections. \u003C\u002Fp>\n\u003Cp>  \u003Cstrong>If a  rep moves store, the below process will be followed: \u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> The Store  Manager and Area Organiser will review the number of reps in the store to agree  whether there is a need for an additional rep. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> If there is already the required amount of  that type of rep in the store, the rep will be required to stand down. They may  stand at the next election or when a vacancy occurs. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> If there is a vacancy for that type of rep  in store, the rep will be able to continue in the role until the next election. \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Col>\n  \u003Cli>Required  number of reps  nominated\u003C\u002Fli>\n  \u003Cli>More than the  required number of reps nominated \n    Area Organiser runs an election \u003C\u002Fli>\n  \u003Cli>All Usdaw  members in the store are eligible to vote \u003C\u002Fli>\n  \u003Cli>The  personnel Manager with assistance of an Usdaw member (not a candidate for  election) takes responsibility for ensuring the integrity of the ballot process \u003C\u002Fli>\n  \u003Cli>The Area Organiser confirms the outcome of the  nomination\u002Felection to the store Manager\u002F Express Personnel Manager in writing\u003C\u002Fli>\n  \u003Cli>The successful  candidate will be notified by the Area Organiser and their Induction arranged \u003C\u002Fli>\n\u003C\u002Fol>\n\u003Ch3>2. SECONDED REPS\u003C\u002Fh3>\n\u003Cp>To support Usdaw’s recruitment, organising and  learning agenda, Tesco facilitate and agree to second reps to Usdaw for an  agreed period of time. This can either be on a full-time or part-time basis. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>There are four types of seconded rep roles: \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Usdaw Mobile Union Learning Rep \u003C\u002Fli>\n  \u003Cli> Usdaw  Lifelong Learning Project Worker \u003C\u002Fli>\n  \u003Cli> Usdaw Organising Officer - Academy\u003Csup>1\u003C\u002Fsup>  \u003C\u002Fli>\n  \u003Cli> Usdaw Organising Officer - Academy\u003Csup>2\u003C\u002Fsup> \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>Whilst a rep is on  secondment, their job must be kept open. The store will receive the required  payroll to cover the rep’s hours for the duration of the secondment. \u003Cbr>\n  This  payment will come from Tesco’s office. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>The Usdaw Mobile Union Learning Rep \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>An Usdaw Mobile Union Learning Rep is seconded  to Usdaw for a number of hours per week to support several stores within their  area. They use their skills to coordinate and promote Lifelong Learning across  these stores. \u003Cbr>\n  During their secondment, Usdaw Mobile Union Learning Reps are  managed by and report to the Divisional Lifelong Learning Project Worker. \u003Cbr>\n  Usdaw Mobile Union Learning Reps generally operate within the  company; however, at times they will support national initiatives across other  companies. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>The role \u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Usdaw Mobile Union Learning Reps: \u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Co-ordinate and support  the Lifelong Learning agenda \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Coach and support existing Union Learning Reps \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Identify and encourage  potential Union Learning Reps \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Support the network of  Union Learning Reps in their region \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Support and develop learning initiatives,  raising awareness about the value of learning and organising courses in the  workplace \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Assist Union Learning Reps to arrange  learning with providers and liaise with providers to monitor attendance on courses \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Support local funding projects \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Work with the Union Learning Reps to  identify learning and training needs \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Link with in-store Usdaw Workplace Reps to  ensure the learning initiative is integrated into the efforts to promote Union  membership \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Ensure learning activities are part of the Rep Team Meetings (see  Booklet 6: Facilities for Usdaw) \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Additional  essential qualities \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>In  addition to the essential qualities for all reps, a successful Mobile Union  Learning Rep should: \u003C\u002Fp>\n\u003Col>\n  \u003Cli>Have a keen interest in continued learning \u003C\u002Fli>\n  \u003Cli>Have good retail sector knowledge and  experience \u003C\u002Fli>\n  \u003Cli>Have a record of successful activity as a  Union Learning Rep (where applicable) \u003C\u002Fli>\n  \u003Cli>Build rapport with managers, Union members and  local education providers \u003C\u002Fli>\n  \u003Cli>Be  skilled at influencing and negotiating with management to develop learning  initiatives for members \u003C\u002Fli>\n  \u003Cli>Show initiative, be a self-starter and be able  to work unsupervised \u003C\u002Fli>\n  \u003Cli>Be mobile and flexible, to suit the  requirements of the role \u003C\u002Fli>\n  \u003Cli>Have good literacy and numeracy skills, and basic  IT skills \u003C\u002Fli>\n\u003C\u002Fol>\n\n\u003Ch3>The  selection process \u003C\u002Fh3>\n\u003Col>\n  \u003Cli>Each Usdaw  Division may have several Usdaw Mobile Union Learning Reps (on a full-time  equivalent basis) per year\u003C\u002Fli>\n  \u003Cli>Each Usdaw  Division may have several Usdaw Mobile Union Learning Reps (on a full-time  equivalent reps\u003C\u002Fli>\n  \u003Cli>The Area Organiser will then agree with the Group  Personnel Manager\u002F Personnel Manager in Express who the Mobile Union Learning  Rep will be and the arrangements for release \u003C\u002Fli>\n  \u003Cli>Usdaw’s National  Lifelong Learning Coordinator will check the programme and give final approval\u003C\u002Fli>\n  \u003Cli>The  release of the successful reps will be confirmed by the Area Organiser, Store  Manager and Personnel Manager\u003Cbr clear=\"all\">\n  \u003C\u002Fli>\n\u003C\u002Fol>\n\u003Cp>\u003Cstrong>Release \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The secondment typically lasts from six to 12  months. Because of the specialist nature of the role, it may be extended for  further periods, following a review and discussion with the Store Manager,  Group Personnel Manager\u002FExpress Personnel Manager and Area Organiser. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Reps will spend a  minimum of one day each week working in store in their usual role. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Reps will  return to their store for Christmas, from their first contracted shift of  December to 2nd January (3rd January for Scotland). \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Stores may  request for Mobile Union Learning Reps to return to store for Easter and bank  holiday weekends, giving full consideration to their programme of work. Where  this is the case, the following will apply: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Easter: Wednesday before Good Friday (if a  contracted shift) to Wednesday after Easter Monday \u003C\u002Fli>\n  \u003Cli>Bank Holidays: Friday before the bank holiday  (if a contracted shift) to Tuesday after the bank holiday \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>All dates will be  agreed before their secondment begins. \u003C\u002Fp>\n\u003Ch3>The Usdaw Lifelong Learning  project worker \u003C\u002Fh3>\n\n\u003Cp>Under  special circumstances, Usdaw may request a 12 month full-time secondment as a  Lifelong Learning Project Worker. They are responsible for promoting and  supporting Usdaw’s Lifelong Learning Campaign within a given area. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>At the end of the 12 months, the National  Lifelong Learning Coordinator and National Officer will review the position,  and may agree an extension to the secondment with Tesco’s Employee Relations  Team. \u003C\u002Fp>\n\u003Ch3>The Usdaw organising Officer - Academy 1 \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>The role \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>The Usdaw Academy\u003Csup>1\u003C\u002Fsup> gives reps the  opportunity to spend six months out of their store, working with Usdaw on  recruitment and organising projects in their division. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>The Academy\u003Csup>1\u003C\u002Fsup> involves the following: \u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Participating in  a major organising and recruitment campaign \u003C\u002Fli>\n  \u003Cli>Supporting Usdaw Reps to organise  their workplaces \u003C\u002Fli>\n  \u003Cli>Recruiting Usdaw members during workplace visits and  inductions \u003C\u002Fli>\n  \u003Cli>Planning campaigns \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>During their time on the Academy\u003Csup>1\u003C\u002Fsup>, the  Organising Officers will work from a local Usdaw office and throughout stores  in the area. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>The Organising  Academy\u003Csup>1\u003C\u002Fsup> training programme is an accredited course through Ruskin College. The  reps compile a portfolio of their work over the six months, which contributes  towards a Level 2 National Open College Network qualification. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Organising  Officers: \u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Recruit  and organise Usdaw members across all Usdaw’s sectors \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Identify  potential Usdaw Reps \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Help  Usdaw Reps organise their workplaces \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Coach, encourage  and support new and existing Usdaw Reps \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>During their secondment,  reps will report to an Area Organiser, who will offer guidance, support and  coaching. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Additional essential qualities \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>In addition to the essential qualities for all reps, a successful  Organising Officer should: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Have an  active commitment as an Usdaw Rep \u003C\u002Fli>\n  \u003Cli>Have a  proven track record of successful recruitment activity \u003C\u002Fli>\n  \u003Cli>Be able  to work on their own initiative and as part of a team \u003C\u002Fli>\n  \u003Cli>Be  flexible and willing to work evenings and weekends \u003C\u002Fli>\n  \u003Cli>Be  willing to attend residential training courses, involving overnight stays \u003C\u002Fli>\n  \u003Cli>Be  willing to travel to a number of stores within the division \u003C\u002Fli>\n  \u003Cli>Have the  potential to recruit and organise in a range of environments \u003C\u002Fli>\n  \u003Cli>Have the  ability to influence and organise other representatives \u003C\u002Fli>\n  \u003Cli>Have an understanding of the Organising Model  of Trade Unionism \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>When \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Academy\u003Csup>1\u003C\u002Fsup>  runs from May to November to avoid the key trading periods of Easter and  Christmas. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Release \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Stores may  request for Academy Reps to return to store for bank holidays. Where this is  the case, they must return on the Friday before the bank holiday (if a contracted  shift) to the Tuesday after the bank holiday. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>All dates and  arrangements will be agreed before the secondment begins. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>The  selection process\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Col>\n  \u003Cli>Nationally, 30 reps can be released each year to attend  Usdaw's Organising Academy\u003Csup>1\u003C\u002Fsup>\u003C\u002Fli>\n  \u003Cli>Usdaw  advertises the academy in November\u003C\u002Fli>\n  \u003Cli>Usdaw Reps can apply  by completing an application form, which should be returned to Usdaw's Deputy  General secretary by the end of January \u003C\u002Fli>\n  \u003Cli>esco should confirm  release has been authorised within 14 days of receiving details of the  successful candidates \u003C\u002Fli>\n  \u003Cli>Usdaw will confirm  the details of the secondment to the Employee Relations team, who will then cascade  the details to store \u003C\u002Fli>\n  \u003Cli>The Usdaw  Divisional Management Team will shortlist applicants for interview \u003C\u002Fli>\n  \u003Cli>Shortlisted candidates will attend an interview or a  development centre* in their division. \u003Cbr>*Release  to attend the interview or development centre is unpaid but stores should  support with paid release where possible or offer the colleague paid options  such as holiday, shift swap, etc.\u003C\u002Fli>\n  \u003Cli>Usdaw will \n    forward details \n    of the  successful\n    candidates to the \n  Employee  Relations team in the office\u003C\u002Fli>\n  \u003Cli>The Employee \n  Relations team  will    notify the store    that the rep has    successfully gained    a place on Usdaw's    Organising academy\u003C\u002Fli>\n  \u003Cli>The  rep will seek release from their store Manager, and confirmation will be sent  to the Employee Relations team. In every instance, the store should aim to  support the Union with release, taking into account operational requirements\u003Cbr clear=\"all\">\n  \u003C\u002Fli>\n\u003C\u002Fol>\n\u003Ch3>The Usdaw organising Officer - Academy 2\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>The  role \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Academy\u003Csup>2\u003C\u002Fsup> is a  six month programme, open to reps who have successfully completed Academy\u003Csup>1\u003C\u002Fsup> in a  previous year and are still active as Usdaw Reps. \u003Cbr>\n  Organising  Officers on Academy\u003Csup>2\u003C\u002Fsup> work towards an accreditation, through Ruskin College,  which contributes towards a Level 3 National Open College Network  qualification. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>The programme covers: \u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Supporting organising campaigns \u003C\u002Fli>\n  \u003Cli> Developing  and evaluating organising skills \u003C\u002Fli>\n  \u003Cli> Giving feedback\u002Fcoaching \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>Organising  Officers will focus on: \u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Recruitment of members \u003C\u002Fli>\n  \u003Cli> Coaching and developing reps \u003C\u002Fli>\n  \u003Cli> Establishing  regular Rep Team Meetings \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>During their secondment,  reps will report to an Area Organiser, who will offer guidance, support and  coaching. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Additional  essential qualities \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>In  addition to the essential qualities for all reps, a successful Academy\u003Csup>2\u003C\u002Fsup>  Rep is expected to: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Have  demonstrated excellent performance on Academy\u003Csup>1\u003C\u002Fsup> \u003C\u002Fli>\n  \u003Cli>Have a continued involvement in organising and  recruitment activity since completing Academy\u003Csup>1\u003C\u002Fsup> \u003C\u002Fli>\n  \u003Cli>Be  committed to fully participating in the second programme \u003C\u002Fli>\n  \u003Cli>Be  located in an area where there is an identified need for further organising  work to be carried out \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>When \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Academy\u003Csup>2\u003C\u002Fsup> runs from March to September to avoid  the key trading period of Christmas. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Release \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Stores may request for Academy  Reps to return to store for Easter and bank holidays. Where this is the case,  the following will apply: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Easter: Wednesday before Good Friday (if a  contracted shift) to Wednesday after Easter Monday \u003C\u002Fli>\n  \u003Cli>Bank Holidays: Friday before the bank holiday  (if a contracted shift) to Tuesday after the bank holiday \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp align=\"left\">All dates and arrangements will be agreed  before the secondment begins.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>The  selection process\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Col>\n  \u003Cli>Nationally, \n    20 reps can be  released each year to attend Usdaw's Organising Academy\u003Csup>2\u003C\u002Fsup> \u003C\u002Fli>\n  \u003Cli>Selected reps will attend an interview* in their  division. Each division will then make recommendations as to who should take  part in the programme, for consideration by the Deputy General secretary. \u003Cbr>\n    *Release to attend  the interview is not paid. However, stores should support with paid release  where they can, or by offering options such as shift swap, holidays, etc. \u003C\u002Fli>\n  \u003Cli>Usdaw will forward details of the successful  candidates to the Employee Relations team in the office \u003C\u002Fli>\n  \u003Cli>The Employee Relations team will notify the store that  the rep has successfully gained a place on Usdaw's Organising academy \u003C\u002Fli>\n  \u003Cli>  The  rep will seek release from their store Manager, and confirmation will be sent  to the Employee Relations team. In every instance, the store should aim to  support the Union with release, taking into account operational requirements\n  \u003C\u002Fli>\n  \u003Cli>Tesco should confirm release has been authorised within  14 days of receiving details of the successful candidates \u003C\u002Fli>\n  \u003Cli>Usdaw will  confirm the details of the secondment to the Employee Relations team, who will  then cascade the details to store \u003C\u002Fli>\n\u003C\u002Fol>\n\u003Ch3>Secondment Processes \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>Usdaw will give stores at least 4 weeks’  notice of secondment arrangements, including proposed dates of when the  secondment will begin and end. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Before the secondment begins, the rep will  attend a meeting with their Personnel Manager (Store Manager in Express) to  confirm: \u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> The outline of the  programme \u003C\u002Fli>\n  \u003Cli> The agreed start and end date \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Any agreed days they will be returning to  work, for example key trading periods or non-secondment days \u003C\u002Fli>\n  \u003Cli> Any pre-booked  holidays which fall within the secondment period \u003C\u002Fli>\n  \u003Cli> Supporting Your Attendance  and Holiday policies for during the secondment \u003C\u002Fli>\n  \u003Cli>How the rep wishes to be  contacted during the secondment, for example by phone, email or coming into the  store for a meeting \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>Before the  secondment is due to end, the Personnel Manager (Store Manager in Express) and  rep should meet to confirm: \u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Arrangements for return to store \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> The shifts to be worked in their first week  back - Personnel Managers\u002FStore Managers and reps may agree to change these for  the first week so that the rep can work alongside a team member \u003C\u002Fli>\n  \u003Cli> What training  is required before the rep begins working on their department, such as legal  and departmental training \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>What meetings the rep will attend to welcome  them back to the store, such as the weekly managers’ meeting or Team 5 \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Supporting Your Attendance  and Holidays \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>During the secondment, normal Supporting Your  Attendance and Holidays policies and procedures will apply. For authorised and  unauthorised absences where leave is paid (such as sickness, bereavement leave,  holidays, bank holidays, etc.), Usdaw will pay if the day falls on a secondment  day. If the rep was due to be in store that day, the store will pay the leave. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Time in Lieu \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Any  time in lieu accrued during the secondment should be taken before the  secondment ends. This cannot be taken once the rep returns to store.\u003Cbr clear=\"all\">\n\u003C\u002Fp>\n\u003Ch3>3. STAND-DOWN \u003C\u002Fh3>\n\u003Cp>Throughout the  year, in-store reps may be appointed to the Union as specialist recruitment  reps. This is referred to as ‘stand-down’. \u003C\u002Fp>\n\u003Ch3>The Usdaw  Stand-Down Rep \u003C\u002Fh3>\n\u003Cp>\u003Cstrong>The  role \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Usdaw Stand-Down Reps are appointed to be  specialist recruitment and organising reps across a division of the Union.  Stand-Down Reps work on organising recruitment campaigns within a number of  stores. Their role is to visit Tesco stores within the division and recruit new  members. They also help to identify potential Usdaw Reps, and offer coaching  and support to new and existing Usdaw Reps. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Stand-Down Reps: \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Recruit members at new  starter inductions (see Booklet 6: Facilities for Usdaw) \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Recruit and organise members in stores where  a need has been identified \u003C\u002Fli>\n  \u003Cli> Identify potential Usdaw Reps \u003C\u002Fli>\n  \u003Cli> Assist Usdaw Reps  in organising their stores \u003C\u002Fli>\n  \u003Cli> Coach,  encourage and support new and existing reps \u003C\u002Fli>\n  \u003Cli> Work on national and divisional  Usdaw recruitment campaigns \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>Each Stand-Down Rep can be seconded to Usdaw  for up to 12 weeks in any calendar year (running from 2nd January (3rd January  in Scotland) to the first contracted shift in December). The arrangements for  release and hours of stand-down are agreed between the Usdaw Area Organiser and  the Store Manager. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>During stand-down, the reps will report to the  Area Organiser. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Additional essential  qualities \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>In addition to the essential qualities for all  reps, a Stand-Down Rep should: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Be a  standing, recognised Usdaw Rep \u003C\u002Fli>\n  \u003Cli>Have  achieved high levels of membership in their own workplace \u003C\u002Fli>\n  \u003Cli>Have an  organised workplace \u003C\u002Fli>\n  \u003Cli>Be an  effective recruiter \u003C\u002Fli>\n  \u003Cli>Have the  ability to influence and organise other Usdaw Reps \u003C\u002Fli>\n  \u003Cli>Have  shown a strong capability for coaching and developing new reps \u003C\u002Fli>\n  \u003Cli>Be willing to work hours that suit the  programme.\u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>The selection process\u003Cbr clear=\"all\">\n\u003C\u002Fh3>\n\u003Col>\n  \u003Cli>Usdaw is entitled to  approximately 100,000 hours of stand-down time nationally each year. This is  equivalent to approximately 48 weeks stand-down time per group\u002Farea. \u003C\u002Fli>\n  \u003Cli>Usdaw divides this time up and allocates it  to each of its seven divisions as appropriate. \u003C\u002Fli>\n  \u003Cli>  Area  Organisers will identify prospective stand-Down Reps, based on their  recruitment abilities. Release will be agreed with the store Manager and  personnel Manager.\n  \u003C\u002Fli>\n  \u003Cli>The relevant Usdaw Deputy Divisional Officer will check  the programme and get final approval from Usdaw's Deputy General secretary. \u003C\u002Fli>\n  \u003Cli>The  details of the programme will then be confirmed with the store, including start  and end date. stores will be given at least four weeks' notice of release.\u003C\u002Fli>\n\u003C\u002Fol>\n\u003Cp>\u003Cstrong>Release \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Reps can be stood-down for up to 12 weeks in any  one year. The 12 weeks do not have to be consecutive. If Usdaw wishes to extend  this, it must be discussed and agreed by the Store Manager, Personnel Manager  and Usdaw Area Organiser\u002FDeputy Divisional Officer. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Each store may  only have one rep on stand-down at any one time. Where stores are able to  accommodate additional numbers of reps on stand-down, this may be agreed  locally, in particular to support Usdaw’s National Membership Weeks* \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>*Usdaw runs a number  of National Membership Weeks during the year, details of which are published in  advance. Tesco will support release of additional Stand-Down Reps during these  weeks, where stores are able to accommodate this. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Stand-Down Reps will return to  their store for the following key trading periods: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Christmas: First contracted shift in December  to 2nd January (3rd January for Scotland) \u003C\u002Fli>\n  \u003Cli>Easter: Wednesday before Good Friday (if a  contracted shift) to Wednesday after Easter Monday \u003C\u002Fli>\n  \u003Cli>Bank  Holidays: Friday before the bank holiday (if a contracted shift) to Tuesday  after the bank holiday \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp align=\"left\">A rep may not complete  Academy 1 or 2 in the same year as being on stand-down, except in the instance  where the stand-down period has been four weeks or less. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp align=\"left\">Whilst a rep is on stand-down, their job must  be kept open. The store will receive the required payroll to cover the rep’s  hours for the duration of stand-down. This payment will come from Tesco’s  office. \u003C\u002Fp>\n\u003Ch3>Stand-Down Processes \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>Before  stand-down begins, the rep will attend a meeting with their Personnel Manager  (Store Manager in Express) to discuss: \u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> The details of the  programme \u003C\u002Fli>\n  \u003Cli> The agreed start and end date \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Any days they will be  returning to work, for example key trading periods or non stand-down days \u003C\u002Fli>\n  \u003Cli> Any  pre-booked holidays \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Details for contacting them during the  secondment \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>Reps must attend  a Christmas Working Arrangements meeting when they are due with their manager,  to agree with the store their working arrangements over Christmas and New Year. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Supporting Your Attendance and  Holidays \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>During  stand-down, normal Supporting Your Attendance and Holidays policies and  procedures will apply. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>For authorised and unauthorised absences where  leave is paid (such as sickness, bereavement leave, holidays, bank holidays,  etc.), Usdaw will pay if the day falls on a stand-down day. If the rep was due  to be in store that day, the store will pay the leave. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Time in Lieu \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Any  time in lieu accrued during the period of stand-down should be taken before  stand-down ends. This cannot be taken once the rep returns to store. \u003C\u002Fp>\n\u003Ch3>GUIDELINES FOR TIME OUT  OF STORE FOR  STAND-DOWN AND SECONDED REPS\u003C\u002Fh3>\n\n\u003Cp align=\"left\">Stores may  release the below number of reps at any one time, subject to agreement between  the Store Manager and Area Organiser: \u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Express, Metro and Homeplus stores: No more  than one rep on either stand-down or a secondment at any one time \u003C\u002Fli>\n  \u003Cli> Superstores  with up to 150 colleagues: No more than two reps out of store at any one time.  This should be one rep on stand-down and the other on a secondment \u003C\u002Fli>\n  \u003Cli>Superstores with over 150 colleagues, Extra stores and Customer Fulfilment centres:  No more than three reps out of store\u002Fcentre at any one time. This should be one  rep on stand-down plus two reps on secondment \u003C\u002Fli>\n  \u003Cli> Reps may not attend Academy 1  or 2 and be on stand-down in the same 12 month period, except in the instance  where the stand-down period has been four weeks or less. \u003C\u002Fli>\n\u003C\u002Ful>\n\nThe above is subject to agreement by the Store  Manager. In certain circumstances, the store may not be able to release the  maximum number of reps; however, every effort will be made to support release  wherever possible.\n\u003Ch2>Training  for Representatives \u003C\u002Fh2>\n\u003Ch3>INTRODUCTION\u003Cbr>\n\u003C\u002Fh3>\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-TRAINING_trigger\">\u003Cp>Tesco and Usdaw are committed to developing  the knowledge and skills of all reps so that they can realise their full  potential and support other colleagues. In this section, the training and  courses available to all reps are outlined. \u003C\u002Fp>\u003C\u002Fdiv>\n\u003Ch3>NEWLY  APPOINTED REPS \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>In order to  ensure that all new reps receive the support they need in the early stages of  their appointment, an induction plan will be put in place: \u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\" width=\"100%\">\n  \u003Ccolgroup>\u003Ccol width=\"189\">\n  \u003Ccol width=\"204\">\n  \u003Ccol width=\"135\">\n  \u003Ccol width=\"199\">\n  \u003Ccol width=\"195\">\n  \u003Ccol width=\"240\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd width=\"189\">\u003Cdiv align=\"center\">\u003Cstrong>Induction\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"204\">\u003Cdiv align=\"center\">\u003Cstrong>When &    Duration\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"135\">\u003Cdiv align=\"center\">\u003Cstrong>Where\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"199\">\u003Cdiv align=\"center\">\u003Cstrong>Tutor\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"195\">\u003Cdiv align=\"center\">\u003Cstrong>Facilities\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"240\">\u003Cdiv align=\"center\">\u003Cstrong>Content\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"5\" width=\"189\">Forum Rep Induction\u003C\u002Ftd>\n    \u003Ctd rowspan=\"5\" width=\"204\">Upon appointment \u003Cbr>\u003Cbr>Up to an hour\u003C\u002Ftd>\n    \u003Ctd rowspan=\"5\" width=\"135\">In store (or training centre in Convenience)\u003C\u002Ftd>\n    \u003Ctd rowspan=\"5\" width=\"199\">Personnel Manager (or Training Manager in Convenience)\u003C\u002Ftd>\n    \u003Ctd rowspan=\"5\" width=\"195\">\u003Cstrong>Travel: \u003C\u002Fstrong>\u003Cbr>Paid by Tesco store (where applicable) \u003Cbr>\u003Cbr>\n    \u003Cstrong>Accom:\u003C\u002Fstrong> \u003Cbr>N\u002FA \u003Cbr>\u003Cbr>\n    \u003Cstrong>Release:\u003C\u002Fstrong> \u003Cbr>Paid by Tesco store\u003C\u002Ftd>\n    \u003Ctd rowspan=\"5\" width=\"240\">Welcome to the role Go through Forum Rep Folder \u003Cbr>Agree training    plan\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"6\" width=\"189\">Usdaw Rep Induction\u003C\u002Ftd>\n    \u003Ctd rowspan=\"6\" width=\"204\">Within 4 weeks of appointment \u003Cbr>\u003Cbr>Up to 4 hours\u003C\u002Ftd>\n    \u003Ctd rowspan=\"6\" width=\"135\">In store\u003C\u002Ftd>\n    \u003Ctd rowspan=\"6\" width=\"199\">Area Organiser or another experienced rep, as agreed by the    Personnel Manager and Area Organiser. \u003Cbr>\u003Cbr>Includes a 30 minute session with the    Store Manager and\u002F or the Personnel Manager\u003C\u002Ftd>\n    \u003Ctd rowspan=\"6\" width=\"195\">\u003Cstrong>Travel:\u003C\u002Fstrong> \u003Cbr>N\u002FA \u003Cstrong>\u003Cbr>\u003Cbr>Accom:\u003C\u002Fstrong> \u003Cbr>N\u002FA \u003Cstrong>\u003Cbr>\u003Cbr>Release: \u003C\u002Fstrong>\u003Cbr>Paid by Tesco store\u003C\u002Ftd>\n    \u003Ctd rowspan=\"6\" width=\"240\">The Partnership Agreement \u003Cbr>Role of the rep Recruitment \u003Cbr>Policies and    procedures Usdaw Rep pack \u003Cbr>Where to get help and support \u003Cbr>Ways of working    Training and development plan \u003Cbr>At the Induction, the Area Organiser and    Personnel Manager agree release for the rep to attend Training Part 1.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"6\" width=\"189\">Usdaw Health & Safety Rep    Induction\u003C\u002Ftd>\n    \u003Ctd rowspan=\"6\" width=\"204\">Within 4 weeks of appointment \u003Cbr>\u003Cbr>Up to 4 hours\u003C\u002Ftd>\n    \u003Ctd rowspan=\"6\" width=\"135\">In store\u003C\u002Ftd>\n    \u003Ctd rowspan=\"6\" width=\"199\">Area Organiser or another experienced rep, as agreed by the    Personnel Manager and Area Organiser. \u003Cbr>\u003Cbr>Includes a 30 minute session with the    Store Manager and\u002F or the Personnel Manager\u003C\u002Ftd>\n    \u003Ctd rowspan=\"6\" width=\"195\">\u003Cstrong>Travel: \u003C\u002Fstrong>\u003Cbr>N\u002FA \u003Cstrong>\u003Cbr>\u003Cbr>Accom: \u003C\u002Fstrong>\u003Cbr>N\u002FA \u003Cstrong>\u003Cbr>\u003Cbr>Release: \u003C\u002Fstrong>\u003Cbr>Paid by Tesco store\u003C\u002Ftd>\n    \u003Ctd rowspan=\"6\" width=\"240\">The Partnership Agreement \u003Cbr>Role of the rep Health & Safety    procedures \u003Cbr>Policies and procedures Usdaw Health & Safety Rep pack \u003Cbr>Where    to get help and support \u003Cbr>Ways of working Training and development plan \u003Cbr>At the    Induction, the Area Organiser and Personnel Manager agree release for the rep    to attend Training Part 1.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"6\" width=\"189\">Union Learning Rep Induction\u003C\u002Ftd>\n    \u003Ctd rowspan=\"6\" width=\"204\">Within 4 weeks of appointment \u003Cbr>\u003Cbr>Up to 4 hours\u003C\u002Ftd>\n    \u003Ctd rowspan=\"6\" width=\"135\">In store\u003C\u002Ftd>\n    \u003Ctd rowspan=\"6\" width=\"199\">Lifelong Learning Project Worker. \u003Cbr>\u003Cbr>Includes a 30 minute session    with the Store Manager and\u002F or the Personnel Manager\u003C\u002Ftd>\n    \u003Ctd rowspan=\"6\" width=\"195\">\u003Cstrong>Travel: \u003C\u002Fstrong>\u003Cbr>N\u002FA \u003Cstrong>\u003Cbr>\u003Cbr>Accom:\u003C\u002Fstrong> \u003Cbr>N\u002FA \u003Cstrong>\u003Cbr>\u003Cbr>Release: \u003C\u002Fstrong>\u003Cbr>Paid by Tesco store\u003C\u002Ftd>\n    \u003Ctd rowspan=\"6\" width=\"240\">The Partnership Agreement \u003Cbr>Role of the Union \u003Cbr>Learning Rep Raising    the profile of Usdaw \u003Cbr>Lifelong Learning Guide \u003Cbr>Usdaw’s rep pack \u003Cbr>Where to get    help and support \u003Cbr>Ways of working Training and development plan \u003Cbr>At the    Induction, the Area Organiser and Personnel Manager agree release for the rep    to attend Training Part 1.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Ch3>INFORMAL  LEARNING \u003C\u002Fh3>\n\u003Cp>  Usdaw Reps can also further their development  through informal learning by: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Shadowing a more experienced rep as they  carry out their duties or attend meetings \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Learning from the experience of others at  Rep Team Meetings \u003C\u002Fli>\n  \u003Cli> Seeking coaching or mentoring from a more experienced rep, their Personnel  Manager, Line\u002FTeam Manager or Area Organiser \u003C\u002Fli>\n  \u003Cli> Asking for feedback from  colleagues, the Personnel Manager or Area Organiser \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>Additionally, Usdaw offer a number of  specialist courses to aid rep development (see page 17 for more information). \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>\u003Cstrong>NOTE:\u003C\u002Fstrong> Until reps have completed the required  training, they should seek the guidance of their Personnel Manager and Area  Organiser before carrying out their duties. \u003C\u002Fp>\n\u003Ch3>OVERVIEW OF CORE TRAINING \u003C\u002Fh3>\n\u003Cp>\u003Cstrong>Forum Reps \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Core Skills \u003C\u002Fli>\n  \u003Cli> Connecting With Others \u003C\u002Fli>\n  \u003Cli> Forum  Representative workshop \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Usdaw Reps \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Core Skills \u003C\u002Fli>\n  \u003Cli> Connecting With Others \u003C\u002Fli>\n  \u003Cli> Solving Problems \u003C\u002Fli>\n  \u003Cli> Supporting Your Attendance \u003C\u002Fli>\n  \u003Cli> Moving People’s Hours \u003C\u002Fli>\n  \u003Cli> Usdaw  Rep Training Part 1 (3 days) \u003C\u002Fli>\n  \u003Cli> Usdaw Rep Training Part 2 (3 days) \u003C\u002Fli>\n  \u003Cli> Usdaw Rep  Training Part 3 (2 days) \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Usdaw Health & Safety Reps \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Core Skills \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Connecting With Others \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Managing a Safe Place to Work and Shop \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Usdaw Health & Safety Rep Training Part  1 (3 days) \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Usdaw Health & Safety Rep Training Part  2 (3 days) \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Usdaw Health & Safety Rep Training Part  3 (2 days) \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Union Learning Reps \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Core Skills \u003C\u002Fli>\n  \u003Cli> Connecting  With Others \u003C\u002Fli>\n  \u003Cli> Union Learning Rep Training Part 1 (5 days) \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Union Learning Rep Training Part 2 (5 days) \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Mobile Union Learning Reps \u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Mobile Union Learning Rep training \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Stand-down Reps \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Stand-Down Rep training \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>\u003C\u002Fh3>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-trainingprogrammes\">\u003Ch3>Tesco Training \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>Tesco provides reps with support and training  that helps them to fulfil their roles. \u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> All Forum Rep training is carried out by  Tesco and delivered by the Personnel Manager (or Training Manager in  Convenience). \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> For Usdaw Reps, Tesco provides a number of  workshops that should be completed within three months of appointment. \u003C\u002Fli>\u003C\u002Ful>\u003C\u002Fdiv>\u003Cul>\n\u003C\u002Ful>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" width=\"50%\" border=\"1\">\n  \u003Ccolgroup>\u003Ccol width=\"87\">\n  \u003Ccol width=\"64\" span=\"6\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd rowspan=\"4\" width=\"87\"> \u003C\u002Ftd>\n    \u003Ctd rowspan=\"4\" width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>Store Forum Reps\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"4\" width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>Store Director Forum Reps\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"4\" width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>National Forum Reps\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"4\" width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>Usdaw Reps\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"4\" width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>Health & Safety Reps\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"4\" width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>Union Learning Reps\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"87\">\u003Cstrong>Core Skills\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">X\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">X\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">X\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">X\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">X\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">X\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"87\">\u003Cstrong>Connecting With Others\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">X\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">X\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">X\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">X\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">X\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">X\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"87\">\u003Cstrong>Solving Problems\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">X\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"87\">\u003Cstrong>Supporting Your Attendance\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">X\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"87\">\u003Cstrong>Moving People’s Hours\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">X\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"87\">\u003Cstrong>Managing a Safe Place to Work and Shop\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">X\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"87\">\u003Cstrong>Forum Representative Workshop\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">X\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">X\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">X\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"87\">\u003Cstrong>Store Director Forum Rep training\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">X\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">X\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"87\">\u003Cstrong>National Forum Rep training\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">X\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Ch3>Overview  of Tesco Training\u003Cbr clear=\"all\">\n\u003C\u002Fh3>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\" width=\"100%\">\n  \u003Ccolgroup>\u003Ccol width=\"176\">\n  \u003Ccol width=\"224\">\n  \u003Ccol width=\"163\">\n  \u003Ccol width=\"174\">\n  \u003Ccol width=\"185\">\n  \u003Ccol width=\"284\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd width=\"176\">\u003Cdiv align=\"center\">\u003Cstrong>Course\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"224\">\u003Cdiv align=\"center\">\u003Cstrong>When\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"163\">\u003Cdiv align=\"center\">\u003Cstrong>Where\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"174\">\u003Cdiv align=\"center\">\u003Cstrong>Tutor\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"185\">\u003Cdiv align=\"center\">\u003Cstrong>Facilities\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"284\">\u003Cdiv align=\"center\">\u003Cstrong>Content\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"9\" width=\"176\">Core Skills\u003C\u002Ftd>\n    \u003Ctd rowspan=\"9\" width=\"224\">Within one month of completion of induction\u003C\u002Ftd>\n    \u003Ctd rowspan=\"9\" width=\"163\">In store (or training centre in Convenience)\u003C\u002Ftd>\n    \u003Ctd rowspan=\"9\" width=\"174\">Personnel Manager (or Training Manager in Convenience)\u003C\u002Ftd>\n    \u003Ctd rowspan=\"9\" width=\"185\">\u003Cstrong>Travel:\u003C\u002Fstrong> Paid by Tesco store (where applicable) \u003Cbr>\n    \u003Cstrong>Accom:\u003C\u002Fstrong> N\u002FA \u003Cbr>\n    \u003Cstrong>Release:\u003C\u002Fstrong> Paid by Tesco store\u003C\u002Ftd>\n    \u003Ctd rowspan=\"9\" width=\"284\">Covers: \u003Cbr>Emotional Cycle of Change \u003Cbr>Effective Meeting Management    \u003Cbr>Problem Solving Together \u003Cbr>Rapid Action Teams \u003Cbr>Plan Do Review \u003Cbr>Root Cause    Analysis \u003Cbr>Responsible, Accountable, Consult, Inform \u003Cbr>Collaboration \u003Cbr>Empathy    \u003Cbr>Innovation \u003Cbr>Resilience \u003Cbr>Responsiveness \u003Cbr>These Core Skills help colleagues to    understand our common processes and enable us to work together more    effectively. They also describe the key behaviours that reflect our Values    and Core Purpose.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"4\" width=\"176\">Connecting With Others\u003C\u002Ftd>\n    \u003Ctd rowspan=\"4\" width=\"224\">Within one month of completion of induction\u003C\u002Ftd>\n    \u003Ctd rowspan=\"4\" width=\"163\">In store or on the group\u002F cluster\u003C\u002Ftd>\n    \u003Ctd rowspan=\"4\" width=\"174\">Personnel Manager (or Training Manager in Convenience)\u003C\u002Ftd>\n    \u003Ctd rowspan=\"4\" width=\"185\">\u003Cstrong>Travel: \u003C\u002Fstrong>Paid by Tesco store (where applicable)    \u003Cbr>\u003Cstrong>Accom: \u003C\u002Fstrong>N\u002FA \u003Cbr>\n    \u003Cstrong>Release: \u003C\u002Fstrong>Paid by Tesco store\u003C\u002Ftd>\n    \u003Ctd rowspan=\"4\" width=\"284\">How to be more self aware \u003Cbr>How to manage your impact on others \u003Cbr>How    to connect and build trust-based relationships \u003Cbr>Know your personal values and    be true to them at work\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"5\" width=\"176\">Solving Problems\u003C\u002Ftd>\n    \u003Ctd rowspan=\"5\" width=\"224\">Within 3 months of appointment\u003C\u002Ftd>\n    \u003Ctd rowspan=\"5\" width=\"163\">In store or on the group\u002F cluster\u003C\u002Ftd>\n    \u003Ctd rowspan=\"5\" width=\"174\">Personnel Manager (or Training Manager in Convenience)\u003C\u002Ftd>\n    \u003Ctd rowspan=\"5\" width=\"185\">\u003Cstrong>Travel:\u003C\u002Fstrong> Paid by Tesco store (where applicable) \u003Cbr>\u003Cstrong>Accom: \u003C\u002Fstrong>N\u002FA \u003Cbr>\u003Cstrong>Release: \u003C\u002Fstrong>Paid by Tesco store\u003C\u002Ftd>\n    \u003Ctd rowspan=\"5\" width=\"284\">Overview of the Solving Problems process \u003Cbr>\n    The grievance procedure    \u003Cbr>The disciplinary procedure \u003Cbr>The appeals process \u003Cbr>Note-taking\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"8\" width=\"176\">Supporting Your Attendance\u003C\u002Ftd>\n    \u003Ctd rowspan=\"8\" width=\"224\">Within 3 months of appointment\u003C\u002Ftd>\n    \u003Ctd rowspan=\"8\" width=\"163\">In store or on the group\u002F cluster\u003C\u002Ftd>\n    \u003Ctd rowspan=\"8\" width=\"174\">Personnel Manager (or Training Manager in Convenience)\u003C\u002Ftd>\n    \u003Ctd rowspan=\"8\" width=\"185\">\u003Cstrong>Travel:\u003C\u002Fstrong> Paid by Tesco store (where applicable) \u003Cbr>\u003Cstrong>Accom: \u003C\u002Fstrong>N\u002FA \u003Cbr>\u003Cstrong>Release:\u003C\u002Fstrong> Paid by Tesco store\u003C\u002Ftd>\n    \u003Ctd rowspan=\"8\" width=\"284\">\u003Cp>Helps colleagues to understand the SYA processes, including:      \u003C\u002Fp>\n      \u003Cul>\n        \u003Cli>Reasons for absence \u003C\u002Fli>\n        \u003Cli> The notification process \u003C\u002Fli>\n        \u003Cli>    Welcome Back Meetings \u003C\u002Fli>\n        \u003Cli> The Attendance Review Investigation process    \u003C\u002Fli>\n        \u003Cli> Mitigating circumstances \u003C\u002Fli>\n        \u003Cli> The Equality Act \u003C\u002Fli>\n        \u003Cli> The    disciplinary process for absence\u003C\u002Fli>\n      \u003C\u002Ful>      \u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"3\" width=\"176\">Moving People’s Hours\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"224\">Within 3 months of appointment\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"163\">In store or on the group\u002F cluster\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"174\">Personnel Manager (or Training Manager in Convenience)\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"185\">\u003Cstrong>Travel:\u003C\u002Fstrong> Paid by Tesco store (where applicable) \u003Cbr>\u003Cstrong>Accom:\u003C\u002Fstrong> N\u002FA \u003Cbr>\u003Cstrong>Release: \u003C\u002Fstrong>Paid by Tesco store\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"284\">Roles and responsibilities in Moving People’s Hours \u003Cbr>Understanding    Ideal Schedules \u003Cbr>Moving people’s hours in a values led way \u003Cbr>\n    How to deliver the    changes \u003Cbr>How to align department schedules \u003Cbr>Understanding the policy and    documentation\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"3\" width=\"176\">Managing a Safe Place to Work & Shop\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"224\">Within 3 months of appointment\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"163\">In store or on the group\u002F cluster\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"174\">Compliance Manager (Training Manager in Convenience)\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"185\">\u003Cstrong>Travel: \u003C\u002Fstrong>Paid by Tesco store (where applicable) \u003Cbr>\u003Cstrong>Accom: \u003C\u002Fstrong>N\u002FA \u003Cbr>\u003Cstrong>Release:\u003C\u002Fstrong> Paid by Tesco store\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"284\">How we manage Health and Safety Accident costs, investigations and    reporting Fire safety\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"3\" width=\"176\">Forum Rep Workshop\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"224\">Within one month of completion of induction\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"163\">In store or on the group\u002F cluster\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"174\">Personnel Manager (or Training Manager in Convenience)\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"185\">\u003Cstrong>Travel: \u003C\u002Fstrong>Paid by Tesco store (where applicable) \u003Cbr>\u003Cstrong>Accom: \u003C\u002Fstrong>N\u002FA \u003Cbr>\u003Cstrong>Release: \u003C\u002Fstrong>Paid by Tesco store\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"284\">The Partnership Agreement \u003Cbr>The Forum Process \u003Cbr>Roles and    responsibilities of a Forum Rep\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"8\" width=\"176\">Store Director Forum Rep    training\u003C\u002Ftd>\n    \u003Ctd rowspan=\"8\" width=\"224\">At the first Store Director Forum\u003C\u002Ftd>\n    \u003Ctd rowspan=\"8\" width=\"163\">At the Store Director Forum\u003C\u002Ftd>\n    \u003Ctd rowspan=\"8\" width=\"174\">Group Personnel Manager and\u002For Lead Personnel Manager, and Lead    Area Organiser\u003C\u002Ftd>\n    \u003Ctd rowspan=\"8\" width=\"185\">\u003Cstrong>Travel: \u003C\u002Fstrong>Paid by Tesco store \u003Cbr>\u003Cstrong>Accom:\u003C\u002Fstrong> N\u002FA \u003Cbr>\u003Cstrong>Release:\u003C\u002Fstrong> Paid by Tesco    store\u003C\u002Ftd>\n    \u003Ctd rowspan=\"8\" width=\"284\">Overview of the role \u003Cbr>The aims of the Store Director Forum \u003Cbr>Who they    represent \u003Cbr>Preparing for the Store Director Forum \u003Cbr>The escalation and feedback    process \u003Cbr>Supporting National Forum Rep elections \u003Cbr>Working together \u003Cbr>Help and    support\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"10\" width=\"176\">National Forum Rep training\u003C\u002Ftd>\n    \u003Ctd rowspan=\"10\" width=\"224\">At the first National Forum\u003C\u002Ftd>\n    \u003Ctd rowspan=\"10\" width=\"163\">At the National Forum\u003C\u002Ftd>\n    \u003Ctd rowspan=\"10\" width=\"174\">The UK Employee Relations Manager with support from Usdaw’s    National Officer\u003C\u002Ftd>\n    \u003Ctd rowspan=\"10\" width=\"185\">\u003Cstrong>Travel: \u003C\u002Fstrong>50% paid by Tesco office, 50% paid by Usdaw \u003Cbr>\u003Cstrong>Accom: \u003C\u002Fstrong>50%    paid by Tesco office, 50% paid by Usdaw \u003Cbr>\u003Cstrong>Release: \u003C\u002Fstrong>Paid by Tesco store\u003C\u002Ftd>\n    \u003Ctd rowspan=\"10\" width=\"284\">Overview of the role \u003Cbr>The aims of the National Forum \u003Cbr>Who they    represent \u003Cbr>Preparing for the National Forum \u003Cbr>The escalation and feedback    process \u003Cbr>Working Parties \u003Cbr>Collective responsibilities \u003Cbr>The Pay Review process    \u003Cbr>Working together \u003Cbr>Help and support\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Ch3>Usdaw  Training \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>Usdaw provides reps with training that gives  them the knowledge and skills to deliver their role. The training is in  addition to the core training offered by Tesco. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Release  for training \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>As part of the induction process for all Usdaw  Reps, Health & Safety Reps and Union Learning Reps, the Area Organiser and  Personnel Manager agree release for reps to attend Part 1 of the training  courses. In Express, this would be agreed between the Area Organiser and the  person conducting the induction, which will be either the Personnel Manager or  the Training Manager. The agreement for release is then followed-up in writing  to the store. The Personnel Manager (Store Manager in Express) should: \u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Give a copy of the letter to the department  manager, to ensure rotas reflect this \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Give a copy of  the letter to the Wages Clerk (Manager or Admin Assistant in Express) \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Give a copy to the rep, so that they are  clear of the dates of the courses \u003C\u002Fli>\n  \u003Cli> File the original copy on the colleague’s  Personnel File \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>At the Review Meeting, which takes place with the Area  Organiser and the rep following Part 1 training, release for Part 2 and Part 3  (where applicable) is discussed. This is then confirmed with the Personnel  Manager (Store Manager in Express).\u003C\u002Fp>\n\u003Cp>In order to support our colleagues when they are  off work sick, we would not expect them to carry out work-related tasks for  Tesco. It would not be seen as appropriate for a colleague to attend any  training courses whilst off sick, unless these were part of an agreed Support  Plan to facilitate their return to work.\u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\" width=\"100%\">\n  \u003Ccolgroup>\u003Ccol width=\"141\">\n  \u003Ccol width=\"163\">\n  \u003Ccol width=\"140\">\n  \u003Ccol width=\"125\">\n  \u003Ccol width=\"153\">\n  \u003Ccol width=\"219\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd width=\"141\">\u003Cdiv align=\"center\">\u003Cstrong>Course\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"163\">\u003Cdiv align=\"center\">\u003Cstrong>When &    Duration\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"140\">\u003Cdiv align=\"center\">\u003Cstrong>Where\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"125\">\u003Cdiv align=\"center\">\u003Cstrong>Tutor\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"153\">\u003Cdiv align=\"center\">\u003Cstrong>Facilities\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"219\">\u003Cdiv align=\"center\">\u003Cstrong>Content\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Usdaw Rep    Part 1 Training - ‘Introductory Course’\u003C\u002Ftd>\n    \u003Ctd width=\"163\">Within    3 months of appointment\u003Cbr>\n      \u003Cbr>3 days\u003C\u002Ftd>\n    \u003Ctd>Local to area\u003C\u002Ftd>\n    \u003Ctd width=\"125\">Usdaw      Training \n      Officer\u003C\u002Ftd>\n    \u003Ctd width=\"153\">\u003Cstrong>Travel:\u003C\u002Fstrong>\u003Cbr>\n      Paid by Usdaw \u003Cbr>\u003Cstrong>Accom:\u003C\u002Fstrong>\u003Cbr>\n      Every effort will be made to minimise overnight accommodation; however, if    needed, paid centrally by Tesco \u003Cbr>\u003Cstrong>Release:\u003C\u002Fstrong>\u003Cbr>\n      Paid by Tesco store\u003C\u002Ftd>\n    \u003Ctd width=\"219\">Union    aims and values The Partnership Agreement Recruitment\u003Cbr>\n      Representing people through Tesco policies and procedures\u003Cbr>\n      The role of the rep, including managing change\u003Cbr>\n      The Forum process\u003Cbr>\n      Facilities available\u003Cbr>\n      Supporting Your Attendance\u003Cbr>\n      Usdaw services and benefits\u003Cbr>\n      Organising your workplace\u003Cbr>\n      Contacts and sources of information\u003Cbr>\n      \u003Cbr>Skills:\u003Cbr>\n      Questioning\u003Cbr>\n      Presentation\u003Cbr>\n      Assertiveness\u003Cbr>\n      Listening and communicating Note-taking\u003Cbr>\n      Managing information and confidentiality Representation\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Usdaw Rep    Part 2 Training Course\u003C\u002Ftd>\n    \u003Ctd width=\"163\">Within    6 months of completing Parti Training\u003Cbr>\n      \u003Cbr>3 days\u003C\u002Ftd>\n    \u003Ctd>Local to area\u003C\u002Ftd>\n    \u003Ctd width=\"125\">Usdaw      Training \n      Officer\u003C\u002Ftd>\n    \u003Ctd width=\"153\">\u003Cstrong>Travel:\u003C\u002Fstrong>\u003Cbr>\n      Paid by Usdaw \u003Cbr>\u003Cstrong>Accom:\u003C\u002Fstrong>\u003Cbr>\n      Every effort will be made to minimise overnight accommodation; however, if    needed, paid centrally by Tescof\u003Cbr>\u003Cstrong> Release:\u003C\u002Fstrong>\u003Cbr>\n      Paid by Tesco store\u003C\u002Ftd>\n    \u003Ctd width=\"219\">Introduction    to Employment Law Representing people through Tesco policies and    procedures\u003Cbr>\n      Supporting Your Attendance\u003Cbr>\n      The role of the rep in developing other reps\u003Cbr>\n      Rep team building\u003Cbr>\n      The Forum process\u003Cbr>\n      Equalities\u003Cbr>\n      Organising your workplace\u003Cbr>\n      \u003Cbr>Skills:\u003Cbr>\n      Coaching\u003Cbr>\n      Facilitation\u003Cbr>\n      Influencing\u003Cbr>\n      Listening and communication Presentation\u003Cbr>\n      Working with managers effectively\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Usdaw Rep    Part 3 Training Course\u003C\u002Ftd>\n    \u003Ctd width=\"163\">Within    6 weeks of completing Part 2 Training\u003Cbr>\n      \u003Cbr>2 days\u003C\u002Ftd>\n    \u003Ctd>Local to area\u003C\u002Ftd>\n    \u003Ctd width=\"125\">Usdaw      Training \n      Officer \u003C\u002Ftd>\n    \u003Ctd width=\"153\">\u003Cstrong>Travel:\u003C\u002Fstrong>\u003Cbr>\n      Paid by Usdaw \u003Cbr>\u003Cstrong>Accom:\u003C\u002Fstrong>\u003Cbr>\n      Every effort will be made to minimise overnight accommodation; however, if    needed, paid centrally by Tescof \u003Cbr>\u003Cstrong>Release:\u003C\u002Fstrong>\u003Cbr>\n      Paid by Tesco store\u003C\u002Ftd>\n    \u003Ctd width=\"219\">Rep    team building\u003Cbr>\n      Recruitment at new starter inductions \u003Cbr>Workers’ rights \u003Cbr>Planning campaigns    \u003Cbr>Designing surveys\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003C\u002Ftr>\u003Ctr>\u003Ctd>Usdaw Health    & Safety Rep Part 1 Training -‘Introductory Course’\u003C\u002Ftd>\n    \u003Ctd width=\"163\">Within    3 months of appointment\u003Cbr>\n      \u003Cbr>3 days\u003C\u002Ftd>\n    \u003Ctd>Local to area\u003C\u002Ftd>\n    \u003Ctd width=\"125\">Usdaw      Training \n      Officer \u003C\u002Ftd>\n    \u003Ctd width=\"153\">\u003Cstrong>Travel:\u003C\u002Fstrong>\u003Cbr>\n      Paid by Usdaw \u003Cbr>\u003Cstrong>Accom:\u003C\u002Fstrong>\u003Cbr>\n      Every effort will be made to minimise overnight accommodation; however, if    needed, paid centrally by Tescof\u003Cbr>\u003Cstrong> Release:\u003C\u002Fstrong>\u003Cbr>\n      Paid by Tesco store\u003C\u002Ftd>\n    \u003Ctd width=\"219\">\u003Cdiv class=\"cbaClause highlight\" id=\"clause-healthandsafetytraining\">Union    aims and values\u003Cbr>\n      The Partnership Agreement\u003Cbr>\n      Health & Safety and the law\u003Cbr>\n      Safety inspections and risk assessments\u003Cbr>\n      Investigating accidents\u003Cbr>\n      Health and safety in the Forum\u003Cbr>\n      Representing people through the Health and Safety\u003Cbr>\n      procedures\u003Cbr>\n      The role of the rep\u003Cbr>\n      Facilities available\u003Cbr>\n      Usdaw services and benefits\u003Cbr>\n      Contacts and sources of information\u003Cbr>\u003C\u002Fdiv>\n      \u003Cbr>Skills:\u003Cbr>\n      Questioning\u003Cbr>\n      Presentation\u003Cbr>\n      Assertiveness\u003Cbr>\n      Listening and communication Note-taking\u003Cbr>\n      Managing information and confidentiality\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Usdaw Health    & Safety Rep Part 2 Training\u003C\u002Ftd>\n    \u003Ctd width=\"163\">Within    6 months of completing Parti Training\u003Cbr>\n      \u003Cbr>3 days\u003C\u002Ftd>\n    \u003Ctd>Local to area\u003C\u002Ftd>\n    \u003Ctd width=\"125\">Usdaw      Training \n      Officer\u003C\u002Ftd>\n    \u003Ctd width=\"153\">\u003Cstrong>Travel:\u003C\u002Fstrong>\u003Cbr>\n      Paid by Usdaw \u003Cbr>\u003Cstrong>Accom:\u003C\u002Fstrong>\u003Cbr>\n      Every effort will be made to minimise overnight accommodation; however, if    needed, paid centrally by Tescof \u003Cbr>\u003Cstrong>Release:\u003C\u002Fstrong>\u003Cbr>\n      Paid by Tesco store\u003C\u002Ftd>\n    \u003Ctd width=\"219\">Further    Health and Safety Law\u003Cbr>\n      Tesco safety policies and routines\u003Cbr>\n      Effective Usdaw organisation for health and safety.\u003Cbr>\n      \u003Cbr>Skills:\u003Cbr>\n      Coaching\u003Cbr>\n      Facilitation\u003Cbr>\n      Influencing\u003Cbr>\n      Listening and communication Presentation\u003Cbr>\n      Working with managers effectively\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Usdaw Health    & Safety Rep Part 3 Training\u003C\u002Ftd>\n    \u003Ctd width=\"163\">Within    6 weeks of completing Part 2 Training\u003Cbr>\n      \u003Cbr>2 days\u003C\u002Ftd>\n    \u003Ctd>Local to area\u003C\u002Ftd>\n    \u003Ctd width=\"125\">Usdaw \n      Training \n      Officer\u003C\u002Ftd>\n    \u003Ctd width=\"153\">\u003Cstrong>Travel:\u003C\u002Fstrong>\u003Cbr>\n      Paid by Usdaw \u003Cbr>\u003Cstrong>Accom:\u003C\u002Fstrong>\u003Cbr>\n      Every effort will be made to minimise overnight accommodation; however, if    needed, paid centrally by Tescof \u003Cbr>\u003Cstrong>Release:\u003C\u002Fstrong>\u003Cbr>\n      Paid by Tesco store\u003C\u002Ftd>\n    \u003Ctd width=\"219\">Health    and Safety Law \u003Cbr>Accidents at work \u003Cbr>Organising your workplace \u003Cbr>Planning campaigns\u003C\u002Ftd>\u003C\u002Ftr>\u003Ctr>\u003Ctd width=\"219\">\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Union    Learning Rep Part 1 Training\u003C\u002Ftd>\n    \u003Ctd width=\"163\">Within    3 months of appointment\u003Cbr>\n      \u003Cbr>5 days\u003C\u002Ftd>\n    \u003Ctd>Local to area\u003C\u002Ftd>\n    \u003Ctd width=\"125\">TUC    Tutor or Usdaw Training Officer\u003C\u002Ftd>\n    \u003Ctd width=\"153\">\u003Cstrong>Travel:\u003C\u002Fstrong>\u003Cbr>\n      Paid by Usdaw \u003Cbr>\u003Cstrong>Accom:\u003C\u002Fstrong>\u003Cbr>\n      Every effort will be made to minimise overnight accommodation; however, if    needed, paid centrally by Tescof \u003Cbr>\u003Cstrong>Release:\u003C\u002Fstrong>\u003Cbr>\n      Paid by Tesco store\u003C\u002Ftd>\n    \u003Ctd width=\"219\">The    course prepares ULRs for the role, looking at:\u003Cbr>\n      • The role of the ULR\u003Cbr>\n      • Essential qualities and skills\u003Cbr>\n      • Statutory rights for ULRs\u003Cbr>\n      • Working within the Union structure\u003Cbr>\n      • Benefits of learning\u003Cbr>\n      • Barriers to learning\u003Cbr>\n      • Analysing Learning Needs\u003Cbr>\n      • Designing and producing a Learning Needs Survey\u003Cbr>\n      • Supporting Learners\u003Cbr>\n      • Working with employers\u003Cbr>\n      • Working with Learning Providers\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Union    Learning Rep Part 2 Training\u003C\u002Ftd>\n    \u003Ctd width=\"163\">Within    6\u003Cbr>\n      months of\u003Cbr>\n      appointment\u003Cbr>\n      and after\u003Cbr>\n      successful\u003Cbr>\n      completion\u003Cbr>\n      of\u003Cbr>\n      Introductory\u003Cbr>\n      Course\u003Cbr>\n      \u003Cbr>5 days\u003C\u002Ftd>\n    \u003Ctd>Local to area\u003C\u002Ftd>\n    \u003Ctd width=\"125\">TUC      Tutor or\u003Cbr>\n      Usdaw \n      Training \n      Officer\u003C\u002Ftd>\n    \u003Ctd width=\"153\">\u003Cstrong>Travel:\u003C\u002Fstrong>\u003Cbr>\n      Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Accom:\u003C\u002Fstrong>\n      Every effort will be made\n      to minimise overnight\n      accommodation;\n      however, if needed, paid\n      centrally by Tescof\u003Cbr>\n      \u003Cstrong>Release:\u003C\u002Fstrong>\u003Cbr>\n      Paid byTesco store\u003C\u002Ftd>\n    \u003Ctd width=\"219\">The    course provides a follow on from the\u003Cbr>\n      Introductory Course, helping reps to further\u003Cbr>\n      develop their skills by focusing on:\u003Cbr>\n      • Data Protection\u003Cbr>\n      • Writing and delivering Learning Proposals\u003Cbr>\n      • Producing a project in an area of study relevant to their members’    learning needs\u003Cbr>\n      • Establishing formal learning agreements to embed learning in the    workplace\u003Cbr>\n      • Information, advice and guidance\u003Cbr>\n      • Developing a Trade Union approach to learning, learning initiatives and    projects\u003Cbr>\n      • Developing knowledge and skills to support members both individually and    collectively\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Stand-Down    Rep training\u003C\u002Ftd>\n    \u003Ctd width=\"163\">Within    the period of stand-down\u003C\u002Ftd>\n    \u003Ctd>Local to area\u003C\u002Ftd>\n    \u003Ctd width=\"125\">Usdaw    Training Officer or Area Organiser\u003C\u002Ftd>\n    \u003Ctd width=\"153\">\u003Cstrong>Travel:\u003C\u002Fstrong>\u003Cbr>\n      Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Accom:\u003C\u002Fstrong>\u003Cbr>\n      Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Release:\u003C\u002Fstrong>\n      Paid by Tesco store but reimbursed centrally by Usdaw\u003C\u002Ftd>\n    \u003Ctd width=\"219\">Team    building\u003Cbr>\n      Building effective networks\u003Cbr>\n      Coaching and mentoring\u003Cbr>\n      Identifying and encouraging new reps\u003Cbr>\n      Organising and planning\u003Cbr>\n      Time management\u003Cbr>\n      Recruitment skills\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Mobile Union    Learning Rep training\u003C\u002Ftd>\n    \u003Ctd width=\"163\">On-going\u003Cbr>\n      throughout\u003Cbr>\n      the\u003Cbr>\n      secondment\u003C\u002Ftd>\n    \u003Ctd>National training and    placements in Divisions\u003C\u002Ftd>\n    \u003Ctd width=\"125\">Usdaw \n      Training\u003Cbr>\n      Officer,      Life Long \n      Learning      Co-ordinator \n      or Life      Long      Learning      Project Worker\u003C\u002Ftd>\n    \u003Ctd width=\"153\">\u003Cstrong>Travel:\u003C\u002Fstrong>\u003Cbr>\n      Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Accom:\u003C\u002Fstrong>\u003Cbr>\n      Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Release:\u003C\u002Fstrong>\n      Paid by Tesco store but reimbursed centrally by\n      Usdaw\u003C\u002Ftd>\n    \u003Ctd width=\"219\">Development    training for MULRs who have completed ULR training. \u003Cbr>\u003Cbr>Training is ad hoc,    primarily focused on coaching and mentoring. \u003Cbr>\u003Cbr>May include all or some of the    following:\u003Cbr>\n      • Informal Advice and Guidance NVQ\u003Cbr>\n      • Equality and Diversity Distance Learning\u003Cbr>\n      • Project Planning\u003Cbr>\n      • IT\u003Cbr>\n      • Speaking to groups.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp>*Accommodation paid by Usdaw and  reimbursed by Tesco centrally. Booked in line \u003C\u002Fp>\n\u003Ch3>USDAW SPECIALIST TRAINING \u003C\u002Fh3>\n\u003Cp>Usdaw  provides a number of specialist training courses to help reps in their  development. Tesco recognises the importance of these courses and managers  should support with paid options where possible, such as rescheduling days off  or holiday etc. where courses are unpaid.\u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\" width=\"100%\">\n  \u003Ccolgroup>\u003Ccol width=\"167\">\n  \u003Ccol width=\"152\">\n  \u003Ccol width=\"182\">\n  \u003Ccol width=\"149\">\n  \u003Ccol width=\"141\">\n  \u003Ccol width=\"150\">\n  \u003Ccol width=\"273\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd width=\"167\">\u003Cdiv align=\"center\">\u003Cstrong>Course\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"152\">\u003Cdiv align=\"center\">\u003Cstrong>Who\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"182\">\u003Cdiv align=\"center\">\u003Cstrong>When &    Duration\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"149\">\u003Cdiv align=\"center\">\u003Cstrong>Where\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"141\">\u003Cdiv align=\"center\">\u003Cstrong>Tutor\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"150\">\u003Cdiv align=\"center\">\u003Cstrong>Facilities\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"273\">\u003Cdiv align=\"center\">\u003Cstrong>Content\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Branch    Officer’s Course\u003C\u002Ftd>\n    \u003Ctd>Branch Officers\u003C\u002Ftd>\n    \u003Ctd width=\"182\">Up    to 5 days training\u003Cbr>\n      \u003Cbr>Reps may not attend within 6 months of attending any other training or    course\u003Cbr>\n      \u003Cbr>Release agreed nationally and confirmed to stores\u003C\u002Ftd>\n    \u003Ctd>Residential venue\u003C\u002Ftd>\n    \u003Ctd>Usdaw Training    Officer\u003C\u002Ftd>\n    \u003Ctd width=\"150\">\u003Cstrong>Travel:\u003C\u002Fstrong> Paid by Usdaw \u003Cbr>\n      \u003Cstrong>Accom: \u003C\u002Fstrong>Paid by Usdaw \u003Cbr>\n      \u003Cstrong>Release:\u003C\u002Fstrong> Paid by Tesco store.\u003Cbr>\n      Nationally 20 places peryear.\u003C\u002Ftd>\n    \u003Ctd width=\"273\">Course    to prepare Branch Officers for their role.\u003Cbr>\n      Focuses on developing the communication and organisation skills of reps and    increasing understanding of branch structures.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Usdaw    Organising Academy 1\u003C\u002Ftd>\n    \u003Ctd>Selected Usdaw Reps\u003C\u002Ftd>\n    \u003Ctd width=\"182\">6    month secondment running May to November each year\u003Cbr>\n      \u003Cbr>Release agreed nationally and confirmed to stores\u003Cbr>\n      \u003Cbr>Reps can apply for a secondment of up to 40 hours\u003C\u002Ftd>\n    \u003Ctd>Training and    placements in divisions\u003C\u002Ftd>\n    \u003Ctd>Usdaw Training    Officer or Area Organiser\u003C\u002Ftd>\n    \u003Ctd width=\"150\">\u003Cstrong>Travel:  \u003C\u002Fstrong>Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Accom:\u003C\u002Fstrong> Paid by Usdaw, where applicable \u003Cbr>\n      \u003Cstrong>Release:\u003C\u002Fstrong> Paid by Tesco store but    reimbursed centrally. Nationally 30 places per year.\u003C\u002Ftd>\n    \u003Ctd width=\"273\">This    is an accredited course and reps receive a Level 2 qualification.\u003Cbr>\n      \u003Cbr>Advanced organising training and development for experienced reps, focusing    on:\u003Cbr>\n      • Usdaw’s organising strategy\u003Cbr>\n      • Identifying reps\u003Cbr>\n      • Organising workplaces\u003Cbr>\n      • 1-2-1 recruitment •Team building\u003Cbr>\n      • Inductions\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Usdaw    Organising Academy 2\u003C\u002Ftd>\n    \u003Ctd>Selected Usdaw Reps\u003C\u002Ftd>\n    \u003Ctd width=\"182\">6    month secondment running March to September each year\u003Cbr>\n      \u003Cbr>Release agreed nationally and confirmed to stores\u003Cbr>\n      \u003Cbr>Reps can apply for a secondment of up to 40 hours\u003C\u002Ftd>\n    \u003Ctd>National Residential    training and placements in divisions\u003C\u002Ftd>\n    \u003Ctd>Usdaw Training    Officer or Area Organiser\u003C\u002Ftd>\n    \u003Ctd width=\"150\">\u003Cstrong>Travel: \u003C\u002Fstrong>Paid by Usdaw \u003Cbr>\n      \u003Cstrong>Accom: \u003C\u002Fstrong>Paid by Usdaw \u003Cbr>\n      \u003Cstrong>Release: \u003C\u002Fstrong>Paid by Tesco store but reimbursed centrally by Usdaw. Nationally 20 places    per year.\u003C\u002Ftd>\n    \u003Ctd width=\"273\">This    is an accredited course and reps receive a Level 3 qualification. The    training is 20 days, spread out over the 6 month secondment.\u003Cbr>\n      \u003Cbr>Advanced organising training and development for experienced reps, focusing    on:\u003Cbr>\n      • Usdaw’s organising strategy\u003Cbr>\n      • Skills and methods of organising\u003Cbr>\n      • Identifying, supporting and developing reps\u003Cbr>\n      • Planning and running successful campaigns\u003Cbr>\n      • Presentation skills •Written and verbal reports\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Ad hoc    training\u003C\u002Ftd>\n    \u003Ctd>Usdaw recognised reps\u003C\u002Ftd>\n    \u003Ctd width=\"182\">As    required, where\u003Cbr>\n      Tesco and Usdaw\u003Cbr>\n      have agreed a need\u003Cbr>\n      for additional training\u003Cbr>\n      \u003Cbr>\n      Agreed nationally\u003Cbr>\n      with Tesco and\u003Cbr>\n      Usdaw\u003C\u002Ftd>\n    \u003Ctd>At an appropriate    location, agreed by Tesco and Usdaw\u003C\u002Ftd>\n    \u003Ctd width=\"141\">Usdaw    Training Officer, TUC Tutor or Tesco specialist \u003C\u002Ftd>\n    \u003Ctd width=\"150\">\u003Cstrong>Travel: \n      \u003C\u002Fstrong>Paid by Tesco or Usdaw (depending on course)\u003Cbr>\n      \u003Cstrong>Accom:\u003C\u002Fstrong> Paid by Tesco or Usdaw (depending on course and where required) \u003Cbr>\n      \u003Cstrong>Release:\u003C\u002Fstrong> Paid by Tesco store\u003C\u002Ftd>\n    \u003Ctd width=\"273\">Content    varies depending on training needed. Training setup in response to a specific    need, for example, introduction of new legislation or policy.\u003Cbr>\n      \u003Cbr>Ad hoc courses could include:\u003Cbr>\n      • Workers’ rights\u003Cbr>\n      • Organising in the workplace \u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Summer    Schools 1st Series and 2nd Series\u003C\u002Ftd>\n    \u003Ctd width=\"152\">1st    Series: Selected Usdaw members\u003Cbr>\n      \u003Cbr>\n      2nd Series: Selected Usdaw Reps (in order to qualify for the 2nd Series,    reps must have\u003Cbr>\n      completed the 1st Series or Usdaw Organising Academy 1)\u003C\u002Ftd>\n    \u003Ctd width=\"182\">Annually,    normally during September\u003Cbr>\n      \u003Cbr>\n      Normally 7 days in duration\u003Cbr>\n      \u003Cbr>\n      Reps may not attend within 6 months of attending any other training or    course\u003Cbr>\n      \u003Cbr>\n      Release agreed nationally and confirmed to all stores\u003C\u002Ftd>\n    \u003Ctd>Residential venue\u003C\u002Ftd>\n    \u003Ctd>Usdaw Training    Officer\u003C\u002Ftd>\n    \u003Ctd width=\"150\">\u003Cstrong>Travel:\u003C\u002Fstrong> Paid by Usdaw \u003Cbr>\n      \u003Cstrong>Accom: \u003C\u002Fstrong>Paid by Usdaw \u003Cbr>\n      \u003Cstrong>Release:\u003C\u002Fstrong> Paid by Tesco store. Nationally 20 places per year for the 1st series and    20 places per year for the 2nd series.\u003C\u002Ftd>\n    \u003Ctd width=\"273\">This    is an accredited course and reps receive a Level 2 qualification for both    Summer Schools.\u003Cbr>\n      1st series:\u003Cbr>\n      Developing members’ knowledge of:\u003Cbr>\n      • Usdaw’s structure and organisation\u003Cbr>\n      • Trade unionism in a changing world\u003Cbr>\n      • Equality in the workplace\u003Cbr>\n      • Organising model\u003Cbr>\n      • Public speaking\u003Cbr>\n      • Presentation skills\u003Cbr>\n      • Campaigning Developing the following skills:\u003Cbr>\n      • Communication\u003Cbr>\n      • Problem solving\u003Cbr>\n      • Decision-making\u003Cbr>\n      • Group working\u003Cbr>\n      • Presentation \u003Cbr>2nd series:\u003Cbr>\n      This school comprises 3 topics:\u003Cbr>\n      • Women and organising\u003Cbr>\n      • Politics and organising\u003Cbr>\n      • Trade Unions and organising\u003Cbr>\n      Reps select one of the above topics to study. Training focuses on developing    the following skills:\u003Cbr>\n      • Communication\u003Cbr>\n      • Problem solving\u003Cbr>\n      • Decision making\u003Cbr>\n      • Group working\u003Cbr>\n      • Presentation\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>TUC Courses\u003C\u002Ftd>\n    \u003Ctd>Selected Usdaw Reps\u003C\u002Ftd>\n    \u003Ctd width=\"182\">Up    to 5 days training annually for reps with minimum 5 years’ experience who    have completed the Usdaw training programme\u003Cbr>\n      \u003Cbr>Reps may not attend within 6 months of attending any other training or    course\u003C\u002Ftd>\n    \u003Ctd>Local to area\u003C\u002Ftd>\n    \u003Ctd>TUC Tutor\u003C\u002Ftd>\n    \u003Ctd width=\"150\">\u003Cstrong>Travel:    \u003C\u002Fstrong>Paid by TUC Usdaw\u003Cbr>\n      \u003Cstrong>Accom:\u003C\u002Fstrong> Paid by TUC Usdaw \u003Cbr>\n      \u003Cstrong>Release:\u003C\u002Fstrong> Paid by Tesco store.\u003Cbr>\n      Nationally 10 places per year.\u003C\u002Ftd>\n    \u003Ctd width=\"273\">Courses    vary from region to region and include the following:\u003Cbr>\n      • Mental health\u003Cbr>\n      • Employment law\u003Cbr>\n      • Occupational health\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Weekend    Briefings\u003C\u002Ftd>\n    \u003Ctd>All Usdaw Reps\u003C\u002Ftd>\n    \u003Ctd width=\"182\">Held    over a weekend\u003Cbr>\n      \u003Cbr>Held as and when required\u003C\u002Ftd>\n    \u003Ctd>Local to area\u003C\u002Ftd>\n    \u003Ctd>Area Organiser, Usdaw    Training Officer, or specialist tutors if necessary\u003C\u002Ftd>\n    \u003Ctd width=\"150\">\u003Cstrong>Travel:\u003C\u002Fstrong> Paid by Usdaw \u003Cbr>\n      \u003Cstrong>Accom: \u003C\u002Fstrong>Paid by Usdaw \u003Cbr>\n      \u003Cstrong>Release: \u003C\u002Fstrong>Unpaid*\u003C\u002Ftd>\n    \u003Ctd width=\"273\">Content    varies depending on training needed. Training set up in response to a    specific need, for example, introduction of new legislation or policy.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Federation    Schools\u003C\u002Ftd>\n    \u003Ctd>All Usdaw Reps\u003C\u002Ftd>\n    \u003Ctd width=\"182\">Held    over a weekend\u003Cbr>\n      \u003Cbr>Held as and when required\u003C\u002Ftd>\n    \u003Ctd>Local to area\u003C\u002Ftd>\n    \u003Ctd>Area Organiser, Usdaw    Training Officer, or specialist tutors if necessary\u003C\u002Ftd>\n    \u003Ctd width=\"150\">\u003Cstrong>Travel:\u003C\u002Fstrong> Paid by Usdaw \u003Cbr>\n      \u003Cstrong>Accom:\u003C\u002Fstrong> Paid by Usdaw \u003Cbr>\n      \u003Cstrong>Release: \u003C\u002Fstrong>Unpaid*\u003C\u002Ftd>\n    \u003Ctd width=\"273\">Self-development    courses, which may include the following topics:\u003Cbr>\n      • Flexi-contracts\u003Cbr>\n      • Politics\u003Cbr>\n      • Sickness absence\u003Cbr>\n      • Mental health\u003Cbr>\n      • Representation in the workplace\u003Cbr>\n      • Maternity and Paternity rights\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp>*Where release is unpaid, Managers and Personnel Managers    (Store Managers in Express) should support with paid options where possible,    such as rescheduling days off or holiday. \u003C\u002Fp>\n\u003Ch2>Facilities  for Usdaw\u003C\u002Fh2>\n\u003Ch3>INTRODUCTION \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>Tesco recognises and  values the independent role Usdaw Reps have, and provides facilities to support  the work of Usdaw Reps. \u003Cbr>\n\u003C\u002Fp>\n\u003Ch3>RECRUITMENT OF USDAW MEMBERS  \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>Tesco recognises that the recruitment of new  members helps Usdaw to remain a successful organisation, able to make an  independent contribution to the Partnership. Tesco therefore provides Usdaw  with facilities to recruit new members and supports membership of Usdaw for  colleagues who choose to join. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>New Starter Inductions \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>The main focus of Usdaw’s recruitment is new  starter inductions. The Personnel Manager\u002FTraining Manager running the  induction should therefore positively endorse Usdaw’s efforts to recruit new  members at inductions as a normal part of the business. Usdaw Reps are invited  to a section of all inductions, to introduce themselves and the Union to new  starters. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Personnel  Managers\u002FTraining Managers will give Usdaw Reps at least one week’s notice of  any inductions taking place. Reps will be provided with a list of all new  starters and any membership forms that may have been completed. \u003Cbr>\n  The Usdaw Reps will decide amongst themselves  who will come along to the induction. In Express, the Training Manager will  notify the Division of any inductions and they will then arrange for someone to  cover the induction. This may be an Usdaw Rep on the group, an Usdaw Rep from  another format, an Area Organiser or a rep on Stand-Down or the Academy. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Each induction session will include a 30  minute slot on the benefits of the Partnership Agreement and Union membership.  The Personnel Manager\u002FTraining Manager should open the session, talking  positively about the benefits of the partnership between Tesco and Usdaw and  how the Union’s activity helps to support Tesco colleagues. An Usdaw Rep will  cover the remainder of the session. This may include talking about the benefits  of Usdaw membership, playing the Usdaw and Partnership Agreement sections of  the Induction DVD, distributing Usdaw information packs, responding to any  questions and handing out membership forms. Colleagues who choose to join Usdaw  will be given time to complete and return Usdaw membership forms. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Notification of New Starter Inductions \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Usdaw offices liaise with the Personnel  Manager\u002FTraining Manager via email each Monday to request details of any  planned inductions. The Personnel Manager\u002FTraining Manager should respond to confirm  this information by 12 noon Tuesday, in order that a fully trained Usdaw Rep or  Area Organiser can cover all inductions. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Once Usdaw is notified of an induction, the  Area Organiser will make arrangements to ensure the induction is covered. If  stores do not have an Usdaw Rep, the Area Organiser\u002FDeputy Divisional Officer  will make alternative arrangements. In exceptional circumstances, an Usdaw Rep  may be asked to cover an induction at a local store. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Where none of the above options are possible,  and with agreement from the Divisional Officer and Personnel Manager\u002FTraining  Manager, arrangements can be made for the induction to run with no Usdaw Rep. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>\u003Cstrong>In  this case, the Personnel Manager\u002FTraining Manager will: \u003C\u002Fstrong>\u003Cstrong>\u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Talk positively about the benefits of the  Partnership between Usdaw and Tesco \u003C\u002Fli>\n  \u003Cli>Tell colleagues who their Usdaw Reps are  and talk about the work they do on behalf of colleagues \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Play the Usdaw and Partnership Agreement  sections of the Induction DVD \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Give colleagues who choose to join Usdaw time  to complete an Usdaw membership \u003Cbr>\n    form \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Collect any completed membership forms and  hand them to the Usdaw Rep for processing \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>When a new store is due to open, Area  Organisers will be given as much notice as possible of induction sessions in  order that they can arrange cover. The format for the induction will be the  same as those in existing stores. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Area Organisers will discuss the New Starter  Induction process regularly with the Personnel Manager. At the Store Director  Forum Preparation Meeting (see Booklet 2: Our Forums), the Group Personnel  Manager\u002FLead Personnel Manager and Lead Area Organiser will address any  concerns and agree next steps. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Other recruitment opportunities \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>To assist with recruitment, the following  arrangements will apply consistently across the \u003Cbr>\n  company: \u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Usdaw membership forms will be given out with  the new starter packs. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Area Organisers,  with advance notice to Personnel Managers\u002FStore Managers, may visit stores to  talk to colleagues about the Union during their breaks. They will be provided  with reasonable facilities during their visit, for example a suitable space in  which to work. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> At times, Usdaw runs  national or divisional campaigns which are agreed at a national level with  Tesco. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Organising Officers  and Stand-Down Reps will be appointed to support recruitment and organising  initiatives. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Usdaw runs a number of National Membership Weeks during the year,  details of which are published in advance. Tesco will support release of  additional Stand-Down Reps during these weeks, where stores are able to  accommodate this. \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>Membership contributions\u003C\u002Fh3>\n\n        Members    of the Union pay a weekly subscription to Usdaw. This is deducted centrally    from a colleague’s salary through payroll, after written authorisation    (a signed membership form) has been received by the Union.\n  \n\u003Ch3>GENERAL FACILITIES \u003C\u002Fh3>\n\u003Cp>Usdaw Reps are entitled to the  following: \u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> An Usdaw  Notice Board, on which Usdaw materials can be displayed, in compliance with the  What Good Looks Like Guide \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Space to meet with a colleague to prepare for  representation \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>A secure locker or drawer to file Union  materials and documents \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Access to a  telephone - this will either be access to a telephone in the \u003Cbr>\n    Confidential Room or use of the Personnel Manager’s work phone (the  store phone in Express) \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> A  photocopier, where available \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>THE REP TEAM MEETING \u003C\u002Fh3>\n\u003Cp>  The Rep Team Meeting enables all in-store reps to get together to: \u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Share information and best practice \u003C\u002Fli>\n  \u003Cli> Plan and review Usdaw  activity \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Receive  updates or development from the Area Organiser \u003C\u002Fli>\n  \u003Cli> Receive briefings from the  Store Manager and Personnel Manage where appropriate \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>The Rep  Team Meeting is held once a month (except in December) for two hours. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Attendees \u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> All in-store Usdaw Reps \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Seconded and Stand-Down Reps may attend if this is part of their  workplan \u003C\u002Fli>\n  \u003Cli> The Area Organiser will attend where possible \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> On occasion, reps may invite the Personnel Manager and\u002For Store Manager*  to attend, to help with company briefings, discuss any issues and engage  positively with the reps \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Usdaw Reps from small stores may, where  appropriate, join the Rep Team Meeting of a local store, to create a  larger, more effective meeting \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>*In Express, with agreement from the Lead Area  Organiser, Usdaw Reps on the group may join together for the Rep Team Meeting,  or they may join the meeting of a local Metro store. They may invite  their Personnel Manager and\u002For a Store Manager to the meeting, if they’re  holding their meeting on the group. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Agenda \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>The agenda is decided by the reps, covering matters relevant to the  store (or group in Express). Items may include reviewing membership levels,  organising recruitment activity, discussing any upcoming Union activity,  reviewing Usdaw newsletters and solving any store issues. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The Area Organiser may choose to use the time to up-skill reps, for  example on representation skills, recruitment or policy changes.\u003Cbr clear=\"all\">\n  \u003Cbr>\n  At times, confidential grievance and disciplinary cases may be discussed  to share learnings and offer support and advice. This information  should be treated in the strictest confidence. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Each Rep Team  Meeting should have a chair and note-taker. The note-taker records an overview  of discussions and agreed next steps. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Scheduling meetings \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>It is important that all reps can attend the Rep Team Meeting. At  the Rep Team Meeting in November, all dates and times for  the year ahead should be planned. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Meetings should not be arranged on key trading days or at key  trading periods. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Reps and their Area Organiser should decide the dates and  times, and notify their Store Manager and Personnel Manager in writing to  ensure release is agreed. If the Store Manager  or Personnel Manager identifies any concerns with the dates or times, they  should discuss this with the Area Organiser and agree a more suitable  date and time. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>In Express, if  the reps hold the Rep Team Meeting on the group, they should agree the  dates with the Area Organiser and Personnel Manager. If they join a local Rep  Team Meeting, they must let their Store Manager know the dates and times  as soon as possible. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>The dates of all meetings for the year should  be circulated to all Usdaw Reps and Managers, to ensure maximum  attendance and minimum disruption to the store operation. The dates  should then be displayed on the Usdaw Board. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Reps who work  nights are also expected to attend the Rep Team Meeting. For release  arrangements, refer to page 17 of this booklet. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>If reps have holiday scheduled when a Rep Team Meeting is due to be held,  they may choose to attend. They should give their Manager as  much notice as possible of their intentions. Arrangements should be  made for reps to take the time back in lieu. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>In order to support our colleagues when they are off work  sick, we would not expect them to carry out work-related  tasks for Tesco. This would include attending the Rep Team Meeting. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Refer to page 16 for arrangements for release. \u003C\u002Fp>\n\u003Ch3>USDAW  MEETINGS\u003C\u002Fh3>\n\u003Cp>The following section describes the different meetings and events that  Usdaw hold throughout the year. Details for release, travel and accommodation  are included in the following tables.\u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\" width=\"100%\">\n  \u003Ccolgroup>\u003Ccol width=\"136\">\n  \u003Ccol width=\"184\">\n  \u003Ccol width=\"113\">\n  \u003Ccol width=\"163\">\n  \u003Ccol width=\"288\">\n  \u003Ccol width=\"299\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd width=\"136\">\u003Cdiv align=\"center\">\u003Cstrong>What\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"184\">\u003Cdiv align=\"center\">\u003Cstrong>When &    Duration\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"113\">\u003Cdiv align=\"center\">\u003Cstrong>Where\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"163\">\u003Cdiv align=\"center\">\u003Cstrong>Who\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"288\">\u003Cdiv align=\"center\">\u003Cstrong>Facilities\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"299\">\u003Cdiv align=\"center\">\u003Cstrong>Content\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Rep Team    Meeting\u003C\u002Ftd>\n    \u003Ctd width=\"184\">Once    a month (except in\u003Cbr>\n      December)\u003Cbr>\n      \u003Cbr>\n      2 hours\u003C\u002Ftd>\n    \u003Ctd>In store (For    Express, reps may join together on the group for their meeting or join a    local Metro store’s Rep Team Meeting)\u003C\u002Ftd>\n    \u003Ctd width=\"163\">All    in-store Reps\u003Cbr>\u003Cbr>\n      Seconded and Stand- Down Reps may attend where this is part of their work    plan\u003Cbr>\n      The Area Organiser will attend where possible\u003C\u002Ftd>\n    \u003Ctd width=\"288\">\u003Cstrong>Travel:\u003C\u002Fstrong> Paid by store, where applicable \u003Cbr>\n      \u003Cstrong>Accommodation:\u003C\u002Fstrong> N\u002FA \u003Cbr>\n      \u003Cstrong>Release:\u003C\u002Fstrong> Paid by store\u003C\u002Ftd>\n    \u003Ctd width=\"299\">Gives    the reps the opportunity to meet monthly to discuss issues relevant to the    store, such as recruitment and organising, upcoming union activity, and    updates to policy and legislation\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Annual    Delegate Meeting (ADM)\u003C\u002Ftd>\n    \u003Ctd width=\"184\">Annually-Usually    April\u003Cbr>\n      \u003Cbr>4 days running Sunday to Wednesday\u003C\u002Ftd>\n    \u003Ctd>Blackpool\u003C\u002Ftd>\n    \u003Ctd>Reps and members that    are nominated by the branch to attend\u003C\u002Ftd>\n    \u003Ctd width=\"288\">\u003Cstrong>Travel:\u003C\u002Fstrong> Paid by Usdaw.\u003Cbr>\n      Attendees may travel on the Saturday prior to the ADM. Stores should    support with release for travel such as shift swaps, holidays, etc.\u003Cbr>\n      \u003Cstrong>Accommodation:\u003C\u002Fstrong> Paid by Usdaw Release: All release is agreed at store level.\u003Cbr>\n      Release for the below attendees is paid by Tesco store - days off are    unpaid:\u003Cbr>\n      • 10 members from each of Usdaw’s divisions (totalling 70)\u003Cbr>\n      • All National Forum Reps, if nominated to attend (this is in addition to    the 10 from each division)\u003Cbr>\n      • Executive Council & Divisional Council members (this is in addition    to the 10 from each division)\u003Cbr>\n      Release for other places is unpaid*\u003C\u002Ftd>\n    \u003Ctd width=\"299\">ADM    is the chief decision-making body of the Union.\u003Cbr>\u003Cbr>\n      Delegates from all companies covered by Usdaw meet to represent the    interests and concerns of their branch members.\u003Cbr>\u003Cbr>\n      At the ADM, propositions submitted by branches are debated and voted on. If    a proposition gets the support of the delegates, it becomes Union policy.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Branch    Meeting\u003C\u002Ftd>\n    \u003Ctd>Monthly \u003Cbr>\u003Cbr>1 day\u003C\u002Ftd>\n    \u003Ctd>Branch Location\u003C\u002Ftd>\n    \u003Ctd>Usdaw members and    branch officials within the branch\u003C\u002Ftd>\n    \u003Ctd>\u003Cstrong>Travel:\u003C\u002Fstrong> Paid by Usdaw    \u003Cstrong>Accommodation:\u003C\u002Fstrong> Paid by Usdaw \u003Cstrong>Release:\u003C\u002Fstrong> Unpaid*\u003C\u002Ftd>\n    \u003Ctd width=\"299\">A    branch is the basic unit of Usdaw’s structure, through which Union business    is conducted.\u003Cbr>\u003Cbr>\n      Each branch holds a monthly meeting, where they discuss and organise branch    activity.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Executive    Council\u003C\u002Ftd>\n    \u003Ctd width=\"184\">The    full Executive Council meets monthly, for 2 days.\u003Cbr>\n      \u003Cbr>Executive Council members will also attend additional meetings in relation    to their role.\u003C\u002Ftd>\n    \u003Ctd>Usdaw Central Office    and other locations\u003C\u002Ftd>\n    \u003Ctd>The EC comprises of    16 elected members from the whole of Usdaw’s membership, called Executive    Councillors\u003C\u002Ftd>\n    \u003Ctd>\u003Cstrong>Travel:\u003C\u002Fstrong> Paid by Usdaw    \u003Cstrong>Accommodation:\u003C\u002Fstrong> Paid by Usdaw \u003Cstrong>Release:\u003C\u002Fstrong> Paid by Tesco store\u003C\u002Ftd>\n    \u003Ctd width=\"299\">The    Executive Council is responsible for general administration, management and    government of the Union. It is the body that carries out policy decisions    made by the ADM. \u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Divisional    Council\u003C\u002Ftd>\n    \u003Ctd width=\"184\">Monthly    \u003Cbr>\u003Cbr>1 day\u003C\u002Ftd>\n    \u003Ctd>Divisional Location\u003C\u002Ftd>\n    \u003Ctd>10 elected members    per division called Divisional Councillors\u003C\u002Ftd>\n    \u003Ctd width=\"288\">\u003Cstrong>Travel:    \u003C\u002Fstrong>Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Accommodation:\u003C\u002Fstrong> Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Release:\u003C\u002Fstrong> Paid by Tesco store\u003C\u002Ftd>\n    \u003Ctd width=\"299\">The    Divisional Council is responsible for co-ordinating and supervising the work    of the Union within the division.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"136\">Divisional Conference\u003C\u002Ftd>\n    \u003Ctd width=\"184\">Twice    yearly, over a weekend\u003Cbr>\n      \u003Cbr>Dates set by each division\u003C\u002Ftd>\n    \u003Ctd>Divisional Location\u003C\u002Ftd>\n    \u003Ctd>Reps and members that    are nominated by the branch to attend\u003C\u002Ftd>\n    \u003Ctd width=\"288\">\u003Cstrong>Travel:\u003C\u002Fstrong> Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Accommodation:\u003C\u002Fstrong> Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Release:\u003C\u002Fstrong> Unpaid*\u003C\u002Ftd>\n    \u003Ctd width=\"299\">Conference    of between 70\n      and 120 delegates, nominated\n      from all branches and\n      companies within the division.\u003Cbr>\u003Cbr> Makes policy for the division and gives    members from different branches within the division the opportunity to share    experiences and discuss what’s going on in the Union at national and local    level.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Divisional Rep    Committee Meeting\u003C\u002Ftd>\n    \u003Ctd width=\"184\">Quarterly,    usually held\n      in February, May, August and November\u003Cbr>\n      \u003Cbr>1 day each\u003C\u002Ftd>\n    \u003Ctd>Divisional Location\u003C\u002Ftd>\n    \u003Ctd>14 elected Tesco Reps    from each of Usdaw’s divisions\u003C\u002Ftd>\n    \u003Ctd width=\"288\">\u003Cstrong>Travel:\u003C\u002Fstrong> Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Accommodation:\u003C\u002Fstrong> N\u002FA\u003Cbr>\n      \u003Cstrong>Release:\u003C\u002Fstrong> Paid by Tesco store\u003C\u002Ftd>\n    \u003Ctd width=\"299\">Briefs    Tesco reps on legislative and technical developments and gives updates on    Union campaigns and priorities.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Divisional    Committees:\u003C\u002Ftd>\n    \u003Ctd> \u003C\u002Ftd>\n    \u003Ctd> \u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\">Each committee comprises of    between 5 and 10 Usdaw members per division\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"288\">\u003Cstrong>Travel:    \u003C\u002Fstrong>Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Accommodation:\u003C\u002Fstrong> Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Release:\u003C\u002Fstrong> Unpaid*\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"299\">Each    committee pursues policy and activity in their interest area for the    division.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>1. Young    Workers Committee\u003C\u002Ftd>\n    \u003Ctd width=\"184\">Quarterly    1 day\u003C\u002Ftd>\n    \u003Ctd>Divisional Location\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>2. Political    Committee\u003C\u002Ftd>\n    \u003Ctd width=\"184\">Quarterly    1 day\u003C\u002Ftd>\n    \u003Ctd>Divisional Location\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>National    Committees:\u003C\u002Ftd>\n    \u003Ctd width=\"184\">All    meet quarterly\u003C\u002Ftd>\n    \u003Ctd> \u003C\u002Ftd>\n    \u003Ctd rowspan=\"4\">Each committee comprises of    one member per division\u003C\u002Ftd>\n    \u003Ctd rowspan=\"4\" width=\"288\">\u003Cstrong>Travel:    \u003C\u002Fstrong>Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Accommodation:\u003C\u002Fstrong> Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Release:\u003C\u002Fstrong> Unpaid*\u003C\u002Ftd>\n    \u003Ctd rowspan=\"4\" width=\"299\">Each    committee develops policy and activity nationally in their interest area. Led    by Usdaw’s experts in each particular field.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>1. Young    Workers Committee\u003C\u002Ftd>\n    \u003Ctd width=\"184\">Usually    February, May, September and November 1 day\u003C\u002Ftd>\n    \u003Ctd>Manchester (except    November meeting which is in Warrington)\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>2. National    Equalities Advisory Group (NEAG)\u003C\u002Ftd>\n    \u003Ctd width=\"184\">Usually    March, May, September and November 1 day\u003C\u002Ftd>\n    \u003Ctd>Manchester\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>3. Political    Committee\u003C\u002Ftd>\n    \u003Ctd width=\"184\">Date    varies 1 day\u003C\u002Ftd>\n    \u003Ctd>Usually in    Manchester; occasionally in London\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>National    Young Workers Weekend\u003C\u002Ftd>\n    \u003Ctd width=\"184\">November    – Saturday and Sunday\u003C\u002Ftd>\n    \u003Ctd>Warrington\u003C\u002Ftd>\n    \u003Ctd>Union members under    the age of 26\u003C\u002Ftd>\n    \u003Ctd width=\"288\">\u003Cstrong>Travel:\u003C\u002Fstrong> Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Accommodation: \u003C\u002Fstrong>Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Release:\u003C\u002Fstrong> Unpaid*\u003C\u002Ftd>\n    \u003Ctd width=\"299\">An    informal gathering of between 30 and 50 Union members, under the age of 26,    across all divisions. The conference aims to raise the profile of Usdaw among    young people and develop campaigning activity.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>National    Political Conference\u003C\u002Ftd>\n    \u003Ctd width=\"184\">Annually    – Usually January or February \u003Cbr>\u003Cbr>2 days\u003C\u002Ftd>\n    \u003Ctd>North West Location\u003C\u002Ftd>\n    \u003Ctd>Usdaw Reps and    members\u003C\u002Ftd>\n    \u003Ctd width=\"288\">\u003Cstrong>Travel:    \u003C\u002Fstrong>Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Accommodation:\u003C\u002Fstrong> Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Release:\u003C\u002Fstrong> Unpaid*\u003C\u002Ftd>\n    \u003Ctd width=\"299\">Conference    of approximately 50 Usdaw members from across all divisions.\u003Cbr>\n      Develops lobbying and campaigning agenda and activity, at local and    national levels.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"136\">Pay Review Briefings\u003C\u002Ftd>\n    \u003Ctd width=\"184\">Annually    - June\u003Cbr>\n      \u003Cbr>Duration  varies - up to 1 day\u003C\u002Ftd>\n    \u003Ctd>Divisional Location\u003C\u002Ftd>\n    \u003Ctd>All National Forum    Reps plus one Usdaw Rep per store\u003C\u002Ftd>\n    \u003Ctd width=\"288\">\u003Cstrong>Travel:\u003C\u002Fstrong> Paid by Tesco\u003Cbr>\n      \u003Cstrong>Accommodation:\u003C\u002Fstrong> N\u002FA\u003Cbr>\n      \u003Cstrong>Release:\u003C\u002Fstrong> Paid by Tesco\u003C\u002Ftd>\n    \u003Ctd width=\"299\">As    part of the Pay Review Process, National Forum Reps and one Usdaw Rep from    each store attends a briefing on the changes to the employment package.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Labour    Movement Conferences\u003C\u002Ftd>\n    \u003Ctd width=\"184\">Various    times throughout the year\u003Cbr>\n      \u003Cbr>Up to 5 days\u003C\u002Ftd>\n    \u003Ctd>Various locations\u003C\u002Ftd>\n    \u003Ctd>Labour Party members\u003C\u002Ftd>\n    \u003Ctd width=\"288\">\u003Cstrong>Travel:\u003C\u002Fstrong> Paid by conference organiser\u003Cbr>\n      \u003Cstrong>Accommodation:\u003C\u002Fstrong> Paid by conference organiser\u003Cbr>\n      \u003Cstrong>Release:\u003C\u002Fstrong> Unpaid*\u003C\u002Ftd>\n    \u003Ctd width=\"299\">Various    conferences and events usually organised by the Labour Party and different    parts of the TUC.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Black Members’    Weekend\u003C\u002Ftd>\n    \u003Ctd width=\"184\">Annually    – October or November \u003Cbr>\u003Cbr>3 days – Saturday to Monday\u003C\u002Ftd>\n    \u003Ctd>Manchester\u003C\u002Ftd>\n    \u003Ctd>Usdaw Reps and    members\u003C\u002Ftd>\n    \u003Ctd width=\"288\">\u003Cstrong>Travel:\u003C\u002Fstrong> Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Accommodation:\u003C\u002Fstrong> Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Release:\u003C\u002Fstrong> Unpaid*\u003C\u002Ftd>\n    \u003Ctd width=\"299\">An    informal gathering of between 30 and 50 members across Usdaw. Aims to raise    the profile of Usdaw among black members and develop campaigning activity.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Transport    Industry Conference\u003C\u002Ftd>\n    \u003Ctd width=\"184\">Annually    – November \u003Cbr>\u003Cbr>2 days – Saturday & Sunday\u003C\u002Ftd>\n    \u003Ctd>North West Location\u003C\u002Ftd>\n    \u003Ctd>Dotcom Drivers\u003C\u002Ftd>\n    \u003Ctd width=\"288\">\u003Cstrong>Travel:\u003C\u002Fstrong> Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Accommodation: \u003C\u002Fstrong>Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Release:\u003C\u002Fstrong> Unpaid*\u003C\u002Ftd>\n    \u003Ctd width=\"299\">A    conference of around 60-70 delegates from all across Usdaw who represent the    transport members within their branch.\u003Cbr>\u003Cbr>\n      Aims to discuss key issues in the industry and help set the Union’s    transport specific agenda.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Pensions    Conference\u003C\u002Ftd>\n    \u003Ctd width=\"184\">Annually    – June\u003Cbr>\n      \u003Cbr>1 day\u003C\u002Ftd>\n    \u003Ctd>North West Location\u003C\u002Ftd>\n    \u003Ctd>Usdaw Reps \u003Cbr>\u003Cbr>Pensions    Trustees\u003C\u002Ftd>\n    \u003Ctd width=\"288\">\u003Cstrong>Travel:\u003C\u002Fstrong> Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Accommodation:\u003C\u002Fstrong> Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Release: \u003C\u002Fstrong>Unpaid*\u003C\u002Ftd>\n    \u003Ctd width=\"299\">Approximately    70 members attending from all across Usdaw, nominated by the Divisions.    \u003Cbr>\u003Cbr>Focuses on topical pensions issues, raising awareness, building knowledge and    experience and encouraging sharing of information among colleagues.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>National LGBT    Get-Together\u003C\u002Ftd>\n    \u003Ctd width=\"184\">Annually    – June\u003Cbr>\n      \u003Cbr>2 days\u003C\u002Ftd>\n    \u003Ctd>Manchester\u003C\u002Ftd>\n    \u003Ctd>Usdaw Reps and    members\u003C\u002Ftd>\n    \u003Ctd width=\"288\">\u003Cstrong>Travel:\u003C\u002Fstrong> Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Accommodation:\u003C\u002Fstrong> Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Release:\u003C\u002Fstrong> Unpaid*\u003C\u002Ftd>\n    \u003Ctd width=\"299\">Develops    the Union’s work on issues of particular importance to lesbian, gay, bisexual    and transgender members. Encourages involvement of LGBT members in the    Union’s structures.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Retail Trades    Conference\u003C\u002Ftd>\n    \u003Ctd width=\"184\">Annually    – October\u003Cbr>\n      \u003Cbr>2 days\u003C\u002Ftd>\n    \u003Ctd>North West Location\u003C\u002Ftd>\n    \u003Ctd>Usdaw Reps and    members\u003C\u002Ftd>\n    \u003Ctd width=\"288\">\u003Cstrong>Travel:\u003C\u002Fstrong> Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Accommodation: \u003C\u002Fstrong>Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Release:\u003C\u002Fstrong> Unpaid*\u003C\u002Ftd>\n    \u003Ctd width=\"299\">Conference    of around 70 delegates from all across Usdaw.\u003Cbr>\u003Cbr>\n      Delegates have the opportunity to raise propositions and discuss the key    issues for members in the retail sector.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>SATA National    Conference\u003C\u002Ftd>\n    \u003Ctd width=\"184\">Every    2 years – October\u003Cbr>\u003Cbr>\n      2 days\u003C\u002Ftd>\n    \u003Ctd>North West Location\u003C\u002Ftd>\n    \u003Ctd>SATA members\u003C\u002Ftd>\n    \u003Ctd width=\"288\">\u003Cstrong>Travel:\u003C\u002Fstrong> Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Accommodation:\u003C\u002Fstrong> Paid by Usdaw\u003Cbr>\n      \u003Cstrong>Release:\u003C\u002Fstrong> Unpaid*\u003C\u002Ftd>\n    \u003Ctd width=\"299\">Branches    represent SATA members from different companies.\u003Cbr>\u003Cbr>\n      Delegates have the opportunity to raise propositions and receive briefings    on issues relevant to SATA members.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp>* Where release is unpaid, Managers and Personnel Managers (Store Managers in Express) should support reps by rearranging days off or holidays, where possible\u003C\u002Fp>\n\u003Ch3>ARRANGEMENTS FOR RELEASE  OF USDAW REPS \u003Cbr>\n  \u003C\u002Fh3>\n\u003Cp>\u003Cstrong>Release \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Tesco is committed to helping Usdaw Reps arrange time off when they  are required to attend meetings and training. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>On these occasions, reps and managers need to work together to agree  the appropriate arrangements, using the following principles as a guide: \u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Ensuring reps arrive at the meeting or  training able to give their best \u003C\u002Fli>\n  \u003Cli> Recognising individual needs and  circumstances \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Ensuring arrangements will allow reps to feel  comfortable that they can return home at a reasonable hour \u003C\u002Fli>\n  \u003Cli> Recognising the need to maintain service to our customers \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>Reps should give as much notice as possible to their Managers and  Personnel Managers (Store Managers in Express) of pending training or meetings  so that schedules can be amended to maintain customer service \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>In order  to support our colleagues when they are off work sick, we would not expect  them to carry out work-related tasks for Tesco. This would include carrying out  duties as a rep, such as attending meetings and training. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Paid time off \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>If release to attend a meeting or training  is paid, and falls on a non­contractual day, the following options  will be available, with the most suitable option agreed between the  rep and the manager: \u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Time back in lieu \u003C\u002Fli>\n  \u003Cli> Rearranging working hours \u003C\u002Fli>\n  \u003Cli>Rearranging days off \u003C\u002Fli>\n  \u003Cli> Authorised overtime \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>If release is paid, everyone will receive a minimum of  contractual pay °n the day the training or meeting falls. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>If release is paid, everyone  attending meetings or training courses lasting five days will be paid for 36.5  hours. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Reps may request time off in lieu of  payment. The Personnel Manager (Store Manager in Express)  may authorise this where the business needs allow. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Night representatives \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Night representatives who are required to  attend meetings or training during the day will be given reasonable  time off to ensure that their sleep patterns are not unnecessarily  disturbed. Where the meeting is a full day (or a half a day, and  involves travel) this should be the full shifts before and after the  meeting. Where the meeting is half a day or less, this may be either the shift  before or the shift after the meeting. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Where appropriate,  night reps may agree with their manager to move their shifts so that they can  attend the meeting within their working hours, such as starting  earlier or later so that the meeting falls within their shift. This would only  be appropriate if it was still possible to ensure the minimum of 11 hours break between shifts. In all cases, mutual  agreement should be reached giving full consideration to the health, safety and  wellbeing of the \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Travel \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>It will normally be possible to travel on the day of  the training session or meeting. When this isn’t possible, reps will need to  travel the evening before. If they are contracted to work the day before, they  should complete as much of their shift as possible before  travelling. Reps will need to make some °f the journey in  their own time as payment will not be made for every hour of  travelling time. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The Personnel Manager (Store Manager in Express) and the rep should  discuss travel arrangements for each training session or meeting, so that  plans can be agreed in advance. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Unpaid time off \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Usdaw Reps may request to take unpaid release to attend  Union activities, such as additional training and conferences. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Personnel Managers and Managers (Store Managers in Express)  may offer paid alternatives, such as rescheduling days off, shift swaps or  using holiday days. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Reps should give  their Managers and Personnel Managers (Store Managers in Express) at least four  weeks’ notice if they wish to attend these events. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Reps should be aware that, although every effort will be made to support  unpaid time off, there may be occasions where time off may not be  authorised due to operational needs. \u003C\u002Fp>\n\u003Ch2>Solving Problems At Work\u003C\u002Fh2>\n\u003Ch3>INTRODUCTION\u003C\u002Fh3>\n\u003Cp>This section of the Partnership Agreement  outlines the Solving Problems process that Tesco and Usdaw follow when issues  arise. It covers the policies and procedures that come under the Solving  Problems process and sets out the commitment of Tesco and Usdaw to work  together throughout to ensure colleagues are treated fairly. \u003C\u002Fp>\n\u003Ch3>SOLVING  PROBLEMS \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>We want to  create a great place to work, where we treat everyone how we like to be  treated. We want Tesco to be a happy, honest and inspiring place, where  relationships are based on shared values and respect. However, we recognise  that, at times, colleagues may need help to resolve issues at work. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>In most cases, a colleague and manager will be  able to resolve any problems together informally, by listening, discussing the  situation and exploring all possible solutions to reach an agreement. It is  important that this route is followed before any formal process (if  appropriate), as this will resolve matters quickly in most cases. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>However, in some cases, it’s not possible to  resolve problems informally. On these occasions, the formal processes will need  to be followed. \u003C\u002Fp>\n\u003Ch3>THE FORMAL PROCESSES ARE:\u003C\u002Fh3>\n\u003Col>\n  \u003Cli>The Grievance Procedure: enables colleagues to  raise their concerns to the appropriate level of management (outlined on p6) \u003C\u002Fli>\n  \u003Cli>The  Disciplinary Procedure: identifies when a colleague's performance has fallen  below the required standard, either as a result of conduct or capability, and  deals with this in a fair and appropriate manner (outlined on p15)\u003C\u002Fli>\n  \u003Cli>The  Appeals Procedure: allows colleagues to have the opportunity to appeal against  a decision made as part of the Disciplinary Procedure (outlined on p22) \u003C\u002Fli>\n\u003C\u002Fol>\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-sexualhar\">\u003Cp align=\"left\">In  addition to this, we are committed to protecting our colleagues from  discrimination, harassment and bullying (also referred to as Dignity at Work  issues). Where these issues cannot be resolved informally, they can be  addressed formally through the grievance procedure. \u003C\u002Fp>\u003C\u002Fdiv>\n\u003Cp>The  Solving Problems procedures ensures that problems are dealt with effectively  and at the earliest opportunity, and that everyone is treated fairly,  reasonably and consistently. This section covers the grievance and disciplinary  processes, including right to representation, timeframes, how to raise concerns  and the right to appeal.\u003C\u002Fp>\n\u003Ch3>REPRESENTATION \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>All colleagues  have the right to be represented at every stage of the Solving Problems  procedures. Our policy also provides for colleagues to be accompanied by a rep  at all investigatory meetings if they wish. Representatives must be either a  recognised Usdaw Rep and\u002For a colleague. Usdaw members have the right to be  represented by an Usdaw Rep or by a colleague. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>If a store does  not have any Usdaw Reps, the Personnel Manager will arrange for an Usdaw Rep  from another store to attend the meeting. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Usdaw Reps have  the right to be represented by the Area Organiser. The Personnel Manager will  contact the Area Organiser to agree a mutually convenient date. Due to the  commitments of Area Organisers, a meeting may not always be scheduled within  the timescales as outlined in the procedures. In this instance, the rep may  agree to have the meeting postponed until the Area Organiser can attend. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Colleagues are  not entitled to be represented by legal representatives or by family members  (unless the family member also works for Tesco), with the exception of  colleagues under 16 years old or those with a specific need for such  representation, e.g. those with special needs or learning difficulties. In  these circumstances and in addition to the recognised representative, we will  request the presence of a parent or guardian during the meetings to accompany  and support the colleague. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>In certain  instances, colleagues may require an interpreter to fully understand the  procedures. Where possible, this should be a Tesco employee. The interpreter’s  role is in addition to the recognised representative and they are there to  provide language support only. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>In Dignity at  Work cases, a colleague may feel more comfortable having a person of the same  race, sex, religion, etc. or someone who is familiar with the circumstances, to  accompany them. This is in addition to the representative. In this instance,  the colleague should speak to the Personnel Manager. This person’s role would  be to provide support; they cannot speak on behalf of the colleague during the  meeting. \u003C\u002Fp>\n\u003Ch3>Usdaw Reps\u003C\u002Fh3>\n\u003Cp>In their role as a representative, Usdaw Reps  have the right to: \u003Cbr clear=\"all\">\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Reasonable paid time off to help their  member to prepare for meetings \u003C\u002Fli>\n  \u003Cli> Represent and speak on behalf of their member \u003C\u002Fli>\n  \u003Cli> Support their  member throughout the process \u003C\u002Fli>\n  \u003Cli> Access all relevant documents relating to the  issue \u003C\u002Fli>\n  \u003Cli> Be a witness and take notes of the procedure \u003C\u002Fli>\n  \u003Cli> Confer with their  colleague during the meeting \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Adjourn the meeting at any point if they  need to consult the colleague to clarify an issue or to seek advice \u003C\u002Fli>\n  \u003Cli> Call on  the legal advice of the Union, where required \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp align=\"left\">The rep is  entitled to speak for and ask questions on the member’s behalf. They can  address the hearing to put forward their colleague’s case and respond on behalf  of the colleague to any views expressed during the hearing. They should put  forward the views of members accurately and reliably. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp align=\"left\">Reps are not  entitled to answer questions that are specifically directed at the colleague.  Colleagues are entitled to call an adjournment to a meeting at any time to  clarify an issue or seek advice. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp align=\"left\">Colleagues  are permitted to request a specific rep to represent them at meetings. Where  possible, colleagues should choose a rep from their store and their shift (for  example, night colleagues should choose a night rep). If their requested rep is  not available, the meeting can only be delayed for up to 7 consecutive days.  After this, they would be expected to select an available rep. Only in  exceptional circumstances should a rep from a different shift or store be  chosen.\u003C\u002Fp>\n\u003Ch3>CONFIDENTIALITY\u003C\u002Fh3>\n\u003Cp align=\"left\">We all have an important duty to respect any  information that is relevant to our colleagues. We should therefore ensure that  any information such as meetings, notes, statements, files, etc. are fully  protected and handled responsibly. The trust of our colleagues is important and  therefore all managers, colleagues, Usdaw Reps and anyone else involved in any  stage of the grievance or disciplinary procedures must treat all matters  discussed with the strictest confidence.\u003C\u002Fp>\n  \u003Ch3>CODE OF BUSINESS CONDUCT \u003Cbr>\n\u003C\u002Fh3>\n  \u003Cp align=\"left\">Our Code of  Business Conduct covers some of our most important individual responsibilities  and obligations as we go about our work and all colleagues must follow it. The  Code can guide colleagues if they face complicated or sensitive issues, and is  one of the ways we can put our Tesco Values into practice. \u003Cbr>\n    \u003C\u002Fp>\n  \u003Cp align=\"left\">The Code of  Business Conduct can be read in full at www.OurTesco.com and a  summary can be found in the Colleague Handbook .\u003C\u002Fp>\n\u003Ch3>THE  GRIEVANCE PROCEDURE \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>Tesco recognises that, on occasions,  colleagues will want to raise issues or concerns. \u003Cbr>\n  We always aim to deal with any issues  promptly, fairly and consistently. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Grievances tend to fall into one of the  following categories: \u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Terms and  Conditions: issues regarding the contract of employment \u003C\u002Fli>\n  \u003Cli>Dignity at Work: issues  covering bullying, harassment, victimisation or discrimination \u003C\u002Fli>\n  \u003Cli>Health and  Safety: issues regarding the health, safety and welfare of colleagues,  customers and visitors \u003C\u002Fli>\n  \u003Cli> General: issues not covered by any of the categories  above \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>The aim  throughout is to agree the most appropriate steps to address the concerns  raised, and conduct a thorough investigation to establish the facts and the  basis of the complaint. This should be done within 14 days from when the  grievance is received, unless both parties mutually agree to an extension, or  if it is reasonable to extend this timeframe to allow further investigation.  However, this should be done without undue delay. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>All parties will work together to resolve  grievances in the spirit of the Partnership. \u003Cbr>\n  Normal working and Terms and Conditions will  be maintained during the process. \u003Cbr>\n\u003C\u002Fp>\n\u003Ch3>Informal Resolution \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>Tesco and Usdaw  are committed to finding effective solutions to colleagues’ problems as quickly  as possible. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>In most cases,  colleagues should raise their concerns with their manager in the first instance  so that the manager can support the colleague in identifying the most  appropriate solution to the problem as quickly as is practical. This should be  no longer than 14 days, unless both parties have agreed to extend this period. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>For reference  purposes only, a signed record of the discussion along with any next steps  agreed should be placed in the colleague’s personnel file to accurately reflect  the discussion. \u003Cbr>\n\u003C\u002Fp>\n\u003Ch3>Formal Procedure \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>If  the issue cannot be resolved informally, or if the issue or incident is too  serious to be resolved informally, the Grievance Procedure can be used as the  formal way to refer the problem to the most appropriate level of management.  The colleague will put their concerns in writing, clearly setting out the  nature of the grievance and describing what outcome they hope to achieve. This  can either be a letter or a grievance form, which is available from the  Personnel Manager or Usdaw Rep.\n\u003C\u002Fp>\u003Ch3>The Process\u003C\u002Fh3>\n\u003Cp>When a grievance is received, the relevant  manager will arrange a meeting with the colleague to hear the grievance. If the  grievance has first been raised with a manager informally and it has not been  resolved, a different manager should hear it formally. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>If the grievance is against the colleague’s  manager, they should discuss this with the Personnel Manager. \u003C\u002Fp>\n\u003Col>\n  \u003Cli>The relevant  manager hears  the grievance\u003C\u002Fli>\n  \u003Cli>The meeting  is adjourned  so that the  manager can  consider the  case\u003C\u002Fli>\n  \u003Cli>If further  investigations  are required, the  reconvened meeting  will be scheduled for  a later date\u003Cbr clear=\"all\">\n  \u003C\u002Fli>\n  \u003Cli>At the reconvened  meeting, the  manager informs  the colleague of  their decision  and the reasons\u003C\u002Fli>\n  \u003Cli>If the colleague  does not consider  the decision  appropriate, they  may refer  the matter to the  next stage\u003Cbr clear=\"all\">\n  \u003C\u002Fli>\n\u003C\u002Fol>\n\u003Cp>\u003Cstrong>N.B. For Health & Safety Stage 2 grievances, the manager and colleague  may agree to refer the mat ter to the Store Forum. This may be a more  effective wa y of resolving the problem.\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>\u003Cstrong>For information on timescales, see PAGE 13\u003C\u002Fstrong>\u003Cbr clear=\"all\">\n\u003C\u002Fp>\n\u003Ch3>Collective Grievances \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>Where an  identical grievance is raised by two or more colleagues, this can be addressed  as one grievance hearing, as a sensible and practical way of dealing with the  collective concern. All colleagues involved must be in agreement for a  collective grievance to go ahead. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>If the colleagues are all members of Usdaw, an  Usdaw Rep can raise the grievance on their behalf. Alternatively, the  colleagues can agree that one of them will represent the collective group. Each  colleague’s name should be listed on the grievance form\u002Fletter. All colleagues  involved should be notified of the outcome at each stage. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Due to the number of people involved, it may  be necessary to extend the timeframes. This will need to be agreed with all  involved. \u003Cbr>\n  \u003C\u002Fp>\n\u003Ch3>Mediation \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>In the vast majority of cases, Usdaw Reps will  help to facilitate a resolution. However, there may be times when both parties  agree that independent mediation may help. Mediation is a voluntary process and  is available to all colleagues. \u003C\u002Fp>\n\u003Ch3>Dignity at Work Grievances \u003C\u002Fh3>\n\u003Cp align=\"left\">Tesco is  committed to its values of \u003Cstrong>‘We treat everyone how we like to be treated’, ‘Building relationships based on shared values and respect’ and ‘Creating a great place to work: happy, honest and inspiring’\u003C\u002Fstrong>. \u003C\u002Fp>\n\u003Cp align=\"left\">\u003C\u002Fp>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-violence\">\u003Cdiv class=\"cbaClause highlight\" id=\"clause-discrimination\">We do all we can  to protect our colleagues from discrimination (on the grounds of race,  religion, sex, age, disability or sexual orientation), bullying and harassment  by anyone they come into contact with in the course of their work, including  fellow colleagues, managers, contractors, customers and suppliers. \u003C\u002Fdiv>\u003C\u002Fdiv>\u003Cbr>\n  \u003Cbr>\n The actions described above will be considered unacceptable  behaviour. \u003Cbr>\n  Dignity at Work  grievances are dealt with sensitively and confidentially, either informally or  through the formal Grievance Procedure, with particular emphasis on seeking to  reach the most appropriate resolution. \u003Cbr>\n\u003Cp>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> If the person involved is  a Tesco employee, proven acts of discrimination, \u003Cbr>\n    harassment or bullying will result in  disciplinary action, which could result in their dismissal. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> If the person involved is a contractor or  supplier, Tesco will refer the matter to the company concerned to use their own  investigatory and disciplinary procedures, and will support any investigations  where necessary. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> If the person involved is  a customer, the decision maker will choose the most appropriate action to take.  This may include informing the customer that their behaviour is unacceptable  and unwelcome, and can result in excluding the customer from the store. \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp align=\"left\">The  aim of the process is to conduct a thorough investigation and to agree the most  appropriate solution to address the concerns identified. \u003C\u002Fp>\n\u003Ch3>Informal Resolution \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>Colleagues  who feel that they’re being bullied, harassed or discriminated against should  initially try to make it clear to the person involved that their behaviour is  unacceptable and unwelcome and ask them to stop. If they find this difficult, a  Line\u002FTeam Manager, Personnel Manager or Usdaw Rep may be able to help by  talking to the person on the colleague’s behalf. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The normal  informal grievance process will be followed. \u003Cbr>\n\u003C\u002Fp>\n\u003Ch3>Formal Procedure \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>If an  informal solution cannot be reached, the colleague should approach their  Personnel Manager to raise a grievance formally. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The  Personnel Manager will investigate the complaint in a timely and sensitive  manner in order to resolve the problem as quickly as possible. At no time  should the complainant and the person against whom the allegation has been made  be interviewed jointly. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>N.B. If the complaint is against the Personnel Manager, the  colleague should approach the Store Manager or the Lead Manager for their  department (where applicable).\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>If the  complaint is against the Store Manager, the Personnel Manager will contact  their Group Personnel Manager. \u003C\u002Fp>\n\u003Ch3>The Process\u003C\u002Fh3>\n\u003Col>\n  \u003Cli>The  Personnel Manager will inform the alleged harasser\u002Fbully that a formal  grievance has been raised and that no discussions should be entered into with  the complainant until the matter has been investigated\u003C\u002Fli>\n  \u003Cli>The Personnel Manager hears the grievance \u003C\u002Fli>\n  \u003Cli>The Personnel  Manager will interview any witnesses and analyse any documentary evidence \u003C\u002Fli>\n\u003C\u002Fol>\n\u003Cp align=\"left\">Where the initial investigation shows  sufficient grounds for concern, the manager investigating the grievance may  consider reasonable changes including moving the hours, department or store of  the people involved or in certain circumstances consider suspending the  colleague on full pay whilst the matter is fully investigated. In most cases,  the person against whom the allegation is made would be the one who is moved.  However, there may be certain circumstances where it is appropriate and fair to  move both. It must be made clear that this is in no way a disciplinary measure  and care must be taken to avoid unnecessary distress to all parties. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp align=\"left\">If the colleague has any pre-booked holidays  during the suspension period, they can choose to postpone their holiday and  make themselves available for any investigatory\u002Fdisciplinary meetings, or they  can choose to take their pre-booked holiday and the period of suspension will  resume on their return. \u003C\u002Fp>\nAny deliberate, malicious or irresponsible  allegations of bullying, discrimination or harassment will be treated as a  disciplinary offence, and any person acting in this way may face disciplinary  action.\n\u003Col>\n  \u003Cli>The Personnel Manager will interview the  alleged harasser\u002F bully, describing the accusations and allowing the individual  to put across their case \u003C\u002Fli>\n  \u003Cli>If  disciplinary action is considered necessary, the case should be handed over to  the relevant manager. This should be a different manager to the one who carried  out the investigation. This could result in dismissal\u003C\u002Fli>\n  \u003Cli>At the reconvened Grievance Hearing, the  Personnel Manager will inform the colleague who brought the grievance of the  decision and the reasons. Details of any disciplinary action taken are  confidential and should not be disclosed \u003C\u002Fli>\n  \u003Cli>If the colleague is not satisfied with the  outcome, they may refer the grievance to the second stage \u003C\u002Fli>\n  \u003Cli>The  second stage will be referred to the Group Personnel Manager \u002F A Lead Personnel  manager\u003C\u002Fli>\n\u003C\u002Fol>\n\u003Cp>\u003Cstrong>For information on timescales, see PAGE 13\u003C\u002Fstrong>\u003Cbr clear=\"all\">\n  \u003Cbr clear=\"all\">\nGrievances: Who hears what and the timescales\u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" width=\"50%\" border=\"1\">\n  \u003Ccolgroup>\u003Ccol width=\"64\" span=\"6\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd width=\"64\">\u003Cstrong>General and Health & Safety\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cstrong>Grievance    heard by\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cstrong>Grievance heard within\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cstrong>outcome notified within\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cstrong>Request    referral to next stage within\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cstrong>Representative\u003C\u002Fstrong>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Stage 1\u003C\u002Ftd>\n    \u003Ctd width=\"64\">My Manager\u003C\u002Ftd>\n    \u003Ctd width=\"64\">7 days\u003C\u002Ftd>\n    \u003Ctd width=\"64\">7 days\u003C\u002Ftd>\n    \u003Ctd width=\"64\">7 days\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Usdaw Rep or colleague\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Stage 2\u003C\u002Ftd>\n    \u003Ctd width=\"64\">My    Manager’s Manager*\u003C\u002Ftd>\n    \u003Ctd width=\"64\">7 days\u003C\u002Ftd>\n    \u003Ctd width=\"64\">7 days\u003C\u002Ftd>\n    \u003Ctd width=\"64\">7 days\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Usdaw Rep or colleague\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp>* If your manager is the Store Manager\u002FCustomer Fulfilment Centre Manager, stage 2 will be heard by a  different Store Manager\u002FCustomer Fulfilment Manager.\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>If a grievance has been raised with a manager informally but not resolved, a different manager will hear  the grievance formally.\u003Cbr clear=\"all\">\n\u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" width=\"50%\" border=\"1\">\n  \u003Ccolgroup>\u003Ccol width=\"64\" span=\"6\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd rowspan=\"3\" width=\"64\">\u003Cstrong>Dignity at Work and Terms & conditions\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"64\">\u003Cstrong>Grievance    heard by\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"64\">\u003Cstrong>Grievance    heard within\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"64\">\u003Cstrong>Outcome    notified within\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"64\">\u003Cstrong>Request    referral to next stage within\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"64\">\u003Cstrong>Representative\u003C\u002Fstrong>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"2\" width=\"64\">Stage 1\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"64\">Personnel Manager\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"64\">7 days\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"64\">7 days\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"64\">7 days\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"64\">Usdaw Rep or colleague\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Stage 2\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Group Personnel Manager \u002F A Lead Personnel Manager*\u003C\u002Ftd>\n    \u003Ctd width=\"64\">14 days\u003C\u002Ftd>\n    \u003Ctd width=\"64\">7 days\u003C\u002Ftd>\n    \u003Ctd width=\"64\">7 days\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Area Organiser or colleague\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp>*A Lead Personnel Manager is a named Personnel Manager who is an expert in grievance and  disciplinary matters. This only applies in Convenience.\u003Cbr clear=\"all\">\n\u003C\u002Fp>\n\u003Cp>If a grievance has been raised against a Store Manager\u002FCustomer Fulfilment Centre Manager, the following would apply: \u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" width=\"50%\" border=\"1\">\n  \u003Ccolgroup>\u003Ccol width=\"64\">\n  \u003Ccol width=\"132\">\n  \u003Ccol width=\"64\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd width=\"64\"> \u003C\u002Ftd>\n    \u003Ctd width=\"132\">\u003Cstrong>Convenience\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cstrong>Large    Stores\u003C\u002Fstrong>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Stage 1\u003C\u002Ftd>\n    \u003Ctd width=\"132\">Heard by Personnel Manager\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Heard by Group Personnel Manager\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Stage 2\u003C\u002Ftd>\n    \u003Ctd width=\"132\">Heard by Group Personnel Manager\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Heard by Regional Personnel Manager\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp>If a grievance has been raised against a Personnel Manager, the following would apply:\u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" width=\"50%\" border=\"1\">\n  \u003Ccolgroup>\u003Ccol width=\"64\" span=\"3\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd width=\"64\"> \u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cstrong>Convenience\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cstrong>Large    Stores\u003C\u002Fstrong>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Stage 1\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Heard by Personnel Manager\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Heard by Group Personnel Manager\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Stage 2\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Heard by Group Personnel Manager\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Heard by Regional Personnel Manager\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Ch3>THE DISCIPLINARY PROCESS\u003C\u002Fh3>\n\u003Cp align=\"left\">Tesco  encourages our colleagues to maintain the required standards of conduct  (behaviour) and capability (job performance), to meet our Values deliver for  our customers and make Tesco a great place to work. \u003C\u002Fp>\n\u003Cp>Where  a colleague’s conduct or performance has fallen below the required standard,  the manager will informally work with the colleague to address the issue. The  formal Disciplinary Procedure will only be used when the informal process has  been exhausted.\u003C\u002Fp>\n\u003Cp align=\"left\">The aim throughout is to carry out a thorough  investigation and agree the most appropriate steps to address the concerns  identified. This should be done within a reasonable timeframe to allow for the  most thorough investigation possible. This should take a maximum of 14 days,  unless both parties mutually agree an extension, or if it is reasonable to  extend this timeframe to allow further investigation. However, this should be  done without undue delay. \u003C\u002Fp>\n\u003Ch3>Conduct\u003C\u002Fh3>\n\u003Cp align=\"left\">This refers to a colleague’s behaviour or  actions. When this falls below the standard expected by Tesco because it is  unreasonable, unacceptable, goes against a policy, does not comply with the  Code of Business Conduct or is not within the bounds of reasonable behaviour  expected of people, it is considered misconduct. \u003C\u002Fp>\n\u003Ch3>Capability\u003C\u002Fh3>\n\u003Cp>This  refers to a colleague’s ability to carry out their job. When a lack of skill,  intellectual or physical capability prevents a colleague from performing to the  required standard, they may be considered incapable of fulfilling their role.\u003C\u002Fp>\n\u003Ch3>Conduct versus Capability \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>It can sometimes  be difficult to distinguish between what is misconduct and what is  incapability. A job not done correctly may be the result of someone purposely  not performing (misconduct) or because they are not capable of performing  (incapability).The difference is the level of control a colleague has over  their actions: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>If they  could perform better but will not, it is considered misconduct \u003C\u002Fli>\n  \u003Cli>If they  cannot perform better no matter how hard they try, it is considered  incapability \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>Informal Procedure \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>In the first instance, the manager will  discuss the decline in the required standard of conduct or capability with the  colleague informally. Tesco and Usdaw expect the majority of issues to be  resolved informally. The manager will work with the colleague to understand why  there has been a decline in conduct or capability. Together, the manager and  colleague should identify what can be done to bring the performance or  behaviour back to the required level and the manager will give the colleague as  much coaching and support as possible. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The required improvement and assessment process  should be explained to the colleague, as well as the period of time over which  the required standard\u002Fimprovement should be achieved. Timescales, next steps  and outcomes will be jointly agreed with the colleague. For reference purposes  only, a signed record of discussions along with any next steps and agreed  timescales will be placed in the colleague’s personnel file to accurately  reflect the discussions. \u003Cbr>\n\u003C\u002Fp>\n\u003Ch3>Formal Procedure \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>If the issues cannot be resolved informally or through the next  steps and agreed timescales, or if the situation becomes too serious, the  Disciplinary Procedure will be the formal way for a manager to raise the  concern with the colleague. This is not to punish the colleague but to help  them take the necessary corrective measures to improve their conduct or  capability.\n\u003C\u002Fp>\u003Ch3>Disciplinary Stages \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>Please note, a separate process applies for  Supporting Your Attendance \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The stages  described overleaf would normally be followed in sequence. However, if the  offence is sufficiently serious, disciplinary action can be taken at any of the  stages. Colleagues can appeal against any action taken at all stages of the  disciplinary process. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Where more than  one disciplinary warning is issued, it may be that they are considered to be  linked if they are all matters of conduct or all matters of capability. This  means that a colleague will not have multiple verbal warnings (if they are both  issues of conduct or capability) and instead go from verbal to first written  for unrelated matters. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>If, following a full investigation of the  facts and discussion, there are insufficient grounds for disciplinary action,  the case will be dismissed. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Copies of  meeting notes should be given to the colleague once the investigation is  complete, and prior to any disciplinary meeting. This is to review their case  and prepare for the disciplinary meeting. The Usdaw Rep will be able to support  colleagues with this. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>In certain circumstances, it may be necessary  to protect a witness by withholding their identity, if we feel that there is a  real risk of serious repercussions against the individual. However, this is  rare and the Personnel Manager should take advice prior to making this  decision. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>If there are grounds for disciplinary action,  the disciplinary stages overleaf may apply: \u003C\u002Fp>\n\u003Ch3>STAGE 1: VERBAL WARNING \u003C\u002Fh3>\n\u003Cp>If, despite informal discussions and guidance, conduct or performance does not meet\n  the required standard, a colleague may be given a formal verbal warning.\u003Cbr>\n  A verbal warning will remain live on the colleague’s personnel file for a period of 8\n  weeks, after which the documentation will be disregarded for disciplinary purposes.\u003Cbr clear=\"all\">\n  \n\u003C\u002Fp>\n\u003Ch3>STAGE 2: FIRST WRITTEN WARNING \u003C\u002Fh3>\n  If, despite a verbal warning, conduct or  performance has not improved or still does not meet the required standard, a  colleague may receive a first written warning. If the offence is more serious,  the colleague may move straight to a first written warning.\u003Cbr>\n    A first written warning will remain live on  the colleague’s personnel file for a period of 13 weeks, after which the  documentation will be disregarded for disciplinary purposes. \n\u003Ch3>STAGE 3: FINAL WRITTEN WARNING \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>If there is still no improvement  in conduct or performance, or the required standard has still not been met, a  colleague may receive a final written warning. If the offence is more serious,  the colleague may move straight to a final written warning. \u003Cbr>\n    A final written warning will remain live on  the colleague’s personnel file for a period of 26 weeks, after which the  documentation will be disregarded for disciplinary purposes. \u003Cbr>\n\u003C\u002Fp>\n\u003Ch3>STAGE 4: SUSPENSION\u002FDEMOTION\u002FDISMISSAL. \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>If  there is still no improvement in conduct or performance, or the required  standard has still not been met, a colleague may be dismissed. If the offence  is so serious in itself, for example gross misconduct, a colleague may be  dismissed without going through the above stages. In exceptional circumstances,  the Disciplinary Manager may instead decide that a demotion or an unpaid  disciplinary suspension of no more than 5 days is more appropriate. Where an  unpaid disciplinary suspension is issued, it will remain live on the  colleague’s personnel file for a period of 52 weeks, after which the  documentation will be disregarded for disciplinary purposes.\n\u003C\u002Fp>\u003Ch3>Time Limits for  Warnings \n\u003C\u002Fh3>\n\u003Cp>Exceptionally, there may be circumstances  where the misconduct is so serious - for example, a Dignity at Work issue -  that it cannot realistically be disregarded for future reference. In these  circumstances, it’s important for us to be aware of any history of this type of  behaviour. This helps us to establish whether the colleague was aware that the  behaviour was unacceptable, and may be taken into consideration with regard to  any disciplinary process. \u003C\u002Fp>\n  \n\u003Ch3> Details of    Disciplinary Action \u003C\u002Fh3>\n\u003Cp>On conclusion of a disciplinary procedure, the colleague will be  given confirmation in writing of: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> The stage of the  disciplinary action issued, e.g. verbal warning \u003C\u002Fli>\n  \u003Cli> The reason for the  disciplinary action \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> The required improvements  in conduct or performance, and a timescale for those improvements \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> The next stage of the procedure, should the required improvement  not happen \u003C\u002Fli>\n  \u003Cli> The right of appeal and who this should be sent to \u003Cbr clear=\"all\">\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>In the case of  dismissal\u002Fsuspension\u002Fdemotion, the colleague will be advised of the reasons for  the action and the exact terms of the dismissal, demotion or disciplinary  suspension as applicable.\u003C\u002Fp>\n\u003Ch3>Supporting Your Attendance\u003C\u002Fh3>\n\u003Cp align=\"left\">For information on the Supporting Your Attendance procedure, refer to the Supporting\nYour Attendance Guide which is available from your Personnel Manager.\u003C\u002Fp>\n\u003Ch3>Gross Misconduct\u003C\u002Fh3>\n\u003Cp>The  following is a non-exhaustive list of serious breaches of Tesco rules and  standards, that are likely to constitute gross misconduct: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Theft of Tesco or other colleagues’ or  customers’ property \u003C\u002Fli>\n  \u003Cli> Fraud, including:\n    \u003Cul>\n      \u003Cli>Stealing  by deception \u003C\u002Fli>\n      \u003Cli>Stealing  money or property by falsifying our processes or data \u003C\u002Fli>\n      \u003Cli>Using  Clubcard points or vouchers intended for someone else \u003C\u002Fli>\n    \u003C\u002Ful>\n  \u003C\u002Fli>\n  \u003Cli> Assault, including harmful or offensive contact with another  person or threatening to harm someone \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Deliberate disregard or abuse of a Tesco procedure, for example: \n    \u003Cul>\n      \u003Cli>Misuse of  the Privilegecard - including allowing someone else to use the card, supplying  people who are not immediate family living at the same address, and selling  goods on to other parties \u003C\u002Fli>\n      \u003Cli>Falsification  of Tesco or statutory documentation \u003C\u002Fli>\n      \u003Cli>Clocking  a fellow colleague in or out \u003C\u002Fli>\n      \u003Cli>Refusal  to comply with the Right of Search procedure \u003C\u002Fli>\n    \u003C\u002Ful>\n  \u003C\u002Fli>\n  \u003Cli> Consumption of Tesco  products without permission, including products due for disposal \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Posting offensive and\u002For  inappropriate material on any social networking sites \u003C\u002Fli>\n  \u003Cli> Deliberate refusal to  carry out a reasonable management instruction \u003C\u002Fli>\n  \u003Cli> A serious breach of the Code of  Business Conduct \u003C\u002Fli>\n  \u003Cli> A serious breach of our Group Bribery and Corruption policy  and procedure \u003C\u002Fli>\n  \u003Cli> An act of discrimination, harassment or bullying \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> A serious and\u002For deliberate breach of Health & Safety  procedures, including smoking in a non-smoking area \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Any serious act  outside work that brings Tesco into disrepute or affects internal relationships\u003C\u002Fli>\n  \u003Cli>    Physical or serious  verbal abuse of colleagues, managers or customers \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Deliberate damage to  Tesco or other colleagues’ name or property \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Conviction of any  legal offence considered damaging to Tesco or its employees \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Incapacity whilst on  duty brought on by alcohol or by illegal drugs and dealing in such drugs \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Serious breach of confidence (subject to the  Public Interest (Disclosure) Act 1998), e.g. passing on confidential company  information \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Serious negligence which causes unacceptable loss, damage or  injury \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Unauthorised entry to computer records \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Any other action  which, on a common sense basis, is considered a serious breach of acceptable  behaviour \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp align=\"left\">In addition, for  Dotcom Drivers this would include the following: \u003Cbr>\n   \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Driving at more than 20 miles  over the speed limit \u003C\u002Fli>\n  \u003Cli> Smoking in a Dotcom van \u003C\u002Fli>\n  \u003Cli> Refusal to take part in an alcohol test \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>THE  APPEALS PROCEDURE \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>At all stages of the Disciplinary Procedure, a  colleague can appeal against the disciplinary action. \u003Cbr>\n\u003C\u002Fp>\n\u003Ch3>Grounds for Appeal \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>If a colleague feels that the disciplinary  action taken against them is unfair, they may appeal on the following grounds: \u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> The penalty was too harsh \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> The penalty was inconsistent with action  taken in a previous similar case \u003C\u002Fli>\n  \u003Cli> The investigation was not complete \u003C\u002Fli>\n  \u003Cli> The colleague was not given a fair hearing \u003C\u002Fli>\n  \u003Cli> New evidence needs to be considered \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>The Process\u003C\u002Fh3>\n\u003Cp align=\"left\">If a colleague  wishes to appeal against disciplinary action, they should do the following: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Discuss the  outcome of the meeting with their Usdaw Rep\u002Fcolleague and identify the grounds  for appeal \u003C\u002Fli>\n  \u003Cli>Prepare a case with their Usdaw Rep\u002F colleague \u003C\u002Fli>\n  \u003Cli>Put the appeal in writing, including the grounds for  appeal. This can be a letter or using the appeals form, which is available from  the Personnel Manager or Usdaw Rep \u003C\u002Fli>\n  \u003Cli>Attach  a supporting sheet giving as much detail as possible about the grounds for  appeal, which will help the Appeals Manager to consider the case prior to the  meeting\u003C\u002Fli>\n  \u003Cli>Lodge the appeal  within the timescales \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>Times cales for Lodging and Hearing Appeals\u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>(in calendar days)\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\" width=\"50%\">\n  \u003Ccolgroup>\u003Ccol width=\"64\" span=\"4\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd width=\"64\"> \u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cstrong>Appeal    lodged\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cstrong>Appeal    heard\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cstrong>Outcome    notified\u003C\u002Fstrong>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"2\" width=\"64\">\u003Cstrong>Stage 1: Verbal Warning\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"64\">Within 7 days of receiving warning\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"64\">Within 7 days of receiving the appeal form\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"64\">Within 7 days of hearing the appeal\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"2\" width=\"64\">\u003Cstrong>Stage 2: First Written Warning\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"64\">Within 7 days of receiving warning\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"64\">Within 7 days of receiving the appeal form\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"64\">Within 7 days of hearing the appeal\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"2\" width=\"64\">\u003Cstrong>Stage 3: Final Written Warning\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"64\">Within 7 days of receiving warning\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"64\">Within 14 days of receiving the appeal form\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"64\">Within 7 days of hearing the appeal\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">\u003Cstrong>Stage 4: Suspension (without pay) Demotion    Dismissal\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Within 7 days of receiving the disciplinary action\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Within 21 days of receiving the appeal form\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Within 7 days of hearing the appeal\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp>\u003Cem>Guidelines: In    certain circumstances, it may be necessary to extend timescales. This will be    done by joint agreement and a date will be set as near as possible to the original    timeframe. \u003C\u002Fem>\u003C\u002Fp>\n\u003Cp>\u003Cem>There may be  situations where further investigation or consideration is required and in  these circumstances, an adjournment may be jointly agreed and a date set for  the reconvened meeting\u003C\u002Fem>\u003Cbr clear=\"all\">\n\u003C\u002Fp>\n\u003Ch3>Disciplinary and Appeals Process Tables\u003C\u002Fh3>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\" width=\"100%\">\n  \u003Ccolgroup>\u003Ccol width=\"138\">\n  \u003Ccol width=\"132\">\n  \u003Ccol width=\"115\">\n  \u003Ccol width=\"98\">\n  \u003Ccol width=\"122\">\n  \u003Ccol width=\"109\">\n  \u003Ccol width=\"103\">\n  \u003Ccol width=\"122\">\n  \u003Ccol width=\"109\">\n  \u003Ccol width=\"103\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd rowspan=\"3\" width=\"138\"> \u003C\u002Ftd>\n    \u003Ctd colspan=\"9\" width=\"1013\">\u003Cdiv align=\"center\">\u003Cstrong>Convenience    Stores\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd colspan=\"3\">\u003Cdiv align=\"center\">\u003Cstrong>Customer    Assistants & Team Leaders\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd colspan=\"3\">\u003Cdiv align=\"center\">\u003Cstrong>Line and Lead Managers\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd colspan=\"3\">\u003Cdiv align=\"center\">\u003Cstrong>Store Managers\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003Cstrong>Warning issued by\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003Cstrong>Appeal heard by\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003Cstrong>Representative\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003Cstrong>Warning issued by\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003Cstrong>Appeal heard by\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003Cstrong>Representative\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003Cstrong>Warning issued by\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003Cstrong>Appeal heard by\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003Cstrong>Representative\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>\u003Cstrong>Stage 1:    Verbal Warning\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd>My Manager\u003C\u002Ftd>\n    \u003Ctd>My Manager’s Manager    and Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Usdaw Rep or    colleague\u003C\u002Ftd>\n    \u003Ctd>My Manager\u003C\u002Ftd>\n    \u003Ctd>Store Operations    Manager and a Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Usdaw Rep or    colleague\u003C\u002Ftd>\n    \u003Ctd>Store Operations    Manager\u003C\u002Ftd>\n    \u003Ctd>Another Store    Operations Manager and a Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Sata Rep or colleague\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>\u003Cstrong>Stage 2: First    Written Warning\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd>My Manager\u003C\u002Ftd>\n    \u003Ctd>My Manager’s Manager    and Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Usdaw Rep or    colleague\u003C\u002Ftd>\n    \u003Ctd>My Manager\u003C\u002Ftd>\n    \u003Ctd>Store Operations    Manager and a Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Usdaw Rep or    colleague\u003C\u002Ftd>\n    \u003Ctd>Store Operations    Manager\u003C\u002Ftd>\n    \u003Ctd>Another Store    Operations Manager and a Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Sata Rep or colleague\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>\u003Cstrong>Stage 3: Final    Written Warning\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd>My Manager’s Manager\u003C\u002Ftd>\n    \u003Ctd>Store Manager and    Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Usdaw Rep, Area    Organiser or colleague\u003C\u002Ftd>\n    \u003Ctd>My Manager\u003C\u002Ftd>\n    \u003Ctd>Store Operations    Manager and a Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Usdaw Rep, Area    Organiser or colleague\u003C\u002Ftd>\n    \u003Ctd>Store Operations    Manager\u003C\u002Ftd>\n    \u003Ctd>Another Store    Operations Manager and a Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Sata Rep, Area    Organiser or colleague\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>\u003Cstrong>Stage 4:    Suspension (without pay) Demotion Dismissal\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd>Store Manager\u003C\u002Ftd>\n    \u003Ctd>Store Operations    Manager and a Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Area Organiser or    colleague\u003C\u002Ftd>\n    \u003Ctd>Store Manager\u003C\u002Ftd>\n    \u003Ctd>Store Operations    Manager and a Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Area Organiser or    colleague\u003C\u002Ftd>\n    \u003Ctd>Store Operations    Manager\u003C\u002Ftd>\n    \u003Ctd>Store Director and    Group Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Area Organiser or    colleague\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp> \u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" width=\"100%\" border=\"1\">\n  \u003Ccolgroup>\u003Ccol width=\"138\">\n  \u003Ccol width=\"132\">\n  \u003Ccol width=\"115\">\n  \u003Ccol width=\"98\">\n  \u003Ccol width=\"122\">\n  \u003Ccol width=\"109\">\n  \u003Ccol width=\"103\">\n  \u003Ccol width=\"122\">\n  \u003Ccol width=\"109\">\n  \u003Ccol width=\"103\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd rowspan=\"3\" width=\"138\"> \u003C\u002Ftd>\n    \u003Ctd colspan=\"9\" width=\"1013\">\u003Cdiv align=\"center\">\u003Cstrong>Large Stores & Customer Fulfilment Centres\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd colspan=\"3\">\u003Cdiv align=\"center\">\u003Cstrong>Customer Assistants & Team    Supports\u002FLeaders\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd colspan=\"3\">\u003Cdiv align=\"center\">\u003Cstrong>Team\u002FLine Managers & Lead Managers\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd colspan=\"3\">\u003Cdiv align=\"center\">\u003Cstrong>Store Managers\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003Cstrong>Warning issued by\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003Cstrong>Appeal heard by\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003Cstrong>Representative\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003Cstrong>Warning issued by\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003Cstrong>Appeal heard by\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003Cstrong>Representative\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003Cstrong>Warning issued by\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003Cstrong>Appeal heard by\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003Cstrong>Representative\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>\u003Cstrong>Stage 1:    Verbal Warning\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd>My Manager\u003C\u002Ftd>\n    \u003Ctd>My Manager’s Manager    and Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Usdaw Rep or    colleague\u003C\u002Ftd>\n    \u003Ctd>My Manager*\u003C\u002Ftd>\n    \u003Ctd>Store Manager\u002F    Customer Fulfilment Centre Manager & Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Usdaw Rep or    colleague\u003C\u002Ftd>\n    \u003Ctd>Store Director\u002F    Customer Fulfilment Centre Operations Director\u003C\u002Ftd>\n    \u003Ctd>Another Store    Director and Group Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Sata Rep or colleague\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>\u003Cstrong>Stage 2: First    Written Warning\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd>My Manager\u003C\u002Ftd>\n    \u003Ctd>My Manager’s Manager    and Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Usdaw Rep or    colleague\u003C\u002Ftd>\n    \u003Ctd>My Manager*\u003C\u002Ftd>\n    \u003Ctd>Store Manager\u002F    Customer Fulfilment Centre Manager & Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Usdaw Rep or    colleague\u003C\u002Ftd>\n    \u003Ctd>Store Director\u002F    Customer Fulfilment Centre Operations Director\u003C\u002Ftd>\n    \u003Ctd>Another Store    Director and Group Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Sata Rep or colleague\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>\u003Cstrong>Stage 3: Final    Written Warning\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd>My Manager’s Manager\u003C\u002Ftd>\n    \u003Ctd>Store Manager\u002F    Customer Fulfilment Centre Manager & Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Usdaw Rep, Area    Organiser or colleague\u003C\u002Ftd>\n    \u003Ctd>My Manager*\u003C\u002Ftd>\n    \u003Ctd>Store Manager\u002F    Customer Fulfilment Centre Manager & Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Usdaw Rep, Area    Organiser or colleague\u003C\u002Ftd>\n    \u003Ctd>Store Director\u002F    Customer Fulfilment Centre Operations Director\u003C\u002Ftd>\n    \u003Ctd>Another Store    Director and Group Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Sata Rep, Area    Organiser or colleague\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>\u003Cstrong>Stage 4:    Suspension (without pay) Demotion Dismissal\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd>Store Manager\u002F    Customer Fulfilment Centre Manager\u003C\u002Ftd>\n    \u003Ctd>Store Director\u002F    Customer Fulfilment Centre Operations Director & Group Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Area Organiser or    colleague\u003C\u002Ftd>\n    \u003Ctd>Store Manager\u002F    Customer Fulfilment Centre Manager\u003C\u002Ftd>\n    \u003Ctd>Store Director\u002F    Customer Fulfilment Centre Operations Director & Group Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Area Organiser or    colleague\u003C\u002Ftd>\n    \u003Ctd>Store Director\u002F    Customer Fulfilment Centre Operations Director\u003C\u002Ftd>\n    \u003Ctd>Retail Director (or a    Lead Store Director †) and Regional Personnel Manager\u003C\u002Ftd>\n    \u003Ctd>Area Organiser or    colleague\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp>\u003Cem>*For Team\u002FLine Managers whose manager is the Store Manager\u002FCustomer Fulfilment  Centre Manager, a Lead Manager will carry out the stages up to dismissal\u003C\u002Fem>\u003C\u002Fp>\n\u003Cp>\u003Cem>† A Lead Store Director is a named Store Director who is an expert in disciplinary matters, and  who can hear the appeal only in the instance where a Regional Director is not available within  the timescales. This only applies in Large Stores.\u003C\u002Fem>\u003Cbr clear=\"all\">\n\u003C\u002Fp>\n\u003Ch3>SUPPORTING INFORMATION\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>Overlapping Grievances and Disciplinary Cases\u003C\u002Fstrong>\u003Cbr clear=\"all\">\n\u003C\u002Fp>\n\u003Cp align=\"left\">If a colleague raises a grievance during the  disciplinary procedure, the disciplinary process may be temporarily suspended  in order to deal with the grievance. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp align=\"left\">However, where  the grievance and disciplinary cases are related, it may be appropriate to deal  with both issues at the same time. \u003C\u002Fp>\n\u003Ch3>Involvement  of Team Leaders\u002FTeam Supports and Options Trainees to Grievance and  Disciplinary Meetings\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>Team Leaders\u002FSupports \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Team Leaders\u002FSupports should not be involved  in any stage (informal or formal) of the procedures, which includes taking  notes or taking part in any investigation. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Options Trainees \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Options  trainees are permitted to take notes in investigatory meetings, providing they  are on their 12 week placement, have completed the Note Taking Workshop and  subject to approval from the Personnel Manager. They may not take notes in  disciplinary meetings for conduct or capability. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>They should not be involved in the grievance  procedure at any point in the process. \u003C\u002Fp>\nNOTE: Options trainees may also take notes in  Attendance Review Investigatory Meetings and in Supporting Your Attendance  disciplinaries.\n\u003Ch3>Attending Investigatory\u002FDisciplinary  Meetings Whilst off Work\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>Sick Leave \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>If a colleague is off sick for a short period  of time, investigatory and disciplinary meetings will ordinarily be postponed  until their return. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>If a colleague  is off with prolonged absence, they may be asked to attend an investigatory or  disciplinary meeting. The colleague can choose not to attend, but they should  be made aware that a decision could be made in their absence that could lead to  disciplinary action, up to and including dismissal. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>At all times,  managers should act sensitively, taking into account the reasons for absence. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Maternity Leave \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>If a  colleague is on maternity leave, they may be asked to attend an investigatory  or disciplinary meeting. However, they are under no obligation to attend and  the meeting can be postponed until they return following their leave. \u003Cbr>\n\u003C\u002Fp>\n\u003Ch3>Suspension During Investigation \u003C\u002Fh3>\n  \u003Cp>If the initial  investigation shows sufficient grounds for concern, the investigating manager  may make the decision to suspend the colleague on full pay while the matter is  fully investigated. It must be made clear that this is in no way a disciplinary  measure and care must be taken to avoid unnecessary distress to all parties.    \u003C\u002Fp>\n  \u003Cp>If the colleague has any pre-booked holidays  during the suspension period, they can choose to postpone their holiday and  make themselves available for any investigatory\u002F disciplinary meetings, or they  can choose to take their pre-booked holiday and the period of suspension will  resume on their return. \u003C\u002Fp>\n\u003Ch2>Terms and  Conditions\u003C\u002Fh2>\n\u003Ch3>INTRODUCTION \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>This section gives information on a number of  terms and conditions, which will help reps when they represent colleagues in  discussions with managers. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>For more information, refer to Policies for  Our People which is available from your Personnel Manager. \u003Cbr>\n\u003C\u002Fp>\n\u003Ch3>CONTRACT  TYPES \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>It’s  important that we’re able to respond quickly to trade patterns and that our  colleagues are working the right hours at the right times to deliver great  service and availability to our customers. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-EMPCONTR_trigger\">\u003Cp>At Tesco, we have a wide range of contracts that suit our  colleagues’ lives. We’re also able to provide responsive shifts which in turn  help us to remain flexible and respond to changes in our operations. \u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\">\n  \u003Ccolgroup>\u003Ccol width=\"64\" span=\"4\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd colspan=\"4\" width=\"256\">\u003Cdiv align=\"center\">\u003Cstrong>Contract    type and code\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Permanent\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Standard\u003C\u002Ftd>\n    \u003Ctd width=\"64\">H\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Full time or Part time\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Temporary\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Standard\u003C\u002Ftd>\n    \u003Ctd width=\"64\">L\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Full time or Part time\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Inclusive\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Permanent\u003C\u002Ftd>\n    \u003Ctd width=\"64\">I\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Full time or Part time\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Flexible\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Permanent\u003C\u002Ftd>\n    \u003Ctd width=\"64\">D\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Full time\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Flexible\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Permanent\u003C\u002Ftd>\n    \u003Ctd width=\"64\">F\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Part time\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Flexible\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Temporary\u003C\u002Ftd>\n    \u003Ctd width=\"64\">U\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Full time\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Flexible\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Temporary\u003C\u002Ftd>\n    \u003Ctd width=\"64\">V\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Part time\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Dotcom Centre\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Customer Fulfilment Centre only\u003C\u002Ftd>\n    \u003Ctd width=\"64\">W\u002FY\u003C\u002Ftd>\n    \u003Ctd width=\"64\">Temporary\u002FPermanent\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\u003C\u002Fdiv>\n\u003Ch3>Permanent contract - full-time and  part-time \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>Permanent contracts are the most common type of contract used in our  stores, and can be either full-time or part-time. Permanent contracts operate  on the principle of a colleague having fixed core hours and days which are  worked consistently every week. Any additional hours worked above the specified  number of fixed hours will be worked as overtime. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Full-Time  Permanent Contract \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Based  on core hours of 36.5 over a 5 day period \u003C\u002Fli>\n  \u003Cli> The days and times of shifts do not  change from week to week \u003C\u002Fli>\n  \u003Cli> Working additional hours is entirely voluntary \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Part-Time Permanent Contract \u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Any  colleague on a permanent contract of under 36.5 hours \u003C\u002Fli>\n  \u003Cli>The days and times of  shifts do not change from week to week \u003C\u002Fli>\n  \u003Cli> Working  additional hours is entirely voluntary \u003C\u002Fli>\n  \u003Cli> Holiday entitlement and pay is based  on core hours only \u003C\u002Fli>\n  \u003Cli> Sick entitlement and pay is based on core hours only \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>Temporary contract - full-time and  part-time \u003Cbr>\n  \u003C\u002Fh3>\n\u003Cp>\u003C\u002Fp>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-tempagency\">\u003Cp>A temporary contract is used to cover peak trading times, e.g.  Christmas and Easter, or to cover a period of leave such as maternity leave. A  temporary contract may also be used when the workload will either change or  reduce over time. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>The  principle is that temporary contracts should only be used where the job role is  temporary or there is a doubt that the vacancy will exist within the next 12  weeks. Temporary contracts should not be issued to test the performance of a  new starter. There should be no ‘all new positions are temporary’ rule. \u003C\u002Fp>\n\u003Cp>The contract is for an agreed number of weeks  and will typically be for between 4 and 12 weeks. By exception, there may be  occasions where we know that the vacancy will not be there in a longer  timeframe, for example maternity cover, a new store opening, or a store  extension. In these exceptional circumstances, a temporary contract can be  extended beyond 12 weeks, up to a maximum of 26 weeks. If we are extending a  contract beyond 12 weeks, the store will inform the local Area Organiser,  explaining the reasons for the extension. \u003C\u002Fp>\u003C\u002Fdiv>\n\u003Cul>\n  \u003Cli> Temporary contracts can be full-time or part-time \u003C\u002Fli>\n  \u003Cli> They are based  on a set number of core hours \u003C\u002Fli>\n  \u003Cli> The days and times of shifts do not change from  week to week \u003C\u002Fli>\n  \u003Cli> Working additional hours is voluntary \u003C\u002Fli>\n  \u003Cli> Holiday entitlement and  pay is based on core hours only Sick entitlement and pay is based on core hours  only \u003C\u002Fli>\n  \u003Cli> For contracts under 4 weeks, there is no notice period \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> For contracts  of more than 4 weeks and less than 12 weeks, the colleague has a 1 week notice  period \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> For contracts of more than 12 weeks, the colleague has a 4 week  notice period \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>Inclusive contract - full-time and  part-time \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>Inclusive  contracts are based on the same principles as a standard contract, but require  colleagues to work a set number of Sundays and\u002For bank holidays, excluding  Christmas Day, Boxing Day and New Year’s Day (and 2nd January in Scotland) bank  holidays. Inclusive contracts are available for part-time and full-time  colleagues. Colleagues will agree with their manager which Sundays and\u002For bank  holidays they will work. A minimum of 13 Sundays and\u002For 4 bank holidays will be  agreed. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>The colleague receives the appropriate premium payment (based on  start date) for any hours worked on a Sunday and\u002For bank holiday. Payment for  working Sundays is averaged out over the year. For bank holidays, the premium  will be paid in the next pay as with a standard contract, rather than being  averaged in their pay. Additional Sundays worked over and above the inclusive  contract are voluntary and paid as overtime. \u003C\u002Fp>\n\u003Ch3>Flexible Contract \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>\u003C\u002Fp>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-FLEXWORK_trigger\">Flexible contracts are an effective way of reacting to changes in  trade, whilst enabling our colleagues to work hours that can be flexible enough  to meet their individual lifestyles. \u003C\u002Fdiv>\u003Cbr>\n\u003Cp>\u003C\u002Fp>\n\u003Cp>Flexible contracts operate on the basis of colleagues working a core  set of hours and additional hours within an agreed ‘Availability Window’.  Additional hours can be adjusted and varied each week to meet the needs of the  business and\u002For the colleague. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>There are three flexible contract types: \u003C\u002Fp>\n  \u003Col>\n    \u003Cli>Part-time \u003C\u002Fli>\n    \u003Cli>Full-time \u003C\u002Fli>\n    \u003Cli>On day  (Customer Fulfilment centres only) \u003C\u002Fli>\n\u003C\u002Fol>\n  \u003Cp>Flexible contracts can also be offered as a temporary contract. \u003Cbr>\n    \u003C\u002Fp>\n  \u003Cp>Whilst  colleagues will be expected to work additional hours that fall within their  Availability Window, flexibility should be a two-way process. This means that  colleagues can request not to work additional hours where sufficient notice is  given. Colleagues should be able to make such requests even if the hours form part  of the normal Availability Window. Such requests should be given proper  consideration by the store and reasonable requests should be agreed where  possible. \u003Cbr>\n    \u003C\u002Fp>\n  \u003Ch3>Part-time flexible contract \u003Cbr>\n    \u003C\u002Fh3>\n  \u003Cp>A colleague employed on this contract type will have a core set of hours,  which will not change each week, and additional hours within an agreed  ‘Availability Window’, which will vary depending on the needs of the business. \u003Cbr>\n    \u003C\u002Fp>\n  \u003Cp>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-flexible_work_options\">Core  hours are worked on fixed days and hours. The ideal number of core hours per  week is between 10 and 16. The minimum number of core hours should be 7.5 per  week, unless the colleague has requested to work less than 7.5 hours and this  can be accommodated by the store. No stand-alone shift should be less than 3  hours. \u003C\u002Fdiv>\u003Cbr>\n    \u003C\u002Fp>\n  \u003Cp>Colleagues  should agree when they will be available to work additional hours, up to a  maximum of 48 hours per week. This will be their ‘Availability Window’. Any  additional hours worked must fall within this Availability Window. However,  they will only ever be expected to work up to a maximum of 36.5 hours a week  (core and additional hours combined). \u003Cbr>\n    \u003C\u002Fp>\n\u003Cp>Any  additional hours the colleague is required to work should be communicated with  7 days’ notice. If this isn’t possible, a minimum of 24 hours’ notice should be  given; however, this should be the exception rather than the norm. Colleagues  will be expected to work additional hours when they fall within their agreed  Availability Window, providing they have been asked to work these hours within  the required notice period. The minimum number of stand-alone additional  flexible hours offered per day is 3. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Core  hours can be contracted for Sunday but additional hours should not be scheduled  for Sundays. Colleagues can volunteer for normal overtime on a Sunday. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Core hours may fall on a bank holiday. Additional hours, however,  should not be scheduled for a bank holiday and colleagues should volunteer for  normal overtime on a bank holiday. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The  appropriate premium payments will be paid if hours are worked during the night,  or on a Sunday or bank holiday. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>All  colleagues, regardless of contract type, should have an equal opportunity to  work overtime on a Sunday or bank holiday. \u003C\u002Fp>\n\u003Ch3>Full-time flexible contract \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>Colleagues  are contracted to 36.5 hours per week over 5 days. The hours and days may vary  each week. Colleagues will be asked to work shifts within the days and hours  that they have agreed they are available to work (their Availability Window).  The Availability Window must be discussed and agreed at interview and confirmed  in writing with the job offer, and will form part of the terms and conditions  of their contract. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>A  colleague’s Availability Window should be no less than 50 hours per week, with  no upper limit. However, they will only be asked to work 36.5 hours per week  from the range of hours they have agreed. Core hours can be scheduled for a  Sunday, providing this was agreed at the interview stage. The appropriate  premium payments will be paid if hours are worked during the night, or on a  Sunday or bank holiday. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Ideally,  colleagues should be given 4 weeks’ notice of their weekly shift pattern. On  occasions, this may not be possible, in which case a minimum of 7 days’ notice  should be given. This should be the exception and not the norm. \u003C\u002Fp>\n\u003Ch3>On Day flexible contract - part-time and full-time  (Customer Fulfilment centres only) \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>On Day  contracts allow customer fulfilment centres to ask their colleagues to work  additional hours that day, with a minimum of 2 hours’ notice. This allows the  centre to quickly respond to the number of orders they have received that day. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Colleagues  are contracted to work 3.75 core hours on any single day and are contracted to  work 3 to 5 days per week. These hours are fixed and do not change from week to  week. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Colleagues need to be available to work a further 3.75 hours on the  days their core hours are contracted. Colleagues will be expected to work the  additional hours if they have been given a minimum of 2 hours’ notice. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The  number and times of the additional hours worked will vary each week. Colleagues  may be asked to work the full 3.75 additional hours or part of these hours. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The core contracted hours and additional hours combined will be no  more than 36.5 hours in any given week. Once all additional hours have been  assigned, colleagues will be offered overtime. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The appropriate premium payments will be paid if hours are worked  during the night or on a Sunday or bank holiday. \u003Cbr>\n\u003C\u002Fp>\n\u003Ch3>PAY \u003Cbr>\n\u003C\u002Fh3>\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-WAGES_trigger\">\u003Cp>This section  gives details of the different areas of pay. These should be read together with  Policies for our People, where necessary. \u003C\u002Fp>\n\u003Cp>The pay grades  are given in the appendices. Up-to-date Pay Tables will be displayed on the  Forum Board. \u003C\u002Fp>\u003C\u002Fdiv>\u003Cp>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Method of Payment \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Colleagues are  paid every 4 weeks, normally on a Friday. \u003Cbr>\n  Payment is  made directly into the colleague’s bank or building society account. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Rate of Pay \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>A colleague’s pay is detailed in their offer letter. Pay can be made  up of some or all of the following: \u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> \u003Cdiv class=\"cbaClause highlight\" id=\"clause-LOWWAGE_trigger\">\u003Cdiv class=\"cbaClause highlight\" id=\"clause-LOWWAGE_provision\">\u003Cdiv class=\"cbaClause highlight\" id=\"clause-STRUCINCR_trigger\">\u003Cdiv class=\"cbaClause highlight\" id=\"clause-wageincreasetype\">\u003Cstrong>Basic Pay:\u003C\u002Fstrong>This is the hourly rate of pay multiplied by  the number of contracted hours. Basic Pay is paid according to length of  service: \n    \u003Cul>\n      \u003Cli>Starter  rate is paid from the date of joining until 9 months’ service \u003C\u002Fli>\n      \u003Cli>Established  rate is paid from 9 months’ service. \u003C\u002Fli>\u003C\u002Ful>\u003C\u002Fdiv>\u003Cul>\u003C\u002Ful>\u003C\u002Fdiv>\u003Cul>\u003C\u002Ful>\u003C\u002Fdiv>\u003Cul>\u003C\u002Ful>\u003C\u002Fdiv>\u003Cul>\n    \u003C\u002Ful>\n  \u003C\u002Fli>\n  \u003Cli> \u003Cstrong>Market  Supplement \u003C\u002Fstrong>(where  applicable): This is used to attract and retain colleagues in stores with  difficulties recruiting particular skills or roles. This is an additional  payment attached to a specific job code and store. The amount of the payment  should be reviewed regularly by the Store Director and Group Personnel Manager.  The Market Supplement can be applied, amended or discontinued at the date of  review; however, all colleagues that currently receive it will continue to do  so even if it has been discontinued for new starters. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> \u003Cstrong>Development Rate\u003C\u002Fstrong> (where applicable): This is paid to maintain  the current salary of a colleague who is developing skills to move into a  bigger role. The Development Rate is the difference between the old salary and  their new lower salary. It is removed once they are promoted or return to their  original role. \u003Cbr>\n    Pay may also  involve other elements that are due to company changes: \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> \u003Cstrong>Location  Pay:\u003C\u002Fstrong>Tesco recognises that  it is more difficult to recruit and retain \u003Cbr>\n    colleagues in certain areas; therefore, some stores pay an  additional hourly amount. This additional payment is reviewed annually and  payment may be added or removed each year based on changing market conditions  in each store’s location. Colleagues will receive 12 months’ notice of any  reduction in Location Pay. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> \u003Cstrong>Protected Element:\u003C\u002Fstrong> Where a job has changed as a result ofjob evaluation and the new  salary is lower, the difference will be paid as a Protected Element. The  protected element will be reduced by: \n    \u003Cul>\n      \u003Cli>100% of  any pay increase allocated outside of those agreed in the Annual Review \u003C\u002Fli>\n      \u003Cli>100% of  any promotional increase \u003C\u002Fli>\n      \u003Cli>100% of  any length of service related increase \u003C\u002Fli>\n      \u003Cli>A maximum  of 50% of the negotiated Annual Review increase, including any increase to  Location Pay as part of the Annual Review. This also includes any increases  agreed as part of the Annual Review that are actioned at a later date. \u003C\u002Fli>\n    \u003C\u002Ful>\n  \u003C\u002Fli>\n  \u003Cli> \u003Cstrong>Personal Rate:\u003C\u002Fstrong> Used where a colleague moves to another role in the following situations: \n    \u003Cul>\n      \u003Cli>As the  result of restructuring, rescheduling, a company initiative or at the company’s  request \u003C\u002Fli>\n      \u003Cli>Due to  changes to pay policy \u003C\u002Fli>\n      \u003Cli>When an  alternative role is accepted following a potential redundancy situation The  colleague will be paid the new rate, and the difference between the current and  new salary, up to a maximum of 25% of the new rate, is paid as a Personal Rate.  The Personal Rate is reduced by any pay increase and is reviewed annually on  anniversary to ensure a reduction of at least 25% each year. \u003C\u002Fli>\n    \u003C\u002Ful>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>Buyouts \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>A voluntary  buyout is, at times, offered to colleagues who receive a Protected Element or a  Personal Rate. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Colleagues  have the option to accept a lump sum payment instead of continuing to receive  the pay element. If a buyout is accepted, that pay element is no longer made to  the colleague. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>If the  colleague leaves within the following year, a relative proportion of the buyout  must be repaid. \u003Cbr>\n  \u003C\u002Fp>\n\u003Ch3>Company Approved Pay\u003C\u002Fh3>\nCompany approved pay is made up of basic pay,  current location pay, market supplement and development rate, and is used in  the payroll system to calculate overtime payments for colleagues, as per their  date of joining.\n\u003Ch3>Premiums \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>A number of  additional premiums are paid on top of basic pay and are calculated on when the  hours are worked. \u003C\u002Fp>\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-SUNDAY_trigger\">\u003Cdiv class=\"cbaClause highlight\" id=\"clause-sundayallowancetype\">\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\">\n  \u003Ccolgroup>\u003Ccol width=\"310\">\n  \u003Ccol width=\"221\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003C\u002Ftr>\u003C\u002Ftbody>\u003C\u002Ftable>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-sundayallowanceperc1\">\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\">\u003Ctbody>\u003Ctr>\u003C\u002Ftr>\u003C\u002Ftbody>\u003C\u002Ftable>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-sundayallowancetype1\">\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\">\u003Ctbody>\u003Ctr>\u003Ctd colspan=\"2\" width=\"531\">\u003Cdiv align=\"center\">\u003Cstrong>Sundays\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"310\">\u003Cstrong>Date of Joining\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"221\">\u003Cstrong>Payment\u003C\u002Fstrong>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"310\">Before 5th July 1999\u003C\u002Ftd>\n    \u003Ctd width=\"221\">Double time\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"310\">On or after 5th July 1999\u003C\u002Ftd>\n    \u003Ctd width=\"221\">Time and a half\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp>Where  colleagues work Sundays as a contracted shift, Sunday premium is still paid when  they are off sick, and is included within the holiday pay calculation. \u003C\u002Fp>\u003C\u002Fdiv>\u003C\u002Fdiv>\u003C\u002Fdiv>\u003C\u002Fdiv>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\">\n  \u003Ccolgroup>\u003Ccol width=\"310\">\n  \u003Ccol width=\"221\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd colspan=\"2\">\u003Cdiv align=\"center\">\u003Cstrong>Bank    holidays\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"310\">\u003Cstrong>Date of    Joining\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"221\">\u003Cstrong>Payment\u003C\u002Fstrong>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>Before 4th    September 2000\u003C\u002Ftd>\n    \u003Ctd>Double time\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>On or after    4th September 2000\u003C\u002Ftd>\n    \u003Ctd>Time and a half\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp> \u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\">\n  \u003Ccolgroup>\u003Ccol width=\"310\">\n  \u003Ccol width=\"221\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003C\u002Ftr>\u003C\u002Ftbody>\u003C\u002Ftable>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-OVERTIME_trigger\">\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\">\u003Ctbody>\u003Ctr>\u003C\u002Ftr>\u003C\u002Ftbody>\u003C\u002Ftable>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-overtimeallowancetype1\">\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\">\u003Ctbody>\u003Ctr>\u003Ctd colspan=\"2\" width=\"531\">\u003Cdiv align=\"center\">\u003Cstrong>Overtime (for hours worked over 36.5 hours in one week from    Sunday to Saturday inclusive), other than Sundays and bank holidays\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"310\">\u003Cstrong>Date of Joining\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"221\">\u003Cstrong>Payment\u003C\u002Fstrong>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"310\">Before 1st July 2002\u003C\u002Ftd>\n    \u003Ctd width=\"221\">Time and a half\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"310\">1st July 2002 - 31st March 2003\u003C\u002Ftd>\n    \u003Ctd width=\"221\">Time + £2.15 per hour\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"310\">1st April 2003 - 31st March 2004\u003C\u002Ftd>\n    \u003Ctd width=\"221\">Time + £1.75 per hour\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"310\">1st April 2004 - 31st March 2005\u003C\u002Ftd>\n    \u003Ctd width=\"221\">Time + £1.25 per hour\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"310\">1st April 2005 onwards\u003C\u002Ftd>\n    \u003Ctd width=\"221\">Single time\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp>Any overtime worked is voluntary and all hours worked should be paid  at the colleague’s contractual premium rate, even if overtime is worked in a  lower graded role. Time in lieu of pay should only be offered when the  colleague requests it. This should be at the correct pro-rata rate, in line  with their overtime rate. \u003C\u002Fp>\u003C\u002Fdiv>\u003C\u002Fdiv>\n\u003Ch3>Night Premiums \u003C\u002Fh3>\n\u003Cp>\u003C\u002Fp>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-NOCTPREM_trigger\">\u003Cp>\u003C\u002Fp>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-shiftallowancetype1\">\u003Cp>There are also two night premium rates for: \u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Hours worked between 10 pm and 12 midnight;  and, \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Hours worked between 12 midnight and 6 am. \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>Current premiums should be displayed on the  Forum Board. \u003C\u002Fp>\u003C\u002Fdiv>\u003C\u002Fdiv>\u003Cp>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Any night hours that fall on a Sunday (either 10 pm to midnight on a  Sunday night or midnight to 6 am on a Sunday morning) will also attract the  Sunday premium at the applicable rate, in addition to the night premium. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Night premiums are still paid when colleagues  are off sick and are included within the holiday pay calculation. \u003Cbr>\n\u003C\u002Fp>\n\u003Ch3>First Aid Payments \u003Cbr>\n  \u003C\u002Fh3>\n\u003Cp>Appointed First Aiders with a valid (in date) qualification receive  a weekly First Aid payment. This payment is still made when colleagues are off  sick and is included within the holiday pay calculation. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Emergency First Aiders in Express receive an  annual payment to recognise their contribution. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Current First Aider\u002FEmergency First Aider pay  should be displayed on the Forum Board. \u003C\u002Fp>\n\u003Ch3>Deputising Pay \u003Cbr>\n  \u003C\u002Fh3>\n\u003Cp>\u003Cstrong>Customer Assistant\u002FTeam Leader\u002FTeam  Support to Line\u002FTeam Manager (excluding Express) \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Customer Assistants and Team Leaders\u002FTeam Supports who deputise for a Line\u002F  Team Manager for a full week or more will be paid the difference between 90% of  the appointment rate of the higher grade role and the colleague’s role. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Any premium payments for the hours worked should be paid at their  normal rate. \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\">\n  \u003Ccolgroup>\u003Ccol width=\"64\" span=\"10\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd rowspan=\"5\" width=\"64\">\u003Cfont size=\"+6\">\u003Cdiv align=\"center\">\u003Cstrong>{\u003C\u002Fstrong>\u003C\u002Fdiv>\n    \u003C\u002Ffont>\u003C\u002Ftd>\n    \u003Ctd colspan=\"2\" rowspan=\"5\" width=\"128\">\u003Cdiv align=\"center\">\u003Cstrong>Line\u002FTeam\u003Cbr>\n      Manager weekly\u003Cbr>\n      appointment\u003Cbr>\n      rate\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"5\" width=\"64\">\u003Cfont size=\"+6\">\u003Cdiv align=\"center\">\u003Cstrong>X\u003C\u002Fstrong>\u003C\u002Fdiv>\n    \u003C\u002Ffont>\u003C\u002Ftd>\n    \u003Ctd colspan=\"2\" rowspan=\"5\" width=\"128\">\u003Cdiv align=\"center\">\u003Cstrong>0.90\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"5\" width=\"64\">\u003Cfont size=\"+6\">\u003Cdiv align=\"center\">\u003Cstrong>}\u003C\u002Fstrong>\u003C\u002Fdiv>\n    \u003C\u002Ffont>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"5\" width=\"64\">\u003Cfont size=\"+6\">\u003Cdiv align=\"center\">\u003Cstrong>-\u003C\u002Fstrong>\u003C\u002Fdiv>\n    \u003C\u002Ffont>\u003C\u002Ftd>\n    \u003Ctd colspan=\"2\" rowspan=\"5\" width=\"128\">\u003Cdiv align=\"center\">\u003Cstrong>Customer\u003Cbr>\n      Assistant\u002FTeam\u003Cbr>\n      Leader\u002FTeam\u003Cbr>\n      Support weekly\u003Cbr>\n      established rate\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cbr clear=\"all\">\n\u003Cul>\n  \u003Cli> Rates are calculated weekly. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Grade  B, C, D and E colleagues and Team Leaders\u002FSupports may deputise for all  Line\u002FTeam Manager roles. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Grade F employees should not deputise. \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Line\u002FTeam Manager to Lead Manager  (excluding Express) \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Line\u002FTeam Managers who deputise for a Lead Manager for a full week  or more will be paid 90% of the appointment rate for the Lead Manager in that  category store. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Customer Assistant\u002FTeam Leader to  Line Manager in Express \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Express Customer Assistants\u002FTeam Leaders who deputise for a Line  Manager will be paid: \u003C\u002Fp>\n\u003Cp> An additional £2 per hour during trading hours \u003C\u002Fp>\n\u003Cp> An  additional £1 per hour during forecourt non-trading hours \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Payment for Options trainees \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Colleagues going onto an Options programme  will not be disadvantaged in terms of their pay, for example if they are on a D  grade prior to signing on to Options, they will remain on this grade throughout  their Options programme, even if placed in a lower grade role during their  training\u002Fplacement. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Deputising pay is not made where trainees are completing a  pre-planned placement for less than 12 weeks, as this is seen as part of their  development programme. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Deputising Pay (as on the previous page) is  paid where: \u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>The Options trainee performs a manager’s role  due to an emergency and it is not a pre-planned placement \u003C\u002Fli>\n  \u003Cli> The trainee has been signed off and is covering for another  manager, at any time \u003C\u002Fli>\n  \u003Cli> The trainee is covering for a manager for more than 12  weeks (payment only made from the 13 th week onwards). \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>Payments are for a minimum of one week. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Key Holder Pay \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Key  Holder Pay is made to Line\u002FTeam and Lead Managers (Managers, Team Leaders and  Customer Assistants in Express) who hold the keys when the store is closed on  specific days. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>The payment is only applicable on the  specific dates outlined below and is paid whether or not the colleague is  called out to the store. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Christmas Day \u003C\u002Fli>\n  \u003Cli> Boxing Day \u003C\u002Fli>\n  \u003Cli> New Year’s Day \u003C\u002Fli>\n  \u003Cli> 2nd January  (Scotland only) \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Sundays when the store is closed for the whole day \u003C\u002Fli>\n  \u003Cli> Bank Holidays when the  store is closed for the whole day \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>Current Key Holder Pay rates should be displayed on the Forum Board. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>2  people must attend the store in a callout; therefore, the payment is made to  both keyholders. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>If a  keyholder is holding the keys for a part day, i.e. 12 hours, then the pay would  be halved. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Key Holder Pay is not paid to managers who hold the keys when a  store is only closed during the evening or night. Callout payments, where  applicable, should be paid in these circumstances. The exception is Express  stores who are still entitled to the payment on the above mentioned days, even  when the store is open for part of the day. In this instance, they would  receive half the amount. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Callout Payments \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Callout payments are made to Line\u002FTeam and Lead Managers (Line  Managers, Deputy Managers and Store Managers in Express) who may be called out  to the store outside of their normal working hours, when the store is closed. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>The hours paid  should be at the colleague’s hourly rate, taking into account premium payments  and appropriate overtime rates, and should include the travelling time between  the store and the colleague’s home. Any travelling expenses incurred for the  callout should also be reimbursed. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Relief Pay \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Where more than  one Customer Assistant role at different grades is performed, the weekly hours  at each grade are compared and, if more than 50% of the hours are worked in the  higher grade role, payment for the whole of the weekly hours is made at the  higher rate. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Sick Pay \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>\u003C\u002Fp>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-SICDIS_trigger\">\u003Cp>Sick pay may be  made up of Company Sick Pay, calculated from the date of joining, Statutory  Sick Pay and National Insurance Benefit, depending on the colleague’s  eligibility. Colleagues who started on or after 4th July 2004 are only eligible  to receive Company Sick Pay after the first three working days of each period  of sickness. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Where a colleague is off with a pregnancy related illness, they will  be paid any Company Sick Pay that they are entitled to from the first day of  absence, irrespective of their start date. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>In exceptional  circumstances, where the sickness is linked to a disability which is covered by  the Equality Act (Disability Discrimination Act in Northern Ireland), the  non-payment of the first three days may not apply. \u003C\u002Fp>\u003C\u002Fdiv>\u003Cp>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Tesco has the right to withhold Company Sick Pay if: \u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> There is a reasonable belief that the absence is not genuine; \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> The  colleague does anything deliberately or negligently to make the illness or  injury worse; or \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> The colleague causes their own illness or  injury. \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>The Company is legally bound to withhold Statutory Sick Pay for the  first two reasons mentioned above and, in addition, disciplinary action may be  taken. \u003C\u002Fp>\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-sicknesspay\">\u003C\u002Fdiv>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-sicknesspay\">\u003Cdiv class=\"cbaClause highlight\" id=\"clause-maxsicknesspayperc\">\u003Cdiv class=\"cbaClause highlight\" id=\"clause-sicknesspaytxt\">\u003Cp>The table below    shows the Sick Pay entitlement based on length of service. \u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\">\n  \u003Ccolgroup>\u003Ccol width=\"250\">\n  \u003Ccol width=\"341\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd width=\"223\">\u003Cstrong>Length of Service \u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd width=\"304\">\u003Cstrong>Company Sick pay Entitlement\u003C\u002Fstrong>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"223\">Less than 6 months\u003C\u002Ftd>\n    \u003Ctd width=\"304\">No Company Sick Pay\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"223\">6 months but less than 1 year\u003C\u002Ftd>\n    \u003Ctd width=\"304\">1 week at contractual pay\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"223\">1 year but less than 2 years\u003C\u002Ftd>\n    \u003Ctd width=\"304\">2 weeks at contractual pay\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"223\">2 years but less than 3 years\u003C\u002Ftd>\n    \u003Ctd width=\"304\">3 weeks at contractual pay\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"223\">3 years but less than 4 years\u003C\u002Ftd>\n    \u003Ctd width=\"304\">4 weeks at contractual pay\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"223\">4 years but less than 5 years\u003C\u002Ftd>\n    \u003Ctd width=\"304\">5 weeks at contractual pay\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"223\">5 years but less than 6 years\u003C\u002Ftd>\n    \u003Ctd width=\"304\">6 weeks at contractual pay\u003C\u002Ftd>\u003C\u002Ftr>\u003C\u002Ftbody>\u003C\u002Ftable>\u003C\u002Fdiv>\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\">\u003Ctbody>\u003Ctr>\u003C\u002Ftr>\u003C\u002Ftbody>\u003C\u002Ftable>\u003C\u002Fdiv>\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\">\u003Ctbody>\u003Ctr>\u003C\u002Ftr>\u003C\u002Ftbody>\u003C\u002Ftable>\u003C\u002Fdiv>\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\">\u003Ctbody>\u003Ctr>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd colspan=\"2\">\u003C\u002Ftd>\u003C\u002Ftr>\u003C\u002Ftbody>\u003C\u002Ftable>\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\">\u003Ctbody>\u003Ctr>\u003Ctd colspan=\"2\">\u003Cbr>\u003Cbr>\n    \u003Cem>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-sicknessmaxdaysnr\">\u003Cdiv class=\"cbaClause highlight\" id=\"clause-sicknessmaxdays\">After 6 years, colleagues will receive an    additional week of Company Sick Pay for every year of service, less any    amount paid the previous year, up to a maximum of 16 weeks. \u003C\u002Fdiv>\u003C\u002Fdiv>\u003Cbr>\u003Cbr>After 6 years’    service, the number of paid days sick leave a colleague took in the previous    year will be deducted from their new year’s allowance. However, once a    colleague has built up a six week allowance, it becomes their ‘fall back’    position - this means that, regardless of the amount of paid sick leave taken    in any given year, the colleague will always be eligible for a minimum of six    weeks sick pay each year. The colleague will then qualify in future years for    the additional one week each year until they reach the maximum of 16 weeks    again.\u003C\u002Fem>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp>If the  colleague is sick on their last working day prior to taking either a holiday or  bank holiday, the day(s) will be coded as sick and the colleague will be able  to reschedule their entitlement for another point within the holiday year. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>If the colleague was not sick on their contractual shift prior to a  holiday or bank holiday, the holiday or bank holiday days taken will be  deducted from their entitlement, even if they declare or bring proof that they  were sick during the holiday or bank holiday. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>However, if a colleague was sick and will not have had at least 20  days (pro-rata) statutory holidays over the year, the holiday may be  reinstated. The colleague must supply a Doctor’s Certificate and follow the  normal notification procedures. \u003C\u002Fp>\n\u003Ch3>PAY REVIEW \u003Cbr>\n  \u003C\u002Fh3>\n\u003Cp>The  employment package is reviewed annually and changed in agreement with Usdaw.  Therefore, the 12 National Forum Reps that sit on the Pay Review Team will be  Usdaw members. The Pay Review Team takes accountability for reaching agreement  through a process of negotiation with Tesco and continual consultation with  their colleagues on the National Forum. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>The decision-making process involves all the National Forum Reps  working together on behalf of store colleagues. The proposals will be voted on  by Usdaw members on the National Forum and if accepted by a majority of them,  these proposals will form the final agreement. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>\u003Cstrong>To  deliver the Pay Review, activities and meetings take place across the year. The  full cycle is outlined below:\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\">\n  \u003Ccolgroup>\u003Ccol width=\"117\">\n  \u003Ccol width=\"521\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd rowspan=\"3\" width=\"117\">\u003Cdiv align=\"center\">\u003Cstrong>September\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"521\">• Forum Reps collect    feedback on last year’s pay award\u003Cbr>\n      • Forum Reps collect items for inclusion on next year’s pay claim\u003Cbr>\n      • Feedback and items for next year are discussed at the Store Forum and    passed up to the Store Director Forum.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"2\" width=\"117\">\u003Cdiv align=\"center\">\u003Cstrong>October\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"521\">•    Store Director Forum Reps discuss feedback on last year’s award and items for    next year’s pay claim from Store Forums\u003Cbr>\n      • Store Director Forum Reps prioritise items to be submitted on behalf of    the group or region for consideration, to be included in next year’s pay    claim\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"4\" width=\"117\">\u003Cdiv align=\"center\">\u003Cstrong>November\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"4\" width=\"521\">• The    Pay Review Team discuss items received from the Store Director Forums and    prioritise items for inclusion in the pay claim\u003Cbr>\n      • The full National Forum meets to discuss the feedback from the Store    Director Forums and agree the final items to be included in the pay    claim\u003Cbr>\n      • The Usdaw National Officer will confirm the pay review items to Tesco in    writing\u003Cbr>\n      • The Pay Review Team meet with the Support Office Director and Operations    Personnel Director to present the Union’s initial claim on behalf of members\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"2\" width=\"117\">\u003Cdiv align=\"center\">\u003Cstrong>February\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"521\">• The    Support Office Director and Operations Personnel Director give feedback to    the Pay Review Team on the National Forum items and outline Tesco’s    proposals\u003Cbr>\n      • The Pay Review Team consult the whole National Forum on Tesco’s feedback    and proposals\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"117\">\u003Cdiv align=\"center\">\u003Cstrong>March\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"521\">•    The Pay Review Team meet the Support Office Director and Operations Personnel    Director to further explore Usdaw and Tesco’s proposals, identify if any    items can be actioned or removed, and agree a joint agenda to take forward to    negotiations\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"117\">\u003Cdiv align=\"center\">\u003Cstrong>April\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"521\">•    Negotiations take place between the Pay Review Team, Support Office Director    and Operations Personnel Director on the joint agenda items\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"117\">\u003Cdiv align=\"center\">\u003Cstrong>May\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"521\">•    The Pay Review Team report back to the National Forum on the outcome of\u003Cbr>\n      the negotiations\u003Cbr>\n      • The proposals are voted on by Usdaw members on the National Forum. If    accepted by the majority of them, they form the final agreement and Tesco is notified    in writing\u003Cbr>\n      • If the proposals are not ratified, the Pay Review Team will return to    further negotiations with the Support Office Director and Operations    Personnel Director\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"117\">\u003Cdiv align=\"center\">\u003Cstrong>June\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"521\">The    outcome of the pay review and changes to the employment package are    communicated to colleagues in all stores and customer fulfilment    centres:\u003Cbr>\n      • One Usdaw Rep from each store attends a briefing with an Usdaw Official,    a National Forum Rep and a Tesco manager\u003Cbr>\n      • The remaining Usdaw Reps and the Store Director Forum Reps attend the    management team briefing\u003Cbr>\n      • The Store Forum Reps are briefed\u003Cbr>\n      • All colleagues are briefed via in-store briefings\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Ch3>Who’s involved? \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>At each meeting  of the Pay Review Team, there are a number of attendees: \u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Support Office Director \u003C\u002Fli>\n  \u003Cli> UK Operations Personnel Director \u003C\u002Fli>\n  \u003Cli> 12 National  Forum Reps \u003C\u002Fli>\n  \u003Cli> Representatives from the Tesco Reward Team \u003C\u002Fli>\n  \u003Cli> Representatives from  the Employee Relations Team \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Representatives from Usdaw (National  Officer, Divisional Officer, Area Organiser, Research Assistant) \u003C\u002Fli>\n\u003C\u002Ful>\n\nIn rare and exceptional circumstances, guidance  may be sought from the UK Operations Director and the Usdaw General Secretary  and\u002For a jointly agreed independent third party, if at any point during the  continued debate it is mutually agreed necessary.\n\u003Ch3>HOLIDAYS \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>Holiday entitlement \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Tesco’s holiday year  runs from 1st April to 31st March. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>A new  starter’s holiday entitlement is based on the number of days a week they work  and the point in the holiday year that they joined the company. This is  calculated as follows: \u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\">\n  \u003Ccolgroup>\u003Ccol width=\"64\" span=\"8\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd colspan=\"2\" rowspan=\"5\" width=\"128\">\u003Cdiv align=\"center\">\u003Cstrong>Number of days holiday the colleague would receive over the first    holiday year \u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"11\" width=\"64\">\u003Cfont size=\"+6\">\u003Cdiv align=\"center\">\u003Cstrong>X\u003C\u002Fstrong>\u003C\u002Fdiv>\n    \u003C\u002Ffont>\u003C\u002Ftd>\n    \u003Ctd colspan=\"2\" rowspan=\"11\" width=\"128\">\u003Cdiv align=\"center\">\u003Cstrong>Number of    calendar days remaining in the current holiday year\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"11\" width=\"64\">\u003Cfont size=\"+6\">\u003Cdiv align=\"center\">\u003Cstrong>=\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ffont>\u003C\u002Ftd>\n    \u003Ctd colspan=\"2\" rowspan=\"11\" width=\"128\">\u003Cdiv align=\"center\">\u003Cstrong>Entitlement    for the remainder of the holiday year\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd colspan=\"2\">\u003Cfont size=\"+6\">\u003Cdiv align=\"center\">\u003Cstrong>÷\u003C\u002Fstrong>\u003C\u002Fdiv>\n    \u003C\u002Ffont>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd colspan=\"2\" rowspan=\"5\" width=\"128\">\u003Cdiv align=\"center\">\u003Cstrong>365 days (366 in a leap year)\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp>The total will be  rounded up to the nearest whole day. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>A colleague’s  holiday entitlement increases with length of service and is prorated from their  anniversary of joining. If the anniversary of joining falls part-way through  the holiday year, the increased number of holidays will be prorated for the  remainder of the holiday year. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>If a colleague  changes the number of days they work, their holiday entitlement will change on  a pro-rata basis. \u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\">\n  \u003Ccolgroup>\u003Ccol width=\"96\">\n  \u003Ccol width=\"64\" span=\"6\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd width=\"96\"> \u003C\u002Ftd>\n    \u003Ctd colspan=\"6\" width=\"384\">\u003Cstrong>Annual    allowance for the holiday year by number of days worked\u003C\u002Fstrong>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"96\">\u003Cstrong>Period of service\u003C\u002Fstrong>\u003C\u002Ftd>\n    \u003Ctd align=\"right\" width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>6\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd align=\"right\" width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>5\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd align=\"right\" width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>4\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd align=\"right\" width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>3\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd align=\"right\" width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>2\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd align=\"right\" width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>1\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"96\">15 years or more\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">36\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">30\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">24\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">18\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">12\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">6\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"96\">10 years but less than 15 years\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">33\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">28\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">22\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">17\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">11\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">6\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"96\">5 years but less than 10 years\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">30\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">25\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">20\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">15\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">10\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">5\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"96\">More than 12 months but less than 5 years\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">26\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">22\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">18\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">13\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">9\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">4\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"96\">12 months\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">24\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">20\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">16\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">12\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">8\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">4\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp>The below  calculation shows how to work out how many days’ holiday a colleague is  entitled to if their anniversary of joining falls part-way through a holiday  year: \u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" width=\"70%\">\n  \u003Ccolgroup>\u003Ccol width=\"64\" span=\"15\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd rowspan=\"6\" width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>\u003Cfont size=\"+6\">{\u003C\u002Ffont>\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd colspan=\"2\" rowspan=\"4\" width=\"128\">\u003Cdiv align=\"center\">\u003Cstrong>Current    number of  annual days holiday\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"128\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"128\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"7\" width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>\u003Cfont size=\"+6\">}\u003C\u002Ffont>\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"6\" width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>\u003Cfont size=\"+6\">{\u003C\u002Ffont>\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd colspan=\"2\" rowspan=\"4\" width=\"128\">\u003Cdiv align=\"center\">\u003Cstrong>New number of    annual days holiday due to receive\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"128\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"128\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"7\" width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>\u003Cfont size=\"+6\">}\u003C\u002Ffont>\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd rowspan=\"3\">\u003Cdiv align=\"center\">\u003Cstrong>\u003Cfont size=\"+6\">X\u003C\u002Ffont>\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd colspan=\"2\" rowspan=\"3\" width=\"128\">\u003Cdiv align=\"center\">\u003Cstrong>Number of    calendar days since 1st April and up to the anniversary\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\">\u003Cdiv align=\"center\">\u003Cstrong>\u003Cfont size=\"+6\">+\u003C\u002Ffont>\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\">\u003Cdiv align=\"center\">\u003Cstrong>\u003Cfont size=\"+6\">X\u003C\u002Ffont>\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd colspan=\"2\" rowspan=\"3\" width=\"128\">\u003Cdiv align=\"center\">\u003Cstrong>Number of    calendar days from anniversary and up to 31st March\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd colspan=\"2\">\u003Cdiv align=\"center\">\u003Cstrong>\u003Cfont size=\"+6\">÷\u003C\u002Ffont>\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd colspan=\"2\">\u003Cdiv align=\"center\">\u003Cstrong>\u003Cfont size=\"+6\">÷\u003C\u002Ffont>\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd colspan=\"2\" width=\"128\">\u003Cdiv align=\"center\">\u003Cstrong>365 days\u003Cbr>\n      (366 in a leap year)\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd colspan=\"2\" width=\"128\">\u003Cdiv align=\"center\">\u003Cstrong>365    days\u003Cbr>\n      (366 in a leap year)\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd>\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp>The total will  be rounded up to the nearest whole day. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Colleagues on  a Flexi contract receive an entitlement based on the number of core days they  are contracted for per week. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Any  outstanding holiday entitlement at the end of the holiday year cannot be  carried forward into the following year, nor can a colleague be paid in lieu of  outstanding holiday. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Colleagues who  are on a Prolonged Absence from work at the end of the holiday year due to  sickness, and have not been able to take all of their holiday entitlement, may  (dependent on the circumstances) be paid for any holidays outstanding. In this  instance, the colleague would have to have been off work on Prolonged Absence  for a period of 4 or more continuous weeks and still be off sick on 31st March,  in order to qualify. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Colleagues who are on maternity, adoption or additional paternity  leave at the end of the holiday year will have any outstanding holiday  entitlement paid to them. Alternatively, they may request some of their holiday  to be carried over to the new holiday year. \u003C\u002Fp>\n\u003Ch3>Requesting Holiday \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>Holidays must be requested in writing (using the Holiday Request  Form where possible) to the manager, with as much notice as possible but a  minimum of 1 week. A manager must respond to the request within 7 days. If they  fail to do so, the colleague can presume that the holiday has been authorised. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The holiday booking window runs from 1st April to 31st March each  year, during which all holiday and bank holiday entitlement for the following  holiday year should be booked. In February or March each year, all colleagues  will attend a one-to-one Holiday Review Meeting with their manager to ensure  that their holiday and bank holiday entitlement is fully booked for the  forthcoming year. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Three weeks’  holiday should be taken between 1st April and 31st October, with the remainder  of the entitlement being taken between 1st November and 31st March. Colleagues  with six weeks’ holiday entitlement should ideally take four weeks’ holiday  between 1st April and 31st October. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Holiday in excess of 2 weeks needs to be authorised by the Store  Manager. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Holiday may be taken from a colleague’s date of joining but is  restricted to one working week in the first three months of service. The  payroll system automatically defaults to one week paid holiday and therefore  any additional days taken will be unpaid. \u003Cbr>\n\u003C\u002Fp>\n\u003Ch3>Holiday entitlement  and pay \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>Holidays will be paid at the current weekly  contractual earnings rate including premiums but excluding any overtime or  ad-hoc payments. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>For colleagues on full-time flexible contracts, holiday entitlement  and pay is calculated in the same way as those on standard contracts. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>For colleagues on part-time flexible contracts, entitlement is  calculated using the number of core days worked. Holiday pay is calculated  using the average weekly earnings over the past 12 weeks, or the average weekly  earnings in the last tax year, whichever is higher. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Holiday entitlement for On Day flexible contracts is calculated  using the number of core days worked. Holiday pay is calculated using the  average weekly earnings over the past 12 weeks, or the average weekly earnings  in the last tax year, whichever is higher. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>When a colleague on a part-time flexible or On Day flexible contract  requests a full weeks’ holiday, they are not expected to work additional hours  that week. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>If ‘odd days holiday’ is requested, they may be required to work  additional flexible hours on other days that week, but not on the days  requested as holiday. Colleagues on these contracts will only need to use their  holiday allowance to cover their core hours\u002Fdays. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Additional flexible hours will not be  scheduled on a bank holiday. \u003Cbr>\n\u003C\u002Fp>\n\u003Ch3>Holiday Schemes \u003Cbr>\n  \u003C\u002Fh3>\n\u003Cp>Historically, there are 5 holiday schemes. Colleagues will be on the  holiday scheme that applied at the time they joined. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>1. Current Year Scheme\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>Colleagues who joined on or after 12th January 2003 will be on the  Current Year Holiday Scheme. Entitlement is calculated on the number of days  worked each week and how much service could be achieved in the current holiday  year, between 1st April and 31st March. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Colleagues on this scheme can take paid holidays from their date of  joining, restricted to one working week paid in the first 3 months of service. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>2. Banking Scheme\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>This applies to colleagues who joined between 6th October 1996 and  11th January 2003. The colleague would not have been able to take any paid  holiday during the first 3 months of employment. The holiday earned during this  period was banked and will be paid to the colleague when they leave Tesco, at  their current rate of pay. The number of days banked will not be adjusted to  reflect the number of days worked at the point of leaving, but will always  reflect the number of days at the point they were earned. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>3. Current Scheme\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>Colleagues who joined between 1st April 1992 and 5th October 1996  will be on the Current Scheme, whereby holiday allowance is given up front at  the beginning of the holiday year, according to length of service. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>If a colleague were to leave part-way through the year, their  holiday allowance would be based on the number of days they have worked in the  current holiday year. This may result in a colleague paying back any holiday  which has been taken in excess of the holiday they have earned. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>4. Accrued Frozen Scheme\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>This applies to colleagues who joined stores between 1st April 1991  and 31st March 1992. Colleagues on this scheme accrued a part-year allowance. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>This part  allowance was ‘frozen’ and will be paid to colleagues when they leave the  company, at their current rate of pay. The number of days banked will not be  adjusted to reflect the number of days worked at the point of leaving, but will  always reflect the number of days at the point they were earned. \u003C\u002Fp>\n\u003Cp>\u003Cstrong>5. Accrued Scheme\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>This applies to all colleagues who joined on or before 1st April  1991. Entitlement is based on the length of service at the end of the previous  holiday year. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>On leaving the company, outstanding holiday  will be paid at the colleague’s current rate of pay. \u003Cbr>\n\u003C\u002Fp>\n\u003Ch3>Extended Holiday  Leave \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>Requests for unpaid extended holiday leave will be considered using  the following guidelines: \u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Up to 4 weeks unpaid leave may be taken after 1 year’s service \u003C\u002Fli>\n  \u003Cli> To be granted no more than once every two years \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> The manager  should be given as much notice as possible, and a minimum of 4 weeks’ notice,  of the extended leave dates \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>The colleague’s contract is continuous during the leave and pension  contributions can be made up on their return to work \u003C\u002Fli>\n  \u003Cli> All benefits will be  retained during the leave period as they would be during normal holiday \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Only one period of  either Lifestyle Break or Extended Holiday Leave can be taken in any given  holiday year. \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>Sickness before  holidays \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>Colleagues who have been off work sick immediately before they are  due to go on holiday must notify the store that they are fit to return to work  before their holiday starts. \u003C\u002Fp>\nIf a colleague is sick on their last day  immediately before their holiday is due to start, the holiday can be postponed  or re-arranged. Holiday is defined as starting from the end of the last working  day before the holiday.\n\u003Ch3>BANK HOLIDAYS\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>Bank holiday entitlement\u003C\u002Fstrong>\u003Cbr clear=\"all\">\n\u003C\u002Fp>\n\u003Cp>All  colleagues receive a bank holiday entitlement in days at the beginning of the  holiday year, dependent on the number of days they are contracted to work per  week. This is irrespective of whether or not they are contracted to work on a  particular bank holiday. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>If a  colleague joins part-way through the year, they will be allocated a prorated  entitlement based on the number of days remaining in the holiday year. \u003C\u002Fp>\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-SUNDAYwork_trigger\">\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\">\n  \u003Ccolgroup>\u003Ccol width=\"125\">\n  \u003Ccol width=\"157\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003C\u002Ftr>\u003C\u002Ftbody>\u003C\u002Ftable>\u003C\u002Fdiv>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-sundays_year\">\u003Cdiv class=\"cbaClause highlight\" id=\"clause-SUNDAYwork_trigger\">\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\">\u003Ctbody>\u003Ctr>\u003Ctd width=\"125\">\u003Cdiv align=\"center\">\u003Cstrong>Number of days worked per week\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"157\">\u003Cdiv align=\"center\">\u003Cstrong>Bank holiday entitlement in days\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"125\">\u003Cdiv align=\"center\">6\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"157\">\u003Cdiv align=\"center\">10\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"125\">\u003Cdiv align=\"center\">5\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"157\">\u003Cdiv align=\"center\">8\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"125\">\u003Cdiv align=\"center\">4\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"157\">\u003Cdiv align=\"center\">6\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"125\">\u003Cdiv align=\"center\">3\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"157\">\u003Cdiv align=\"center\">5\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"125\">\u003Cdiv align=\"center\">2\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"157\">\u003Cdiv align=\"center\">3\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"125\">\u003Cdiv align=\"center\">1\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"157\">\u003Cdiv align=\"center\">2\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\u003C\u002Fdiv>\u003C\u002Fdiv>\n\u003Cp>Colleagues  on a Flexi contract receive an entitlement based on the number of core days  they are contracted for per week. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Colleagues  with a non-fixed shift pattern will be treated as if they are scheduled to work  the bank holiday. Bank holiday working will still be voluntary and if they do  not work, a day will be deducted from their bank holiday entitlement. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Bank holiday entitlement days are used to take bank holidays off  that either fall on a contractual day of work if the colleague does not wish to  work, or if the store is closed.\u003Cbr clear=\"all\">\n  \u003Cbr>\n  If a colleague  does not have sufficient bank holiday entitlement to take off all the bank  holidays that fall on their contractual working days, they have the following  options: \u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Take the day as annual holiday \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Rearrange their hours to a mutually agreed time within 4 weeks of  the bank holiday \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Take the day unpaid \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Take  their Personal Day (if eligible). \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>If contractual working days do not fall on the  bank holiday, colleagues will have their entitlement to take at another time,  by mutual agreement with their Manager. \u003Cbr>\n  \u003C\u002Fp>\n\u003Ch3>Night workers \u003Cbr>\n  \u003C\u002Fh3>\n\u003Cp>Night workers  will have a designated 24 hour period that will replace the bank holiday,  commencing from either 12 noon on the day before the bank holiday or 12 noon on  the day of the bank holiday, and running until 12 noon the following day. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>This will be  agreed following consultation between the management team, Usdaw  representatives and members of the night team. \u003Cbr>\n  \u003C\u002Fp>\n\u003Ch3>Changes to bank  holiday entitlement\u003C\u002Fh3>\n\u003Cp>  When a colleague changes the number of days  per week they work, the bank holiday entitlement should be calculated according  to the number of days they work before the change and after the change, and the  two figures added together: \u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" width=\"70%\">\n  \u003Ccolgroup>\u003Ccol width=\"64\" span=\"15\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd rowspan=\"3\" width=\"23\">\u003Cdiv align=\"center\">\u003Cstrong>\u003Cfont size=\"+6\">{\u003C\u002Ffont>\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd colspan=\"2\">\u003Cdiv align=\"center\">\u003Cstrong>Number of    annual days bank holiday received on original days worked\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"35\">\u003Cdiv align=\"center\">\u003Cstrong>\u003Cfont size=\"+6\">X\u003C\u002Ffont>\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd colspan=\"2\" rowspan=\"3\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>      \u003Cdiv align=\"center\">\u003C\u002Fdiv>\n    \u003Cdiv align=\"center\">\u003C\u002Fdiv>      \u003Cdiv align=\"center\">\u003C\u002Fdiv>\n    \u003Cdiv align=\"center\">\u003C\u002Fdiv>    \u003Cdiv align=\"center\">\u003C\u002Fdiv>    \u003Cdiv align=\"center\">\u003Cstrong>Number of calendar days since 1st April and up to the date of    change\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"23\">\u003Cdiv align=\"center\">\u003Cstrong>\u003Cfont size=\"+6\">}\u003C\u002Ffont>\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"27\" rowspan=\"3\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>      \u003Cdiv align=\"center\">\u003C\u002Fdiv>      \u003Cdiv align=\"center\">\u003C\u002Fdiv>      \u003Cdiv align=\"center\">\u003Cstrong>\u003Cfont size=\"+6\">+\u003C\u002Ffont>\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"23\">\u003Cdiv align=\"center\">\u003Cstrong>\u003Cfont size=\"+6\">{\u003C\u002Ffont>\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd colspan=\"2\">\u003Cdiv align=\"center\">\u003Cstrong>Number of    annual days bank holiday due to receive based on new working days\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"35\">\u003Cdiv align=\"center\">\u003Cstrong>\u003Cfont size=\"+6\">X\u003C\u002Ffont>\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd colspan=\"2\" rowspan=\"3\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>      \u003Cdiv align=\"center\">\u003C\u002Fdiv>\n    \u003Cdiv align=\"center\">\u003C\u002Fdiv>      \u003Cdiv align=\"center\">\u003C\u002Fdiv>\n    \u003Cdiv align=\"center\">\u003C\u002Fdiv>    \u003Cdiv align=\"center\">\u003C\u002Fdiv>    \u003Cdiv align=\"center\">\u003Cstrong>Number of    calendar days from date of change and up to 31st March\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"3\" width=\"58\">\u003Cdiv align=\"center\">\u003Cstrong>\u003Cfont size=\"+6\">}\u003C\u002Ffont>\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd colspan=\"2\">\u003Cdiv align=\"center\">\u003Cstrong>\u003Cfont size=\"+6\">÷\u003C\u002Ffont>\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd colspan=\"2\">\u003Cdiv align=\"center\">\u003Cstrong>\u003Cfont size=\"+6\">÷\u003C\u002Ffont>\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd colspan=\"2\">\u003Cdiv align=\"center\">\u003Cstrong>365 days\u003Cbr>\n      (366 in a leap year)\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd colspan=\"2\">\u003Cdiv align=\"center\">\u003Cstrong>365    days\u003Cbr>\n      (366 in a leap year)\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cbr clear=\"all\">\n\u003Cp>The bank holiday rounding principle is then applied, which is to  round up to the nearest full day if the calculation is 0.5 or higher or round  down to the nearest full day if the calculation is 0.49 or lower. \u003C\u002Fp>\n\u003Ch3>Bank holidays \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>The following  bank holidays will apply in different areas of the UK. \u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" width=\"50%\" border=\"1\">\n  \u003Ccolgroup>\u003Ccol width=\"64\" span=\"5\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>Bank holiday\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>England \u002F Wales\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>Scotland\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>Northern Ireland\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003Cstrong>Isle of Man\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Good Friday\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\" rowspan=\"10\">\u003Cdiv align=\"center\">5 store    specific local bank holidays\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Easter Monday\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Easter Tuesday\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Early May bank holiday\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Spring bank holiday\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">TT Day\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Tynwald Day\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">July Holiday\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">July Holiday\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">August bank holiday\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Christmas Day\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Boxing Day\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">New Year’s Day\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">2nd January\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">✓\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Total bank holiday days\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">8\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">9*\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">8\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">10**\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"64\">Colleague entitlement\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">8\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">8\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">8\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"64\">\u003Cdiv align=\"center\">8\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp>* Scotland has 9 recognised bank holidays and  colleagues receive an entitlement of 8 days (pro-rata for part-time  colleagues). Colleagues should therefore use their Personal Day (if they  qualify) to cover 2nd January (see page 25 for more information on Personal  Days). \u003C\u002Fp>\n\u003Cp>** The  Isle of Man has 10 recognised bank holidays and colleagues receive an  entitlement of 8 days (pro-rata for part-time colleagues). Colleagues should  therefore use their Personal Day(s) (if they qualify) to cover TT Day and  Tynwald Day (see page 25 for more information on Personal Days).\u003C\u002Fp>\n\u003Ch3>Working on a bank  holiday \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>If a colleague joined before 26th January  2009, working on a bank holiday is voluntary, unless they’re specifically  contracted to work on bank holidays (e.g. on an Inclusive Contract). If a  colleague joined on or after 26th January 2009 and there are insufficient  volunteers to work on a bank holiday, they may be required to work up to five  bank holidays, excluding Christmas Day, Boxing Day and New Year’s Day (plus 2nd  January in Scotland), if normally scheduled to work. Colleagues requested to do  so must be given four weeks’ or 28 days’ notice. Colleagues in Northern Ireland  may select an additional day to also be excluded from being required to work.  In these circumstances, at least four weeks’ notice will be given. \u003Cbr>\n  \u003C\u002Fp>\n\u003Ch3>Sickness over a bank  holiday \u003Cbr>\n\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>Scheduled colleagues: \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Scheduled colleagues who have volunteered to  work the bank holiday but are then sick: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Will receive normal sick pay (if  eligible) for the scheduled hours that they would normally have worked on that  day \u003C\u002Fli>\n  \u003Cli> The length of the shift that the colleague had volunteered to work, or  the normal contracted hours (whichever is shorter) will be included for the  purpose of Supporting Your Attendance in calculating the individual absence  level \u003C\u002Fli>\n  \u003Cli> Bank holiday entitlement will be unaffected \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>Scheduled colleagues who have chosen not to work the bank holiday  and are then sick: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Will have their bank holiday entitlement to reschedule, if  they are sick on the last working day prior to the bank holiday and complete a  Welcome Back Meeting to confirm that they were still sick over the bank holiday  \u003C\u002Fli>\n  \u003Cli> If a colleague was not sick on the last working day prior to the bank  holiday, they will not have their bank holiday entitlement day to reschedule,  even if they declare they were sick on the bank holiday \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>Non-scheduled colleagues: \u003Cbr>\n  \u003C\u002Fh3>\n\u003Cp>Non-scheduled colleagues  who volunteer to work the bank holiday but are then sick: \u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Won’t  receive sick pay and the absence will be treated in the same way as absence on  an overtime shift \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> The  period of absence won’t be included for the purposes of Supporting Your  Attendance in calculating the individual absence level \u003C\u002Fli>\n  \u003Cli> Bank holiday entitlement  will be unaffected \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>Non-scheduled  colleagues who choose not to work the bank holiday and are then sick: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Won’t  need to notify the store as they are sick on their day off \u003C\u002Fli>\n  \u003Cli>Won’t receive sick  pay and the absence will not be included for the purposes of Supporting Your  Attendance in calculating the individual absence level \u003C\u002Fli>\n  \u003Cli> If they are still sick  on their next scheduled shift, they should follow the normal notification  procedure\u003Cbr clear=\"all\">\n    \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>PERSONAL DAY\u003C\u002Fh3>\n\u003Cp>If a colleague joins on or before 28th  October each year, they’ll be entitled to take an additional paid day off  called a ‘Personal Day’. This can be taken between 1st December and 31st  January, or outside of these dates if agreed with their Manager.\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Scotland: \u003C\u002Fstrong>If a  colleague is scheduled to work on 2nd January and does not wish to work, they  should use their Personal Day. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Isle of Man:\u003C\u002Fstrong> If a colleague joins on or before 31st March,  they will receive two Personal Days. If they joined between 1st and 30th April,  they will only be entitled to one Personal Day and if they join from 1st May  they will not be entitled to any Personal Days in the current holiday year. The  Personal Day(s) should be used on TT and\u002For Tynwald Day if the colleague is  scheduled to work and does not wish to work. \u003Cbr>\n\u003C\u002Fp>\n\u003Ch3>ADDITIONAL LEAVE \u003Cbr>\n\u003C\u002Fh3>\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-WORKFAM_trigger\">\u003Cdiv class=\"cbaClause highlight\" id=\"clause-paidmaternityleave\">\u003Cdiv class=\"cbaClause highlight\" id=\"clause-paidpaternityleave\">\u003Cp>Tesco recognises the need for colleagues to take time off work at  important times in their lives. We have a number of leave options which may be  paid or unpaid. For full details, please refer to your Personnel Manager or to  Policies for our People: \u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Adoption Leave\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Bereavement Leave\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Compassionate Leave\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Emergency Leave\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Fertility Support\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Foster Care Leave\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Lifestyle Break\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Maternity Leave\u003C\u002Fli>\u003C\u002Ful>\u003Cul>\u003Cli>\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Organ Donation Leave\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Parental Leave\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Paternity Leave\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Public Duties\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>Study Leave\u003C\u002Fli>\u003C\u002Ful>\u003C\u002Fdiv>\u003Cul>\u003C\u002Ful>\u003C\u002Fdiv>\u003Cul>\u003C\u002Ful>\u003C\u002Fdiv>\u003Cul>\u003Cli>\u003Cbr clear=\"all\">\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Ch3>Hours of work \u003C\u002Fh3>\n\u003Cp>\u003Cstrong>Breaks \u003C\u002Fstrong>\u003Cbr>\n  \u003Cbr clear=\"all\">\n  All breaks are unpaid and apply to all  colleagues. The timing of when breaks can be taken and the length of the break  may vary depending on the store operation, but must remain within the below  guidelines.\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Managers will confirm when colleagues need to  take their breaks, taking into consideration both the needs of the colleague  and the business. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Where colleagues work split shifts (two separate shifts on the same  day), the break between the two shifts will be no less than one hour. \u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\" width=\"40%\">\n  \u003Ccolgroup>\u003Ccol width=\"120\">\n  \u003Ccol width=\"151\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd width=\"120\">\u003Cdiv align=\"center\">\u003Cstrong>Shift length: start time to finish  time, including breaks \u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"151\">\u003Cdiv align=\"center\">\u003Cstrong>Entitlement    (unpaid)\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"120\">\u003Cdiv align=\"center\">Up to and including 3% hours\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"151\">\u003Cdiv align=\"center\">No break\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"120\">\u003Cdiv align=\"center\">4 to 5% hours\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"151\">\u003Cdiv align=\"center\">15 minutes\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"120\">\u003Cdiv align=\"center\">6 to 7% hours\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"151\">\u003Cdiv align=\"center\">30 minutes\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"120\">\u003Cdiv align=\"center\">8 to 8% hours\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"151\">\u003Cdiv align=\"center\">45 minutes\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"120\">\u003Cdiv align=\"center\">9 to 11% hours\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"151\">\u003Cdiv align=\"center\">90 minutes\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd colspan=\"2\">If a colleague has a  medical condition or a specific need for additional or more frequent breaks,  this will be agreed with the Personnel Manager and recorded in their personnel  file.\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd colspan=\"2\">\u003Cp>Young Workers must  take a minimum of 30 minutes for every 4.5 hours worked and they cannot  opt-out.\u003C\u002Fp>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp>Dotcom  drivers have the following break entitlements:\u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" width=\"60%\" border=\"1\">\n  \u003Ccolgroup>\u003Ccol width=\"118\">\n  \u003Ccol width=\"71\">\n  \u003Ccol width=\"101\">\n  \u003Ccol width=\"121\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd rowspan=\"2\" width=\"118\">\u003Cdiv align=\"center\">\u003Cstrong>Shift length: start time to    finish time, including breaks j\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"71\">\u003Cdiv align=\"center\">\u003Cstrong>Vehicle\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"101\">\u003Cdiv align=\"center\">\u003Cstrong>Entitlement (unpaid)\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd rowspan=\"2\" width=\"121\">\u003Cdiv align=\"center\">\u003Cstrong>Where break should be taken\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr> \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"118\">\u003Cdiv align=\"center\">Up to and including 4 hours\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"71\">\u003Cdiv align=\"center\">3.5    tonne\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"101\">\u003Cdiv align=\"center\">No    break\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"121\">\u003Cdiv align=\"center\">N\u002FA\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"118\">\u003Cdiv align=\"center\">Up to and including 4 hours\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"71\">\u003Cdiv align=\"center\">7.5 tonne\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"101\">\u003Cdiv align=\"center\">No break\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"121\">\u003Cdiv align=\"center\">N\u002FA\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"118\">\u003Cdiv align=\"center\">Up to and including 10 hours\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"71\">\u003Cdiv align=\"center\">3.5 tonne\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"101\">\u003Cdiv align=\"center\">60 minutes\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"121\">\u003Cdiv align=\"center\">In their store    or customer fulfilment centre\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"118\">\u003Cdiv align=\"center\">Up to and including 10 hours\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"71\">\u003Cdiv align=\"center\">7.5 tonne\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"101\">\u003Cdiv align=\"center\">60 minutes\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"121\">\u003Cdiv align=\"center\">On route, at any    Tesco store (Extra, Superstore, Metro, Express or Homeplus) or anywhere    that’s safe and legal to park\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp>\u003Cstrong>Hours of work for  dotcom drivers \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> If  more than 4 hours of a colleague’s working day is spent driving, the maximum  number of hours that the colleague can work in total is 11. \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> The maximum  number of hours a colleague can continuously drive is 10 (this excludes any  breaks and time for loading\u002Funloading of the vehicle). \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Rest Entitlements \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>\u003C\u002Fp>\u003Cp>\u003C\u002Fp>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-SCHEDULE_trigger\">\u003Cp>In  addition to the break allowance, colleagues are entitled to the following  periods of rest: \u003Cbr>\n  \u003C\u002Fp>\n\u003Cul>\n  \u003Cdiv class=\"cbaClause highlight\" id=\"clause-schedulesrestpw\">\u003Cli> A minimum  of one day off per week \u003C\u002Fli>\u003C\u002Fdiv>\u003C\u002Ful>\u003Cul>\u003Cli>\u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> A  minimum of eleven hours between shifts (excluding split shifts). Tesco and  Usdaw have agreed that, for adult workers, on occasion this can be reduced to a  minimum of 8 hours between shifts, although where this is the case,  compensatory rest must be given during the following four weeks. For dotcom  drivers, a minimum of 10 hours rest must be given between shifts. \u003C\u002Fli>\u003C\u002Ful>\u003C\u002Fdiv>\u003Cul>\u003Cli>\u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>Tesco cannot lawfully  require colleagues to work during rest periods. \u003Cbr>\n  \u003C\u002Fp>\n\u003Ch3>CHILDREN AND YOUNG WORKERS \u003C\u002Fh3>\n\u003Cp>\u003Cstrong>Young Workers \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Young  workers are colleagues who are above minimum school leaving age but below the \n  age of 18 years. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Young  workers are subject to the following restrictions on their working week: \u003C\u002Fp>\n\u003Col>\n  \u003Cli>They may not work more than 40 hours in any  week. There is no provision for a young worker to opt out or to average their  hours over a reference period. \u003C\u002Fli>\n  \u003Cli>They may not work more than 8 hours (paid) in  any one day. \u003C\u002Fli>\n  \u003Cli>They must take a minimum of 30 minutes break  for every 4.5 hours worked and they cannot opt-out. \u003C\u002Fli>\n  \u003Cli>They must have a minimum of 12 hours rest  period between shifts. \u003C\u002Fli>\n  \u003Cli>They may not work after 11 pm or before 6 am.  If they work between 10 pm and 11pm, this must be contractual and must not be ad  hoc overtime. If they are contracted to work between 10 pm and 11 pm, they may  not work before 7 am on any day. \u003C\u002Fli>\n  \u003Cli>They must have a minimum of 48 hours rest in  each seven day period, and this should be taken as two consecutive days where  possible. \u003C\u002Fli>\n  \u003Cli>They may not clean any dangerous machinery or  unload vehicles. \u003C\u002Fli>\n\u003C\u002Fol>\n\u003Cp>\u003Cstrong>Children \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Children  are colleagues who are below minimum school leaving age. The definition differs \n  in  England and Wales, Scotland, and Northern Ireland, and is subject to local  by-laws. For \n  more  information, speak to your Personnel Manager.\u003Cbr clear=\"all\">\n\u003C\u002Fp>\n\u003Ch3>MOVING PEOPLE’S  HOURS AROUND THE BUSINESS \u003C\u002Fh3>\n\u003Cp>In order to respond to a fast moving and changing retail  environment, Tesco continually reviews the way we do things to ensure they are  better for our customers, simpler for our colleagues and cheaper for our business. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Change  is constant and can be driven by many factors, including the introduction of  new technology, customer demands and the different ways customers are choosing  to shop with us, new business initiatives and the economic climate. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>At times, this can affect our colleagues’  hours or job roles due to: \u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Replacing one role with another \u003C\u002Fli>\n  \u003Cli> Discontinuation of a role \u003C\u002Fli>\n  \u003Cli> Changes to an  existing job role\u002Fcontent \u003C\u002Fli>\n  \u003Cli> Changes to hours including improvements to ways of  working \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>‘Moving  People’s Hours’ is the policy used to manage change, to ensure we have the  right people in the right place at the right time to serve our customers and  complete routines effectively. We do this by meeting with colleagues to find  out when they can work, what hours they can work, what is important to them and  what concerns they may have. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>By  following this successfully, we ensure that we treat people how we like to be  treated and we get it right first time for our colleagues. We work together to  reach a mutual agreement that helps the business, whilst listening to and  considering the colleague’s individual circumstances and commitments. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>What good looks like \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Individual circumstances are considered \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli>All options are explored to reach mutual  agreement \u003C\u002Fli>\n  \u003Cli> Our colleagues fully understand the business need for the change \u003C\u002Fli>\n  \u003Cli> Usdaw  Representatives attend colleague briefings and one-to-one meetings to support  and accompany members \u003C\u002Fli>\n  \u003Cli> Our colleagues feel they have had sufficient  consultation to make an informed decision \u003C\u002Fli>\n  \u003Cli> Through the  partnership we work together with Usdaw to consult and manage change \u003C\u002Fli>\n  \u003Cli> Managers  and Usdaw Reps are equipped to support the process \u003C\u002Fli>\n  \u003Cli> Any grievances raised are  resolved in a timely manner \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>Every  effort will be made to support colleagues through the process, with a view to  reaching agreement. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>In the  event that a mutual agreement cannot be reached within the consultation  process, and where the business feels confident that what we are asking is  reasonable, we will consider giving colleagues the required written notice to  change. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Further details of the full policy, process and tools can be found  in the reference library of Policies For Our People. Usdaw Reps should also  refer to the Usdaw Reps’ Guide to Moving People Around the Business. \u003Cbr>\n  \u003C\u002Fp>\n\u003Ch3>SECURITY  OF EMPLOYMENT\u003C\u002Fh3>\n\u003Cp>Tesco  and Usdaw recognise that security of employment is of great importance to  colleagues. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>However, in a retail environment that is constantly changing due to  many factors, it may be necessary to make changes within the business that  could potentially result in a redundancy situation. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Notification \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Tesco  undertakes to advise Usdaw as soon as is practical of the likelihood of a  redundancy situation. Written notification will include the reasons for the  redundancy, and the numbers and description of employees to be placed at risk  of redundancy. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Selection Criteria \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Where a redundancy is declared, selection for  such redundancy will consider all colleagues within the grade, department or  location affected (whichever is applicable). We will also consider the level of  skill, expertise, performance, attendance and disciplinary record of the  colleagues concerned, and apply any appropriate weighting to these. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Consultation \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>The timescales for consultation are as follows, at one  establishment: \u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> A minimum of 45 days where 100 or more colleagues are at risk \u003C\u002Fli>\n  \u003Cli> A  minimum of 30 days where 20-99 colleagues are at risk \u003C\u002Fli>\n  \u003Cli> No notice required  where 1-19 colleagues are at risk \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>Where the business proposes to make changes on a national basis, or  where the consultation process cannot be reasonably achieved within the minimum  timescales, Tesco and Usdaw may extend the consultation period, subject to  agreement. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Usdaw will be consulted at the earliest opportunity to discuss ways  of avoiding a redundancy situation or minimising the numbers involved. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Tesco will take all reasonable steps, in the context of potential  redundancy situations, to plan recruitment and project vacancies. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Tesco and Usdaw will work together to: \u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Identify and distribute all appropriate alternative vacancies that  may be available \u003C\u002Fli>\n  \u003Cli> Match colleagues to jobs where suitable alternatives exist \u003C\u002Fli>\n  \u003Cli> Support retraining programmes \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Encourage and support colleagues to consider and move to other  roles, \u003Cbr>\n    departments, stores, customer fulfilment  centres, distribution centres or offices \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Alternative  Employment \u003C\u002Fstrong>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>\u003Cdiv class=\"cbaClause highlight focus\" id=\"clause-contracttrialperiod\">\u003Cdiv class=\"cbaClause highlight\" id=\"clause-contracttrial\">An employee who accepts an alternative role  will be allowed a four week trial period, where applicable, following any  training required for the role. During this four week trial period, they may  still elect to be treated as redundant, where the alternative is considered  unsuitable or the colleague cannot obtain the required level of competence the  role requires. \u003C\u002Fdiv>\u003C\u002Fdiv>\u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Colleagues who are declared redundant will receive written notice of  termination of their contract once the full consultation period has been  completed. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>During their notice period, colleagues will be entitled to four half  days off work with pay to seek alternative employment, attend interviews, etc.  which needs to be in agreement with their manager. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Colleagues will be supported in the most sensitive way and will  receive help and advice from the company during this period, which may include  the following: \u003Cbr>\n\u003C\u002Fp>\n\u003Cul>\n  \u003Cli> Assisting in compiling a CV \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Advice on the completion of application forms \u003Cbr>\n  \u003C\u002Fli>\n  \u003Cli> Coaching on  interview procedures and techniques \u003Cbr>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Redundancy  Payment \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Appropriate redundancy payments will be paid by the company in line  with our redundancy pay policy and in consultation with Usdaw. \u003C\u002Fp>\n\u003Ch3>STORES TRANSFER POLICY \u003C\u002Fh3>\n\u003Cp>We want  to encourage and support our colleagues to move to existing and new store and  customer fulfilment centre vacancies to ensure skills, experience and talent  can move freely across our business. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>Therefore,  attendance, disciplinary and performance criteria will not be used as a barrier  to prevent a colleague from transferring to an existing or new store.  Furthermore, any terms and conditions that are related to a colleague’s length  of service will transfer with them. This will include, for example, Sunday\u002Fbank  holiday premiums, overtime premium, holiday and Company Sick Pay. However,  payments not related to length of service, for example location pay, will  differ from store to store. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Existing and new stores will have a mix of standard and flexible  contracts; therefore colleagues will have a choice of positions they can apply  for. The hours and contract type will be set for the advertised vacancies and  may not match the existing contract of the colleague wishing to transfer.  Colleagues need to take this into consideration before applying. \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>All  vacancies in existing and new stores will be advertised on \u003Ca href=\"http:\u002F\u002Fwww.ourtesco.com\">www.ourtesco.com\u003C\u002Fa> for 14 days prior to being advertised externally on the  careers website. Colleagues will be made aware of any vacancies through Team 5  messages and posters displayed in the store. Stores will also display  promotional materials when new stores are opening in the area.\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>If a  colleague applies for a store transfer for the exact same role but different  hours, the colleague can be internally transferred without an interview. The  transfer meeting between the colleague and the manager at the recruiting store  will be a meet and greet. If more than one colleague applies for the role, then  selection criteria should be applied. \u003C\u002Fp>\n\u003Cp>If a  colleague applies for a different role to what they currently do, they will  attend a transfer meeting and a work sample. \u003C\u002Fp>\n\u003Cp>There are some departments\u002Froles that have specific skill  requirements or qualifications and therefore a straightforward internal  transfer does not apply. These are: \u003C\u002Fp>\n\u003Ctable cellspacing=\"0\" cellpadding=\"0\" border=\"1\" width=\"50%\">\n  \u003Ccolgroup>\u003Ccol width=\"106\">\n  \u003Ccol width=\"133\">\n  \u003Ccol width=\"120\">\n  \u003C\u002Fcolgroup>\u003Ctbody>\u003Ctr>\n    \u003Ctd width=\"106\">\u003Cdiv align=\"center\">\u003Cstrong>Department\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"133\">\u003Cdiv align=\"center\">\u003Cstrong>Role\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"120\">\u003Cdiv align=\"center\">\u003Cstrong>Requirements\u003C\u002Fstrong>\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"106\">\u003Cdiv align=\"center\">Dotcom\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"133\">\u003Cdiv align=\"center\">Customer    Delivery Assistant\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"120\">\u003Cdiv align=\"center\">Driving    Assessment\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"106\">\u003Cdiv align=\"center\">Phone Shop\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"133\">\u003Cdiv align=\"center\">Phone Shop    Advisor\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"120\">\u003Cdiv align=\"center\">Assessment    Centre\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"106\">\u003Cdiv align=\"center\">Tech Support\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"133\">\u003Cdiv align=\"center\">Tech Support    Advisor\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"120\">\u003Cdiv align=\"center\">Assessment    Centre\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n  \u003Ctr>\n    \u003Ctd width=\"106\">\u003Cdiv align=\"center\">Pharmacy\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"133\">\u003Cdiv align=\"center\">Dispensing    Technician\u003C\u002Fdiv>\u003C\u002Ftd>\n    \u003Ctd width=\"120\">\u003Cdiv align=\"center\">NVQ 3\u003C\u002Fdiv>\u003C\u002Ftd>\n  \u003C\u002Ftr>\n\u003C\u002Ftbody>\u003C\u002Ftable>\n\u003Cp>To apply for a Customer Delivery Assistant role, colleagues must  have a full UK driving licence, with no more than 6 points (or no more than 3  points for external applicants), or any ‘DR’ offences on their licence. \u003Cbr>\n\u003C\u002Fp>\n\u003Cp>If a  colleague does not have the required qualifications or they do not pass the  assessment centre, they will not be offered the role. \u003C\u002Fp>\n\u003Ch3>\u003C\u002Fh3>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-jobclassifaction1\">\u003Ch3>APPENDIX: PAY GRADES FOR CUSTOMER \u003Cbr>\nASSISTANTS AND TEAM  LEADERS\u002FSUPPORTS\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>B\u002FC Grade \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Backdoor Checker \u003Cbr>Bakery Packer \u003Cbr>Cash Office Assistant \u003Cbr>\n  Colleague Room\u002FStaff Restaurant Assistant \u003Cbr>\n  Customer Assistant - Assisted Service \u003Cbr>\n  Customer Assistant - Bakery \u003Cbr>\n  Customer Assistant - Checkouts \u003Cbr>\n  Customer Assistant - Click & Collect \u003Cbr>\n  Customer Assistant - Combined Service Desk \u003Cbr>\n  Customer Assistant - Express \u003Cbr>\n  Customer Assistant - Nights \u003Cbr>\n  Customer Assistant - Personal Shopper \u003Cbr>\n  Customer Assistant - Phone Shop \u003Cbr>\n  Customer Assistant - Price Integrity \u003Cbr>\n  Customer Assistant - Replenishment \u003Cbr>\n  Customer Assistant - Scan As You Shop \u003Cbr>\n  Customer Assistant - Service counters \u003Cbr>\n  Merchandising Assistant \u003Cbr>\n  Packing & Quality Control Assistant - \u003Cbr>\n  Customer Fulfilment centres only \u003Cbr>\n  Personal Shopper \u003Cbr>\n  Photo Processing Assistant \u003Cbr>\n  Price Integrity Assistant \u003Cbr>\n  Security Guard \u003Cbr>\n  Service and Advice Assistant \u003Cbr>\n  Stock Control Assistant \u003Cbr>\n  Stock Counter \u003Cbr>\n  Trainee Baker \u003Cbr>\n  Trainee Optical Assistant \u003Cbr>\n  Trainee Pharmacy Assistant \u003Cbr>\n  Trolley Person \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>\u003Cstrong>D Grade \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Customer Delivery Assistant \u003Cbr>\n  Customer Delivery Assistant - Click ‘n’ Collect \u003Cbr>\n  Customer Service Assistant (historic) \u003Cbr>\n  Fishmonger \u003Cbr>\n  Meat Cutter \u003Cbr>\n  Optical Assistant \u003Cbr>\n  Personnel Systems and Wages Clerk \u003Cbr>\n  Pharmacy Assistant \u003Cbr>\n  Photo Processing Operator \u003Cbr>\n  Post Office Clerk \u003Cbr>\n  Restaurant Cook \u003Cbr>\n  Semi-Skilled Baker \u003Cbr>\n  Technical Support  Advisors \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>\u003Cstrong>E Grade \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Pharmacy Technician  \u003Cbr>Skilled Baker \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>\u003Cstrong>F Grade \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Lead Baker \u003Cbr>\n  Pharmacy Accuracy  Checking Technician \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Team Leader\u002FTeam Support \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>All department  Team Leaders\u002FSupports not listed below \u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>\u003Cstrong>Skilled Team Support \u003C\u002Fstrong>\u003Cbr>\n  \u003C\u002Fp>\n\u003Cp>Dotcom Driver Team Support \u003Cbr>(role applicable in certain stores\u002Fcentres only)\u003C\u002Fp>\u003C\u002Fdiv>\u003Cp>\u003Cbr clear=\"all\">\n\u003C\u002Fp>\n\u003Ch2>How the Forums operate in the different formats\u003Cbr clear=\"all\">\n\u003C\u002Fh2>\n\u003Cp>\u003Cstrong>These    format structure charts and Forum diagrams are a visual aid to help you    understand how the Forums operate in the different formats. They can be used    alongside the Our Forum and Forum Representatives Booklets. \u003C\u002Fstrong>\u003C\u002Fp>\n\u003Ch3>LARGE STORES FORMAT STRUCTURE\u003C\u002Fh3>\n\u003Cp>\u003Cstrong>The Large Stores format is made up of Extra stores, Superstores and  Homeplus stores. \u003C\u002Fstrong>\u003C\u002Fp>\n\u003Col>\n  \u003Cli>\u003Cstrong>STORES\u003C\u002Fstrong> Each store has  one Store Manager  and one Personnel Manager.\u003C\u002Fli>\n  \u003Cli>\u003Cstrong>STORE DIRECTOR \n    GROUPS\u003C\u002Fstrong>  Stores are arranged  in geographical groups.  There is one Store Director and one  Group Personnel Manager per group.  Each group contains a mixture of  Extra stores, Superstores and Homeplus stores.\u003C\u002Fli>\n  \u003Cli>\u003Cstrong>REGION\u003C\u002Fstrong> Each group falls into  a region.  There are three regions  across the country:\u003Cbr>\n    \u003Cstrong>North, South and Central\u003C\u002Fstrong>\u003C\u002Fli>\n\u003C\u002Fol>\n\u003Ch3>HOW THE FORUMS WORK IN LARGE STORES \u003C\u002Fh3>\n\u003Cp>\u003Cstrong>THE STORE FORUM\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>Each store holds  a Store Forum.  It is led by the Store Manager  and Personnel Manager.  Forum Reps are elected from  each department\u002Fshift.\u003Cbr clear=\"all\">\n\u003C\u002Fp>\n\u003Cp>\u003Cstrong>THE STORE DIRECTOR FORUM\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>The Store Director and  Group Personnel Manager  lead the Store Director  Forum.\u003Cbr>\nIt is attended by one  Forum Rep from each store on the group.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>THE NATIONAL FORUM\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>Each group is represented  by a National Forum Rep.\u003C\u002Fp>\n\u003Ch3>CONVENIENCE FORMAT STRUCTURE \u003C\u002Fh3>\n\u003Cp>\u003Cstrong>Convenience is made  up of Express and Metro stores. \u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>\u003Cstrong>METRO STORES\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>Each Metro store typically  has one Store Manager  and one Personnel  Manager.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>EXPRESS STORES\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>Each Express store \ntypically has one Store  Manager and one  Deputy Manager.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>EXPRESS OPERATIONS MANAGER GROUPS\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>The Express stores are arranged  into groups.  Each group contains  approximately  20 stores.  There is one Operations  Manager per group.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>STORE OPERATIONS MANAGER AREAS\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>There is one Store Operations  Manager per area.  Each area contains a number  of Metro stores and  Express stores.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>REGION\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>Each area falls within a region.  There are four regions across the  country:\u003Cbr>\n  \u003Cstrong>North, South, Central and London.\u003C\u002Fstrong>\u003Cbr>\nThere is one Store Director  and one Group Personnel  Manager per region.\u003C\u002Fp>\n\u003Ch3>HOW THE FORUMS WORK IN CONVENIENCE \u003C\u002Fh3>\n\u003Cp>\u003Cstrong>THE STORE FORUM\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>Each area holds a Store Forum.  It is led by the Store  Operations Manager and a\n  Personnel Manager, and attended  by 1 Forum Rep from each store in  the area.\n  The Store Operations Manager may  hold two Store Forums  due to the number of\u003Cbr>\nattendees.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>THE STORE DIRECTOR FORUM\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>The Store Director and Group  Personnel Manager lead the Store  Director Forum.\u003Cbr>\nIt is attended by four Forum Reps  from each area within the region.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>THE NATIONAL FORUM\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>Each Store Director Forum  has four National Forum  Reps.\u003C\u002Fp>\n\u003Ch3>CUSTOMER FULFILMENT FORMAT STRUCTURE \u003C\u002Fh3>\n\u003Cp>\u003Cstrong>CENTRES\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>Each centre has one  Customer Fulfi lment  Centre Manager and one\u003Cbr>\n  Personnel Manager.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>CUSTOMER FULFILMENT OPERATIONS DIRECTOR GROUP \u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>The Customer Fulfi lment Centres  come together under one group.  This group has one Operations  Director and one Group Personnel Manager.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>FORMAT\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>The Customer Fulfi lment Centres  group forms part of the Customer  Fulfi lment format.\u003C\u002Fp>\n\u003Ch3>HOW THE FORUMS WORK IN CUSTOMER FULFILMENT \u003C\u002Fh3>\n\u003Cp>\u003Cstrong>THE CENTRE FORUM\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>Each centre holds  a Centre Forum.  It is led by the Centre Manager  and the Personnel Manager.  Forum Reps are elected from each department\u002Fshift.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>THE OPERATIONS DIRECTOR FORUM \u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>The Operations  Director and Group Personnel  Manager lead the Operations  Director Forum.\u003Cbr>\nIt is attended by one Forum  Rep from each centre on the group.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>THE NATIONAL FORUM\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>The Customer Fulfi lment  Centre group is represented  by one National Forum Rep.\u003Cbr clear=\"all\">\n\u003C\u002Fp>\n\n\n\n            \n            ",{"sexualhar":44,"SUNDAYwork_trigger":48,"contracttrialperiod":52,"cbadate_end":56,"WAGES_determined":60,"SUNDAY_trigger":64,"sicknessmaxdays":68,"STRUCINCR_trigger":72,"WORKFAM_trigger":76,"monitoring":80,"cbadate_end_date":84,"LOWWAGE_provision":86,"discrimination":88,"maxsicknesspayperc":92,"cbadate_start":96,"TRAINING_trigger":100,"OVERTIME_trigger":104,"jobclassifaction1":108,"FLEXWORK_trigger":112,"EMPCONTR_trigger":116,"healthandsafetytraining":120,"wageincreasetype":124,"sundayallowancetype":126,"healthandsafetypolicy":128,"healthandsafetyprovisions":132,"tempagency":136,"overtimeallowancetype1":140,"flexible_work_options":142,"contracttrial":146,"sicknesspay":148,"sundayallowancetype1":150,"sundays_year":154,"SCHEDULE_trigger":158,"shiftallowancetype1":162,"paidpaternityleave":166,"SICDIS_trigger":168,"schedulesrestpw":172,"cbadate_start_date":176,"sicknessmaxdaysnr":178,"NOCTPREM_trigger":180,"sundayallowanceperc1":182,"LOWWAGE_trigger":184,"violence":186,"trainingprogrammes":188,"paidmaternityleave":192,"WAGES_trigger":194,"sicknesspaytxt":198},{"bindId":45,"name":46,"text":47},"sexualhar","In addition to this, we are committed to","In  addition to this, we are committed to protecting our colleagues from  discrimination, harassment and bullying (also referred to as Dignity at Work  issues). Where these issues cannot be resolved informally, they can be  addressed formally through the grievance procedure. ",{"bindId":49,"name":50,"text":51},"SUNDAYwork_trigger"," Number of days worked per week Bank hol","\n  \n  \n  \n    Number of days worked per week\n    Bank holiday entitlement in days\n  \n  \n    6\n    10\n  \n  \n    5\n    8\n  \n  \n    4\n    6\n  \n  \n    3\n    5\n  \n  \n    2\n    3\n  \n  \n    1\n    2\n  \n",{"bindId":53,"name":54,"text":55},"contracttrialperiod","An employee who accepts an alternative r","An employee who accepts an alternative role  will be allowed a four week trial period, where applicable, following any  training required for the role. During this four week trial period, they may  still elect to be treated as redundant, where the alternative is considered  unsuitable or the colleague cannot obtain the required level of competence the  role requires. ",{"bindId":57,"name":58,"text":59},"cbadate_end","To make sure we can keep the Agreement a","To make sure we can keep the Agreement as  relevant as possible, we have committed to reviewing it every two years. This will  help us to ensure it is continuing to fulfil its purpose and live up to our  shared values and aspirations. ",{"bindId":61,"name":62,"text":63},"WAGES_determined","Up to date hourly rates of pay can also ","Up to date hourly rates of pay can also be found at: www.ourtesco.com\u002Fworking-at-tesco\u002Fpeople-policies\u002Fpay\u002F",{"bindId":65,"name":66,"text":67},"SUNDAY_trigger"," Sundays Date of Joining Payment Before ","\n  \n  \n  \n    Sundays\n  \n  \n    Date of Joining\n    Payment\n  \n  \n    Before 5th July 1999\n    Double time\n  \n  \n    On or after 5th July 1999\n    Time and a half\n  \n\nWhere  colleagues work Sundays as a contracted shift, Sunday premium is still paid when  they are off sick, and is included within the holiday pay calculation. ",{"bindId":69,"name":70,"text":71},"sicknessmaxdays","After 6 years, colleagues will receive a","After 6 years, colleagues will receive an    additional week of Company Sick Pay for every year of service, less any    amount paid the previous year, up to a maximum of 16 weeks. ",{"bindId":73,"name":74,"text":75},"STRUCINCR_trigger","Basic Pay:This is the hourly rate of pay","Basic Pay:This is the hourly rate of pay multiplied by  the number of contracted hours. Basic Pay is paid according to length of  service: \n    \n      Starter  rate is paid from the date of joining until 9 months’ service \n      Established  rate is paid from 9 months’ service. ",{"bindId":77,"name":78,"text":79},"WORKFAM_trigger","Tesco recognises the need for colleagues","Tesco recognises the need for colleagues to take time off work at  important times in their lives. We have a number of leave options which may be  paid or unpaid. For full details, please refer to your Personnel Manager or to  Policies for our People: \n\n  Adoption Leave\n  \n  Bereavement Leave\n  \n  Compassionate Leave\n  \n  Emergency Leave\n  \n  Fertility Support\n  \n  Foster Care Leave\n  \n  Lifestyle Break\n  \n  Maternity Leave\n  \n  Organ Donation Leave\n  \n  Parental Leave\n  \n  Paternity Leave\n  \n  Public Duties\n  \n  Study Leave",{"bindId":81,"name":82,"text":83},"monitoring","Usdaw Health & Safety Reps: Review the s","Usdaw  Health & Safety Reps: \n  \n\n   Review the store accident records with the  Compliance Manager (Deputy Manager in Express\u002FMetro) on the Incident Reporting  System, identifying any patterns in accidents and discussing these with the  Compliance Manager (Deputy Manager in Express\u002FMetro) and Store Manager \n  \n   Attend the Store Forum in the Usdaw Health & Safety Rep Reserved Seat,  championing health and safety (see Booklet 3: Forum Representatives) \n  \n   Promote and champion  corporate health and safety campaigns \n   Carry out joint investigations with the  Duty Manager (the person running the shift in Express) to help understand  colleague accidents \n   Help the Store Manager by carrying out workplace  inspections, highlighting health and safety issues \n  \n   Investigate any health and safety complaints on behalf of members \n    \n  Represent members who are  subject to health and safety-related grievance proceedings, including helping  colleagues to prepare for the meetings \n   Assist in communicating health and  safety information to colleagues \n  \n   Organise the workplace by recruiting Tesco colleagues to the Union  (see Booklet 6: Facilities for Usdaw) \n  \n   Attend the monthly Rep Team Meeting, to keep other reps informed  of health and safety issues (see Booklet 6: Facilities for Usdaw) \n  \n   Represent colleagues in  discussions with any Enforcing Officers, when required \n  \n   Where possible, accompany the Compliance  Manager (Deputy Manager in Express\u002FMetro) during health and safety-related  audits and inspections \n   Assist in a way that helps to continually make what  matters better for customers, colleagues and the business ",{"bindId":85,"name":58,"text":59},"cbadate_end_date",{"bindId":87,"name":74,"text":75},"LOWWAGE_provision",{"bindId":89,"name":90,"text":91},"discrimination","We do all we can to protect our colleagu","We do all we can  to protect our colleagues from discrimination (on the grounds of race,  religion, sex, age, disability or sexual orientation), bullying and harassment  by anyone they come into contact with in the course of their work, including  fellow colleagues, managers, contractors, customers and suppliers. ",{"bindId":93,"name":94,"text":95},"maxsicknesspayperc","The table below shows the Sick Pay entit","The table below    shows the Sick Pay entitlement based on length of service. \n\n  \n  \n  \n    Length of Service \n    Company Sick pay Entitlement\n  \n  \n    Less than 6 months\n    No Company Sick Pay\n  \n  \n    6 months but less than 1 year\n    1 week at contractual pay\n  \n  \n    1 year but less than 2 years\n    2 weeks at contractual pay\n  \n  \n    2 years but less than 3 years\n    3 weeks at contractual pay\n  \n  \n    3 years but less than 4 years\n    4 weeks at contractual pay\n  \n  \n    4 years but less than 5 years\n    5 weeks at contractual pay\n  \n  \n    5 years but less than 6 years\n    6 weeks at contractual pay",{"bindId":97,"name":98,"text":99},"cbadate_start","Following the 2016\u002F17 Pay Review, as of ","Following the 2016\u002F17 Pay Review, as of 4th July 2016, some sections  of the Partnership Agreement, Booklet 8: Terms and Conditions will be out of  date. The table below shows which pages and sections are still relevant, which  should be disregarded, and where the new information can be found. ",{"bindId":101,"name":102,"text":103},"TRAINING_trigger","Tesco and Usdaw are committed to develop","Tesco and Usdaw are committed to developing  the knowledge and skills of all reps so that they can realise their full  potential and support other colleagues. In this section, the training and  courses available to all reps are outlined. ",{"bindId":105,"name":106,"text":107},"OVERTIME_trigger","Overtime (for hours worked over 36.5 hou","Overtime (for hours worked over 36.5 hours in one week from    Sunday to Saturday inclusive), other than Sundays and bank holidays\n  \n  \n    Date of Joining\n    Payment\n  \n  \n    Before 1st July 2002\n    Time and a half\n  \n  \n    1st July 2002 - 31st March 2003\n    Time + £2.15 per hour\n  \n  \n    1st April 2003 - 31st March 2004\n    Time + £1.75 per hour\n  \n  \n    1st April 2004 - 31st March 2005\n    Time + £1.25 per hour\n  \n  \n    1st April 2005 onwards\n    Single time\n  \n\nAny overtime worked is voluntary and all hours worked should be paid  at the colleague’s contractual premium rate, even if overtime is worked in a  lower graded role. Time in lieu of pay should only be offered when the  colleague requests it. This should be at the correct pro-rata rate, in line  with their overtime rate. ",{"bindId":109,"name":110,"text":111},"jobclassifaction1","APPENDIX: PAY GRADES FOR CUSTOMER ASSIST","APPENDIX: PAY GRADES FOR CUSTOMER \nASSISTANTS AND TEAM  LEADERS\u002FSUPPORTS\nB\u002FC Grade \n  \nBackdoor Checker Bakery Packer Cash Office Assistant \n  Colleague Room\u002FStaff Restaurant Assistant \n  Customer Assistant - Assisted Service \n  Customer Assistant - Bakery \n  Customer Assistant - Checkouts \n  Customer Assistant - Click & Collect \n  Customer Assistant - Combined Service Desk \n  Customer Assistant - Express \n  Customer Assistant - Nights \n  Customer Assistant - Personal Shopper \n  Customer Assistant - Phone Shop \n  Customer Assistant - Price Integrity \n  Customer Assistant - Replenishment \n  Customer Assistant - Scan As You Shop \n  Customer Assistant - Service counters \n  Merchandising Assistant \n  Packing & Quality Control Assistant - \n  Customer Fulfilment centres only \n  Personal Shopper \n  Photo Processing Assistant \n  Price Integrity Assistant \n  Security Guard \n  Service and Advice Assistant \n  Stock Control Assistant \n  Stock Counter \n  Trainee Baker \n  Trainee Optical Assistant \n  Trainee Pharmacy Assistant \n  Trolley Person \n  \nD Grade \n  \nCustomer Delivery Assistant \n  Customer Delivery Assistant - Click ‘n’ Collect \n  Customer Service Assistant (historic) \n  Fishmonger \n  Meat Cutter \n  Optical Assistant \n  Personnel Systems and Wages Clerk \n  Pharmacy Assistant \n  Photo Processing Operator \n  Post Office Clerk \n  Restaurant Cook \n  Semi-Skilled Baker \n  Technical Support  Advisors \n  \nE Grade \n  \nPharmacy Technician  Skilled Baker \n  \nF Grade \n  \nLead Baker \n  Pharmacy Accuracy  Checking Technician \n  \nTeam Leader\u002FTeam Support \n  \nAll department  Team Leaders\u002FSupports not listed below \n  \nSkilled Team Support \n  \nDotcom Driver Team Support (role applicable in certain stores\u002Fcentres only)",{"bindId":113,"name":114,"text":115},"FLEXWORK_trigger","Flexible contracts are an effective way ","Flexible contracts are an effective way of reacting to changes in  trade, whilst enabling our colleagues to work hours that can be flexible enough  to meet their individual lifestyles. ",{"bindId":117,"name":118,"text":119},"EMPCONTR_trigger","At Tesco, we have a wide range of contra","At Tesco, we have a wide range of contracts that suit our  colleagues’ lives. We’re also able to provide responsive shifts which in turn  help us to remain flexible and respond to changes in our operations. \n\n  \n  \n    Contract    type and code\n  \n  \n    Permanent\n    Standard\n    H\n    Full time or Part time\n  \n  \n    Temporary\n    Standard\n    L\n    Full time or Part time\n  \n  \n    Inclusive\n    Permanent\n    I\n    Full time or Part time\n  \n  \n    Flexible\n    Permanent\n    D\n    Full time\n  \n  \n    Flexible\n    Permanent\n    F\n    Part time\n  \n  \n    Flexible\n    Temporary\n    U\n    Full time\n  \n  \n    Flexible\n    Temporary\n    V\n    Part time\n  \n  \n    Dotcom Centre\n    Customer Fulfilment Centre only\n    W\u002FY\n    Temporary\u002FPermanent\n  \n",{"bindId":121,"name":122,"text":123},"healthandsafetytraining","Union aims and values The Partnership Ag","Union    aims and values\n      The Partnership Agreement\n      Health & Safety and the law\n      Safety inspections and risk assessments\n      Investigating accidents\n      Health and safety in the Forum\n      Representing people through the Health and Safety\n      procedures\n      The role of the rep\n      Facilities available\n      Usdaw services and benefits\n      Contacts and sources of information",{"bindId":125,"name":74,"text":75},"wageincreasetype",{"bindId":127,"name":66,"text":67},"sundayallowancetype",{"bindId":129,"name":130,"text":131},"healthandsafetypolicy","Health and safety has an important and p","Health and  safety has an important and prominent place in the Forum. \nThe Store Forum process provides a key  opportunity for reps to raise health and safety issues with managers and to  discuss solutions. This section of the Forum acts as the store’s Health and  Safety Committee. \n\nWhilst there is  a reserved seat at the Forum for an Usdaw Health & Safety Rep, all Forum  Reps should get involved in the health and safety section, and champion health  and safety in their store. ",{"bindId":133,"name":134,"text":135},"healthandsafetyprovisions","Review of accidents: The Health & Safety","Review of accidents: \n\nThe Health & Safety Rep will talk through  any accidents that have happened since the last Forum, highlighting any trends.  The Forum will need to discuss how they could be prevented from happening in  future by looking at the causes, and then develop action plans to address next  steps identified by the Incident Reporting System. \n\nReview of safety assessment results: \n\nIf there was pre-work to carry out a safety  assessment, the results will be discussed and action plans drawn up to address  any red lights. ",{"bindId":137,"name":138,"text":139},"tempagency","A temporary contract is used to cover pe","A temporary contract is used to cover peak trading times, e.g.  Christmas and Easter, or to cover a period of leave such as maternity leave. A  temporary contract may also be used when the workload will either change or  reduce over time. \n  \nThe  principle is that temporary contracts should only be used where the job role is  temporary or there is a doubt that the vacancy will exist within the next 12  weeks. Temporary contracts should not be issued to test the performance of a  new starter. There should be no ‘all new positions are temporary’ rule. \nThe contract is for an agreed number of weeks  and will typically be for between 4 and 12 weeks. By exception, there may be  occasions where we know that the vacancy will not be there in a longer  timeframe, for example maternity cover, a new store opening, or a store  extension. In these exceptional circumstances, a temporary contract can be  extended beyond 12 weeks, up to a maximum of 26 weeks. If we are extending a  contract beyond 12 weeks, the store will inform the local Area Organiser,  explaining the reasons for the extension. ",{"bindId":141,"name":106,"text":107},"overtimeallowancetype1",{"bindId":143,"name":144,"text":145},"flexible_work_options","Core hours are worked on fixed days and ","Core  hours are worked on fixed days and hours. The ideal number of core hours per  week is between 10 and 16. The minimum number of core hours should be 7.5 per  week, unless the colleague has requested to work less than 7.5 hours and this  can be accommodated by the store. No stand-alone shift should be less than 3  hours. ",{"bindId":147,"name":54,"text":55},"contracttrial",{"bindId":149,"name":94,"text":95},"sicknesspay",{"bindId":151,"name":152,"text":153},"sundayallowancetype1","Sundays Date of Joining Payment Before 5","Sundays\n  \n  \n    Date of Joining\n    Payment\n  \n  \n    Before 5th July 1999\n    Double time\n  \n  \n    On or after 5th July 1999\n    Time and a half\n  \n\nWhere  colleagues work Sundays as a contracted shift, Sunday premium is still paid when  they are off sick, and is included within the holiday pay calculation. ",{"bindId":155,"name":156,"text":157},"sundays_year","Number of days worked per week Bank holi","Number of days worked per week\n    Bank holiday entitlement in days\n  \n  \n    6\n    10\n  \n  \n    5\n    8\n  \n  \n    4\n    6\n  \n  \n    3\n    5\n  \n  \n    2\n    3\n  \n  \n    1\n    2\n  \n",{"bindId":159,"name":160,"text":161},"SCHEDULE_trigger","In addition to the break allowance, coll","In  addition to the break allowance, colleagues are entitled to the following  periods of rest: \n  \n\n   A minimum  of one day off per week \n  \n   A  minimum of eleven hours between shifts (excluding split shifts). Tesco and  Usdaw have agreed that, for adult workers, on occasion this can be reduced to a  minimum of 8 hours between shifts, although where this is the case,  compensatory rest must be given during the following four weeks. For dotcom  drivers, a minimum of 10 hours rest must be given between shifts. ",{"bindId":163,"name":164,"text":165},"shiftallowancetype1","There are also two night premium rates f","There are also two night premium rates for: \n  \n\n   Hours worked between 10 pm and 12 midnight;  and, \n  \n   Hours worked between 12 midnight and 6 am. \n  \n\nCurrent premiums should be displayed on the  Forum Board. ",{"bindId":167,"name":78,"text":79},"paidpaternityleave",{"bindId":169,"name":170,"text":171},"SICDIS_trigger","Sick pay may be made up of Company Sick ","Sick pay may be  made up of Company Sick Pay, calculated from the date of joining, Statutory  Sick Pay and National Insurance Benefit, depending on the colleague’s  eligibility. Colleagues who started on or after 4th July 2004 are only eligible  to receive Company Sick Pay after the first three working days of each period  of sickness. \n  \nWhere a colleague is off with a pregnancy related illness, they will  be paid any Company Sick Pay that they are entitled to from the first day of  absence, irrespective of their start date. \n  \nIn exceptional  circumstances, where the sickness is linked to a disability which is covered by  the Equality Act (Disability Discrimination Act in Northern Ireland), the  non-payment of the first three days may not apply. ",{"bindId":173,"name":174,"text":175},"schedulesrestpw"," A minimum of one day off per week "," A minimum  of one day off per week ",{"bindId":177,"name":98,"text":99},"cbadate_start_date",{"bindId":179,"name":70,"text":71},"sicknessmaxdaysnr",{"bindId":181,"name":164,"text":165},"NOCTPREM_trigger",{"bindId":183,"name":152,"text":153},"sundayallowanceperc1",{"bindId":185,"name":74,"text":75},"LOWWAGE_trigger",{"bindId":187,"name":90,"text":91},"violence",{"bindId":189,"name":190,"text":191},"trainingprogrammes","Tesco Training Tesco provides reps with ","Tesco Training \n\nTesco provides reps with support and training  that helps them to fulfil their roles. \n\n\n   All Forum Rep training is carried out by  Tesco and delivered by the Personnel Manager (or Training Manager in  Convenience). \n  \n   For Usdaw Reps, Tesco provides a number of  workshops that should be completed within three months of appointment. ",{"bindId":193,"name":78,"text":79},"paidmaternityleave",{"bindId":195,"name":196,"text":197},"WAGES_trigger","This section gives details of the differ","This section  gives details of the different areas of pay. These should be read together with  Policies for our People, where necessary. \nThe pay grades  are given in the appendices. Up-to-date Pay Tables will be displayed on the  Forum Board. ",{"bindId":199,"name":94,"text":95},"sicknesspaytxt","\u003Chtml>\n\n    \u003Cdiv class=\"cobra-report\">\n\n        \u003Ch2>TESCO Partnership Agreement with USDAW - 2016 - 2016\u003C\u002Fh2>\n\n        \u003Cdiv class=\"section general\">\n\n            \n                \u003Cdiv id=\"display-start_date\">Start date: → 2016-07-04\u003C\u002Fdiv>\n            \n            \n\n            \n                \u003Cdiv id=\"display-end_date\">End date: → 2018-07-05\u003C\u002Fdiv>\n            \n            \n\n            \u003C!-- TODO: previous CBA logic -->\n            \u003C!-- TODO: status logic -->\n\n            \n\n            \u003C!-- TODO: transnational_label, includingcountries_label, national_framework_label -->\n\n            \u003Cdiv id=\"display-SECTOR1\">\n                Name industry: → Retail trade\n            \u003C\u002Fdiv>\n\n            \u003Cdiv id=\"display-NACE2004\">\n                Name industry: → Department stores and supermarkets\n            \u003C\u002Fdiv>\n\n            \u003Cdiv id=\"display-FIRMPRI\">\n                Public\u002Fprivate sector: → In the private sector\n            \u003C\u002Fdiv>\n            \n            \u003Cdiv>Concluded by:\u003C\u002Fdiv>\n\n            \u003Cdiv id=\"display-CBA_MNCOMPA_1\">\n\n                \n                    \n                    \u003Cdiv>\n                        Name company: → \n                        \n                    \u003C\u002Fdiv>\n                \n                \u003Cdiv id=\"display-CBA_MNCOMPA_1_txt\">\u003C\u002Fdiv>\n            \u003C\u002Fdiv>\n\n            \n\n            \n\n            \u003Cdiv id=\"display-CBA_MEMTRAD4_1\">\n                Names trade unions: → \n\n                \n                    \n                    \u003Cspan>\n                        USDAW - Union of Shop, Distributive and Allied Workers\n                    \u003C\u002Fspan>\n                \n\n                \u003Cdiv id=\"display-CBA_MEMTRAD4_1_txt\">\u003C\u002Fdiv>\n            \u003C\u002Fdiv>\n\n            \n\n            \u003Cdiv id=\"display-casignemployees\">\n                Name other signatories from employees' side: → John Hannett \n            \u003C\u002Fdiv>\n\n        \u003C\u002Fdiv>\n\n        \n\n        \u003Cdiv class=\"section training\">\n            \u003Ch3 id=\"display-TRAINING_trigger\">TRAINING\u003C\u002Fh3>\n            \u003Cdiv id=\"display-trainingprogrammes\">Training programmes: → Yes\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-apprenticeships\">Apprenticeships: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-trainingfund\">Employer contributes to training fund for employees: → No\u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"section sickness-disability\">\n            \u003Ch3 id=\"display-SICDIS_trigger\">SICKNESS AND DISABILITY\u003C\u002Fh3>\n\n            \n\n            \n\n            \n\n            \u003Cdiv id=\"display-sicknessmaxdaysnr\">\n                Maximum days for paid sickness leave: → 112 days\n            \u003C\u002Fdiv>\n            \n            \u003Cdiv id=\"display-longtermillness\">Provisions regarding return to work after long-term illness, e.g. cancer treatment: → No\u003C\u002Fdiv>\n            \n            \u003Cdiv id=\"display-menstruationleave\">Paid menstruation leave: → No\u003C\u002Fdiv>\n\n            \u003Cdiv id=\"display-disabilitypay\">Pay in case of disability due to work accident: → No\u003C\u002Fdiv>\n\n        \u003C\u002Fdiv>\n\n\n        \u003Cdiv class=\"section health-medical-assistence\">\n            \u003Ch3 id=\"display-SICDIS_trigger\">HEALTH AND SAFETY AND MEDICAL ASSISTANCE\u003C\u002Fh3>\n            \u003Cdiv id=\"display-healthcareaccess\">Medical assistance agreed: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-healthcareaccessrelatives\">Medical assistance for relatives agreed: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-healthinsurance\">Contribution to health insurance agreed: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-healthinsurancerelatives\">Health insurance for relatives agreed: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-healthandsafetypolicy\">Health and safety policy agreed: → Yes\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-healthandsafetytraining\">Health and safety training agreed: → Yes\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-protectiveclothing\">Protective clothing provided: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-hivpolicy\">Regular or yearly medical checkup or visits provided by the employer: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-monitoring\">Monitoring of musculoskeletal solicitation of workstations, professional risks and\u002For relationship between work and health: → Professional risks, The relationship between work and health, Employee involvement in the monitoring\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-funeralpay\">Funeral assistance: → No\u003C\u002Fdiv>\n        \n            \n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"section work-family-arrangements\">\n            \u003Ch3 id=\"display-WORKFAM_trigger\">WORK AND FAMILY ARRANGEMENTS\u003C\u002Fh3>\n\n            \u003Cdiv id=\"display-paidmaternityleaveduration\">\n                Maternity paid leave: → -9 weeks\n            \u003C\u002Fdiv>\n\n            \n\n            \u003Cdiv id=\"display-jobsecuritymothers\">Job security after maternity leave: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-maternitydiscrimination\">Prohibition of discrimination related to maternity: → No\u003C\u002Fdiv>\n              \u003Cdiv id=\"display-breastfeeding_dangerouswork\">Prohibition to oblige pregnant or breastfeeding workers to perform dangerous or unhealthy work: → \u003C\u002Fdiv>\n              \u003Cdiv id=\"display-riskassessment\">Workplace risk assessment on the safety and health of pregnant or nursing women: → \u003C\u002Fdiv>\n              \u003Cdiv id=\"display-alternatives\">Availability of alternatives to dangerous or unhealthy work for pregnant or breastfeeding workers: → \u003C\u002Fdiv>\n              \u003Cdiv id=\"display-timeoff\">Time off for prenatal medical examinations: → \u003C\u002Fdiv>\n              \u003Cdiv id=\"display-screeningnonstandard\">Prohibition of screening for pregnancy before regularising non-standard workers: → \u003C\u002Fdiv>\n              \u003Cdiv id=\"display-screeningpromotion\">Prohibition of screening for pregnancy before promotion: → \u003C\u002Fdiv> \n            \u003Cdiv id=\"display-nursingmothers\">Facilities for nursing mothers: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-childcareprovision\">Employer-provided childcare facilities: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-childcaresubsidy\">Employer-subsidized childcare facilities: → No\u003C\u002Fdiv>\n   \u003Cdiv id=\"display-educationtuition\">Monetary tuition\u002Fsubsidy for children's education: → No\u003C\u002Fdiv>\n   \n            \n\n            \u003Cdiv id=\"display-paidpaternityleaveduration\">\n                Paternity paid leave: → Not specified days\n         \u003C\u002Fdiv>\n                        \n\n        \u003C\u002Fdiv>\n        \n        \u003Cdiv class=\"section gender-equality-issues\">\n            \u003Ch3 id=\"display-GENEQ_trigger\">GENDER EQUALITY ISSUES\u003C\u002Fh3>\n         \u003Cdiv id=\"display-eqpay\">Equal pay for work of equal value: → No\u003C\u002Fdiv>\n         \n         \u003Cdiv id=\"display-discrimination\">Discrimination at work clauses: → Yes\u003C\u002Fdiv>\n        \u003Cdiv id=\"display-eqpromotion\">Equal opportunities for promotion for women: → No\u003C\u002Fdiv> \n        \u003Cdiv id=\"display-eqtraining\">Equal opportunities for training and retraining for women: → No\u003C\u002Fdiv>     \n        \u003Cdiv id=\"display-eqofficer\">Gender equality trade union officer at the workplace: → No\u003C\u002Fdiv>\n        \u003Cdiv id=\"display-sexualhar\">Clauses on sexual harassment at work: → Yes\u003C\u002Fdiv>\n        \u003Cdiv id=\"display-violence\">Clauses on violence at work: → Yes\u003C\u002Fdiv>\n        \u003Cdiv id=\"display-violenceleave\">Special leave for workers subjected to domestic or intimate partner violence: → No\u003C\u002Fdiv>\n        \u003Cdiv id=\"display-support_disabilities\">Support for women workers with disabilities: → No\u003C\u002Fdiv>\n        \u003Cdiv id=\"display-equalitymonitoring\">Gender equality monitoring: → No\u003C\u002Fdiv>\n             \n         \u003C\u002Fdiv>\n         \n\n        \u003Cdiv class=\"section employment-contracts\">\n            \u003Ch3 id=\"display-EMPCONTR_trigger\">EMPLOYMENT CONTRACTS\u003C\u002Fh3>\n\n            \u003Cdiv id=\"display-contracttrialperiod\">\n                Trial period duration: → 28 days\n            \u003C\u002Fdiv>\n            \n            \n\n            \n            \u003Cdiv id=\"display-part_time_excluded\">Part-time workers excluded from any provision: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-tempagency\">Provisions about temporary workers: → Yes\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-apprentices_excluded\">Apprentices excluded from any provision: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-minijobs_excluded\">Minijobs\u002Fstudent jobs excluded from any provision: → No\u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n        \n\n        \u003Cdiv class=\"section working-hours\">\n            \u003Ch3 id=\"display-WORKHOURS_trigger\">WORKING HOURS, SCHEDULES AND HOLIDAYS\u003C\u002Fh3>\n\n            \n\n            \n\n            \n\n            \n\n            \n\n            \n\n            \n\n            \n\n            \n\n            \n\n            \u003Cdiv id=\"display-schedulesrestpw\"> Rest period of at least one day per week agreed: → Yes\u003C\u002Fdiv>\n\n            \u003Cdiv id=\"display-sundays_year\">\n                Maximum number of Sundays \u002F bank holidays that can be worked in a year: → -999.0\n            \u003C\u002Fdiv>\n            \n             \n            \n            \n            \n            \n            \n            \u003Cdiv id=\"display-FLEXWORK_trigger\"> Provisions on flexible work arrangements: → Yes\n            \u003C\u002Fdiv>\n            \n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"section wages\">\n            \u003Ch3 id=\"display-WAGES_trigger\">WAGES\u003C\u002Fh3>\n\n            \u003Cdiv id=\"display-PAYSCALES_trigger\">\n                Wages determined by means of pay scales: → No\n            \u003C\u002Fdiv>\n\n            \n\n\n            \n            \u003Cdiv id=\"display-LOWWAGE_government\"> \n            Provision that minimum wages set by the government have to be respected: → No\u003C\u002Fdiv>\n\n            \u003Cdiv id=\"display-lowwageperiod\">\n                Agreed lowest wage per: → Months\n            \u003C\u002Fdiv>\n\n            \u003Cdiv id=\"display-lowwageamount\">\n                Lowest wage: → GBP Starter rate paid from the date of joining until 9 months’ service\n            \u003C\u002Fdiv>\n\n            \u003Cdiv id=\"display-COSTLIV_trigger\">Adjustment for rising costs of living: → \u003C\u002Fdiv>\n\n            \u003Cdiv>\n                \u003Ch4 id=\"display-STRUCINCR_trigger\">Wage increase\u003C\u002Fh4>\n                \n                \u003Cdiv id=\"display-wageincreaseamount1\">\n                    Wage increase: → GBP \n                \u003C\u002Fdiv>\n                \n            \u003C\u002Fdiv>\n\n            \n\n            \u003Cdiv>\n                \u003Ch4 id=\"display-NOCTPREM_trigger\">Premium for evening or night work\u003C\u002Fh4>\n                \n                \u003Cdiv id=\"display-shiftallowanceamount1\">\n                    Premium for evening or night work: → GBP  per month\n                \u003C\u002Fdiv>\n                \u003Cdiv id=\"display-shiftallowancetype1\">Premium for night work only: → Yes\u003C\u002Fdiv>\n            \u003C\u002Fdiv>\n\n            \n\n            \n\n\n            \u003Cdiv>\n                \u003Ch4 id=\"display-OVERTIME_trigger\">Premium for overtime work\u003C\u002Fh4>\n                \n                \n            \u003C\u002Fdiv>\n\n            \n\n            \u003Cdiv>\n                \u003Ch4 id=\"display-SUNDAY_trigger\">Premium for Sunday work\u003C\u002Fh4>\n                \u003Cdiv id=\"display-sundayallowanceperc1\">\n                    Premium for Sunday work: → 50 %\n                \u003C\u002Fdiv>\n                \n            \u003C\u002Fdiv>\n\n            \n\n            \n\n            \u003Ch4>Meal vouchers\u003C\u002Fh4>\n\n            \n\n            \u003Cdiv id=\"display-MEALALL_trigger\">Meal allowances provided: → No\u003C\u002Fdiv>\n            \n            \u003Cdiv id=\"display-legalassistance_trigger\">\n                Free legal assistance: → No\n            \u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n\n    \u003C\u002Fdiv>\n\n\u003C\u002Fhtml>\n",[],[],"collective_agreement",[205],{"title":37,"slug":33},[207],{"type":208,"data":209},"call_to_action_body_block",{"title":210,"description":211,"variant":212,"link":213},"Compare Collective Agreements","Compare the articles of the Collective Agreements from the UK across sectors, topics and countries","dark",{"title":210,"url":214,"description":210,"rel":215,"type":216},"\u002Fen-gb\u002Fwork-in-uk\u002Fcollective-bargaining-agreement\u002Fcompare-collective-agreements","follow","internal",[218],{"type":208,"data":219},{"title":210,"description":211,"variant":212,"link":220},{"title":210,"url":214,"description":210,"rel":215,"type":216},[]]