EMPLOYEE HANDBOOK

Republic of Ireland – 2022

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Welcome ............................................................................................................................................................... 4

SECTION 1 – General Information ......................................................................................................................... 5

1.1 Purpose of the Handbook................................................................................................................................ 5
1.2 Mission and Vision .......................................................................................................................................... 5
1.3 Head Office ..................................................................................................................................................... 6
1.4 Parking ............................................................................................................................................................. 6
1.5 Visitors in the Workplace ............................................................................................................................... 6
1.6 Data Privacy Statement ................................................................................................................................... 7

SECTION 2 - Terms and Conditions of Employment .............................................................................................. 8

2.1 Offer of Employment ...................................................................................................................................... 8
2.2 New Employee Induction ................................................................................................................................ 8
2.3 Probationary Period ........................................................................................................................................ 8
2.4 Hours of Work ................................................................................................................................................. 8
2.5 Rest Breaks ..................................................................................................................................................... 9
2.6 Double Employment ........................................................................................................................................ 9
2.7 Weather/Emergency Closings ......................................................................................................................... 9
2.8 Supplies & Expenditures: Obligating Derrycourt............................................................................................. 9

SECTION 3 – Remuneration and Benefits ............................................................................................................ 10

3.1 Remuneration and Benefits........................................................................................................................... 11
3.2 Overtime Policy ............................................................................................................................................. 11
3.3 Company Registration ................................................................................................................................... 11
3.4 Timesheets .................................................................................................................................................... 11
3.5 Expense Reimbursement ............................................................................................................................... 11
3.6 Time Off in Lieu ............................................................................................................................................. 11
3.7 Company Benefits ......................................................................................................................................... 11

SECTION 4 - Standards of Conduct ...................................................................................................................... 12

4.1 Professional Conduct ..................................................................................................................................... 12
4.2 Uniform and Dress Code Policy ..................................................................................................................... 12
4.3 Sign In & Out Policy ....................................................................................................................................... 12
4.4 Public Image .................................................................................................................................................. 12
4.5 Intoxicant / Substance Abuse Policy ............................................................................................................. 13
4.6 Tobacco / Smoking in the Workplace ........................................................................................................... 13
4.7 Acceptance of Gifts or Hospitality ................................................................................................................. 13
4.8 Confidentiality/Non-Disclosure Agreement .................................................................................................. 14

SECTION 5 - Leave and Absence .......................................................................................................................... 15

5.1 Annual Leave Policy ....................................................................................................................................... 15
5.2 Absence & Sick Leave Policy .......................................................................................................................... 18
5.3 Bereverment & Compassionate Leave .......................................................................................................... 20
5.4 Maternity Leave Policy .................................................................................................................................. 21
5.5 Paternity Leave…….…………………….………………………………………………………….………..………………………………………22
5.6 Parental Leave ............................................................................................................................................ 223
5.7 Parents Leave ……………………..........................................................................................................................24
5.8 Carer’s Leave Policy ....................................................................................................................................... 25
5.9 Force Majeure Leave ..…………………………………………………………………………….…………………………………..………….26
5.10 Jury Duty…………….. ...................................................................................................................................... 26
SECTION 6 - Employee Communications............................................................................................................. 26
6.1 Employee Meetings ....................................................................................................................................... 26
6.2 Information and Consultation ....................................................................................................................... 26
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6.3 Bulletin Boards .............................................................................................................................................. 27
6.4 Procedure for Handling Complaints .............................................................................................................. 27

SECTION 7 – Company Policies and Procedures ................................................................................................ 28

7.1 Equal Opportunities Policy ............................................................................................................................ 28
7.2 Recruitment and Selection Policy .................................................................................................................. 28
7.3 Training and Development Policy.................................................................................................................. 28
7.4 Promotion and Transfer Policy ...................................................................................................................... 31
7.5 Disciplinary Policy & Procedure..................................................................................................................... 32
7.6 Grievance Policy & Procedure ....................................................................................................................... 36
7.7 Whistle Blowing Policy………………………………………………………………….………………………….………………..……..…….38
7.8 Respect & Dignity Policy ................................................................................................................................ 39
7.9 E-mail & Internet Usage Policy………………………………………………………………………….…………….……………………….44
7.10 Social Media Policy…………………………………………………………………………………….……………………………….…………44

SECTION 8 - HEALTH AND SAFETY INFORMATION ............................................................................................ 48

8.1EHS Information and Communication………………………………..……………………………………….………….……………….. 48
8.2 EHS Safety Statements………………………………………………………………………..…………………….………..….………….……48
8.3 EHS Policies.................................................................................................................................................... 49
8.4 Reporting of Accidents/ Incidents………….………………..…………………………………………………………….……..………….49
8.5 Health & Wellbeing .…...…………………………………………………………………….………………………………….……….………. 49
8.6 Hygiene & Clenliness..….…………………………………………………………..………………………………………………………………50
8.7 Personal Protective Equipment ……………………………………………………………………………………...…….…………………50
8.8 CCTV…………………………………………………………………………………………………………………………………...………………..…50
8.9 Vehicle Tracking.…….……………………………………………………………………………………………………..……….…………..…..51
8.10 Garda Vetting ……..…………………………………………………………………………………………………………………....………….52
8.11 Key Holders.……………………………………………………………………………………………………………………….………..………..52
8.12 Right of Search..……………………………………………………………………………………………………………………………..……..52
8.13 Health …………………………………………………………………………………………………………………………………………….…….52
8.14 Immunisation/Vaccination.………………………………………………………………………………………………………………….. 53

SECTION 9 - USE OF COMPANY PROPERTY…………………………………………………………………………………….……………..54

9.1 Company Vehicles ......................................................................................................................................... 54
9.2 Company Mobile Devices .............................................................................................................................. 54
9.3 Company Computer Equipment and other Business Machines.................................................................... 54
9.4 Telephone/Mobile Phone Use....................................................................................................................... 54
9.5 Use of Company Cleaning Equipment ..…………………………………………….…………………………………………………..…54

SECTION 10 - Leaving Derrycourt …………………………………………………………………………..…..…………………….………….55

10.1 Resignations ……………………………………………………………………………………………………..…………………………………..55
10.2 Fixed Term or Fixed Purpose Contracts…………………………………………………………………….…………………………...55
10.3 Retirement.…………………………………………………………………………………………………………………..…………………..…. 55
10.4 Payment in lieu of Holidays.……………………………………………………………………………………………..……………………55
10.5 Outstanding payments…………………………………………………………………………………………………………………………..55
10.6 Return of Company Owned Properties….…………………………………………………………………………….…………………55
10.7 Exit Interviews………………………………………………………………………………………………………………………..……………..55
10.8 Reference …………..…………………………………………………………………………………………………………….…………….…….55

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Please note:

For employees who have transferred into Derrycourt Cleaning Specialists under the European Communities
(Protection of Employees on Transfer of Undertakings) Regulations 2003, they are entitled to retain their original
terms and conditions of employment as per their original contract of employment and whereby there are any
differences between this employee handbook and their original contract of employment, your original contract
of employment will take precedent.

Welcome to Derrycourt Cleaning Specialists

Derrycourt Cleaning Specialists is a family run business and we consider

all our employees as part of that extended family. We value the
contribution made by all our employees and work together as a team to
reach our goals. Whilst we do operate using regulated procedures with
particular company policies and lines of communication which you will
find in this handbook, you can always approach any member of the
management team if you need help or assistance, that includes me.
Obviously, you are unlikely to call me about things that our exceptional
professional employees and managers are better placed to help you with.
However, do not feel you cannot approach anyone in Derrycourt if you
need to.

Our motto is ‘We don’t cut corners, we clean them’. This motto applies to
all areas of our business and by working together as a close-knit team we
intend to clean up our corner of the market. We are committed to our
values and go to great lengths to professionally train and educate all our
employees. We actively encourage professional development through all levels of the company’s operations and
hope that you will progress from your current position into higher levels of ability and responsibility in your
career path at Derrycourt. We want to see you succeed, when you realize your goals, so too do we. There are
many opportunities for you to progress here and I hope you will take full advantage of all opportunities that arise
during your time with us.

Let me take this opportunity to welcome you to Derrycourt and wish you every success in your career.

Ann O’Hanlon
Managing Director

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SECTION 1 – General Information

1.1 Purpose of the Employee Handbook

This employee handbook applies to all Derrycourt Cleaning Specialists employees and is hereinafter collectively
referred to as “Derrycourt” or the “Company”. This employee handbook outlines the general terms and
conditions of your employment and provides information on the policies and procedures of the company.

It is very important that you familiarise yourself with, and understand, the contents of this employee handbook as
it, together with your individual contract of employment, forms your terms and conditions of employment with
the company and you are responsible for complying with the provisions of the employee handbook.

This handbook does not and is not intended to address every possible employment situation. Derrycourt
reserves the right to address unique situations on a case-by-case basis, taking applicable law into consideration,
and take action or make decisions that may differ from specific provisions of this employee handbook.

This handbook may not be all-inclusive, and it supersedes and replaces all prior handbooks or similar materials,
which have been printed or distributed. Derrycourt reserves the right to modify the employee handbook in
whole or in part at any time.

Please read this handbook carefully and keep it available for easy reference. It should answer most of your
employment questions, but you should always feel free to have discussions with your Supervisor/Manager or
Human Resources Department.

1.2 Mission and Vision

Our Mission
Derrycourt Cleaning Specialists will commit to the delivery of Service Excellence, with our customers satisfaction being
paramount. We will deliver a service, which is cost effective, environmentally friendly and efficient, working in harmony
with you in order to create the perfect cleaning solution.

Our Vision
Derrycourt Cleaning Specialists will continue to develop and enhance our specific cleaning solutions and will evolve in
the provision of facilities management services, with a specific focus on exceptional customer relationships in
everything we do.

Our Ethos
We build our future on our family business foundation.

Exceeding Expectations
We Never Say ‘No’, we always offer a suitable alternative. We communicate to our clients in a clear and informative
manner and ensure that the suggested solutions to any client or site problem always exceeds our client’s expectations
when it is successfully delivered.

Customer Focused
We understand that each client’s site is individual and has specific requirements that we must respect and implement
as if we were implementing them in our own home.

Urgency
We recognize time as a competitive advantage.

Respect
At Derrycourt, we commit ourselves to working together to maintain a work environment that encourages and
supports the right to dignity in our working life. All who work in Derrycourt are expected to respect the rights of each
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individual to dignity in their working life. Everyone will be treated equally and respected for their individuality and
diversity. Bullying or harassment, in any form, is not accepted by us and will not be tolerated.

Development
We will be innovative and creative in our approach.

Sustainable Performance
We recognize that sustainable performance is essential to our future success.

1.3 Head Office

Derrycourt head office is open for business from 9.00am to 5:30pm Monday – Thursday and 9.00am to 5:00pm
on Fridays, except for Public Holidays and Good Friday. The Resource Planning department is open from 7.30am.
Please note the office is closed for lunch from 1pm to 2pm each day.

If you require assistance with any issues regarding your employment in the first instance you should contact your
supervisor and /or manager to discuss. In the event that you cannot contact them, or they are unable to assist
you, you can contact head office reception on 01 8643000. Callers will be given the following contact options:
• Press 1 for Client services – this option is used for business clients contacting Derrycourt
• Press 2 for existing Employees – this option provides the following services for our Colleagues
• Option 1: HR Department (primarily dealing with policy matters, entitlements and queries in relation to
terms and conditions of employment)
• Option 2: Payroll Department (primarily dealing with issued around timesheet submissions and wages
queries)
• Option 3: Resourcing Department (Primarily dealing with booking holidays and allocation of working
hours for colleagues and logging of sick calls)
• Option 4: Training Department (Primarily dealing with training programmes and attendance)

1.4 Parking
Head Office
Car parking is provided free of charge at head office. To avoid congestion, all vehicles must be parked only in
designated Derrycourt parking areas. No liability is accepted by Derrycourt for damage to private vehicles,
however it may be caused.

Client Sites
Please note that not all client sites provide parking and there is no obligation on our clients to provide parking for
Derrycourt employees. Where our clients do provide parking facilities to Derrycourt employees you are required
to follow the client site policy in relation to parking and consult your supervisor/manager if you have any
concerns or questions.

All parking fines / violations are at the expense of the employee and if you are driving a company vehicle the
Company reserves the right to deduct relevant monies from salary. For further information please refer to the
company vehicle policy.

1.5 Visitors in the Workplace

To provide for the safety and security of employees, visitors, and the facilities at Derrycourt, only authorized
visitors are permitted in the workplace. Restricting unauthorized visitors helps ensure security, decreases
insurance liability, protects confidential information, safeguards employee welfare, and avoids potential
distractions and disturbances.

All visitors to Derrycourt head office must enter through the main reception area, sign-in and sign-out at the
front desk and receive a ‘Visitor’ badge to wear while on premises. Authorized visitors will be escorted to their

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destination and must be accompanied by an employee at all times. Employees may not under any circumstance
have visitors on client’s site.

1.6 Data Privacy Statement

At Derrycourt, we treat all employee personal data in the strictest of confidence and we are fully compliant
with the General Data Protection Regulations (GDPR). As part of our relationship with you and in the discharge
of our role as your employer, we are required to process your personal data on a regular basis. This personal
data can include:

(i) the details included in your contract of employment;

(ii) your pay and benefits;
(iii) tax and bank details;
(iv) details of your working hours, schedules, periods of leave and absence;
(v) your training and health & safety records; and
(vi) your performance records.

As the primary data controller of the information, we will only use your data for the express purpose that it was
gathered for and it will be regarded as confidential. For a full set of guidelines in relation to our Data Protection
Regulations, please see our Data protection guidelines. These can be requested from the HR Department or
The Data Controller at Derrycourt Company LTD.

You can write to us at: Century Business Park, St Margaret’s Road, Finglas, Dublin 11

You can email us at: [email protected]

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SECTION 2 - Terms and Conditions of Employment

2.1 Offer of Employment

An appointment is dependent upon receipt of satisfactory references or reference checking and proof of relevant
qualifications.

2.2 New Employee Induction

All new employees living in Dublin and surrounding counties are required to attend the company’s new
employee induction which is held in head office with our training representative. Employees based outside of
Dublin and surrounding counties will be required to complete an online induction programme.

The new employee induction is a formal welcoming process that is designed to make a new employee feel
comfortable and share with them information on Derrycourt, its policies and procedures, health and safety
requirements, and work practices in order to prepare them for taking up their new position with the company.

The new employee’s Supervisor/Manager/Area Manager will conduct on site induction with the new employee
to share with them site specific information that will be required to enable them to complete their role
successfully.

During the induction period you will receive training appropriate to the role for which you were hired. This
training will be designed to build the knowledge and skills necessary to meet the requirements of your work.

2.3 Probationary Period

You will be employed on probation for a period of six months. During this period your work performance and
general suitability will be assessed and, if it is satisfactory, your employment will continue.

This period may be extended at the discretion of the Company, but will not in any case exceed 11 months. The
Company reserves the right to terminate your contract either during or at the end of this period without
recourse to the disciplinary procedure if your work performance is not up to the required standard or you are
considered to be unsuitable following objective assessment. In the event of such a termination, except in the
case of gross misconduct, you will receive notice in line with the Minimum Notice and Terms of Employment Act
1973, where a colleague has not accrued 13 weeks service, the company reserves the right to provide one
week’s notice. After 13 week’s service, 1 week’s notice will be provided. The Company may pay this notice in
lieu.

Likewise, where you intend to resign from your employment during your probationary period, you will be
required to give the Company one week’s notice in writing. You will be notified in writing when you have
satisfactorily completed your probationary period and only then will your employment become permanent.

In relation to any periods of absence taken during your probationary period, whether it is authorised or
unauthorised, the Company reserves the discretion to extend your probationary period by the amount of time
taken during this period of absence, if the Company deems such extension necessary.

2.4 Hours of Work

Your expected hours of work will be stated in your contract of employment which you will receive at the
commencement of your employment with Derrycourt. As per your contract of employment, from time to time,
business may require employees to change their working hours. In addition, from time to time, colleagues are
required to work beyond their normal stated hours. In the event that employees are required to change their
roster or to work additional hours, every effort will be made to ensure that they are given as much notice as
possible in advance.

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Generally, no employee can work more than 48 hours maximum per week averaged over a 4-month period.
However, from time to time Managers may require the employee to alert them that they are approaching the
threshold. It is the responsibility of Management to monitor hours of work. Each employee is entitled to a
minimum of 11 hours consecutive rest per day. No employee should work more than an average of 48 hours per
week per quarter.

2.5 Rest Breaks

Rest breaks are in accordance with the Organisation of Working Time Act, 1997. Your Manager will discuss these
in more detail with you. Details of Statutory Break Entitlements are as follows:

15 minutes break where more than 4.5 hours have been worked, 30 minutes where more than 6 hours have
been worked, which may include the first 15 minutes break. In each period of seven days an employee shall be
granted a rest period of at least 24 hours consecutive hours (to be preceded by the 11 hours daily rest),
alternatively, in lieu of this, the company may grant in the next following period of seven days two consecutive
24-hour rest periods (also to be preceded by the 11 hours daily rest).

Should you fail to receive a statutory rest break as listed above, you must notify your Supervisor/Manager in
writing within one week of the missed rest period/break as to the reason for same. Compensatory rest will then
be arranged where appropriate.

Employees are not permitted to take their rest breaks at the end of a working day to leave work early, to do so
will be considered a serious breach of company policy and may result in disciplinary action up to and including
dismissal.

2.6 Double Employment

Under Section 33 of the Organisation of Working Time Act 1997, employers are prohibited from employing
employees to work on any day or during any week where the employee has worked for another employer or
other employers and where the aggregate of the periods worked exceeds that permitted by the legislation.
Offences under the Act may render both the employer and the employee liable to prosecution. A person found
guilty under this Act faces fine of up €1,900 on summary conviction.

To ensure that both the employer and the employee are in compliance with the legal requirements, it is
necessary for all employees to provide the organisation with details of any other employment that the employee
is engaged in by completing a Double Employment form and returning to the HR Department.

2.7 Weather/Emergency Closings

At times, emergencies such as severe weather, fires, or power failures can disrupt company operations. The
decision to close the head office will be made by senior management. When the decision is made to close the
head office, employees will receive official notification from the company. In circumstances where there is a
reasonable amount of notice of closure other arrangements may be made, including rescheduling rosters etc.

For all other employee locations, the decision to close premises is solely made by the client.

2.8 Supplies & Expenditures: Obligating Derrycourt

Only authorized persons may purchase supplies in the name of Derrycourt. No employee whose regular duties
do not include purchasing shall incur any expense on behalf of Derrycourt or bind Derrycourt by any promise or
representation without prior written approval.

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SECTION 3 – Remuneration and Benefits

3.1 Remuneration
An employee will have their basic gross salary or hourly rate of pay detailed in their contract of employment.
Employees will also be made aware of the different rates that are paid for overtime work (if applicable to the
employee). All employees will be paid fortnightly by credit transfer on a Friday. The Company reserves the right
to alter the method of payment and frequency of payment of your salary, as may be reasonably necessary in the
circumstances. You will be notified in writing of any such alteration.

Colleagues are required to ensure that payroll receive their time sheet for the previous week by 9am on the
Monday morning via e-mail to [email protected]. Once sent, Colleagues will receive an automated
acknowledgement from payroll once it is successfully received. If you do not receive a prompt response, Payroll
have not received you e-mail and you should re-send. Payslips will be available on the Wednesday before
payday. Payslips are sent via e-mail. If there are any discrepancies or queries in relation to the payslip, payroll
should be contacted immediately at 01-8643000/dial option 2/select option 2 as outlined in section 1.3 above.

Employees will receive pay slips each fortnight by e-mail. The written pay slip will detail all additions to the basic
pay such as overtime and allowances, if applicable. Deductions will also be detailed on the employee’s pay slip.
Only statutory deductions such as USC, PRSI and PAYE and any deduction for which the employee has given their
written consent will be deducted from the employee’s pay, notwithstanding aforementioned comments with
regards to overpayments.

3.2 Overtime Policy

Overtime rates shall be paid at the rates indicated by the relevant Employment Regulation Order for the Contract
Cleaning Industry. Currently, overtime is applicable after 45 hours worked in a period covering Monday to
Sunday in the same week. Hours of overtime after 45 hours will be paid as time and one half for the first four
hours and double time thereafter. Sunday overtime will be paid at the rate of double time. Overtime premiums
are only applicable to the minimum hourly rate of pay set out by The Employment Regulation (Amendment)
Order (Contract Cleaning Joint Labour Committee). If you are on a higher rate of pay, overtime premium will not
be applicable to you. Hours of overtime, where required by virtue of business needs will be offered by the
company and employees have discretion to accept or reject overtime hours. Please refer to your contract of
employment for details of applicable overtime rates (if any). All overtime must be pre-approved by management
and will only be paid after completion of the normal contracted weekly or daily working hours. The employee
will not be entitled to overtime premium payments until they have physically worked the normal working hours
of the Company.

3.3 Company Registration/Tax Office Information

Employees, who have any questions regarding Tax, are advised to contact their local Tax Office. Alternatively,
you can contact the free phone telephone number for enquires on 1890 333 425 or you can log on to:
www.revenue.ie for further information.

Derrycourt’s Registration Number is: 6585293M

3.4 Time Sheets

Accurately recording time worked is the responsibility of every employee. Time worked is the time actually
spent on a job(s) performing assigned duties. Each client job is assigned a job number. Employees are
responsible for accurately documenting their time spent on individual jobs.

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Derrycourt will provide a Blank Time sheet to each employee if you are working on a site where there is no on
site supervisor/manager, it is the responsibility of each individual employee to submit their wage sheet to Head
Office weekly on a Monday before 9a.m. by email to [email protected]. It is imperative that you allocate the
correct site code on your timesheet. The payroll department can provide you with the correct codes if you are
unsure. Training on completing timesheets will be given to you at induction.

Time Sheets which are not submitted before payroll 9a.m. on a Monday will not be processed in that pay period
and will only be processed in the next pay period. This will result in a delay of payment for the employee.
Authorised personnel will review time sheets / records each week. Any changes to an employee’s time sheets /
record must be approved by his/her supervisor/manager in advance. Questions regarding the timekeeping
system should be directed to your supervisor/manager/manager. Submission of falsified timesheets e.g.
claiming for time not worked is gross misconduct and may lead to your dismissal in line with the company’s
disciplinary policy.

3.5 Expense Reimbursement

Work related expenses incurred by an employee must have prior approval by management. Reimbursements
will be included in the employee’s next regular pay run. It is the employee’s responsibility to obtain approval
and written receipts for all expenses and return them to Head Office, Accounts Payable/Payroll Department for
reimbursement in a timely manner. For further information in relation to expenses you should contact the
Finance Department.

3.6 Time Off In-Lieu (TOIL)

In circumstances where you are required to work over your normal core hours, subject to prior approval you may
be compensated by additional paid time off. This is called Time off In Lieu or TOIL. TOIL must be pre-approved by
your manager.

3.7 Company Benefits

If you are entitled to any company benefits this will be detailed in your contract of employment.

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SECTION 4 - Standards of Conduct

4.1 Professional Conduct

The standards of conduct for Derrycourt are important, therefore all employees are urged to become familiar
with these standards of conduct. In addition, employees are expected to follow the rules and standards faithfully
in doing their own jobs and conducting Derrycourt’s business.

At Derrycourt, we pride ourselves on our service to our client(s). Professional conduct is expected from all of our
employees, all of the time. Colleagues are expected to be in the workplace at the correctly appointed time in full
compliance with our uniform policy. During the discharge of their duties and activities, the highest professional
conduct is expected at all times, especially when in public view or engaging with our clients. The use of offensive
or abusing language will not be tolerated in any instance. The use of mobile phones while working is prohibited
unless agreed in advance with Management. Other aspects of professional conduct are outlined in the sections
below. Please see the Company’s policy on professional conduct for further information.

4.2 Uniform and Dress Code Policy

An employee’s personal appearance should convey a neat and professional impression, which enables them to
be the most effective in the performance of their duties. All employees must contribute to the positive
impression of the company, including their appearance and personal hygiene.

Every employee is expected to abide by the specific uniform / dress code requirements for the job you perform.
Our business needs may dictate your attire, grooming standards, type of footwear, or the use of personal
protective equipment for the safety of you, your co-workers and our clients.

If a Uniform / Personal Protective Equipment (PPE) is provided, you are always required to wear them with your
Derrycourt ID badge displayed and visible. Employees who repeatedly breach the uniform and dress code policy
may be subject to corrective action under the company Disciplinary Procedure.

Please note, all Personal Protective Equipment remains the property of Derrycourt throughout your
employment. Upon termination of employment all uniform and PPE items along with ID badges must be
returned to Derrycourt.

Derrycourt will reasonably accommodate a sincerely held religious belief or any medical need related to
company uniform or dress code policy. Such requests should be submitted in writing to your manager in the first
instance for consideration, any decisions regarding such requests will pay cognizance to applicable health and
safety regulations.

For further information please refer to the company uniform and dress code policies.

4.3 Sign In & Out Policy

Derrycourt Cleaning Specialist’s sign in & out policy outlines the expectations of the business when signing in and
out for work. The policy relates to all employees who are required to work on behalf of the company on client
sites and governs all mechanisms of signing in and out of work e.g. paper and electronic. Failure to follow the
company’s sign in & out policy may result in disciplinary action, up to and including dismissal. A copy of this
policy will be provided to you on induction and should you have any questions about this policy please contact
your supervisor / manager or a member of the Human Resource Department.

4.4 Public Image

A professional appearance and conduct is important at all times and in particular when you come into contact
with clients, potential clients or members of the public. Employees are also expected to project a professional

12
attitude at work and any issues or concerns should be addressed confidentially with your supervisor/manager /
manager.

Employees who become the subjects of media attention whilst in uniform or whilst identifiable as a Derrycourt
employee by virtue of ID badge, use of vehicle or attendance at an event, or for any other reason should inform their
manager as soon as they are become aware of the potential for publication or broadcast.

4.5 Intoxicant / Substance Abuse Policy

This policy applies to all employees of the company regardless of position and includes temporary, part-time and
fixed-term employees. This policy applies to during working hours to all employees of Derrycourt while they are
on Company business or elsewhere on Company business. The company has a zero-tolerance policy to
intoxicants.

The objective of this policy is to avoid the adverse effects of alcohol and drugs (collectively known as Intoxicants)
and to protect the health and safety of our employees. Misuse of alcohol or drugs will impair the ability of an
employee to perform their duties effectively and safely and may endanger their co-workers, the public and
company property.

Where the Company has reasonable grounds to suspect any colleague under the influence of Drugs or Alcohol
(Intoxicant(s), it may immediately suspend the Colleague on Health and Safety Grounds in order to ensure the
safety of all colleagues, co-worker and the public. Where any Colleague is found to be under the influence of any
intoxicant, in possession of any intoxicant, the company will regard such breaches of the intoxicant policy as
gross misconduct and as such, subject to disciplinary action up to and including dismissal.

The Company reserves the right to search any colleague (and their locker where appropriate) suspected of
breaching the intoxicant policy. In addition, any colleague suspected of abuse of this policy will be required to
co-operate with a test for the presence of intoxicants in their system. Please check the full Alcohol and Drugs
Policy for further information. This may be requested from the HR Department.

4.6 Tobacco / Smoking in the Workplace

The Irish government has implemented a ban on smoking in the workplace. This ban was introduced as part of
the public health (tobacco) Act, 2002 (Section 47) Regulations 2003. The purpose of this ban is to offer protection
to employees and the public who are exposed to the harmful and toxic effects of tobacco smoke in the
workplace. Derrycourt is obliged to protect the health of all its employees, customers and visitors to their
premises. Any person found guilty of breaching the ban may be subject to a fine of €3,000. Employees are only
entitled to time off for breaks as set down in section 12 of the Organisation of Working Time Act, 1997.
Derrycourt does not provide additional time for smoking breaks for employees. Anyone in breach of this policy
will be liable to disciplinary action up to and including dismissal.

4.7 Acceptance of Gifts or Hospitality

It is customary for many suppliers to offer gifts, hospitality or entertainment to named employees with whom
they have contact as a result of business dealings. However, employees should, subject to the procedures
outlined below, avoid the giving or receiving of corporate gifts, hospitality, preferential treatment or benefits
which might affect or appear to affect the ability of the donor or the recipient to make an independent judgment
on business transactions. Employees may accept gifts from suppliers or contractors who have worked for
Derrycourt, provided:

✓ the gift is unsolicited

✓ the gift is one of very small intrinsic value (e.g. diary, calendar, bottle of wine/spirits etc.)
✓ the value of such gifts accepted in a year from any one source does not exceed €100

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 ✓ gifts with a value exceeding €50 are disclosed to that employee's immediate manager
✓ No employee may accept cash as a gift from any source.

In all other cases, the gift should be returned to the sender, with a note advising that acceptance would be
contrary to Company policy. Details of returned gifts must be notified at once to the recipient's manager. In
instances where refusal may offend the donor advice must be sought from the Managing Director or General
Manager. The Managing Director or General Manager will decide what action if any should be taken.
Sponsorship requests are strictly at the discretion of the Managing Director or General Manager.

4.8 Confidentiality / Non-Disclosure Agreement

The protection of confidential business information and trade secrets is vital to the interests and success of
Derrycourt. You will be expected to keep all information concerning the organisation, its customers, third parties,
and any other connected organisation with whom you are involved as an employee of this organisation,
absolutely confidential. Such confidential information includes, but is not limited to, the following examples:

• Financial information,
• Marketing strategies,
• Pending projects, proposals and tenders,
• Personnel/Payroll records, and
• Conversations between any persons associated with Derrycourt.

This requirement for confidentiality extends beyond your period of employment. Employees who improperly use
or disclose trade secrets or confidential business information will be liable to disciplinary action up to and
including dismissal and may be subject to legal action, even if they do not actually benefit from the disclosed
information.

All employees are required to sign a Non-Disclosure Agreement as a condition of employment.

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SECTION 5 - Leave and Absence

5.1 Annual Leave Policy

Purpose
The organisation recognises that employees need time off from work for rest and relaxation and to reconcile any
other commitments. However, the taking of annual leave should be planned in advance, in order to allow the
organisation sufficient time to arrange cover for the absence of employees. Thus, before making an annual
leave/ holiday commitment, employees must consult with their Manager and/or Supervisor.

Please Note: Failure to comply with the company’s annual leave policy may be considered a serious breach of
company policy and may result in disciplinary action up to and including dismissal.

All employees who are working on a client site must submit their holiday form (once it has been approved by
their manager/Supervisor) to the Resource Planning Department regarding taking time off to ensure the
necessary approval is in place in line with the process outlined below:

Annual Leave Request Process

• The company’s annual leave year runs from 1st January to 31st December.
• Annual leave request forms must be completed in full, listing dates for the full year and submitted to head
office by e-mail to [email protected].
• Requests for annual leave should be submitted annually between November and March for the upcoming
annual leave year. The only exception to this policy is in relation to any new employees that join the
company during the leave year post March who must submit their annual leave request form within one
month of their start date.
• Annual leave should be taken in the following manner:
o 1 Spring week (taken between 1st January and 30th April)
o 2 Summer weeks (taken together between 1st May and 30th September)
o 1 Winter week (taken between 1st October and 31st December)
• Not more than 2 working weeks can be taken at any one time when applying for annual leave without the
express authorisation of the HR Department prior to submission of the request through the normal process.
• Annual leave request forms must be completed in full, detailing all sites/locations that an employee
currently works Indicating start and finish times of each shift. In the event that an employee only provides
some of the sites / locations that they currently work, only these sites / locations will be allocated for annual
leave. For the avoidance of doubt, you will be expected to attend work on all other sites / locations and
failing to do so may be considered a serious breach of company policy and may result in disciplinary action
up to and including dismissal.
• In the event that an employee changes site / location after submitting their annual leave request form it is
the employee’s responsibility to ensure they send an updated form to [email protected]
• If you work on a site / location with an onsite supervisor, you must ensure your supervisor signs off on the
annual leave request form prior to submitting it to head office. Your request will not be accepted by the
Resource Planning Team in Head Office until signed off by your onsite supervisor. If you do not apply for
your annual leave by the end of March, the company reserves the right to assign your annual leave to you at
their discretion.
• Annual leave requests will be allocated on a first come first served basis and approved at management
discretion. Every effort will be made to accommodate employees’ requests, but, in certain instances,
employees will be required to make alternative arrangements if their absence would cause operational
difficulties.
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• Annual leave request forms will be signed and dated on receipt by the Resource Planning Team member in
Head Office. You must ensure to receive written confirmation of approval of annual leave before any annual
leave can be booked or taken.
• A confirmation e-mail will be sent to you indicating if your annual leave request has been approved or
rejected within 30 days. Please ensure that the Human Resource Department have a valid e-mail address for
you on file in order for you to receive confirmation of approval or rejection of your annual leave request.
Please note accurate records are kept of all annual leave requests including correspondence – any attempt
to alter a request may result in disciplinary action and may be viewed as serious misconduct.
• No more than 10% of employees will be granted annual leave at any one time from one site e.g. if there are
20 employees employed on a site, a maximum of 2 employees at that location will be granted annual leave
at any one time, any site with 10 or less employees will only be allowed to have 1 employee off at any one
time. This is the criterion set for granting annual leave requests; therefore, please don’t submit an
application for annual leave if the authorised number of employees is already off from your site, as it will be
declined.
• Any amendment to approved annual leave requests is only permitted in exceptional circumstances and
must be pre-approved by Management and Resource Planning Team.
• Any employee extending their annual leave beyond the period authorised will be deemed to be on
unauthorised absence and cannot be guaranteed the same position within the company on their return.
This will also be considered a serious breach of company policy and may result in disciplinary action up to
and including dismissal.
• Colleagues who are absent due to illness before or after annual leave, require a Medical Certificate signed
by a Doctor registered with the Irish Medical Council. We will not accept Medical Certificates from Doctors
not registered in the Republic of Ireland. Any such absences will be investigated under the Company
disciplinary procedures which may result in disciplinary action up to and including dismissal.

Please note in relation to Supervisors:

• Only 10% of supervisors across the whole business will be authorized annual leave at any one time.
• Locations / Sites with multiple supervisors need to consult with each other regarding coverage of
supervision prior to sending in an annual leave request.

Requests for annual leave for head office employees must be submitted online through the company’s HRIS
system and further details will be explained to you during your onboarding.

Annual Leave Payment

• Payment for Annual Leave is in Compliance with the Organisation of Working Time Act 1997. Payment for
annual leave is calculated on the basis of 8% of the actual hours worked by an employee in any leave year
but is subject to a maximum of 4 working weeks. Should you not have enough hours worked up at the time
of your holidays, your holidays will be passed for the period requested and payment will be made at periods
of reconciliation as per the payroll department. Should you not have enough hours worked prior to your
holiday you can choose to arrange your holidays at periods when you have worked up sufficient hours.
• Where Sunday working is part of the normal week’s work, or regularly part of the roster, it will be included
in the annual leave payment and will be calculated on the on the average of Sundays worked in the 13
weeks prior to the date of the employee’s holidays.

Carry Over of Annual Leave

• All annual leave entitlements must be taken within the annual leave year, carry over of annual leave is only
permitted in exceptional circumstances and must be pre-approved by Human Resources.

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• In the event that carry over of annual leave is approved a maximum of 5 days is permitted and these days
must be taken before the 31st of March of the following year.

Term Time Employees

• Employees who work in any education institutions are required to take their annual leave to coincide with
the calendar i.e. mid-term in February, Easter Holidays, summer closure, October Mid Term and Christmas
closure. Employees should check the individual education institutions calendar for set dates each year.

Retail Employees
• For all Retail locations annual leave requests will not be authorized during Christmas periods without prior
approval from your Manager and/or Supervisor.

5.1.2 Public Holidays

There are ten (10) public holidays in Ireland each year. Good Friday is not a public holiday. The list of public
holidays in Ireland each year is as follows:

• New Year’s Day - 1st January

• 1st Monday in February
• St Patrick’s Day - 17th March
• Easter Monday
• 1st Monday in May
• 1st Monday in June
• 1st Monday in August
• Last Monday in October
• Christmas Day - 25th December
• St Stephens Day - 26th December

Most employees are entitled to have paid leave on public holidays. One exception is part-time employees who
have not worked at least 40 hours in total in the five weeks before the public holiday.

Employees who qualify will be entitled to either the public holiday off as paid leave or one of the following
alternatives:

• A paid day off within a month of the public holiday

• An additional day of annual leave
• An additional day’s pay

Part-time employees who are entitled to public holiday leave, but who are not due to work on that particular day
where a public holiday falls will receive 1/5 (20%) of their weekly pay as remuneration under the Organisation of
Working Time Act.

Derrycourt observes the above paid Public holidays per year for all employees, should an employee work a Public
Holiday this will be paid as specified in your contract of employment.

Currently, Good Friday is treated as a Public holiday under the Employment Regulation Order in Force and
applies to those persons in employment since 2nd August 2012 or before only.

5.1.3 Termination of Employment & Annual Leave

If an employee leaves the organisation and has accrued annual leave that has not been taken, the organisation
will pay the employee for this accrued leave. If an employee leaves the organisation and has taken more annual
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leave than he or she has accrued, the organisation will claim back the amount owing to it from the final wages
payment.

5.2 Absence & Sick Leave Policy

5.2.1 Purpose
Derrycourt places great emphasis on the attendance of all employees at work and will monitor each employee's
attendance record. Attendance is an important aspect of job performance and the company aims to ensure that
lateness and absence are kept to a minimum. The company aims to deal with all absences in a fair, sensitive and
consistent manner.

5.2.2 Scope
This policy applies to all Derrycourt employees.

5.2.3 Procedure for reporting absence

Unless prior approval has been given, an employee absent from work must notify either their manager or a
member of the resource planning team as to the cause and likely duration of absence. This must be done
personally by telephone as early as possible and no later than 1 hour of your scheduled starting time (morning)
or no later than four hours before your scheduled starting time (evening). Voice messages or text messages are
not acceptable forms of communication.

In cases of absence due to illness, absences of more than three consecutive days must be supported by medical
certification from a doctor and these must be submitted in English. Medical Certificates must include the
following information:

• Name and address of doctor

• Name and address of patient
• Opinion of doctor that the patient is unfit for work
• Expected duration of incapacity
• Dates of issue and doctor’s signature and stamp

Medical / Sick certificates should be sent to the HR Department. If an employee is absent for a short period (1
week or less) they may submit their medical certificate on their return to work. For absence extending beyond
one week, a weekly medical certificate is required to be provided as soon as possible.

It is the employee’s responsibility to keep the company informed of the reason for absence, possible length of
absence and likely return to work date. Failure to notify the company may result in the absence being recorded
as unauthorised and may result in disciplinary action.

5.2.4 Return to work

On being fit to return to work, you must contact either your manager or the HR Department and let them know
as far in advance as possible of the proposed date of your return. At the discretion of the company employees
may be required to provide a fitness to work certificate before returning to work and may be also required to
attend the company doctor. Should an absent employee be deemed unfit to return to work or not fully fit for
work by the company doctor, they may not be allowed to return to work until such time as they are passed fully
fit.

The company will also request that an employee returning to work conduct a return to work interview.

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5.2.5 Short-term absence
For a minor illness or injury or if a person is likely to be absent for a short period, the expiry date of a medical
certificate can be deemed sufficient to deem the person fit to return to work. However, after long term absence
or if the nature of one’s illness/ injury is likely to impact on a one’s job a ‘fitness to return to work certificate’
may be requested, prior to returning to work.

In any calendar year the maximum number of days allowable without medical certification may not exceed 7
days. Any period of sick leave in excess of this must be certified, even if it is for a single day. If a person fails to
provide a medical certificate following 7 days uncertified absence, this is considered unauthorised absence from
work and may result in referral of the matter under Derrycourt’s Disciplinary Procedures.

5.2.6 Long-term absence

Long-term sickness absence is defined as extensive absence due to serious or significant illness covering a
prolonged period of time e.g. 6 weeks or more. An employee is required to maintain regular contact with the
company and submit weekly medical certificates. During your absence the company may request that you attend
welfare meetings and/or the Company Doctor in order to get a better understanding of the employee’s absence,
progress being made and to try and define a possible return to work date. Absence reporting and doctor’s
reports may also be discussed at this meeting.

If an absent employee is capable of returning to work but not to the same job the company will assess the
situation with a view to finding suitable alternative employment for the employee. While the company will
explore all avenues and will endeavour to reasonably accommodate the employee there is no guarantee that
alternative work will be available.

5.2.7 Sick pay

For details of sick pay entitlement (if any) please refer to your contract of employment. You may be entitled to
state benefit during absence as a result of sickness or injury, provided you meet the criteria laid down in
government regulations. You should contact your local social welfare office for additional information.

5.2.8 Medical appointments

Time off for medical appointments will be without pay. Wherever possible, medical appointments should be
arranged in the employee's own time. Alternatively, where there is minimum disruption to the working day,
managers may agree with employees that the hours are made up at another time. Where this is not possible,
employees should notify their manager of an appointment at the earliest opportunity and may be required to
provide documentation in evidence of the appointment.

5.2.9 Support
It is the aim of the organisation to ensure that any employee with a disability or who requires ongoing medical
attention will be supported by the organisation. Employees are encouraged to talk to their manager or the HR
department in this regard. All information will be kept strictly confidential.

5.2.10 Time-keeping
Derrycourt places great emphasis on punctuality and will monitor each employee's time-keeping record.
Derrycourt will use appropriate means to record attendance. Each employee has a responsibility to ensure they
are at their workplace ready to start work at the appointed start time and in full uniform (where a uniform is
provided) or in accordance with the company dress code at their expected start time. Employees are also
required to make a prompt start following all rest breaks. Managers are expected to monitor and manage time-
keeping.

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Employees are considered to be late if they arrive at their work place after the scheduled start time. If an
employee arrives for work more than 15 minutes late, he or she must report to the supervisor or manager as
soon as reasonably practicable.

The appropriate stage of the disciplinary procedure will be instigated where an employee is persistently late.

Having reported to work, an employee may not leave the premises during their shift without prior permission of
the supervisor and/or manager and without clocking or signing out, where appropriate.

5.2.11 Record keeping

Employees are required to ensure that all absences are recorded in line with company procedures at all times.
Inaccurate or poor recording may lead to the initiation of the disciplinary procedure. Recording the information
(or clocking / signing in or out) for another employee is not allowed and may also lead to the initiation of the
disciplinary procedure.
5.2.12 Review
Regular attendance and good time keeping are an essential part of the smooth and effective running of the
company. An employee's immediate supervisor/ manager will monitor attendance and time keeping on a regular
basis. All absences from work should be authorised by either your manager or head office. Where absence is due
to illness, procedures as outlined above will apply. Where levels of absenteeism fall below acceptable standards,
the company will seek to identify probable causes and rectify them.

Disciplinary action, up to and including dismissal will be taken if an employee is considered to be abusing this
policy.

5.3 Compassionate Leave

Should you suffer a bereavement of a close / immediate family member you will be afforded some time off to
attend a funeral. If you are in this position you must discuss this with your departmental manager as soon as you
are aware of the loss of your family member.
A close / immediate relative means a father, mother, brother, sister, father-in-law, mother-in-law, child or
spouse.

Up to a maximum of three working days may be granted on the death of an immediate relative, or in exceptional
circumstances on the death of a more distant relative (e.g. where the employee must take charge of funeral
arrangements or has lived in the same house as the deceased). On the death of a spouse or child, the maximum
number of days may be increased to five. Compassionate leave is not an entitlement but is granted at the
discretion on the Company.

Extra days may also be allowed where an immediate relative dies abroad and the employee has to go abroad to
take charge of the funeral arrangements.

Approved periods of compassionate leave may be supplemented and/or extended by additional unpaid leave or
facilitation with a period of annual leave. Where an employee has exhausted his/her annual leave allowance and
is confronted with a serious or sudden illness of an immediate relative (or, in exceptional circumstances, a
distant relative), special leave with pay up to a maximum of 3 days may be granted. In the case of a spouse or
child the maximum number of days may be increased to five.

We understand that this is a sensitive time, however in the event of a request of extended leave of over 3 days
or for distant relative or relatives who pass away abroad some documentation may be requested to support your
leave request.

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5.4 Maternity Leave Policy

Scope
This policy applies to all female employees who are pregnant or have recently given birth (14 weeks) or who are
breastfeeding up to the 26th week after the date of confinement are covered by the Maternity Protection Acts
1994 and 2004. In certain circumstances, male employees may also be covered by this legislation. This policy
informs all employees covered by the Act of their rights and entitlements whilst in the employment of
Derrycourt Cleaning Specialists. All full time and part time employees are covered by this policy.

Entitlements & conditions

• Pregnant employees are entitled to 26 consecutive weeks’ maternity leave of which at least two
weeks must be taken before the date of birth and at least four weeks after the date of birth.
• The employee must give the company at least four weeks’ written notice of intention to take
maternity leave and also forward to the company a medical certificate confirming pregnancy and
specifying the expected date of birth.
• The company encourages all employees to inform their line manager as soon as they know they
are pregnant; this means that the company can ensure that the environment is supportive of all
pregnancy requirements during this time (see Health & Safety section below).
• The employee must give the company in writing at least four weeks’ notice of her intention to
return to work.
• An employee is also entitled to take additional maternity leave of up to 16 weeks’ immediately
after the end of her maternity leave.
• The employee must inform the company in writing of her intention to take the 16 weeks’
additional leave not later than four weeks’ before the end of the 26 week maternity leave
period.
• The employee must give the company, in writing, at least four weeks’ notice of her intention to
return to work. Return to work is dependent on the four weeks’ notice, which is mandatory.
• Employees who are breastfeeding and within 26 weeks’ of the birth of their child may be entitled
to limited time off/breaks for breastfeeding or expression purposes.

5.4.1 Father’s Leave

Should the mother of an employee’s child die during or shortly after childbirth, the employee will be entitled to
the remainder of the mother’s maternity leave and/or additional maternity leave. An employee availing of such
leave must notify his manager/supervisor/manager as soon as is practicable but certainly on the first day of the
leave of his intention to take the leave and the duration. Please contact HR for further details.

5.4.2 Ante/post-natal Medical Care

All pregnant employees are entitled to paid time off for medical appointments related to a pregnancy. You must
give written notification to your manager/HR of the date and time of the appointments at least two weeks in
advance. An employee must be able to produce a certificate/ record that the visit took place. The company
requests that where possible, the appointments are at the beginning or at the end of the working day. If the
appointment finishes during the working day, you must return to work.

Ante-natal classes
Pregnant employees are entitled to paid time off work to attend one set of ante natal classes (other than the last
three classes). This is a once off entitlement. An expectant father is entitled on a once off basis to paid time off to
attend the last two classes before the birth. You must give notice to your manager/HR in writing of the dates and
times of the classes, or class at least two weeks’ before the first class.
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5.4.3 Health & Safety - Hazard Assessment
The company is obliged to assess any risk to an employee who is:

✓ pregnant,
✓ has recently given birth, or
✓ Is breastfeeding.

Therefore, if you fall into one of the above categories it is imperative that you inform your manager of this fact,
so that the company can carry out a risk assessment as soon as you become aware that you are pregnant.

5.4.4 Additional Maternity Leave and Sickness

Subject to the company’s agreement, an employee can terminate unpaid additional maternity leave in the event
of illness, thereby allowing the employee to register as being on sick leave. Request for termination of the leave
by the employee and acceptance of termination by the company must be in writing.
Please note: If you choose to change to the sick leave scheme, then the remainder of the additional maternity
leave cannot be taken at a later date following the period of sick leave.

5.4.6 Postponement of Maternity Leave

Maternity leave and/or additional maternity leave may be postponed in the event of hospitalisation of the child,
subject to the agreement of the company. This entitlement is subject to the employee having availed of at least
14 weeks’ maternity leave with not less than 4 of those being after the date of confinement. The employee
should request the leave in writing as soon as possible. This request should also include a letter of confirmation
from the hospital.

5.4.7 Miscarriage
There is no entitlement to statutory maternity leave for a miscarriage occurring up to and including the 24th
week of pregnancy. In such circumstances you may apply for certified medical leave. Any confinement occurring
after the 24th week, even if it does not result in a live birth, is covered.

5.4.7 Payment and Employment Status during Maternity Leave

During maternity leave and additional maternity leave, an employee will be deemed to be in employment and
her employment rights with the exception of remuneration are preserved as if she were still present at work.

During maternity leave, employees who have the necessary PRSI contributions are entitled to maternity benefit
from the Department of Employment Affairs and Social Protection. It is recommended that you apply at least six
weeks before the start date of your maternity leave. Claims should be made on MB1 forms, which can be
completed or requested online at www.welfare.ie. The organisation will complete the MB2 form (not earlier
than 16 weeks before your baby is due). During the 16-week period of additional maternity leave, no payment is
made by the Department of Employment Affairs and Social Protection.

5.4.8 Employment protection

An employee who is absent on maternity leave will be treated as if she had not been absent. At the end of
maternity leave, an employee will be entitled to return to her original job under terms and conditions no less
favourable than those, which would have applied if she had not been absent.

5.5 Paternity Leave

Purpose

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Paternity leave is available to eligible employees to allow them time off from work around the birth or adoption
of their child or the child of their spouse or partner.
Scope
This policy covers all part-time and full-time employees of Derrycourt provided that they meet the conditions
outlined below.

Eligibility to take paternity leave

Paternity leave is available to employees who are deemed to be the “relevant parent” of a child. Only one person
who is a “relevant parent” in relation to a child can be entitled to paternity leave in respect of that child. There is
no qualifying period for entitlement to paternity leave.

Entitlements and conditions

The following conditions apply to taking paternity leave:

• Subject to eligibility and notification criteria being met, paternity leave will apply to births / placements that
take place on or after the 1 September 2016.
• An employee who is a relevant parent may avail of a continuous period of 2 weeks paternity leave. The leave
entitlement must be taken as a block of two weeks and cannot be fragmented into smaller periods of leave.
• Paternity leave can begin at the time of the birth / adoption or within 26 weeks of the birth / placement of
the child. The leave will commence on the date the relevant parent selects in his / her written notification. It
should be noted that paternity leave cannot commence earlier than the expected date of birth or date of
placement of the child and cannot commence later than 26 weeks after date of birth or the date of
placement of the child.
• In the case of multiple births, or where two or more children are being adopted at the same time, only a
single two-week block of paternity leave applies.
• Paternity leave must be used to assist in the provision of, care to the child or to provide support to the
relevant adopting parent or mother of the child, as the case may be, or both.

See the Paternity Leave Policy for a full outline of entitlements and benefits. The policy is available from the HR
Department.

5.6 Parental Leave Policy

Scope
This policy informs all employees covered by the Parental Leave Acts 1998 to 2006 and (amendment) act 2019 of
their rights and entitlements while in this employment.

Purpose
This policy covers all part-time and full-time employees in the organisation, provided that they meet the
conditions outlined below. This policy provides parents with a temporary unpaid break from work to take care of
young children.

Entitlements and conditions

The following conditions apply to taking paternity leave:

• You are entitled to 26 weeks unpaid parental leave to enable you to take care of the child concerned.
• The leave must be taken before the child reaches 12 years of age. In the case of a child with a disability
the leave must be taken before the child reaches 16 years of age.

23
 • In the case of an adopted child, who is under ten years at the time of adoption, the leave must be
taken before the child reaches 12 years of age. If the child is aged between 10 and 12 years, at the
time of adoption, the leave must be taken within two years of the adoption order.
• Each parent has a separate entitlement to parental leave from their job, 14 of their 26 weeks of
parental leave may be transferred between parents working in the same company with the agreement
of the employer.
• Where a parent has more than one child, no more than 26 weeks’ parental leave may be taken in any
12-month period, except in the case of multiple births.
• You must have one year’s continuous service with the organisation before you are entitled to take
parental leave. However, if you have more than three months service, and where your child is
approaching the age threshold, you will be entitled to one week’s parental leave for every month of
continuous employment completed with the organisation.
• Any period of probation, training or apprenticeship will be suspended while you are on parental leave
and will be completed on your return.
• Full-time and part-time staff (pro rata) can avail of the entitlement once they fulfil the above criteria.

Employment rights protection

All your employment rights are protected while you are on parental leave. You have the right to return to your
employment under terms and conditions of employment no less favourable than those that would have been
applicable to the employee if he or she had not been absent from work.

Abuse of leave
Parental leave is granted solely for the purpose of taking care of the child concerned. This leave may be
terminated if it not used for this purpose, and you may be subject to serious disciplinary action, up to and
including dismissal.

See the Parental Leave Policy for a full outline of entitlements and benefits. The policy is available from the HR
Department.

5.7 Parents Leave

Purpose
Parent’s leave is available to eligible members of staff to allow them time off from work within the first year of
the birth or adoption of their child or the child of their spouse or partner.
Scope
This policy covers all part-time and full-time employees of Derrycourt provided that they meet the conditions
outlined below.

Eligibility to take parents leave

Parents leave is available to employees who are deemed to be the “relevant parent” of a child. Parent’s leave
entitles each parent to 5 weeks’ leave during the first 2 years of a child’s life, or in the case of adoption,
within 2 years of the placement of the child with the family.

Entitlements and conditions

The following conditions apply to taking parent’s leave:

• Subject to eligibility and notification criteria being met, parents leave will apply to births / placements that
take place on or after the 1 November 2019.

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• An employee who is a relevant parent may avail of a continuous period of five weeks parents leave. The
leave entitlement can be taken as one continuous period of five weeks or periods of not less than one
week.
• Parents leave can begin after the birth / adoption or within 2 years of the birth / placement of the child. The
leave will commence on the date the relevant parent selects in his / her written notification. It should be
noted that parents leave cannot commence before the birth or placement of the child and cannot
commence later than 2 years after date of birth or the date of placement of the child.
• In the case of multiple births, or where two or more children are being adopted at the same time, only 5
weeks of parents leave applies.
• Parents leave must be used to assist in the provision of, care to the child or to provide support to the
relevant adopting parent or mother of the child, as the case may be, or both.

See the Parents Leave Policy for a full outline of entitlements and benefits. The policy is available from the HR
Department.

5.8 Carer’s Leave Policy

Under the Carer’s Leave Act 2001, employees are entitled to a maximum of 104 weeks leave in order to provide
full-time care and attention to a person requiring it.
The care recipient (called “a relevant person”) is defined as:

"somebody who needs continuous supervision and frequent assistance throughout the day with their normal
personal needs (e.g. help to eat, drink, wash) or needs continuous supervision in order to avoid danger to
themselves".
The relevant person does not need to be a family member or spouse but could be a friend or colleague.

Eligibility for carer’s leave

All employees who have one year’s continuous service are eligible to apply for carer’s leave. The person you are
proposing to care for (the relevant person) must be deemed to be in need of full-time care and attention by a
Deciding Officer of the Department of Social Protection (DSP). You must take the carer’s leave for the purpose of
personally providing full-time care and attention to the person in need of such care and must actually do so for
the duration of the leave. Carer’s leave is unpaid, but an employee may be entitled to an allowance from the
Department of Social Protection.

Conditions for taking carer’s leave

The following conditions apply to taking carer’s leave:

• One person only can be absent on carer’s leave for a specific care recipient at any time.
• Carer’s leave will not be granted to an employee if the care recipient is in receipt of full-time
attention from someone else.
• An employee is only entitled to leave for one care recipient at a time. However, on one occasion
only an employee may commence leave in respect of a second relevant person, while already on
leave in respect of another relevant person, but only where the two relevant persons reside
together.
• You must provide the HR manager with the decision of a Deciding Officer of the DSP, stating that
the person in respect of whom you propose to take carer’s leave is a relevant person.
• You may engage in employment outside the home while on carer’s leave for up to 18.5 hours per
week, provided your income from employment is less than a weekly income limit set by the DSP.
Alternatively, you may attend an educational or training course or take up voluntary or

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 community work for up to 18.5 hours per week. You can also engage in limited self-employment
in your home; again, this is subject to an upper income limit set out by the DSP.
• If you do engage in employment or attend a course, please ensure that you notify the HR
manager with details.
• You must notify the organisation of any change in circumstances that affects your entitlement to
carer’s leave as soon as is reasonably practicable.

See the Carer’s Leave Policy for a full outline of entitlements and benefits. The policy is available from the HR
Department.

5.9 Force Majeure Leave

The Parental Leave Acts 1998 to 2006 also provide for “force majeure” leave. This section of the Act entitles an
employee to paid time off, where for urgent family reasons, owing to the injury or illness of an immediate family
member, the immediate presence of the person is, indispensable. Under these circumstances, the employee is
entitled to paid leave of up to three days in any consecutive 12 months, or five days in any 36 consecutive
months.

Routine and predictable illnesses are not covered by Force Majeure Leave.

Scope
The immediate family members covered by the Act include a child/adoptive child of the employee, a spouse or
person with whom the employee is living as husband and wife, a person to whom the employee is in loco
parentis, a brother or sister of the employee, a parent or grandparent, a person who resides with the employee
in a relationship of domestic dependency.

Application procedure
You should contact your Manager as soon as is practical on the day of absence and on return complete an
application form detailing the reasons for requesting Force Majeure Leave. The company will then consider your
application and revert back to you as soon as is possible. Copies of which are available from the HR Department.

5.10 Jury Duty

Employees who are called for jury duty will be entitled to time off with pay for the required length of time. If an
employee does not have to attend court, they are expected to report to work each day. An employee who is
summoned to jury duty must inform their Manager and Human Resources as soon as possible and produce the
jury summons.

SECTION 6 - Employee Communications

6.1 Employee Meetings

Derrycourt understands the importance of communication and encourage regular meetings to be held between
on site management and employees.

6.2 Information and Consultation

Derrycourt have a duty to inform and consult with employees in relation to matters which affect their
employment before any potential changes are introduced. Derrycourt will use all means at its disposal and as
appropriate to inform and promote healthy discussion and consultation with its employees.

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6.3 Bulletin Boards
Bulletin boards where placed in designated areas providing employees access to important information and
announcements. The employee is responsible for reading necessary information posted on the bulletin boards.
No employee may post items on bulletin boards without the express permission of senior management.

6.4 Procedure for Handling Complaints

Under normal working conditions, employees who have a job-related problem, question or complaint should in
the first instance discuss it with their immediate Manager / Supervisor. At this level, employees usually reach
the simplest, quickest, and most satisfactory solution. If the employee and Manager / Supervisor do not solve
the problem, Derrycourt encourages employees to contact the Human Resources Department. If necessary, see
our Respect and Dignity at Work Policy for further details. If there are any concerns, please contact the Employee
Liaison Officer who will assist you in understanding our policies and procedures.

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SECTION 7 – Company Policies and Procedures

7.1 Equal Opportunities Policy

Introduction
Derrycourt is committed to equality of opportunity for all employees. This means that we aim to treat all our
employees fairly in all aspects of employment, including recruitment, training and development, pay and
conditions, etc. Derrycourt opposes all forms of unlawful or unfair discrimination on the grounds of gender, age,
marital status, sexual orientation, religion, disability, ethics or racial origin or membership of the traveller
community in accordance with Employment Equality Acts (1998 – 2011) and Equal Status Acts (2010-2011) the
relevant legislation.

We value each employee in accordance with their abilities and the contribution they make to Derrycourt.
Employment decisions will be based on merit, qualifications, abilities, skills, knowledge and attitude required to
perform the job effectively and efficiently, to the standards required both in the present and in the future.
Recruitment and selection policies, promotion policies, and training and development policies, and all associated
documentation, will reflect our commitment to this policy.

Aims and Objectives

The aim of the policy in terms of employment is to ensure that no job applicant or employee receives less
favourable treatment on any grounds which cannot be shown to be justified and to provide an environment
which is supportive to all employees, where employees are encouraged to do the best that they can, which will
enable them to contribute and develop in Derrycourt.

In addition, the specific aims and objectives of the Equal Opportunities policy are:

• To ensure our workforce and our customers are drawn from all sections of society. The better we
understand, manage and meet their needs, the better Derrycourt will perform commercially.
• To ensure that employees are treated with dignity and respect, in a fair and equitable manner
appropriate to the situation.
• To comply and where possible exceed legal requirements and adopt a proactive approach to ensure we
treat all employees and potential employees fairly.
• To promote and develop a harmonious working environment based on mutual respect, which is free
from sexual and other forms of harassment or bullying within which employees are encouraged to
develop their full potential in the interests of the individual and Derrycourt;
• To eliminate direct and indirect discrimination, prejudice and stereotyping.
• To ensure by monitoring and revising employment practices that these do not directly or indirectly
discriminate against or result in the unfair treatment of any employee.

It is the responsibility of every manager to support the Equal Opportunities Policy and to communicate it to their
employee. All employees are expected to comply with this policy, and employees are assured that any individual
who wishes to raise concerns or make a complaint in relation to the operation of the policy may do so without
fear of reprisal or victimisation. Any employees, who are found to have engaged in any form of discrimination in
any aspect of this Equal Opportunities Policy, will be liable for disciplinary action up to and including dismissal.

7.2 Recruitment & Selection Policy

The purpose of this policy is to describe how the organisation recruits’ employees of the highest calibre in
accordance with employment legislation, best practice and within available resources. The organisation prides
itself on the high quality of people in its employment and to maintain this high standard it is essential that the
organisation has an effective recruitment and selection process in place. Good selection procedures result in the
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attraction and appointment of the person best qualified and suited to the job and to represent Derrycourt in a
positive manner. The organisation provides equality of opportunity to all candidates in an effort to select from
the widest choice of candidates and minimise any skill shortages in the organisation.

It is important to Derrycourt that all Colleagues involved in the hiring process are regularly briefed to ensure that
the most suitable candidates are consistently selected for the organisation. In addition, Derrycourt must be
consciously aware of all times of its responsibility to the wider community of its actions and consequences.
It is critical for Derrycourt Cleaning Specialists to ensure that the right candidate is chosen for the role available.
It is important that the Company is cognisant of the different types of sites that it serves and the right candidate
is matched not only to the skills, but to ensure that their personal profile allows them to work on a challenging
site, such as a Hospital, Garda Station or Nursing Home.

This policy applies to all those who are applying for jobs within the organisation and all persons involved in the
recruitment and selection process. The organisation implements a number of stages in the recruitment and
selection process to achieve the aim of recruiting the most suitable candidate for the role. Those involved in
recruitment of staff, must also ensure they are fully aware of any client specific rules or regulations and that they
are shared with new hires in advance of placement.

Equally, all involved in the recruitment process must be aware of the wider implications of the recruitment
process, but also to fully meet their social responsibility to integrate social, environmental, ethical human rights
and consumer concerns into the operation of the recruitment and selection process and to highlight any
concerns that they become aware of through the discharge of the work.

Job description and person specification

The organisation will draft a job description and person specification for each role, which will be used during the
selection process. The job description will describe the overall responsibilities of the role and the key tasks
involved in doing the job. Each job description will state that the organisation reserves the right to request an
employee to be flexible in their duties when the business need requires it.

The person specification will identify the personal attributes that the job holder must possess in order to be
capable of performing the job to a high standard. The person specification will include the qualifications
necessary for the job, skills, personal attributes and experience. The organisation aims to measure experience
through the quality of the experience gained and not the quantity of experience in years. Each person
specification will outline the criteria that are essential for the role and any criteria that may be desirable.

Advertising
The organisation retains the right to advertise all positions both internally and externally. Advertisements and
the selection process will not discriminate on any of the nine grounds protected by the Employment Equality
Acts. These are gender, civil status, family status, sexual orientation, religion, age, disability, race, and
membership of the traveller community. It is essential that advertisements for all vacancies are impartial and
objective.

All advertisements will use a number of media in order to allow all potential candidates to have an equal
opportunity to apply for the vacancy. Advertising refers to advertising in newspapers, on websites, social media,
noticeboards, television, radio and in magazines etc.

Application forms
Application forms will be freely available to any person who wishes to apply for a vacancy. All advertisements will
include instructions on the application procedure and how interested parties may apply.

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Shortlisting and assessment
During the shortlisting, all applicants will be screened to identify the candidates who will be called for the next
stage of the process. When selecting candidates to be shortlisted, the criteria set out in the person specification
will be used. The organisation aims to ensure that all selection for shortlisting will be free from any
discrimination and that each application will be dealt with on its merits. For certain roles, the organisation may
use psychometric testing to support the shortlisting process.

Interview
Not all applicants will be called for interview. The organisation aims to ensure an interview process that is free
from discrimination. The selection of persons who sit on the interview panel is at the discretion of the
organisation. All questions posed to the candidates will be consistent and will relate directly to the person’s
ability to do the job.
At the end of the interview each member of the interview panel will compare the attributes of the candidates
against specific criteria laid down in the job description and personal specification. Candidates will be scored
according to the essential and desired criteria in the person specification. Fair and proper procedures will be
followed.

Prior to employment
Candidates will be asked to provide details of two previous employers for reference-checking. The organisation
will also validate any necessary documentation relating to visas and work permits, where applicable.
Once all the pre-employment assessments have been completed, a written offer of employment will be
extended to the successful candidate, with full details of his or her conditions of employment. It is company
policy that all such offers will include a probationary period, even when the successful candidate has been
previously employed within the organisation.

Record-keeping
Records of all applications, screening criteria and interview notes will be kept for a minimum period of 12
months in the HR department, before being discarded. Feedback will be given to unsuccessful internal
candidates to support them in their future development.
Any misrepresentations, falsifications, or material omissions in any of this information or data may result in
exclusion of the individual from further consideration for employment or disciplinary action up to and including
dismissal.

Unsuccessful candidates
All unsuccessful candidates have the right to look for feedback and where possible, to query and clarify any
aspect of the recruitment process. Appeals can be made to the head of HR.

Escalation
Where a colleague has or expresses concerns in relation to any aspect of the recruitment or associated policies,
the colleague is obliged to report such matters to the Head of HR in the first instance where the matter should
be investigated and dealt with taking into account the Needs of the Business, the Client and the wider societal
and social obligations. Where it is not suitable to report this matter to the Head of HR, the matter should be
reported to the General Manager.

7.3 Training and Development Policy

The Company undertakes to train and develop all employees providing the course of training and/or
development chosen has relevance to Derrycourt’s business. During your employment you will be required to
participate in any training that is relevant to your role. Employees are obliged to cooperate fully with the
organisation’s training requirements. We put specific attention on all health and safety training. Health and
safety training will be integrated into an employee’s general training, based the specific risks associate with the

30
job and any changes to the system of work. Derrycourt offers the following training courses to employees:

Compulsory training for all employees:

• Induction Training for all Employees

• Manual Handling Training
• Infection Control

Some of the additional training available:

• Infection Control Training (all employees working within a Healthcare establishment)
• BICS (British institute of Cleaning Standards)
• Cleaning professional Skills Suite
• First Aid Training
• Train the Trainer (supervisors/managers)
• People Management Training (for supervisors/managers)

Please note the above list is not exhaustive.

7.3.1 Educational Assistance

Derrycourt recognizes that the skills and knowledge of its employees are critical to the success of the Company.
The organisation encourages the development of employees through further education and the attainment of
qualifications that are job related. Where an employee identifies a suitable area for development, he or she will
have to prepare a business case for the investment. For further information in relation to this policy please
contact a member of the training department.

Please note:
You must have completed your probation period with the Company to qualify for educational assistance.

7.3.2 Training Records

The HR department will retain a copy of all the training completed by employees and any relevant courses
completed on the employees personnel file.

7.4 Promotion and Transfer Policy

This section sets out the policy of Derrycourt regarding an employee’s request to transfer from their current
site/location of employment or request a promotion internally within the company.

Procedure
All employees requesting a transfer/promotion must complete the employee transfer/ promotion form and
return it to the HR Department. Completion of the form does not mean that a transfer or promotion will
automatically take place. All completed transfer/promotion forms will be assessed using the criteria illustrated
below, note the criteria for a transfer is different to the criteria for a promotion. A final decision as to the status
of a request for transfer/promotion will be made based on the criteria set and specifically on the availability of
the promotion/transfer sought. Derrycourt cannot make transfers/promotions that are not available, regardless
of how well you meet all other criteria. Once your request has been assessed, you will receive notification as to
the status of your application i.e. successful or unsuccessful, you will also be informed as to the reason for the
status of your application i.e. no position available or you failed to meet some of the criteria. All successful
applications that meet the selection criteria, that we do not have a specific position available for at the given
time of the application will be held on file and will be reviewed on a quarterly basis thereafter or when vacancies

31
arise within Derrycourt (whichever comes first). If you are no longer interested in a transfer or promotion but
have completed the application you must inform the Human Resource Department, so that your application can
be withdrawn. Any unsuccessful applications i.e. unsuccessful as you failed to meet some of the criteria can be
resubmitted by the employee if and when you feel you have complied or met with the relevant selection criteria.

CRITERIA FOR SELECTION – TRANSFER

• Reason for Transfer

• Length of Service
• History of Overall Job Performance
• Attendance Record
• References Obtained
• Any Employee of the Quarter Awards or Other Company/External Awards you received whilst employed
by Derrycourt.
• Availability of the required transfer
• Critical skills and /or qualifications available
• Suitability for site specific locations, e.g. hospitals requiring garda Vetting and Vaccinations

CRITERIA FOR SELECTION – PROMOTION

• Length of Service
• History of Overall Job Performance
• Skills/Attributes you can provide to the position
• Attendance Record
• References Obtained
• Any Employee of the Month Awards or Other Company/External Awards you received whilst employed
by Derrycourt.
• Flexibility
• Communication Skills
• Ability to work on own initiative
• Ability to assume responsibility and take control
• Availability of the required promotion

7.5 Disciplinary Procedure

Purpose
The purpose of the disciplinary procedure is to ensure that all employees adhere to the required standards by
making them aware of any shortcomings and identifying how the necessary improvements can be achieved. The
objective of such a procedure is to give employees the opportunity to improve their behavior/performance.

The delivery of a high-quality service requires all employees to adhere to high standards of work performance,
conduct and attendance. Managers are responsible for making employees aware of the standards of attendance,
work and conduct expected from them and for dealing with shortcomings promptly and fairly. In general, the
employee’s immediate supervisor/manager/manager will deal with deficiencies on an informal basis through
discussion, appropriate assistance and informal site talks rather than through the formal disciplinary procedure.
If, following the informal site talk stage, the employee continues to fail to meet the required standards then the
formal disciplinary procedure should be invoked.

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Scope
This policy extends to all Derrycourt employees and aims to ensure consistent and fair treatment for all. The full
disciplinary procedure may not be applicable in certain circumstances where the employee has not yet
successfully completed their probationary period.

Procedures
SI 146 of 2000 sets out the Code of Practice for Grievance and Disciplinary Procedures in compliance with Section
42 of the industrial Relations Act 1990. This defines the code of best practice as outlined by the WRC to provide
guidance to employers, employees and their representatives on the general principles which apply in the
operation of grievance and disciplinary procedures.

In line with best practice, as soon as a complaint or allegation of misconduct has been made against an
employee, the supervisor/manager will initiate an investigation in order to form an initial judgment on the facts
of the case. The employee will be informed in writing detailing the nature of the complaint or allegation.
Following a full investigation, the supervisor/manager will decide as to whether disciplinary action is appropriate.
The supervisor/manager may take the decision to suspend the employee, with pay, during the initial period of
the investigation depending on the nature of the incident.

Following an initial investigation, it may transpire that due to certain circumstances, disciplinary action against an
employee would be inappropriate. In such cases the supervisor/manager may need to provide support and
guidance to the employee to enable them to improve without the need to invoke formal procedures.

If it becomes clear, however, that formal disciplinary action is appropriate, the following principles apply during
stages 2 to 6:

• the right of employees to know the allegations/complaints against them

• the right to representation either a work colleague or representative
• the right of the employee to defend themselves
• the right of employees to a fair and objective investigation/hearing of the case
• the right of employees to appeal the decision
• the right of the employer to suspend the employee (with or without pay) to facilitate the investigation in
cases of alleged gross misconduct
• the right of the employer to enter into the procedure at the appropriate stage, dependent on the issue
presented

1. Site Talk
If appropriate, the employee will be given a site talk by his or her supervisor/manager in relation to his or her
need to improve. Each site talk meeting will be noted and recorded on the employee’s file. Should no
improvement be forthcoming, these site talk minutes will be referred to in future meetings and may form
evidence of a lack of improvement in performance.

2. Recorded Verbal Warning

In the event of a further breach of for example conduct, poor attendance or lapse in performance, or should the
issue so warrant, the employee will be given a formal recorded verbal warning. This warning will be recorded on
the employee’s personnel file. Should there be no further breaches within a 6-month period the warning will be
deemed to have expired.

3. First Written Warning

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In the event of a further breach or should the issue so warrant, the employee will be issued with a first written
warning. This warning will be recorded on the employee’s personnel file. Should there be no further breaches in
a 12-month period the warning will be deemed to have expired.

4. Final Written Warning

In the event of yet a further breach or should the issue so warrant, the employee will be given a final written
warning. This warning will be recorded on the employee’s personnel file. Should there be no further breaches in
a 12-month period the warning will be deemed to have expired.

5. Suspension without Pay / Demotion / Relocation –

Suspension without pay, demotion or relocation, as a form of disciplinary action, may be used when misconduct
is not serious enough to justify dismissal but warrants more than a final written warning. The maximum number
of day’s unpaid suspension is 5 working days at any one time. In situations relating to incompetence carrying out
duties, or where working relationships have been damaged, the company reserves the right to demote/relocate
an employee to a more suitable position should it be decided that this is a viable, reasonable alternative to
dismissal. Should an employee not accept the demotion/relocation as an alternative to dismissal, the company
will then follow the dismissal procedure. In cases where an individual chooses to avail of the right of appeal,
they will work under protest for the duration of the appeal.

6. Dismissal
If, following a stage 4 sanction – e.g. a final written warning – an employee is guilty of further breaches, the
employee will be dismissed. If, following a stage 5 sanction – e.g. demotion or relocation – if the employee
refuses to accept demotion or relocation, the employee will be dismissed.

7. Gross Misconduct
In cases of particularly serious misconduct (sometimes referred to as “gross misconduct”), following a full
investigation, Derrycourt may summarily dismiss an employee without recourse to any of the sanctions
contained in stages 1 to 5. This includes but is not limited to:
• Falsification of information supplied during the employment process including application form,
references, medical form, Garda vetting form or verbally at interview, etc.
• Fraud or deliberate falsification of any company documents (including time sheets, sign in and out logs,
absence records, training records and so on, in respect of yourself or any fellow employee).
• Insubordinate behaviour and/or the refusal to carry out legitimate management instructions.
• Reporting for work under the influence of or in possession of alcohol or unprescribed drugs or partaking
of alcohol or unprescribed drugs whilst on duty.
• Deliberate damage to or negligence of company machines, equipment, facilities or property of
employees or customers/clients.
• Dishonesty, theft or fraud, including abuse of any of the company benefit schemes.
• Serious breach of company rules, deliberate action or neglect which causes either unacceptable loss or
damage to the company, client, employee property or causes injury.
• Criminal offences whether committed at work or outside during the course of employment.
• Serious abuse of IT policy.
• Serious breaches of confidentiality.
• Bullying, sexual harassment, harassment or discrimination of any nature.
• Violent behaviour in work – fighting, assault or attempted assault on other employees, customers,
members of the public or being in possession of an offensive weapon.
• Sexual assault.
• Serious breach of health and safety rules to include but not limited to:
o Failure to use caution signs.
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 o Failure to report broken or damaged equipment.
o Smoking in breach of Company policy/designated non-smoking areas.
o Failure to follow Derrycourt No Tolerance Policy.
o Failure to adhere to risk assessments, method statements or safety data sheets.
o Failure to follow policies in relation to hygiene.
• Leaving the place of work without permission.
• Any other serious breach of procedures or action(s) leading to a loss of trust and confidence in the
person as an employee.
• Repeated, persistent and deliberate breaches of company policy.

The above is not intended to be an exhaustive list nor does its order imply significance.

Any such dismissal will follow a full investigation, in which all the employee’s rights to natural justice will be
respected.

Gross misconduct offences will result in dismissal without notice following a thorough investigation.

8. Acceleration of process
Derrycourt reserves the right to skip any particular stage of the process depending on the gravity of the offence
or allegation.
9. Suspension of Process/Sanction
The Company reserves the right to suspend any aspect of the investigation/disciplinary process where a
colleague becomes unavailable to participate for whatever reason.
The Company reserves the right to extend the date of a warning where the employee is not in regular
attendance for whatever reason. Such an extension will be communicated to the relevant colleague via formal
letter.

10. Suspension
In cases where Derrycourt considers it appropriate, we may suspend an employee with pay in order to facilitate
investigation of the relevant case. Paid suspension will revert to unpaid suspension should the employee fail to
engage in the process.

11. Appeals
Employees have the right to lodge an appeal in respect of any disciplinary action taken against them. If an
employee wishes to exercise this right, they should apply in writing to the nominated person who will hear the
appeal within five (5) working days of the date of issue of the sanction. An appeal against a formal warning or
dismissal should give details of why the penalty imposed is too severe, inappropriate or unfair in the
circumstances. The appeal procedure will normally be conducted by a member of management not previously
connected with the process so that an independent decision into the severity and appropriateness of the action
taken can be made.
Employees may be accompanied at any stage of the appeal hearing by a work colleague or representative. The
result of the appeal will be made known to the colleague, in writing within 5 working days after the close of the
hearing.

General Notes
If you are in a position of responsibility, then demotion to a lower status or removal of the responsibility and/or
transfer may be considered as an alternative to dismissal except in cases of gross misconduct.

Where an employee, following the imposition of a sanction, is absent for a prolonged period for whatever
reason, the company reserves the right to suspend the sanction until the employee returns to work.

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7.6 Grievance Procedure

Purpose
This policy outlines the procedure for an employee to raise a complaint concerning work related matters so that
the issue may be addressed promptly.

The benefits of such a procedure are that it prevents an accumulation of minor issue(s) and ensures that the
issue(s) are resolved as speedily as possible. Failure to resolve grievances without undue delay and in a fair and
reasonable manner may result in a minor grievance being escalated unnecessarily.

It is management’s responsibility to deal promptly and fairly with any complaints raised by employees either
informally or under the formal grievance procedure. Managers are expected to handle all complaints in a manner
that respects the right of the employee to air his/her grievances. If an employee feels sufficiently aggrieved to raise
a formal complaint, then the manager is responsible for taking the complaint seriously. Managers are required to
address grievances at the lowest level possible and to consider the merits of the employee’s case before reaching
a decision. Where a complaint is not upheld the employee is entitled to a clear explanation as to how the decision
was reached.

Third party referrals should be viewed as a ‘last resort’ having exhausted the internal stages of the grievance
procedure. If, in the event an employee refers the matter to a third party, the manager must respect the
employee’s right to exercise his/her statutory entitlement to seek redress by co-operating fully with proceedings
and maintaining normal working relationships.

Managers have a duty to ensure that no employee suffers detrimental treatment as a result of raising a formal
complaint either internally or to a third party.

Scope
This policy applies to all Derrycourt employees and Derrycourt is committed to promoting and maintaining good
employee relations.

Procedure

1. Informal discussions
Most routine complaints are capable of being resolved on an informal basis without recourse to the formal
grievance procedure. The process is as follows:

1. The employee should raise the matter informally with his or her immediate supervisor/manager before
invoking the formal grievance procedure.
2. If the complaint relates to the immediate supervisor/manager, the employee may discuss the matter
informally with another manager or HR representative.
3. An informal discussion is to take place with the employee and supervisor/manager.
4. The supervisor/manager must consider the informal complaint and will communicate their recommendation
to the employee.
5. Written records of the informal discussion and agreements must be kept by the supervisor/manager.
6. Following the informal process, a response will be given by the manager within 5 working days of the issue
being raised. The employee should then indicate their satisfaction with the informal outcome. However,
should the issue reoccur or persist, the employee has the right to raise the matter formally.
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2. Formal Procedure

Stage 1
1. If the matter has not been resolved satisfactorily through informal discussions, the employee may raise a
formal complaint under the grievance procedure.
2. The employee refers the complaint in writing to their supervisor/manager.
3. If the grievance involves personal or other sensitive issues, which the employee considers inappropriate to
raise directly with the supervisor/manager, the employee may seek advice from the HR Department.
4. The supervisor/manager will arrange a grievance meeting to discuss the matter.
5. The supervisor/manager will advise the employee in writing of the date, time and venue for the grievance
meeting and of their right to be accompanied by a work colleague or representative.
6. The supervisor/manager conducting the hearing should establish the precise details of the complaint in
advance in order to check any policies or rules relevant to the matter.
7. The supervisor/manager should arrange for a colleague to attend to take notes and act as a witness.
8. The supervisor/manager will hear the complaint. Written records must be kept by the supervisor/manager.
9. The supervisor/manager will convey the decision in writing to the employee.
10. If the grievance raised requires it, the process may involve the Manager speaking to other employees to
gather information/statements.
11. A formal response will be given within 5 working days of the initial meeting

Stage 2
1. Should the issue remain unresolved following Stage 1, the employee may refer the matter in writing to a more
senior manager or the head of their department. This must be submitted within 5 working days, of the
advised outcome of stage 1.
2. The manager will arrange a grievance meeting to discuss the matter following receipt of the complaint.
3. The manager will advise the employee in writing of the date, time and venue for the grievance meeting and of
his/her right to be accompanied by a work colleague or representative.
4. The manager should establish the precise details of the complaint in advance in order to check any policies or
rules relevant to the matter.
5. The manager should arrange for a colleague to attend to take notes and act as a witness.
6. The manager will hear the complaint. Written records must be kept by the supervisor/manager/manager.
7. The manager will convey the decision in writing to the employee.
8. If the grievance raised requires it, the process may involve the Manager speaking to other employees to
gather information/ statements.
9. A formal response will be given within 5 working days of the meeting.

Stage 3
If the issue remains unresolved after stage three, the matter may be referred by the employee to the Head of
Human Resources.

Mediation
The company may opt to use mediation in order to resolve matters informally. Mediation is a process by which a
trained and qualified third party, the Mediator assists people who are in dispute or conflict with each other to
explore and understand their differences and, if possible, to help the parties resolve/settle their differences at an
earlier, more informal stage.

Mediation is a confidential procedure in which a clear and effective process is agreed by the parties and
facilitated by a mediator. It is voluntary and both parties must agree to participate and either party can withdraw
at any time.
37
Benefits of Mediation
• The Mediator is non-judgemental and neutral.
• Control of the outcome is placed firmly in the hands of the parties involved, rather than escalating to
senior management.
• The issues and outcome are confidential.
• It is a far quicker process than an investigation or formal inquiry.
• It is generally a lot less stressful and upsetting to all parties than a formal Investigation.
• It is an informal solution, i.e. no written complaints are recorded on file.
• It is without prejudice, in other words, it does not remove the right to make a formal complaint
afterwards.

Further information on Mediation can be requested from the HR Department.

Grievances and Disciplinary Action / Procedure

This grievance procedure should not be used to complain about the disciplinary procedure or any disciplinary
action that the Company has taken against an employee. If an employee is dissatisfied with any disciplinary
procedure or action, the employee should submit an appeal under the disciplinary procedure.

False and Malicious Complaints

If a complaint is found to be deliberately false and/or malicious, then the appropriate disciplinary action up to
and including dismissal will be considered.

7.7 Whistleblowing Policy

What is Whistleblowing?
Whistleblowing was introduced under the Protected Disclosures Act 2014, whistleblowing occurs when an
employee raises a concern or discloses information which relates to wrongdoing, illegal practices or unethical
conduct which has come to his/her attention through work.

Our whistle-blowing policy is intended to encourage and enable employees to raise concerns within our
workplace rather than overlooking a problem. The legislation allows full protection for an employee to raise
issues internally in the first instance. Under this policy an employee is entitled to raise concerns or disclose
information without fear of penalisation or threat of less favourable treatment, discrimination or disadvantage.

Our Commitment
This organisation is committed to maintaining an open culture with the highest standards of honesty and
accountability where our employees can report any concerns in confidence. This policy applies to all our
employees at all levels within the organisation.

It is important to note that should you have a concern in relation to your own employment or personal
circumstances in the workplace it should be dealt with by way of our Grievance Procedure. Likewise concerns
arising in regard to workplace relationships should generally be dealt with through our Respect and Dignity at
Work policy. It is also important to note that this policy does not replace any legal reporting or disclosure
requirements. Where statutory reporting requirements and procedures exist, these must be complied with fully.

Please see our Whistleblowing Policy for further details on how to report your concerns. The policy is available in
the strictest of confidence from the HR Department.

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7.8 Respect and Dignity at Work Policy

Purpose
Derrycourt recognises the right of all employees to be treated with respect and dignity and is committed to
providing all employees with a safe working environment which is free from bullying, harassment and sexual
harassment.

This policy is to protect employees from bullying, harassment and sexual harassment regardless of whether it is
carried out by a work colleague, client, supplier, visitor or any other person with whom employees may come into
contact during the course of their work.

Scope
Under this policy all employees, regardless of their position, have a responsibility to treat their colleagues, clients,
suppliers, visitors and any other person with whom employees may come into contact, with respect and dignity
and to maintain a working environment where bullying and harassment is not tolerated.

Derrycourt will not tolerate any employee treating a fellow employee or any other person with whom an
employee may come into contact with during the course of their work with anything less than their due dignity.

Managers and Supervisors have a particular responsibility to promote respect and dignity in the workplace by
being alert to inappropriate behavior and dealing promptly with incidents or complaints of bullying and
harassment in accordance with this policy.

Appropriate disciplinary action, up to and including dismissal for serious offences, may be taken against any
employee who violates this policy.

Workplace Bullying

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

What Bullying is not

• An isolated incident of the behavior described in this definition.
• Fair and constructive criticism of an employee’s performance, conduct or attendance is a legitimate
management response to performance issues.
• Complaints relating to instructions issued by a supervisor/manager/manager, assignment of duties, terms and
conditions of employment or other matters which are appropriate for referral under the normal grievance
procedure do not constitute bullying either.
• Legitimate management responses to crisis situations which require immediate action, or which arise from
employee shortages or increased workload for example would not be considered bullying.

Examples of Bullying
The following are some examples of the type of behavior which may constitute bullying:
39
• Constant humiliation, ridicule, belittling effort or performance – often in front of others.
• Verbal abuse, including shouting, use of obscene language and spreading malicious rumors.
• Personal insults or name calling.
• Intimidation, aggression and menacing behavior.
• Showing hostility through sustained unfriendly contact or exclusion.
• Overruling a person’s authority, reducing a job to routine tasks well below the person’s skills and capabilities
without prior discussion or explanation.
• Persistently finding fault with a person’s work and using this as an excuse to humiliate the person rather than
trying to improve performance.
• Constantly picking on a person when things go wrong even when he/she is not responsible.
• Abusive/unwarranted/inappropriate messages sent by text, email or posted on social networking sites.

The above list is not exhaustive and only serves as a guideline to employees. An act of bullying may occur outside
the work premises or normal working hours provided the wrongdoer was acting in the course of employment,
e.g. at a training course or work-related social event. Each case will be taken in isolation and dealt with in the
appropriate manner.

Harassment

Definition
‘Harassment is any act or conduct including spoken words, gestures or the production, display or circulation of
written words, pictures or other material if the action or conduct is unwelcome to the employee and could
reasonably be regarded as offensive, humiliating or intimidating. The unwanted conduct may include acts,
requests, spoken words, gestures or the production, display or circulation or written words, pictures or other
material’.
The Employment Equality Acts prohibit discrimination on nine specific grounds in all aspects of a person’s
employment. The nine grounds are:

• Gender
• Civil Status
• Family Status
• Sexual Orientation
• Disability
• Age
• Race
• Religious Belief
• Membership of the travelling community

The following are examples of inappropriate behavior which may constitute harassment:

• Verbal harassment e.g. jokes, derogatory comments, ridicule or song.

• Written harassment e.g. faxes, text messages, emails or notices/comments on social networking websites.
• Physical harassment e.g. jostling or shoving.
• Intimidatory harassment e.g. gestures or threatening poses.
• Visual displays e.g. posters, emblems or badges.
• Persistent negative body language.
• Isolation or exclusion of a person.

40
The above list is not exhaustive and only serves as a guideline to employees. Harassment may be targeted at an
individual or group and it may consist of a single incident or repeated inappropriate behavior. An act of
harassment may occur outside the work premises or normal working hours provided the wrongdoer was acting
in the course of employment, e.g. at a training course or work-related social event. Each case will be taken in
isolation and dealt with in the appropriate manner.

Sexual Harassment

Definition
‘’Any form of verbal, non-verbal or physical conduct of a sexual nature that has the purpose or effect of violating a
person’s dignity and creating an intimidating, hostile, degrading, humiliating or offensive environment for the
person. This includes same sex sexual harassment. The unwanted conduct may consist of acts, requests, spoken
words, gestures, or the production, display or circulation of written words, pictures or other material’’.

The following are some examples of inappropriate behavior which may constitute sexual harassment. These
examples are not exhaustive:

• Physical conduct of a sexual nature, e.g. unwanted physical contact such as unnecessary touching, patting,
pinching or brushing against another employee’s body.
• Verbal conduct of a sexual nature e.g. unwelcome sexual advances, propositions or pressure for sexual
activity, continued suggestions for social activity outside the work place after it has been made clear that such
suggestions are unwelcome, unwanted and offensive flirtations, suggestive remarks, innuendos or lewd
comments.
• Non-verbal conduct of a sexual nature, e.g. the display of pornographic or sexually suggestive pictures,
objects, written materials, emails, text messages or faxes.
• Gender based conduct e.g. gender related insults.
• Unwanted or derogatory comments about dress or appearance.
• Leering and suggestive gestures.

The above list is not exhaustive and only serves as a guideline to employees. Sexual harassment may be targeted
at an individual or group and it may consist of a single incident or repeated inappropriate behavior. An act of
sexual harassment may occur outside the work premises or normal working hours provided the wrongdoer was
acting in the course of employment, e.g. at a training course or work-related social event. Each case will be taken
in isolation and dealt with in the appropriate manner.

Procedure

Informal Resolution
The informal resolution of dealing with an allegation of bullying, harassment, or sexual harassment should be
attempted in the first instance before any other procedure is adopted. However, Derrycourt recognizes that it
may not always be practical to use the informal procedure particularly when bullying, harassment or sexual
harassment is serious or where the individuals involved are at different levels in the company. Employees should
contact the HR Department for guidance.

When an employee decides to pursue the matter, they may do one of the following:

1. Approach the alleged wrongdoer directly

In this case the employee may find it helpful to rehearse what they intend saying to the alleged wrongdoer so that
they feel more confident about initiating the discussion and articulating the precise nature of the offending
behavior and its effects. Explain clearly to the person engaging in the unwanted conduct that the behavior in
41
question in not welcome, that it offends them or makes them uncomfortable and that it interferes with their
work.

2. Request the intervention of an appropriate supervisor/manager

Where the employee is not confident about approaching the alleged wrongdoer or where a direct approach has
not resolved the matter, they should request the intervention of an appropriate supervisor/manager.

Sometimes the alleged wrongdoer is genuinely unaware that his/her behavior is unwelcome and causing distress.
An informal discussion is often sufficient to alert the person concerned to the effects of his/her behavior and can
lead to greater understanding and an agreement that the behavior will stop.

The employee and/or supervisor/manager will attempt to resolve the matter in an informal low key and non-
confrontational manner by making the alleged wrongdoer aware of the effects of their behavior and addressing
any underlying issues.

The employee and/or supervisor/manager must keep a written record of all informal discussions and agreements
with the individual parties concerned.

Where the employee and/or supervisor/manager do not bring about a satisfactory outcome, the employee
and/or supervisor/manager may request the intervention of a manager at a more senior level who will endeavor
to resolve the matter informally.
The senior manager must keep a written record of all informal discussions and agreements with the individual
parties concerned.

Where the matter remains unresolved at the informal level, it may be the subject of mediation or of a formal
investigation.

Mediation
Mediation is a process by which a trained and qualified third party, the Mediator assists people who are in
dispute or conflict with each other to explore and understand their differences and, if possible, to help the
parties resolve/settle their differences at an earlier, more informal stage.

Mediation is a confidential procedure in which a clear and effective process is agreed by the parties and
facilitated by a mediator. It is voluntary and both parties must agree to participate and either party can withdraw
at any time.

Benefits of Mediation
• The Mediator is non-judgemental and neutral.
• Control of the outcome is placed firmly in the hands of the parties involved, rather than escalating to
senior management.
• The issues and outcome are confidential.
• It is a far quicker process than an investigation or formal inquiry.
• It is generally a lot less stressful and upsetting to all parties than a formal
• Investigation.
• It is an informal solution, i.e. no written complaints are recorded on file.
• It is without prejudice, in other words, it does not remove the right to make a formal complaint
afterwards.

Further information on Mediation can be requested from the HR Department.

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Formal Complaint
1. The employee should submit the complaint in writing to their supervisor/manager or if preferred a member of
the senior management team.
2. The matter will be treated with the utmost sensitivity and every effort will be made to expedite the process as
speedily and confidentially as possible.
3. The complaint should be clearly formulated in writing and contain the following details:
• Name (s) of alleged wrongdoer (s).
• Clear factual description of each incident – set out precise details of the offending behaviour (including
dates, times, witnesses and direct quotes where possible) and context in which this behaviour occurred.
• Indication of how each incident made the complainant feel.
• Details of action the complainant or others have already taken to resolve the matter informally.
4. The alleged wrongdoer will be advised in writing that an allegation of bullying/harassment has been made
against them and of the identity of the complainant.
5. They will be given a copy of the complaint and invited to respond to the allegations.
6. A copy of this response will be forwarded to the complainant.
7. Having considered the response of the alleged wrongdoer and feedback from the complainant, the
investigator may decide that there is still scope for resolving the matter without recourse to a formal
investigation.
8. In such cases the option of mediation may be discussed with both the complainant and the alleged
wrongdoer.
9. Should either party object to mediation, a formal investigation of the complaint may be carried out.

Formal Investigation
1. The investigation will be conducted by designated investigator/s who is/are not connected to the complaint in
any way.
2. Both parties will be given copies of all relevant documentation prior to and during the investigation process,
i.e.
• Invitation to interview
• Complaint
• Written response from the alleged wrongdoer
• Witness statements (if any)
3. Where necessary, parties to the investigation may in some cases be suspended with pay during the
investigation of the complaint.
4. Both the complainant and the alleged wrongdoer may provide details of witnesses or any other person whom
they feel could assist in the investigation.
5. The investigator/s will conduct separate interviews with the complainant and the alleged wrongdoer with a
view to establishing the facts surrounding the allegations. Both the complainant and the alleged wrongdoer
may be accompanied by a work colleague or representative.
6. The investigator/s may interview any witnesses or request written statements of the alleged incidents of
bullying/harassment from other relevant persons. Confidentiality will be maintained as far as practicable.
7. Persons may be required to attend further meetings to respond to new evidence or provide clarification on
any of the issues raised.
8. On completion of the investigation, the investigator/s will submit a written report of its findings to senior
management and both parties involved.
9. Both parties will be given an opportunity to comment on the written report before any action is decided upon
by senior management.

Outcomes
1. The complainant and the alleged wrongdoer will be informed in writing of senior management’s decision.

43
2. If the complaint is upheld, the matter may be progressed through the Derrycourt Disciplinary Procedure or
other appropriate action may be taken, such as counselling or mediation.
3. Where a complaint is not sustained, no action will be made against the complainant provided that the
complaint was made in good faith.
4. In the interests of all employees, any knowingly false or reckless complaints will be treated very seriously and
may lead to disciplinary action up to and including dismissal against the complainant.
5. Victimisation or retaliation against a complainant, respondent, witness or any other party will constitute a
serious disciplinary offence.

Contact Person
The role of the Contact Person is to assist a complainant or an alleged wrongdoer to deal with harassment or
bullying issues. The Contact Person will explain and explore the full range of options available to the employee
under the company’s ‘Respect and Dignity at Work Policy’. This will enable the employee to weigh up the pros and
cons for each option and make an informed, considered decision. Their role is not to tell you what to do or make a
decision on your behalf rather to ensure the employees understanding of each option available to them.

A Contact Person will not act as a mediator or get involved in any related disciplinary matters. It is not their role
to investigate complaints or to decide whether a complaint is merited. Their role is a neutral one and it is
primarily a support role for employees either bringing a complaint or in dealing with allegations that have been
made against them.

All of the above options are available to an employee, but it is often the case that people rush to the formal
stage, where it becomes more drawn out and stressful for all parties involved. It is therefore our policy to
attempt to solve issues at the informal stage, wherever practical and possible.

7.9 E-mail and Internet Usage Policy

Purpose
Email, internet and telephone technology are provided as business tools for employees. Derrycourt has designed
a full policy for the effective use of these important methods of communication. The policy is designed to
protect the Company and its employees from new and emerging risks in accordance with best practice and will
be updated regularly. It applies to all uses of the Company’s telecommunications facilities. The policy will:

• define acceptable use of the various media

• Highlight legal issues

• Explains company rules on business and personal use of facilities and to limit excessive personal use

In tandem with this, all written information sent and forwarded both externally and internally reflects on
Derrycourt and the services we provide. Special care must be taken when representing or reflecting the image of
the Company. Breaches of the Policy may result in disciplinary action

The E-mail, internet and Social Media Policy applies to all employees of the Company as well as to all contractors,
consultants and non-employee third parties who are granted access to the Company’s technology and equally to
all employees who use clients’ technology.

7.10 Social Media

Purpose

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This policy on social media must be read in conjunction with other employee policies. Particular attention is
drawn to equality, bullying and harassment, internet, e-mail usage, data protection, and confidentiality policies,
all of which are applicable to social media usage.

Scope
This policy on social media applies to all employees. Social media is the collective term referring to social and
professional networking sites such as Facebook, LinkedIn and Twitter or other similar online forums and the
policy extends to all such sites and incorporates any future developments of such media.

Breaches of this policy will be investigated and may lead to disciplinary action, up to and including dismissal. A
limited amount of personal use of the internet and social media is permitted on the organisation’s equipment,
provided the following rules are observed:

• Personal use must not occur during working time, but instead must occur during break time and outside
of your normal working hours.
• Personal use must comply with the requirements and general principles of this policy and all other
internet, IT, security and data protection policies.
• All IT resources are the organisation’s property dedicated to achieving our business objectives.
Inappropriate use is not acceptable. Excessive activity is not permitted. Personal use must not interfere
with your work commitments.
• Accessing other people’s accounts on such sites is not permitted.
• Using the organisation’s name, logos, images or commenting on the organisation’s customers, clients or
business is prohibited.
• The use of Derrycourt client’s equipment is strictly prohibited unless express permission of the client has
been provided in advance and in such circumstances should only be used for work purposes.

Derrycourt recognises that employees use social media tools as part of their daily lives. Employees should always
be mindful of what they are posting, who can see it, and how it can be linked back to the organisation and work
colleagues. All employees should be aware that the organisation regularly monitors the internet and social media
in reference to its work and to keep abreast of general internet commentary, brand presence and
industry/customer perceptions. The organisation does not specifically monitor social media sites for employee
content on an ongoing basis, however employees should not expect privacy in this regard.

The organisation reserves the right to utilise for disciplinary purposes any information that could have a negative
effect on the organisation or its employees, which management comes across in regular internet monitoring, or
is brought to the organisation’s attention by employees, customers, members of the public, etc.

All employees are prohibited from using or publishing information on any social media sites, where such use has
the potential to negatively affect the organisation or its employee. Examples of such behaviour include, but are
not limited to:
• Publishing material that is defamatory, abusive or offensive in relation to any employee, manager, office
holder, shareholder, customer or client of the organisation;
• Publishing any confidential or business-sensitive information about the organisation;
• Publishing material that might reasonably be expected to have the effect of damaging the reputation or
professional standing of the organisation.

Rules Regarding Usage

All employees must adhere to the following when engaging in social media:

• Be aware of your association with Derrycourt when using online social networks.
45
 • You must always identify yourself and your role if you mention or comment on Derrycourt.
• Where you identify yourself as an employee, ensure your profile and related content is consistent with
how you would present yourself with colleagues and clients. You must write in the first person and
state clearly that the views expressed are your own and not those of the organisation. Wherever
practical, you must use a disclaimer saying that while you work for the organisation, anything you
publish is your personal opinion, and not necessarily the opinions of the organisation.
• You are personally responsible for what you post or publish on social media sites.
Where it is found that any information breaches any policy, such as breaching confidentiality or bringing
the organisation into disrepute, you may face disciplinary action up to and including dismissal.
• Be aware of data protection rules – you must not post colleagues’ details or pictures without their
individual permission. Photographs of company events should not be posted online without written
consent from senior management.
• Employees must not provide or use their company password in response to any internet request for a
password.
• Material in which the organisation has a proprietary interest – such as software, products,
documentation or other internal information – must not be transmitted, sold or otherwise divulged,
unless the organisation has already released the information into the public domain. Any departure from
this policy requires the prior written authorisation of your senior manager.
• Be respectful at all times, in both the content and tone of what you say. Show respect to your audience,
your colleagues and customers and suppliers. Do not post or publish any comments or content relating
to the organisation or its employees, which would be seen as unacceptable in the workplace or in
conflict with the organisation’s website. Make sure it is clear that the views and opinions you express are
your own.
• Recommendations, references or comments relating to professional attributes, are not permitted to be
made about employees, former employees, customers or suppliers on social media and networking sites.
Such recommendations can give the impression that the recommendation is a reference on behalf of the
organisation, even when a disclaimer is placed on such a comment. Any request for such a
recommendation should be dealt with by stating that this is not permitted in line with organisation
policy and that a formal reference can be sought through HR, in line with the normal reference policy.
• Once in the public domain, content cannot be retracted. Therefore, always take time to review your
content in an objective manner before uploading. If in doubt, ask someone to review it for you. Think
through the consequences of what you say and what could happen if one of your colleagues had to
defend your comments to a customer/client.
• If you make a mistake, be the first to point it out and correct it quickly. You may factually point out
misrepresentations, but do not create an argument.
• It is very important that employees immediately report any inappropriate activity or behaviour regarding
the organisation, its employees or third parties. Inform your supervisor/manager or another member of
management or your HR representative. All allegations made in good faith will be fully and confidentially
investigated. You are required to cooperate with all investigations of alleged policy violations.
• This policy extends to future developments in internet capability and social media usage.

In addition to the above rules, there are a number of key guiding principles that employees should note when
using social media tools:

• Always remember on-line content is never completely private;

• Regularly review your privacy settings on social media platforms to ensure they provide you with
sufficient personal protection and limit access by others;
• Consider all online information with caution as there is no quality control process on the internet and a
considerable amount of information may be inaccurate or misleading; at all times respect copyright and
intellectual property rights of information you encounter on the internet. This may require obtaining
46
 appropriate permission to make use of information. You must always give proper credit to the source of
the information used.

Social media security

You are responsible for all postings made on or to your social media accounts. This applies to postings or activity
made directly by you, postings or activity made by any other party but under your username/account, and/or
postings made by friends or third parties to your accounts (e.g. Facebook wall posts made by Facebook friends to
your timeline).

You must be conscious at all times of your overall online presence and its effect, or potential effect, on the
company, its clients or your colleagues. Disciplinary action may ensue, in line with this policy and the disciplinary
procedures, for any activity on, or related to, your social media accounts, regardless of how such activity
occurred.

You are therefore advised to maintain the security of your personal social media accounts. This includes, but is
not limited to: using secure passwords, changing passwords regularly, not disclosing your passwords to third
parties, and logging out of accounts when leaving your computer/devices unattended. If you are concerned
about any activity on your social media account, however created, and its interaction with your employment,
please contact your manager immediately.

For advice on devising a secure password or on social media security tips, please contact the IT Department.

Managerial responsibilities
By virtue of their position, managers have particular obligations with respect to general content posted on social
media. Managers should consider whether or not personal thoughts they publish may be misunderstood as
expressing the organisation’s opinions or positions even where disclaimers are used. Managers should err on the
side of caution and should assume that their teams will read what is written. A public online forum is not the
place to communicate organisation policies, strategies or opinions to employees. Managers should not make
‘friend’ requests or other similar requests of their team members, as this may place undue pressure on an
employee.

Enforcement
Non-compliance with the general principles and conditions of this social media policy and the related internet, e-
mail and confidentiality policies may lead to disciplinary action, up to and including dismissal. This policy is not
exhaustive. In situations that are not expressly governed by this policy, you must ensure that your use of social
media and the internet is at all times appropriate and consistent with your responsibilities towards the
organisation. In case of any doubt, you should consult with your manager.

47
SECTION 8 – ENVIRONMENTAL, HEALTH AND SAFETY (EHS)

8.1 EHS Information and Communication

The following EHS information is provided to employees to ensure they are aware of EHS requirements when
working for Derrycourt:

• EHS (Safety Statement)

• On site Risk Assessment & Method Statement
• Cleaning Manual (for operatives working on Client Sites)
• Training sessions – both online and face to face.
• Team meetings
• Site Talks
• Bulletin board postings
• Memorandums
• Other written communications

8.1.2 Employee Duties

Don’t make the mistake of thinking that the responsibility for worker health, safety and welfare rests solely with
your employer. Under the law, Derrycourt have a wide range of duties but so do employees, including those that
have part-time or temporary roles, regardless of any employment or contractual arrangement they may have.

All employees working with Derrycourt must:

• Follow all EHS legislation and Derrycourt EHS Policies and Procedures.
• Ensure that they are not under the influence of any intoxicant to the extent that they could be a danger
to themselves or others while at work.
• Follow all safe work inductions working on site either a Derrycourt facility and/or a Client site.
• Co-operate with management on all safety matters.
• Participate in safety and health training offered by their employer.
• Use all safety equipment provided and report any equipment defects to management.
• Report all incidents no matter how minor to your Manager.
• Report any defects or hazards in the place of work, equipment, etc. which might endanger safety and
health.
• Not engage in any improper conduct that could endanger your own safety or health or that of anyone
else.

8.2 EHS Safety Statement

The EHS Statement is displayed at the reception area of Derrycourt Head Office. This Safety Statement is
reviewed and revised on a regular basis and published annually. This employee handbook provides a brief
overview of the requirements and information set out in the EHS Statement. All employees are required to
review this handbook and familiarise themselves with the Derrycourt EHS Statement.

Ancillary Statement

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The purpose of the Ancillary Safety Statement is to provide details of Derrycourt Policies and EHS control
measures which apply on site. The Ancillary Safety Statement should be read in conjunction with the Parent EHS
Statement and the site risk assessment and method statement.

8.3 EHS Policies

Derrycourt have implemented the following EHS Policies within the organisation and take each Policy very
seriously. Employees are required to ensure they follow all Derrycourt Environmental Health and Safety Policies
which are outlined in this Document. Employees must read and be aware of the requirements of these policies
prior to commencing work and sign off on the EHS Policy Awareness page.

• EHS Policy
• No Tolerance Policy
• Greener Cleaning Policy
• Vehicle Policy
• Sharps Policy
• Intoxicants Policy

8.4 Reporting of Accidents/Incidents

All accidents, incidents and near misses must be reported to your manager and/or site supervisor/manager as
soon as possible after the incident has occurred.

Derrycourt takes accident reporting very seriously and a full investigation from the EHS Department will be
carried out. All employees are required to:

• Comply with relevant laws and protect their own safety and health, as well as the safety and health of
anyone who may be affected by their acts or omissions at work.
• All employees in an accident, incident or near miss are responsible for reporting the incident to their
immediate supervisor/manager / manager as soon as possible after the incident occurs.
• Assisting with the incident reporting and providing a written statement with details of the incident.
• Seeking first aid / medical assistance where required & following all medical advice.
• Co –operating with the investigation of the accident/ incident / near miss and the completion of the
accident / incident report form or other related documents.
• Keeping their supervisor/manager / manager informed of any medical complications that arise following
the incident.
• Providing all medical certificates to your Manager and prior to returning to work the injured person will
be required to provide a full return to work certificate.

8.5 Health and Wellbeing

At Derrycourt we understand fit, healthy, and motivated employees are the key to success for any business. To
ensure your health and wellbeing employees must:

• Report to management any medical condition or use of medication which could affect your safety or the
safety of others.
• Cooperate with the organisation’s health surveillance provisions.
• Inform management, as soon as possible, if you are pregnant.
• Never attend work under the influence of either alcohol or illegal drugs

49
 • Report to management any instances of illness that could compromise food safety and or other people’s
wellbeing. This includes;
➢ Diarrhoea, sickness (vomiting) and other stomach disorders
➢ Any discharge from the eyes, ears or nose or a sore throat
➢ Any septic skin conditions such as sores, boils, septic cuts etc.
➢ Any other infection

8.6 Hygiene and Cleanliness

You must maintain high standards of personal hygiene at all times when at work.

• Always adhere to the clients’ procedures on site and ensure hygiene standards are at a very high
standard.
• Hand hygiene is very important please ensure you clean your hands appropriately – refer to the HSE 5
step hand hygiene procedure in Appendix 2

8.7 Personal Protective Equipment (PPE)

Personal Protective equipment is provided to employees where require it for working in the following areas:
• Stores/Warehouse
• Site Cleaning Operations

The minimum PPE requirements for cleaning operatives are safety shoes and the Derrycourt uniform.
Additional PPE is also provided for cleaning operatives and is required to be worn for task specific activities:

• Disposable gloves
• Task specific gloves
• Sharp Gloves – precautionary measure only – see Sharp Policy for more details
• Safety glasses/goggles
• Hearing protection
• Hard Hat
• High Vis Vest

Where PPE is required operatives must wear the PPE to ensure their health and safety at work. Refer to
Derrycourt’s Safety Statement for more information on PPE.

8.8 CCTV
CCTV is used by Derrycourt and by many of our clients as part of the operational system for security. The
purpose of the system is to protect against crime, including theft or pilferage, and to ensure the security of all
employees and property and to facilitate proceedings in the context of criminal or legal issues.

Derrycourt reserves the right to use the information obtained by CCTV for the purpose of disciplinary
procedures, performance management issues and accident or incident investigation.

Derrycourt ensures that the use of CCTV is in line with requirements under the Data Protection Act 1988 and the
Data Protection (Amendment) Act 2003. All employees have a responsibility to adhere to this policy and failure
to do so may result in disciplinary action, up to and including dismissal.

In relation to the CCTV systems in Derrycourt Head Office, the overall responsibility for the system lies with the
General Manager. Access to the CCTV system and recorded material is strictly restricted to authorised
personnel.

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Derrycourt operates four cameras which are located:
• Outside the front door at the main entrance.
• Above the canopy outside the training room entrance.
• On the ground level outside the first set of bathrooms, beside the conference/training room.
• In the warehouse area looking down onto the main floor.
• In the warehouse in the equipment section (X2).
• On the back door of the warehouse (X2).
• Reception (X2).
These cameras operate on a 24-hour basis, seven days a week.

8.8.1 Access to CCTV

Derrycourt also reserves the right to disclose personal information to specific third parties where there are
objective business reasons for doing so. Such third parties may include:

• Insurance providers
• Medical practitioners
• Pension and medical insurance providers
• Rights Commissioner, Labour Court or similar court of Law
• An Garda Siochana

Under the Data Protection Acts individuals have the right to access images containing their personal data. This
applies equally to employee and members of the public. All requests must be made in writing and should be
forwarded to the General Manager. Careful consideration must be given to requests for access that would
involve disclosing images of third parties. This may be overcome by blurring or disguising the images of third
parties.

Individuals requesting access to images must supply the organisation with the following:

• Adequate information for the images to be located.

• Sufficient information to enable the organisation to verify that the applicant has a legitimate right to
request access.
• Proof of identification through photographic identification, for example passport or driving license.

Individuals should specify whether they would be satisfied with merely viewing the images rather than requiring
a copy. A request in relation to what personal data is stored will be responded to within 21 days explaining
whether such data is kept and, if so, giving a description of the data and the purpose of keeping it. A copy of the
personal data of the individual will be supplied within 40 days of the request.

In the event that a request for access is denied, the organisation will document the following:

• The identity of the individual making the request;

• The date of the request;
• The reason for refusing to supply the images requested.

The document will then be signed and dated and will be provided to the individual making the data access
request.

8.9 Vehicle Tracking – Derrycourt Company Vehicles

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Vehicle tracking is used by the company as part of our operational system for security. The purpose of the
system is to protect against crime, including theft or pilferage, and to ensure the security of all employees and
property and to facilitate proceedings in the context of criminal or legal issues. The vehicle tracking system will
assist the company in protecting its material assets in the form of the vehicle and its employees while driving,
and who may be at most risk while working alone. Derrycourt reserves the right to use the information obtained
for the purpose of disciplinary procedures, performance management issues and accident or incident
investigation.

The purpose of this policy is to ensure that all employees who are required to drive a company vehicle are aware
of the presence of a tracking device on the vehicle and the use to which the data gathered from that device may
be put. Please see the Company Vehicle Policy. This is available from the HR & EHS Departments.

8.10 Garda Vetting

All employees who are likely to, as a regular feature of their employment, work in facilities where they may come
into contact with vulnerable adults or children, or in facilities which primarily care or facilitate the needs of
vulnerable adults or children will be required to undergo Garda Clearance in line with the National Vetting
Bureau (Children and Vulnerable Persons) Act 2012. You will be required to fill out a Garda Vetting Form
detailing your personal details and an address you have lived at in The Republic of Ireland. You will also be
required to details all arrests and convictions. This form will then be sent to the National Vetting Bureau section
of An Garda Siochana and checked against officially held records. If there are any issues that arise during your
employment in relation to Garda Vetting this will be dealt with on an individual basis. However non-disclosure of
criminal offences, which is later brought to our attention via the Garda Vetting process, may result in disciplinary
action up to and including dismissal. Where you have committed an offense in relation to drink driving you may
be excluded from employment where you must operate motorised vehicles.

Vetting will take place every three years and the company will make arrangements for all relevant employees
requiring Garda Vetting to be contacted in good time to have their vetting renewed. Where an individual does
not renew their vetting when requested to do so, it may impact the Company’s ability to maintain their
employment with the company.

8.11 Key Holders

Due to the nature to the cleaning business, Derrycourt often provide an out of hours cleaning service for clients.
On these occasions the client may provide us with access keys and codes necessary to gain entry into their
building(s). In turn, Derrycourt provide authorized employee with this information to gain entry to maintain the
building and allow access to authorized personnel after hours. More information on this will be provided in the
event you are an authorised Key Holder.

8.12 Right of Search

The company and / or client reserves the right to search your personal property while on or departing company
or client premises. All clients’ security procedures must be strictly adhered to. It is a condition of employment
that any employee may at any time be searched by a member of management. The company has the authority
to search an employee, an employee's belongings, including their motor vehicle when they are on, entering or
leaving the company's or clients premises. An employee is entitled to have a witness in attendance during any
such search. An employee who refuses to co-operate fully with any search request or is found to be in
possession of any property belonging to the company or to any party other than the employee being searched is
liable to disciplinary action up to and including dismissal, following a full investigation. The company will draw all
appropriate and reasonable inferences from any refusal to co-operate fully with any search request.

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8.13 Health
On commencement of employment with Derrycourt, all employees must complete a Medical History Check Form
which is available from the HR department, once completed this form must be sent to them and will be retained
on an employee’s personnel file.

Employees, who are or become aware of any health-related issue, including pregnancy, back injuries, diabetes,
epilepsy, asthma or any other illness that may affect your work or health and safety on site should be notified to
your supervisor/manager and HR of health status.

8.14 Immunisation / Vaccination

Derrycourt wishes to ensure, so far as is reasonably practicable, that employees are protected from the health
risks associated with biological agents in the workplace.

Immunisations are a requirement to protect the employee and act as an adjunct to good work practice and
infection control procedures including standard precautions and may be an appropriate method of protection
depending on the risk assessment. Where identified as necessary by risk assessment, new employees will be
offered a Hepatitis B immunisation to ensure that all employees identified as requiring immunisations are
protected by vaccination (currently Hepatitis B only) and tested to show adequate protection.

Derrycourt will provide screening, testing and maintain a vaccination service to new and pre-existing employees,
including establishing and maintaining a database that records the following information:

• Prior history of vaccine preventable disease

• Vaccination, antibody and test results
• Proof of immunity
• Vaccine brand name, batch number & date administered (maintained by Medical Centre &
available on request)
• Record of vaccine consented or refused (documented evidence of consent retained in personal
file)

This database & all personal files are secured and accessible by authorised personnel only. The data will not be
shared with any other third party without the prior consent of the employee. Please see the Data Policy for
further information.

All Immunisations will be carried out in accordance with the guidelines contained in the Immunisation Guidelines
2002, Chapter 18, Immunisation & Health Information for Healthcare workers & others in at risk occupations –
Risk Category.

In the event of any accidents/incidents or outbreak Derrycourt will provide any necessary vaccinations required
to protected healthcare cleaning employee, reduce the risk of infection. This will be dealt with by Derrycourt
Management on a case by case basis under the advice of Derrycourt’s doctor & the relevant healthcare infection
control team.

Failure to attend scheduled appointments without notice and a reasonable excuse will result in you being
charged for the cost of the appointment and it may lead to disciplinary action.

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SECTION 9 - Use of Company Property

9.1 Company Vehicles

Employees who are provided with the use of a company vehicle must provide a current full clean driver’s licence
in order to be added to the company group insurance policy. The Company shall be liable for tax, insurance,
servicing, fuel and other materials and services solely for the general upkeep of all company vehicles. Employees
are responsible for any fines in relation to the driver’s breaches of the Road Traffic Act. Replacement or
reimbursement costs for damage, abuse of or loss of such vehicles will be the employees’ liability where
negligence in respect to due care is shown. For further information please refer to the company vehicle policy.

9.2 Company Mobile Devices

Some employees are required by virtue of their duties to use company mobile devices including laptops, smart
phones, PDA’s and pagers. Such employees are required to take good care of such devices and may not use them
for personal use. Accidental damage, loss or theft of such devices MUST be reported to your manager and/or
head office as soon as the situation is established. All company mobile devices are monitored and tracked to
support this policy and in the event of loss or theft of such devices. Wilful damage or other breaches of this
policy in relation to personal usage or inappropriate communications issuing from such devices will be
considered a serious breach of company policy and will be handled through the company disciplinary
procedures. See Social Media and internet access policy.

9.3 Company Computer Equipment and other Business Machines

Everyone who has access to company computers, telephones and other business machines. No person may use
such facilities for purposes other than official Derrycourt Business. Breach of this policy will result in appropriate
action according to the nature of the offence and the status of the person[s] involved. Such matters involving
Derrycourt employees will result in Disciplinary action.

9.4 Telephone/Mobile Phone Use

Derrycourt telephones and mobile phones are intended for the use of serving our customers and in conducting
Derrycourt business. Personal usage during business hours is discouraged except for extreme emergencies. All
personal telephone calls should be kept brief to avoid congestion on the telephone line. To respect the rights of
all employees and avoid miscommunication in the office, employees must inform family members and friends to
limit personal telephone calls during working hours.

Head Office employees are permitted to use their mobile phones for extreme emergencies only; mobile phones
must be set to discreet/silent during office working hours. On-site employees are not permitted to use their
mobile phones during work hours and mobiles must not be carried while working on client sites unless
management has given prior authorisation. Mobiles must be powered off unless on scheduled breaks and you
are in an area where making mobile telephone calls is permitted. Supervisor/managers are permitted to have
their mobile phones on silent or discrete (except in hospitals) however, personal calls should not be prolonged or
be taken in public view.

Employees who repeatedly breach this policy may be subject to corrective action under the company Disciplinary
Policy.

9.5 Use of Company Cleaning Equipment

Derrycourt provides equipment and training in order for employees to carry out their role in an efficient and safe
manner. Employees should only use the equipment provided for the purposes it is intended for. Any employee
who damages company equipment due to misuse or deliberate acts of vandalism may be subject to disciplinary
action up to and including dismissal. In addition, the cost of any damage to property and equipment may be
deducted from employee’s salary in line with the terms of the contract of your employment.

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SECTION 10 - Leaving Derrycourt

10.1 Resignations – Leaving the Company

Should you decide to end your employment with Derrycourt, please inform your area or department manager in
the first instance. You are required to give notice in writing of termination of your employment as detailed in
your contract of employment. You are also requested to fill out a leaver form and return it to the HR Department
in Head Office or alternatively provide written notice of your resignation in line with the notice provisions
stipulated in your contract of employment.

10.2 Fixed Term or Fixed Purpose Contracts

Employees who are employed under a fixed term or purpose contract will have their employment terminated
when the term specified in the contract has ended or the purpose of the contract has been achieved. All
employees dismissed in this manner will, if provided for in their contract, receive the statutory notice to which
they are entitled under their contract or if not specified under the Minimum Notice and Terms of Employment
Acts, 1973 to 1991 or the notice specified in the employment contract, whichever is greater.

10.3 Retirement
Retirement age in the company will normally be upon you reaching your 66th birthday. You will be contacted by
the HR department in advance of this date to make appropriate arrangements for your retirement.

10.4 Payment in lieu of holidays

All employees who are due holidays when their employment is terminated will receive payment in lieu of
holidays.

10.5 Outstanding payments

When there are outstanding loans or wages have been overpaid on termination of employment, the amount due
may be deducted from the amount owed to the employee or vice versa.

10.6 Return of Company Owned Property

All Company owned property must be returned which may include files, records, mobile phone, computer
equipment, company credit card, ID badge and any keys belonging to Derrycourt or any of their client’s property,
etc. Any company property not returned to the company will automatically be deducted from your final payroll
payment. In instances where the final payment does not cover the cost of the unreturned items, the matter may
be referred to our legal department, whereby the company has made all reasonable efforts to obtain the value
or the items in question and the employee has not co-operated.

10.7 Exit interview

The Company administers an exit interview process, which will occur before an employee leaves the Company’s
employment. We commit to holding all of your responses in strict confidence and we will only use the data
gathered in summary reports to study trends in employee turnover. You may choose to complete this exit
interview questionnaire if you so wish, however, it is entirely voluntary. An exit interview will not occur if the
termination of employment is due to dismissal.

10.8 References
It is Company policy only to confirm start and end dates of employment for reference purposes.

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Issue of Employee Handbook

I confirm that on behalf of Derrycourt, I have issued this handbook to:

Employee Name: _____________________________

Signed: ____________________________________
(on behalf of the Company)

Date: __________/________/_______

Acceptance of Employee Handbook

I acknowledge receipt of the employee handbook, which I have read and understood, and I accept the contents
therein as part of my conditions of employment with Derrycourt.

Signed by employee: ___________________________________________

Date: ______/___________/___________

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