Amended People Policy National Disaster/Pandemic - 17th March 2020 - Our Tesco
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Amended People Policy National Disaster/Pandemic 17th March 2020
Introduction
This document is intended to communicate temporary changes to our Company Policies in
order to support our colleagues and manage our business in the event of a National
Disaster or in the case of a Pandemic being confirmed by the UK Government or the
Global Health Officer.
This pack has been updated in March 2020 to include information relevant to the outbreak
of the Coronavirus (COVID-19).
Our approach is to maintain business as usual employment policies until such a time as a
National Disaster or Pandemic is confirmed. All of our employment policies can be found
on Colleague Help. A question and answer document has been produced to support
People Partners with queries in relation to Coronavirus (COVID-19).
Policy Contents
Pandemic Coronavirus (COVID-19) Return to Work Questionnaire page 2
Pandemic Coronavirus Health Clearance Process page 3
Time Off to Care for Dependants page 5
• Emergency Leave page 5
• Compassionate Leave page 5
• Parental Leave page 6
• School Closure page 6
• Unauthorised Absence and Lifestyle Break page 6
• Summary table of options to care for Dependants page 7
• People Partner Q&A page 8
Amendments to Policy page 9
• Sickness Absence Policy page 10
• Unauthorised Absence Policy page 11
• Holiday Policy page 12
Changing Terms & Conditions page 14
Expatriates page 20
Amended People Policy – National Disaster/Pandemic, Version 1.5, Page 1 of 23 – 17th March 2020PANDEMIC CORONAVIRUS (COVID-19)
RETURN TO WORK HEALTH QUESTIONNAIRE
Colleagues should not come into work until this assessment has been completed.
This should normally be completed over the phone before the colleague returns, the colleague should then
confirm and sign during the normal Return to Work meeting.
What is this form for?
Ensuring that colleagues are fit to come into work.
When should it be used?
This form should be completed by colleagues when:
1. They believe they may have been exposed to Coronavirus (COVID-19) or are due to return to work having been
infected with Coronavirus (COVID-19). The normal return to work from absence form should also be
completed.
2. Where a colleague has self-isolated following a continuous cough or cold in line with the government guidance.
3. Where a colleague has self-isolated as someone living in their household has COVID-19 or a continuous cough
or temperature over 37.8°C or someone in my household does.
What are the symptoms of Coronavirus (COVID-19)?
The Coronavirus is a new virus that has not been previously identified in humans. Whilst the virus is new it is like other
viruses we have seen before; good hygiene practices will help reduce the spread. Always cough or sneeze into a tissue
and then throw it away and wash hands for at least 20 seconds. COVID-19 was first identified in the city of Wuhan,
China in December 2019.
Common signs include respiratory symptoms, fever, cough, shortness of breath, and breathing difficulties. In more
severe cases, infection can cause pneumonia and severe acute respiratory syndrome. In most cases people recover to
full health, however for some who have underlying health issues the virus can prove fatal.
Have you experienced some or all of
these symptoms in the last 14 days?
No and I do not have a I have a new, Yes.
new, continuous cough or continuous cough or You may have caught Coronavirus (COVID-
temperature over 37.8°C temperature over 19), please stay away from work for 14 days
from the start of your symptoms, or sooner
37.8°C or someone in where you have been tested by the NHS and
You are fit to be at work. my household does. it is confirmed that you are virus free.
You should not attend your place
of work until you have This will help to prevent the disease being
self-isolated for 14 days and you
no longer have a high
passed on to your colleagues. You should
temperature. visit the NHS111 website. Northern Ireland
(7 Days if I live on my own) Colleagues should contact their GP Surgery
Office workers can work from who will arrange for you to be tested.
home
Declaration (Please tick one of the following)
I confirm that having been diagnosed with Coronavirus (COVID-19) and I have completed 14 days isolation.
I confirm that it has been 14 days* or more since I or someone in my house started showing symptoms of a ‘New
Continuous Cough (coughing repeatedly)’ and I no longer have a high temperature (over 37.8°c). *7 days where I live on my own.
I understand that it is important for my own, colleagues and customers safety that I complete this form with true and complete answers
and that deliberate misrepresentation may result in disciplinary action being taken.
Name: Date:
Employee Number Signature:
(This should be completed by the Manager if conducted by telephone and signed by the colleague on return)
Amended People Policy – National Disaster/Pandemic, Version 1.5, Page 2 of 23 – 17th March 2020PANDEMIC CORONAVIRUS (COVID-19)
RETURN TO WORK HEALTH CLEARANCE PROCESS
What is it for?
Checking that Tesco colleagues are fit to return to work following possible exposure to the
Coronavirus (COVID-19).
Why is it required?
To help prevent our colleagues from spreading Coronavirus to other colleagues.
When should it be used?
This guidance is triggered when:
1. A Pandemic Coronavirus (COVID-19) outbreak is formally declared outside the UK and
must be used by travellers returning from these areas.
2. A Pandemic is declared in the UK and must be used by colleagues who believe they have
been exposed to the Pandemic Coronavirus (COVID-19) or have had the virus.
How should it be used?
You should ask the colleague to complete the questionnaire and review the answers against the
guidance below. (This should normally be completed over the telephone before the colleague
returns to work as part of the Return to Work call, when returning from COVID-19 related absence
or when they have returned from Self-Isolation having followed government advice).
If the colleague has experienced Coronavirus symptoms in the last 14 days they are not fit to
return to work, advise them to visit the NHS 111 Website (or to phone their GP surgery if they live
in Northern Ireland) and have not already done so.
If the colleague has been symptom free for 14 days then they are fit to return to work, however
should they start to experience any symptoms in the future they should be sent home until
symptom free for a further 14 days. Colleagues should also be reminded at regular intervals to:
• Wash hands frequently and thoroughly (particularly after contact with people who are ill)
• Cover mouth and nose with a tissue while sneezing or coughing
• Dispose of used tissues promptly and carefully – bag and bin them
• Avoid touching your eyes, nose or mouth
• Wash hard surfaces (e.g. worktops, door knobs) with a domestic cleaner regularly
• Avoid unnecessary travel and avoid crowds where possible
• Ensure your children follow this advice.
• If any symptoms return they should tell you immediately, so you can seek further advice.
• They should not return to work until 14 days following their last symptoms.
Colleagues who have a new, continuous cough or temperature over 37.8°C are to self-
isolate at home for 14 days (7 days if they live on their own). Where a colleague lives with
someone who has been confirmed as having Coronavirus or someone who is self-isolating
as a result of a new continuous cough or high temperature, they should also self-isolate for
14 days from when that person’s symptoms began.
How do I seek further advice on return to work?
There are two ways to seek further advice on a colleague’s suitability to return to work:
1. Ask the colleague if they have visited the NHS111 Website and have been tested and
confirmed virus free.
2. Confirm with the colleague that they have been symptom free for 14 days (7 days where they
live on their own) or more.
Amended People Policy – National Disaster/Pandemic, Version 1.5, Page 3 of 23 – 17th March 2020You should ask the colleague to let you know the outcome of any medical tests and any advice the
that a Doctor has given. In addition, remind colleagues that deliberate misrepresentation may
result in disciplinary action.
2. Contact Occupational Health to discuss the colleague’s fitness to return to work via the normal
referral process.
Amended People Policy – National Disaster/Pandemic, Version 1.5, Page 4 of 23 – 17th March 2020NATIONAL DISASTER/PANDEMIC TIME OFF WORK TO CARE FOR DEPENDANTS
_____________________________________________________________________
Absence – Caring Responsibilities
OUR APPROACH
We want to support our people who need time off work to care for their dependants in the
case of a National Disaster such as a Global Health Pandemic. We recognise that many
colleagues may not be able to attend work as normal if members of their family become ill.
Parents may need time off work to look after their children if schools or nurseries were
closed. We will use our existing, effective policies to manage this with slight variations to
reflect the extraordinary circumstances.
In the first instance when someone asks for time off, we will consider holidays, shift swaps
or changing hours. Any unused holiday must be taken before the end of the holiday year
(31st March).
To ensure that everyone is treated fairly we will explore all types of leave described below
for any colleague. Leave should not be extended beyond the periods outlined under the
heading below as this can be viewed as unfair to others in similar situations. All requests
for time off will be considered equally.
The following policies remain the same in the event of a National Disaster:
• Holidays and shift swaps
• Emergency Leave
• Bereavement and Parental Bereavement Leave
• Lifestyle Break
These can be found on Colleague Help.
However, in the event of a National Disaster there are changes to the Unpaid
Compassionate Leave and Parental leave policies and School Closure Leave is
introduced, the details are outlined below.
EMERGENCY LEAVE
Emergency leave is available to support colleagues who are faced with a short term,
unexpected personal emergency that requires them to care for someone who depends on
them. This could include the break down of childcare arrangements or a close family
member becoming ill.
Emergency leave is unpaid and is granted for a maximum of 2 days. Colleagues must
inform their manager as soon as possible of their need to take emergency leave. If, after 2
days they are still unable to attend work, other types of leave must be considered such as
holiday, compassionate leave or parental leave. Further details can be found in the Time
Off Policy on Colleague Help.
COMPASSIONATE LEAVE
We want to support people who need to take time off to care for members of their family
who are ill. A maximum of 4 weeks unpaid compassionate leave will normally be
permitted, which can be extended up to 8 weeks with Store Manager / WL3 authorisation.
This is to ensure we can continue to operate and offer essential service to customers.
Where compassionate leave of more than 1 week is granted, the ‘Confirmation of
Compassionate Leave’ standard letter should be issued (this can be found on Colleague
Amended People Policy – National Disaster/Pandemic, Version 1.5, Page 5 of 23 – 17th March 2020Help ‘Letters for Managers’ under ‘Time Off Letters’. The Time Off Policy on Colleague
Help gives further information.
PARENTAL LEAVE
Colleagues with at least one year’s service may apply for parental leave if:
• they are the parent of (or have parental responsibility for) a child who is under the
age 18
• they have adopted a child within the last 5 years, who is still under age 18
• they have a disabled child under age 18,
Parental leave is unpaid and is granted solely to look after the child or make arrangements
for the good of the child. Parents (including both parents in same sex relationships) may
apply for 12 weeks in total per eligible child, which may be taken in minimum blocks of 1
week up to a maximum of 4 weeks per year (where the child is disabled the parent can
take these as single days).
Normally, 21 days notice is required to take Parental Leave. In the case of a Pandemic
being confirmed, this notice requirement would be waived as we understand that Parents
may need to take immediate time off work. More information on Parental Leave can be
found in the Unpaid Parental Leave Policy on Colleague Help.
SCHOOL CLOSURE
In the event of schools closing during a pandemic or national disaster, we recognise that
many colleagues who work during school hours will be faced with an immediate problem in
arranging childcare.
Our initial aim will be to authorise holiday, shift swaps, emergency leave or changes to
hours. For example, parents who normally work during the day may be able to make up
their hours in the evening if they have a partner who could take over child care
responsibilities.
If none of these options are practical, we will grant up to 1 week’s unpaid leave due to
school closure, to allow parents the time to make alternative arrangements for the care of
their children.
UNAUTHORISED ABSENCE AND LIFESTYLE BREAKS
There is likely to be a sharp increase in unauthorised absence during a National Disaster
or Pandemic. We will continue to apply our existing policy for unauthorised absence,
although proceeding with caution and sensitivity, taking into account the circumstances of
the individual. If postal services are disrupted, contact will need to be made by telephone
and a record kept of calls.
Where a colleague is caring for someone who is seriously ill, and all types of authorised
absence have been exhausted, we should consider a Lifestyle Break as the next option.
More information on Lifestyle Breaks can be found in the Lifestyle Break Policy on
Colleague Help. (Colleagues will be able to take this break with minimal notice in the
event of a national disaster or Pandemic subject to it being agreed).
RELATED READING
All of our employment policies can be found on Colleague Help.
Holiday policy, Time Off Policy (which includes Emergency, Bereavement and Parental
Bereavement Leave), Unauthorised Absence Policy, Lifestyle Break Policy, Sickness
Absence Policy, Parental Leave Policy.
Amended People Policy – National Disaster/Pandemic, Version 1.5, Page 6 of 23 – 17th March 2020NATIONAL DISASTER/PANDEMIC – OPTIONS FOR TIME OFF TO CARE FOR DEPENDANTS
TYPE OF LEAVE PURPOSE LEGAL DURATION WHO QUALIFIES PAID? CONSIDERATIONS
REQ.?
Gives option of Yes As per Everyone Yes Towards end of holiday year take any unused
Holiday paid leave entitlement holiday before other types of leave.
Shift swap No loss of pay, No Varies Everyone Yes We could help to facilitate shift swaps during crisis
reduce absence to reduce absence.
Emergency Time off to care Yes 1 to 2 days Everyone No Only granted to care for someone who is
Leave for dependants in specifically dependant on the colleague – not just
an emergency any family member.
Parental Leave To look after child Yes Max 4 weeks See below * No During National Disaster we would waive the
/ make per year in 1 requirement to give 21 days’ notice of parental
arrangements for wk blocks leave.
their care
Compassionate To care for a sick No 4 weeks can Everyone No Use standard letter if more than 1 week is
Leave relative extend to 8 authorised and set a review date. WL3 mgr can
wks authorise up to 8wks.
School Closure Short term care No Up to 1 week Parents who work No Consider making up hours at another time (e.g.
leave for children if during school evenings) before granting to reduce impact to
schools close hours colleague pay and absence.
Bereavement After the death of No 5 days Everyone Yes -
Leave a relative
Parental After the death of Yes 14 days (pro- All parents (see list Yes Applies to parents, primary carers (including
Bereavement a child under the rata) in considerations) adopters), Foster Parents and Guardians as well as
Leave age of 18 statutory relatives who have assumed parental responsibility
leave in the absence of a parent, where they lose a child
(From the 1st April 2020)
under the age of 18.
Lifestyle Break Final option when No 4 weeks to 1 2 years service No Meet to see if we can help with a return to work
all other types of year qualification can be before granting. E.g. can we reduce hours / change
leave exhausted waived in National shifts.
Disaster
* Parental leave is available to parents of a child who is under age 18.
Amended People Policy – National Disaster/Pandemic, Version 1.5, Page 7 of 23 – 17th March 2020NATIONAL DISASTER/PANDEMIC TIME OFF WORK TO CARE FOR DEPENDANTS
PEOPLE PARTNER Q & A
All our local schools are temporarily closing. We are inundated with requests for
emergency leave. How can we manage this?
We must accept that parents who work during school hours will be forced to take at least
some time off work. We should strongly encourage colleagues to make up their hours
where possible. For example, parents who work during the school day may be able to
work in the evenings if they have a partner who is at home by then. If there is no option but
to give unpaid leave, we can grant a maximum of 1 week to allow them to make alternative
arrangements for the child. After that only eligible parents will be able to apply for further
unpaid parental leave (a maximum of 4 weeks per child per year).
To help us manage the business, we could offer overtime to other colleagues who are
willing or able to cover such as students (as colleges may also have closed). We could
also temporarily move people to different jobs to cover areas most affected. In extreme
circumstances, Directors may consider moving people from other stores / locations to
cover when a crisis occurs elsewhere.
Can colleagues take one type of leave followed by another, e.g. emergency leave,
followed by compassionate leave, followed by parental leave?
In short, yes. Provided they are eligible, there is no reason why they could not apply for
one type of leave straight after another. Although please note that parental leave is limited
to a maximum of 4 weeks in any one year.
However, as one ‘type’ of leave comes to an end we should explore if and how we may be
able to support a return to work, before granting further leave. For example, we may be
able to temporarily reduce working hours or change shift patterns if it would help someone
to return sooner.
A colleague has exhausted all types of leave they are eligible for, but they say they
still cannot return to work as a family member is seriously ill. What should we do?
In the case of a colleague caring for a seriously ill family member, we should try to help
them return to work if we can. They may be able to come back if we reduce their hours or
give them different hours. Compassionate leave can be extended from 4 weeks up to a
maximum of 8 weeks if necessary with Store Manager / WL3 authorisation. However, if
there is no solution, and all other types of leave have been exhausted, we can consider a
Lifestyle Break as the final option.
What is the definition of ‘dependant’ when granting emergency leave?
A dependant is normally:
• Long term partner, including civil partner / spouse Parent / child
• Brother / sister Grandparent
• Partner of parent/civil partner of parent
This is not a definitive list and a manager’s personal knowledge of the colleague and their
circumstances might lead to a decision to treat other family members as dependants.
Amended People Policy – National Disaster/Pandemic, Version 1.5, Page 8 of 23 – 17th March 2020NATIONAL DISASTER/PANDEMIC AMMENDMENTS TO POLICY
Sickness Absence Policy - Pandemic Coronavirus (COVID-19)
The Notification Process:
What is it now?
The Manager/Duty Manager receives absence phone calls notifying the business of
absence and return from absence
The Manager/Duty Manager records all phone calls in the Absence Logbook (CEC Should
refer to their own absence call process).
What do we want to change?
The process will remain as above but may be allocated to another member of the
management team who is not the Duty Manager.
Why do we want the change?
To free up the Duty manager to concentrate on the store operation at a time of reduced
staffing.
To ensure that we are still able to accept calls from our people and maintain our Sickness
Absence process
Waiting days:
What is it now?
Colleagues who joined us after the 4th July 2004 (stores), 1st July 2009 in the Customer
Engagement Centre are not paid for the first three days of any absence. (Distribution
colleagues may also have a variety of waiting days that are described in the contract or
site agreement).
What do we want to change?
Where a colleague has been confirmed as having Coronavirus (COVID-19) or has been
advised to attend isolation or self-isolate, they will be paid from the first day of absence.
The same will apply for colleagues who have a new, continuous cough or temperature
over 37.8oC who are self-isolating for 14 days (7 days where they live on their own).
Waiting days will continue to apply for all non-pandemic related absence.
Where a colleague lives with someone who has been confirmed as having Coronavirus
(COVID-19) or they live with someone who is self-isolating as a result of a new, continuous
cough or high temperature, they should also self-isolate for 14 days from when that
persons symptoms began.
Why do we want the change?
Amended People Policy – National Disaster/Pandemic, Version 1.5, Page 9 of 23 – 17th March 2020To discourage colleagues from attending work who may have Coronavirus (COVID-19) to
protect their earnings, this is to help prevent further spread of the virus.
Calculating the individual attendance review level:
What is it now?
At every Return to Work Meeting we calculate the individual’s attendance review level over
a 26 week period which may lead to an Absence Review Investigation Meeting where
absence is 3% and/or 3 occasions or more.
What do we want to change?
Colleagues who are returning to work should complete the normal Return to Work Meeting
form, plus the ‘Pandemic Coronavirus (COVID-19) Return to Work Health Questionnaire’
(this Is normally completed by phone before return and then signed during the return to
work meeting).
The absence percentage will be calculated as normal, excluding any absence as a result
of the pandemic (including any absence for new, continuous coughs or temperature
over 37.8oC). When deciding to move to an absence review any absences for
Coronavirus (COVID-19) and new, continuous cough or temperature over 37.8oC will not
be taken into consideration, these will be treated as an ‘exceptional underlying
circumstance’ in line with our normal Sickness Absence Policy.
Why do we want to change?
- To ensure our managers are free to focus on the store operation
- To ensure that our colleagues feel supported
- To recognise that we would not want to discipline colleagues for absence due to the
pandemic
Please note
For any absence not due to the pandemic the normal Sickness Absence process will
apply, and all meetings will happen as they do currently.
Completion of Absence Review Meetings:
What is it now?
All Absence Review meetings have to be completed within the 7 days (8 days for a one-
day workers) following an individual’s return to work
What do we want to change?
Colleagues whose most recent absence is as a result of the Pandemic or self-isolating for
a new, continuous cough or temperature over 37.8oC should not be referred to an
Absence Review Meeting. Where they have been absent for other reasons to normal
policy will continue to apply.
Amended People Policy – National Disaster/Pandemic, Version 1.5, Page 10 of 23 – 17th March 2020Should a colleague have further absences, any previous absences relating to the
pandemic in the 26 week period should be discounted from the absence percentage,
where this puts the colleague under 3% and 3 occasions no Absence Review Meeting
would be needed.
Why do we want to change?
To recognise that during recovery our managers will need to carry out these meetings and
return to normal – however will still have key operational impacts.
Absence Without Leave Policy
What is it now?
All colleagues that are absent without leave are contacted on the first day of absence by
phone by their Manager
When we are not able to speak to them by phone two letters are issued over the next 7
days to request that contact is made.
When no contact is made the individual may be dismissed, this could be within 7 days
If contact is made, we agree a return to work date and manage through the non-
notification process when the colleague returns.
All absence is coded as unpaid
What do we want to change?
We would attempt to contact by phone on first day and not send letters. If no answer we
would continue to try every 3 days and log contact attempts. After one week we will then
begin to send the letters and follow our normal process, allowing one week between
sending the invite letter and any meeting date that they are required to attend.
We would not dismiss for absence where we have reason to believe that the colleague
may be suffering from the Pandemic or have been taken into isolation.
We will continue to code all absence as unpaid, this should be reinstated as soon as
possible if a colleague later provides a justifiable reason for not being able to get in contact
to ensure that the colleague does not experience financial hardship.
Why do we want the change?
To free up manager time to support the store operation
In recognition that the postal service may be seriously impacted and that letters may take
longer to arrive.
In recognition that colleagues may be seriously ill and are not able to make contact but
that they will once they have recovered
Risks
Amended People Policy – National Disaster/Pandemic, Version 1.5, Page 11 of 23 – 17th March 2020This can mean that we will have increased levels of absence as colleagues are not being
contacted and therefore can stay off without risk of being dismissed and may not be ill.
Holiday Policy:
What is it now?
The holiday booking process requires colleagues to book holidays in advance of each half
of the holiday year. The process incorporates opening dates for colleagues to start to
book holidays for a given period, as well as closing dates and potential allocation to ensure
that all entitlement is planned well in advance.
April to October November to March
How much holiday must be booked 75% of entitlement Remainder of entitlement
Holiday booking starts 1st April the year before 1st April the year before
Bookings checked, and outstanding February during holiday review September during second holiday
holidays allocated meeting in stores review meeting in stores
Colleagues in the Customer Engagement Centre should follow their own holiday policy.
What do we want to change?
Where a colleague asks to cancel holiday and carry it forward to the next, we will allow
them to do so, providing:
• They have taken their statutory allowance in the year. (22 days for a full timer* and
their full bank holiday allowance) *This is pro-rated for part timers.
It is a legal requirement for colleagues to take their statutory holiday in the holiday year.
This option does not apply to our Office based colleagues.
Where holiday is carried over this will need to be coded as holiday in current holiday year
to ensure they receive the correct average holiday payment and then manually tracked.
When taken in the next year this should be treated as paid absence. This should only be
agreed in exceptional circumstances where the colleague has asked us to do this.
As a last resort we may consider cancelling holidays for business-critical colleagues, but
only if mutually agreed. In these circumstances we will need to discuss with the colleague
if they are prepared to postpone holidays.
(Please see the Holiday Policy on Colleague Help for more information).
Why we want the change
▪ To provide flexibility and support for colleagues by offering holiday as a paid
alternative if time off work is required.
▪ To continue to manage holidays and adhere to the Working Time Directive or
government guidelines throughout the pandemic phases whilst ensuring that
adequate resource levels are maintained.
Amended People Policy – National Disaster/Pandemic, Version 1.5, Page 12 of 23 – 17th March 2020Costs and risks
▪ We should avoid widespread cancellation or postponement of pre-booked holidays.
There will be many reasons why people will need to continue to take holiday, so we
should avoid creating a backlog that needs to be managed at a later date. This
approach will also help to discourage colleagues calling in sick if they know they
can use holiday if required.
Additional Information
▪ There is an expectation that work level 3 and above managers and Store Managers
will make reasonable decisions to cancel their personal holidays when required.
Amended People Policy – National Disaster/Pandemic, Version 1.5, Page 13 of 23 – 17th March 2020NATIONAL DISASTER/PANDEMIC CHANGING TERMS AND CONDITIONS
Changing Terms & Conditions
OUR APPROACH
In the event of a National Disaster, such as a Pandemic outbreak, we must maintain
operations and meet customers needs. We aim to be fair and consistent when making
temporary but necessary changes to our colleagues’ job roles, working hours or location to
achieve this. Our commitments are to:
Be open and quick to communicate the need for changes
Ensure that colleagues aren’t financially worse off because of the changes
Recognise that some people may find it harder to make a change, for example those
with children, and offer help and support
Confirm any temporary changes in writing that will last for longer than one week as
soon as possible, this must be within four weeks.
Treat everyone fairly and without discrimination in line with the protected characteristics
detailed in the Equalities Act. (Age, Disability, Gender Reassignment, Marriage or Civil
Partnership, Race, Religion or Belief, Sex or Sexual Orientation).
GENERAL PRINCIPLES
Any changes that we are asking colleagues to make must be reasonable, taking into
account the colleagues’ circumstances. Where colleagues have already completed
availability forms, due to other business changes, this should also be considered.
Ideally, we must aim to give a minimum of 24 hours’ notice of a change in job, location or
working hours, or longer whenever possible. In extreme circumstances, where this isn’t
possible, we must tell people by the end of their shift the day before the change is
expected to take place (which may not be a full 24 hours before the change).
During this time, we should offer help and support, and be flexible. Some people may have
arrangements to make, such as changes to childcare provisions or travel arrangements.
We could support them by allowing them to make telephone calls from work or letting them
leave early to meet with their child’s carer. We could help those with travel difficulties by
setting up lift shares with other colleagues.
If a number of colleagues are needed to change their job, shift or location, we will consider
volunteers first (provided they are able to do the required job).
We must ensure that we do not discriminate against any groups or individuals when
making temporary changes to terms and conditions. Nobody should be disadvantaged
because of their gender, age, ability, race or religion. If we are asking them to make
temporary changes which compromise them this could be considered as unfair. Some
practical examples of this could include:
For religious reasons, a colleague does not work on a particular day of the week, so
they can attend worship, which is accommodated within their normal working hours.
We should not enforce a change of hours, which imposes upon this practice.
A colleague who has a disability is trained and able to perform a role, but may not be
able to perform a different role for a temporary period.
Amended People Policy – National Disaster/Pandemic, Version 1.5, Page 14 of 23 – 17th March 2020PAY
Where the temporary role is a lower rate of pay than the person’s normal job, or the
change means they will lose shift premiums, they would maintain their existing pay rate
and premiums during the change (their overall pay should remain the same). When we ask
someone to perform a role with a higher rate of pay, or with higher shift premiums, their
pay will increase to reflect this for the hours they are performing the role (see the Pay
Policy on Colleague Help for more information).
JOB ROLE CHANGES
We may ask people to temporarily change their job, provided they are capable of
performing the change. Amongst other changes, this could include covering for your
Manager, working in a different department or moving to another function (e.g. distribution
or office colleagues going into stores). Temporary job role changes must continue to
comply with health and safety rules - for example Fork Lift Truck drivers must have up to
date training certificates, and we would not move someone into this role otherwise.
LOCATION CHANGES
The temporary closure of Stores or Distribution Centres, or unmanageable absence levels
during a National Disaster or Pandemic could result in the need to move colleagues
between locations at short notice. Apart from the most critical job roles, Head Office
colleagues would move out to Stores or Distribution. The key considerations are:
We do not expect people to extend the length of their working day as a result of the
change. If the travelling time to the new location is longer, the hours of work will be
reduced to reflect this.
Any additional travel expenses will be paid by Tesco (although where a large number
of people are being moved, it may be cost effective to provide transport instead of
travelling expenses).
Changes that are within a colleagues agreed existing availability.
CHANGES TO WORKING HOURS
In most cases we would not expect people to make a significant change to their working
hours, unless they volunteered to do so. For example, it would not be reasonable to ask
someone who works permanent evenings or nights to move to daytime work. However,
based on the circumstances we face at the time we may decide that for operational
purposes we need to introduce changes that colleagues find difficult, but are likely to be
less disruptive to individual’s commitments outside of work, for example:
Head Office colleagues moving into stores changing their working days from Monday to
Friday, to include weekend work with a day off during the week
Reasonable changes to shift patterns in stores or distribution, to cover colleague
absences
MANAGING CHANGES FOR ABSENT COLLEAGUES
We must inform absent colleagues who may be affected by job / location changes during a
National Disaster/Pandemic. This could be people who are off sick or longer absences
such as maternity leave. If we are expecting someone to work at a different location or in a
different job when they return from absence, we will:
Amended People Policy – National Disaster/Pandemic, Version 1.5, Page 15 of 23 – 17th March 2020 Contact them whilst they are absent to explain the situation (for example, all Head
office colleagues are moving out to stores, or a store has temporarily closed) and tell
them that we will agree any changes that affect them when they are fit to return to
work. Give them a contact name and number of a Manager.
Arrange to meet wherever is most practical when they are fit to return to work. At this
stage we would give 24 hours’ notice of any temporary change to job, hours or location.
REFUSAL TO CHANGE
If someone refuses to make the temporary change to their terms and conditions, we will
arrange a further meeting with them. We should advise them that their contract allows the
company to move them on a temporary basis to another role/department/location, within
reason. We should say that we normally only request this in exceptional circumstances,
and this pandemic is one of those situations. Therefore, we are seeking the colleagues
cooperation and support to make this change.
Managers should use the Flow Chart in the following section to ensure the change is
reasonable. We will explore ways we can possibly help them make the change, such as
giving more time to prepare, or changing hours to fit with other commitments.
If they still refuse, and there are no justifiable reasons why they cannot accept the change,
it may be appropriate to take disciplinary action having followed the Disciplinary Policy: this
can be escalated to a Final Written Warning even if there are no other live warnings on file.
If they then continue to refuse to make further changes for other shifts, we will send them
home, without pay until such time as their old job becomes available again. The normal
appeals process remains in place should the colleague wish to appeal the decision.
Some examples of justifiable reasons (but not limited to) would be:
• Childcare and other caring responsibilities
• a disability which made the change difficult or impossible,
• Religious commitments or beliefs which conflicted with the change.
• Where the colleague has already provided availability that restricts their flexibility.
• Travel difficulties that it is not possible to resolve.
If there are justifiable reasons why a colleague cannot temporarily change their terms and
conditions, and we are certain we have explored every alternative, we should send them
home with pay. They will remain on paid leave until a position that they can do becomes
available (not necessarily their old job).
If the company is unable to offer suitable alternative work – for example where a location
has to temporarily close and there are no suitable alternative locations for colleagues to
work in – colleagues will be placed on paid leave until a position that they can do becomes
available (not necessarily their old job).
Amended People Policy – National Disaster/Pandemic, Version 1.5, Page 16 of 23 – 17th March 2020NATIONAL DISASTER/PANDEMIC - CHANGING TERMS AND CONDITIONS
Is it reasonable? We should be able to answer ‘YES’ to all the following questions
Is there a clear business need to change?
E.g. store closing, high absence levels, or
moving people to keep a department or store
operational.
Were volunteers considered first to move / change
jobs? (unless all colleagues are affected)
Have we given at least 24 hours notice before the
expected change?
If the change will last for more than a week, has it
been confirmed it in writing?
(Using standard letter found on Colleague Help)
Have we held a 1-2-1 meeting with the colleague,
to see if we can help them with their concerns?
If the change is to the hours If the change is to the type If the change is to the
of work, have we of job, have we location, have we
considered… considered… considered…
…Is it reasonable? We …Are they able to carry …Is the journey
would not expect a out the new job? If a reasonable? If it makes
significant change in hours disability means they cannot their working day longer we
e.g. days to nights, we should not make the should reduce hours at work
change to reflect this
…Responsibilities outside …Any health and safety …How will they get there
work? Childcare, elder care issues? Training may be (safely)? If they don’t have
or another job may mean needed to operate their own transport, we need
they can’t change hours equipment or age to facilitate car sharing or
restrictions may be in place help find public transport
…Religious customs? …Are they able to travel?
Worship that takes place on It may be necessary to give
a certain day may mean paid leave to a disabled
someone cannot change person who cannot make
their days of work the
Amended People Policy – National Disaster/Pandemic, Version 1.5, Page 17 of journey, if a site
23 – 17th March 2020closesNATIONAL DISASTER/PANDEMIC CHANGING TERMS AND CONDITIONS
PEOPLE PARTNER Q & A
What happens if someone refuses to work at a different location or change hours /
role?
Hold a 1 to 1 discussion with them, to find out their concerns. We could help them by
changing shift patterns, helping them to arrange shared transport or allowing some extra
time before the move to make arrangements. We should advise them that their contract
allows the company to move them on a temporary basis to another
role/department/location, within reason. We should say that we normally only request this
in exceptional circumstances, and this pandemic is one of those situations. Therefore, we
are seeking the colleague’s cooperation and support to make this change
Use the ‘Is it reasonable?’ flowchart to ensure the changes we are asking them to make
are reasonable.
If a colleague refuses a request, the request would need be reviewed to ensure it was
reasonable. We would look to find ways of overcoming their concerns. If the request
was deemed reasonable and the colleague still refuses, managers would have the option
to issue a final written warning. If a colleague still refused for future shifts having received
a final written warning then managers would have the option to send them home on unpaid
leave, until a suitable role or location became available.
If colleagues are unable to move to a new location or role because of disability or other
justifiable reason, managers would have the option to send them home on paid leave until
a suitable role or location became available.
We need to send 10 checkout operators to another store. How do we choose who to
send?
First, use a register to identify any possible candidates – i.e. those employed or trained as
customer assistants on checkouts. We should ask for volunteers first, as it may be much
easier for some colleagues, depending on whether they have a car, where they live and
other commitments they have. To get volunteers quickly, you could use short group Team
5 meetings. Explain the situation and see if anyone comes forward. If you do not have
enough volunteers you will have to select the most appropriate candidates yourself, based
on their existing availability, and give 24 hours’ notice of the move.
How can we support people who need to make alternative arrangements, such as
childcare or travel arrangements?
You could allow people to use a telephone at work, so they can speak to their family or
child’s carer. You could allow someone to finish early or take an extended lunch break to
meet with a carer, or you could postpone the move by an extra day, so they can make
arrangements. To help with the travelling, you could set up a car share network amongst
colleagues. The drivers will be able to claim expenses for their journey.
Our store / distribution centre is temporarily closing in 24 hours time. How can we
communicate to everyone in this short period?
Firstly, draft a short notice of the key information you need to share with people. This can
form the basis of any meetings you hold and can also be handed out to everyone after the
meeting to avoid any confused messages. It should outline what is happening, the reason
why it is happening and what is expected of your colleagues– e.g. where they will be
Amended People Policy – National Disaster/Pandemic, Version 1.5, Page 18 of 23 – 17th March 2020expected to work during the closure. You should also give contact names of Managers
who can be available to answer concerns.
Establish who is at work, so you can arrange face to face meetings with them throughout
the day – this may need to be in manageable sized groups. Then use registers to find out
who is not at work, so they can be contacted. The first priority would be to contact anyone
on day off, or short-term sickness or holiday, then lastly those on long term sick or
maternity leave. For people who are absent, but not yet due to return to work, we should
inform them of the closure, although it may not affect them if they are likely to be absent
for a long period. If the change does affect them it will be discussed as and when they are
ready return to work.
Do we need to confirm temporary changes in writing?
If the change is for longer than one week, we should issue a Temporary Change to Terms
and Conditions letter within 4 weeks. This can be found on Letters for Manager on
Colleague Help.
PAYMENT GUIDE FOR TEMPORARY CHANGES TO TERMS AND CONDITIONS
SCENARIO PAY IMPLICATION
Colleague is moved to a Their overall pay should remain the same.
lower paid job
Colleague covers for a Deputising pay is granted. Please see the Pay
higher paid job Policy on Colleague Help for more information. (DC
Colleagues should refer to their site agreements,
Office colleagues should refer to the Office
Overtime and Premiums Policy).
Colleague covers for a Skills payment paid for all hours worked in the
job that received a skills skilled role.
payment.
Colleague who normally Shift premium / location allowances will be retained.
receives shift premium / Their overall pay should remain the same.
location allowance
moves to a job/location
that doesn’t qualify for it
Colleague who doesn’t Shift premiums / location allowances to be paid
receive shift premium /
location allowance
moves to a job/location
which does qualify for it
Colleague reduces their They will be paid for the hours worked
hours, so they can care
for a sick relative
Colleague returns to They will be paid for the hours worked
work on reduced hours
following
compassionate /
parental leave
Colleague has Expenses to be claimed on an Expense Claim
additional travel Form/Concur
expenses because of a
move
Amended People Policy – National Disaster/Pandemic, Version 1.5, Page 19 of 23 – 17th March 2020NATIONAL DISASTER/PANDEMIC EXPATRIATES
Expatriate return guidelines
OUR APPROACH
In the event of a National Disaster, such as a Pandemic, we recognise that expatriates
may choose to send their families back to the U.K. and/or may need to return to the U.K.
themselves if assigned to a country where a Pandemic Coronavirus (COVID-19) outbreak
is declared. In the event that an expatriate deems it necessary to return to the UK this will
be reviewed and approved by their line manager and local leadership team.
We are committed to:
• Supporting expatriates who need to return to the U.K. due to Coronavirus (COVID-19)
• Supporting expatriates by getting their families back to the U.K. as soon as possible
If this was to be the case amended assignment terms and conditions would be
implemented as follows:
FLIGHTS
The Company provide you and your accompanying family with an annual budget of
equivalent to one business class return flight to the UK. In the first instance we expect
return flights to the non-host location to be funded from your annual travel budget
especially if returning to your home country location, unless you were already undertaking
business travel.
ACCOMMODATION
Unless there is scope for early termination of leases in the host country Tesco will continue
to fund host country accommodation until such time as a break clause can be utilised. If
the host country rent is higher than the monthly housing budget allocated the expatriate
will continue to have the difference deducted through home country payroll.
For the period these Amended Terms & Conditions are applicable the following may be
implemented:
1. Whilst the host lease continues and is funded by Tesco, if the expatriate is not able
to return to their home (it has been sold or rented out) the Company would commit
to pay 50% of reasonable non-host country accommodation costs. This can be re-
claimed through Hessel expenses.
2. Whilst the host lease continues and is funded by Tesco, if the expatriate is able to
return to your home the Company will not contribute to non-host country
accommodation costs.
3. If the host lease is terminated (subject to break clause), personal belongings are
stored locally or shipped back to the home country, the Company would fully fund
any non-host country accommodation costs.
The Global Mobility Team will support with seeking out suitable temporary
accommodation.
The Company will continue to meet the cost of basic utilities in the host location which
includes gas, electricity, council tax or equivalent, and water only, for the duration of the
lease. This includes the cost of telephone line but excludes the cost of telephone calls and
broadband.
Amended People Policy – National Disaster/Pandemic, Version 1.5, Page 20 of 23 – 17th March 2020Per your Assignment Terms and Conditions unless you continue to maintain a vacant
property in the home country, you are be required to contribute to the cost of these utilities
via a monthly deduction. For the period that you are unable to reside in the host country
this utilities deduction will cease to support funding of utilities in the non-host location.
If accompanying family were to return to the U.K. without the expatriate and the family are
not able to return to their home, in these circumstances Tesco will pay for basic
accommodation for the family, based on the number of family members. Tesco will pay the
accommodation costs for the duration of the National Disaster, in the case of a Pandemic
this is predicted to be a total of 15 weeks. If a further outbreak of a Pandemic was to occur
at a later date, causing the family to return to the U.K. again, a further 15 weeks
accommodation will be provided for each wave of the disease.
SCHOOLING
Tesco will provide advice and financial support to enable you to continue to educate your
school aged children while schools are closed, most likely through tutoring or if returning to
the U.K. possibly through local schooling. If you are out of pocket due to duplicate pre-
school or nursery costs in the host and non-host location Tesco will in light of the
extenuating circumstances fund 50% of duplicate nursery fees.
ASSIGNMENT ALLOWANCES
If the expatriate and their family return to the U.K., for any period of time spent residing
outside the host country any Overseas Subsistence Allowance (OSA) will cease to be
paid.
CAR
The Company will support provision of a hire car in the U.K. for the period that the
Amended Terms and Conditions are applicable. This should be arranged through the
Global Mobility Team.
SHIPMENT OF PERSONAL GOODS
If the expatriate is able to and decides to vacate the host country property, the Company
will assist with arranging the shipment of personal goods, this may involve getting
someone local to pack up on your behalf. If there are personal items that need to be
collected and shipped in the short term, the Company will support this. Payment and
moving arrangements of personal goods should be organised through the Global Mobility
Team. The Company will not pay for transportation of valuable personal possessions i.e.
antiques, cars, musical instruments or important collections
Amended People Policy – National Disaster/Pandemic, Version 1.5, Page 21 of 23 – 17th March 2020Policy info
Version No. Date of change Summary of change
1 March 2020 New Short-Term Policy for COVID-19
1.1 9th March 2020 Updated information on Expatriates
th
1.2 13 March 2020 Updated to reflect:
• 7 day isolation for new, continuous cough or temperature over
37.8oC
• Option for holidays to be moved into the next year at the
colleague request.
1.3 16th March 2020 Updated declaration on Pandemic Return to Work Questionnaire
(CODID-19).
1.4 th
17 March 2020 • Updated Pandemic Return to Work Questionnaire to reflect the
latest Government Advice – 14 day isolation for colleague who
experience a continuous cough or temperature over 37.8°c.
• Updated information regarding policies outlined in this
document that are different in the CEC. (Waiting days,
holidays, notification of absence).
1.5 th
17 March 2020 • 14 day isolation, clarified that this is 7 days where you live on
your own.
Policy owner:
UK Workplace Relations
Ownership and confidentiality
This document shouldn’t be shared with anyone externally without permission from your Director. This policy and
any associated documentation remains the property of Tesco and should be returned if requested.
This is an online document. Hard copies and downloaded versions are valid only on the day printed or
downloaded. It is the responsibility of colleagues to check the current status of this document on OurTesco or the
Colleague Help Centre.
Amended People Policy – National Disaster/Pandemic, Version 1.5, Page 22 of 23 – 17th March 2020You can also read
