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. FUJITSU
Fujitsu UK HR
Handbook
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Fujitsu UK HR Handbook
About the Handbook
Whether you are new to Fujitsu or have been with us for some time, it is important that you have a
clear understanding of our HR policies and how we do things. With that in mind our HR Handbook
is designed to accompany you throughout your employment with Fujitsu and you are encouraged
to use it frequently to ensure that you understand both our and your responsibilities.
Our policies are applicable to all of our people, regardless of their age, disability, ethnicity, gender,
gender identity or expression, religion, belief, sexual orientation, social background, working
pattern, pregnancy and maternity status, marriage or civil partnership status, political or union
affiliation or any other personal characteristic. The term ‘partner’ always includes everyone,
regardless of sexual orientation, gender identity or expression.
These policies are not contractual and do not form part of your contract of employment.
There are exemptions for people who have been transferred to Fujitsu under TUPE arrangements
who may be covered by alternative policies.
Should you have any feedback or queries on the HR Handbook, you can share this with us by
raising an AskHR request.
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Contents
1. About Us
Fujitsu Way
Diversity and Inclusion 6
Wellbeing 10
Employee Consultative Body — Your Forum 10
2. Starting at Fujitsu 11
Right to Work. 1
Security Clearance ey
Onboarding 12
Probation 12
3. Working at Fujitsu 14
Work your Way 14
Working Hours. 14
Flexible Working 14
Reasonable Adjustments. 15
Workplace 16
Cross Border Remote Working 16
Dress and Uniform. 17
Social Media Usage 17
4. Your Reward 18
Pay 18
Pension 18
Incentive Plan and Bonus Scheme. _19
Benefits 19
5. Your Career 21
Learning and Skills 21
Performance Management — Connect Conversations. 21
Global Role Framework 21
Recruitment. 21
International Mobility 22
6. Time Off. 23
Annual Leave 23
Bereavement 23
Other Types of Leave 25
7. Sickness Absence. 28
8. Your Family 31
Maternity Leave. 31
Adoption Leave 34
Shared Parental Leave 37
Paternity Leave 40
Pregnancy Loss 41
9. On the Road. 44
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Travel and Expenses 44
Travel 44
Expenses 49
Driving on Company Business S7
Loss or Damage to Personal Effects. __57
10. Conduct and Grievance 58
Bullying and Harassment 58
Capability 60
Conduct 67
Grievance. 77
Whistleblowing 81
11. Leaving Us 82
Resignation 82
Retirement, 82
12. Death in Service 83
The Death of a Colleague 83
Support 83
WeRemember 83
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1. About Us
Fujitsu Way
Our company purpose is ‘to make the world more sustainable by building trust in society through
innovation’ and therefore the delivery of societal impact is at the heart of what we are targeting to
deliver as a business.
To deliver our purpose, we act in accordance with the Fujitsu Way: our values of trust, aspiration
and empathy and the Code of Conduct. The Fujitsu Way is about who we are and how we work.
Aspiration
Innovation
Value to Value to
society Our Purpose vests
Making the Building trust
world more ‘in society a
sustainable
Our Values
Our Responsible Business Strategy has been a substantial part of the Fujitsu Way since its
inception, and therefore to our company DNA. It is genuine and longstanding, and touches all
areas of our business, from protecting intellectual property rights, enforcing our human rights
policy to encouraging all employees to get involved with community action projects. We have
created our Responsible Business Pillars, which give us a common framework in setting out our
strategy. For each of these Pillars, we look at common themes across the region such as digital
inclusion for community and disability in diversity, while setting local level KPls as appropriate to
local legislation and culture. This allows us to balance the need for a consistent approach with an
understanding of local differences. We have built up a network of colleagues working on
Responsible Business who share ideas, solve challenges together and work towards best practice.
At the highest level, Responsible Business is an essential part of our growth strategy and business
model.
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Diversity and Inclusion
Fujitsu is committed to being a Responsible Business that brings together a diverse mix of
perspectives and talents in an inclusive environment where all our people can be completely
themselves and succeed. Diversity & Inclusion underpin our ambition to build a customer -focused,
agile, innovative and high-performance culture.
The Fujitsu Way states that we respect fairness and equality and promote diversity and inclusion. It
goes further to highlight that we all should, celebrate people's identities, empathize with people’s
challenges, and create solutions that make a positive impact to the environment, society and the
economy. Diversity & Inclusion is a key element in our Responsible Business strategy.
Being a diverse and inclusive Company will benefit all of our people by ensuring that they:
« Are treated with respect as individuals and free from discrimination
« Feel comfortable to be completely themselves at work and can speak up with suggestions to
improve performance or any concerns they may have
« Can perform to the best of their ability, have equal access to opportunities and can achieve
their full potential
We know when we get this right, we are more likely to:
« be better able to compete for talented employees from diverse backgrounds
«capture a new market as they can better anticipate needs of customers
«have higher levels of innovation and creativity
Equal Opportunities
Fujitsu is fully committed to providing equality and fairness for all in our employment and to being
compliant with all legislation in this area. This applies to all aspects of employment with us,
including recruitment, pay, benefits and conditions, flexible working and leave, training, appraisals,
promotion, conduct at work, disciplinary and grievance procedures, and termination of
employment.
Fujitsu will provide equality in employment and service delivery to all, irrespective of:
= Age
= Caring responsibilities
« Disability, health condition or long-term injury
= Gender
« Gender expression, gender identity or gender reassignment/transition
= Hours or pattern of work
«Marriage, civil partnership or family status
«Pregnancy, Maternity and Parenthood (including adoptive and foster parents regardless of
gender)
* Religion, belief or political opinion
* Race, ethnic origin (including Gypsies and Travellers), colour, nationality or national origin
* Sexual orientation
* Social status
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Zero-tolerance
Fujitsu has a zero-tolerance approach to any form of discrimination, bullying, harassment or
victimisation due to a person's age, disability, ethnicity, gender, gender identity or expression, trans
identity, religion, belief, sexual orientation, social background, working pattern, pregnancy and
maternity status, marriage or civil partnership status, political or union affiliation or any other
personal characteristic.
« Direct discrimination, treating an individual less favourably than someone else because of
one of their personal characteristics
* Indirect discrimination, applying a policy, provision or criteria to everyone that could
substantially disadvantage some groups of people
« Associative discrimination, treating an individual less favourably than another person because
of their relationship with someone with a protected characteristic
* Discrimination by perception, treating someone less favourably than someone else because
they are thought to have a certain characteristic
« Harassment, unwanted and unwelcome behaviour relating to a personal characteristic, that
makes someone feel intimidated or offended, including harassment from third parties
« Victimisation, treating someone less favourably than someone else because they have made
or supported a complaint about discrimination
«Positive discrimination, treating someone more favourably than someone else because they
belong to a group that is often treated unfairly or under-represented
= Instructing someone else to discriminate
Diversity
Fujitsu uses the term ‘diversity’ to refer to a rich mix of characteristics that make up our sense of
identity: the visible and non-visible differences that exist within our workforce and wider society.
Fujitsu believes that a diverse workplace is one where:
«There is a wide mix of people working in all areas and levels of the organisation
« Everyone enjoys equal access to opportunities, and recruitment and career progression are
based on merit
= People do not face any barriers related to their personal characteristics which prevent them
from being effective in their roles or progressing their careers
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Inclusion
Fujitsu uses the term ‘inclusion’ to refer to a collaborative en vironment that is open to different
ideas, perspectives and styles of thinking where all our people feel they can be completely
themselves, achieve their potential and contribute fully to the success of the company.
Fujitsu believes that an inclusive workplace is one where:
* People feel respected and valued as individuals
« People feel confident to be open about important aspects of their personal identity
= People are encouraged to speak up with their ideas, opinions and concerns and know they
will be listened to and receive feedback on these
« People are not restricted in their clothing or appearance, provided their appearance is not
offensive and complies with health and safety requirements. This is relevant to all, including
those who observe religious practices and/or are gender non-conforming. Trans, non-binary
and gender non-conforming employees have the right to present in a manner consistent with
their gender identity or gender expression
Fujitsu is committed to maximising and creating a diverse and inclusive environment by:
« A fair and barrier free recruitment process attracting the most talented people from the
widest range of backgrounds
« Reducing diversity pay gaps across the business. We will gather and analyse a wide range of
data to eradicate inequalities between diverse groups
« Promoting an inclusive culture for our people and addressing barriers which affect specific
groups within our workforce
= Increasing our digital accessibility maturity ensuring everyone is able to use our services and
products, navigate our systems and understand our communications
* Continuously reviewing and improving our practices and processes to ensure that they will
support our commitment to Diversity & Inclusion
* Promoting inclusive behaviours and improving understanding of difference in our workforce
through awareness raising, training and collaboration with the Inclusive Community
« Integrating Diversity & Inclusion into the way we work with customers and partners. We will
benchmark our performance against industry standards
* Listening to — and learning from — the experiences of diverse communities to ensure we
create a positive experience for everyone at work
Any complaints under the policy will be dealt with in accordance with the Grievance Policy and/or
Bullying and Harassment Policy and breaches of this policy will be managed in accordance with
the Conduct Policy.
Managers Responsibilities
«To recognise each person as an individual and, wherever possible, to make reasonable
adjustments and consider individual needs
«= To manage and behave in accordance with this policy, including to proactively managing
difference within teams through inclusive language and behaviours.
« To challenge any instances of unacceptable language and behaviours in the workplace
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* To complete the Conscious Inclusion Training and additional training necessary to help
understand and engage with diverse perspectives in your team
« To take appropriate action if any concerns are raised under this policy
« To ensure your people/team are aware of the policy
«To highlight Fujitsu's Employee Diversity and Inclusion Networks, which are open for everyone
to join including allies
Your Responsibilities
= To ensure that this policy is read, understood and adhered to
* To treat each other as individuals and with respect and to consider the impact of our actions
on others at all times
«To challenge unacceptable language and behaviours in the workplace
«To be open to new approaches and perspectives and proactively learn about people with
different life experience to your own
* To inform your Manager or HR representative if you are aware of failures to fully implement
the policy
Human Resources Responsibilities
«To promote this policy and the principles contained in it to Managers and our people
«To ensure it is highlighted in induction for everyone new to the company
* To monitor the impact of actions taken in relation to this policy
«To review employment processes and practices to ensure they are fair and non-
discriminatory
« To provide appropriate training and guidance to everyone, including managers, to ensure we
fulfil our diversity and inclusion commitments
Further Information
You can find information in the Diversity, Equity, Inclusion and Wellbeing Portal relating to Your
Inclusive Community, resources, support and guidance that is available to you. The Inclusive
Community intersects and aligns all community groups: Ability Matters, Cultural Diversity,
Emerging Professionals, Pride, Wellbeing and Women’s Business which will ensure that they are
representative and reflective of you. All our communities are led by voluntary Co -Chairs, aligned
to an Executive Sponsor and supported by Champions. The purpose of the Inclusive Community is
to support you so that you can see yourself represented, included and that you feel you belong.
Resources and Guidance
Be Completely You Passport Guidelines
Religion and Belief Guidelines
Supporting Employees with Disabilities Guidelines
Trans Inclusion and Non binary Guide
Employee Assistance Programme (EAP)
Conscious Inclusion Training
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Wellbeing
At Fujitsu, we care about the wellbeing of all of our people. We want to create an inclusive
environment where everyone to bring their full selves to work, be able to combine work and life
priorities and sustain positive levels of wellbeing.
Keeping our minds strong, remaining physically healthy, seeking personal financial sta bility both in
the short and long term, and being in a position where we have access to advice and support
regarding caring for loved ones as well as ourselves is critical to supporting our overall wellbeing.
Our approach to the wellbeing of our people is collaborative. On our Wellbeing Portal you will
find the services we provide, stories, events and resources which you can use to support and
enable your wellbeing. Through our wellbeing strategy and based on the feedback and needs of
our people, we will continuously update the wellbeing resources and support we provide.
Resources and Guidance
Domestic Abuse Support and Guidance
Menopause Support
Employee Consultative Body - Your Forum
Your Forum is our primary Employee Information & Consultation Body which we use to inform and
consult with our people. It is also one of the platforms that we use to discuss new ideas and
proposals and share and seek input around how we can better engage our people. Your Forum is
made up of elected representatives, from across the company, and nominated representatives
from our Diversity and Inclusion Networks. Your Forum meet on a quarterly basis and as required
in-between.
You can become a member of the Your Forum Yammer Group to follow updates and take part in
discussions.
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2. Starting at Fujitsu
Right to Work
It is essential that Right to Work and Identity checks are carried out during the recruitment
process. These checks must be undertaken and passed before any offer of employment is made.
More information can be found at UK Right to Work Checks.
Security Clearance
Some roles have specified security clearance levels and job offers for these roles will only be made
subject to the clearance being gained. National Security Vetting (NSV) clearances are managed by
Group Security. There must be a valid business need for requesting any NSV clearance and they
cannot be obtained on a speculative basis.
* An NSV clearance can remain in force for up to 11 years and during this time, changes in
personal circumstances can arise that must be reported, such as: -
o Marriage, entering a Civil Partnership or starting to live with a partner as a couple.
o For DV clearance holders only, when a new co-resident begins living in shared
accommodation, "Co-resident" means a lodger, flat-mate, etc.
o Change of forename or surname.
o Arrest, caution or conviction for any criminal offence (except a speeding or parking
offence wholly dealt with by way of fixed penalty notice).
o Bankruptcy, award of County Court Judgement or a substantial change to financial
circumstances i.e. inheritance.
o Any change to a previously declared medical condition or diagnosis of a new
medical condition e.g. a serious and long-term condition.
o Changes to Nationality or Immigration status.
= A Change of Personal Circumstances form must be completed as soon as the top two events
occur. The form can be found at UKSV National Security Vetting: change of personal
circumstances - GOV.UK (www.gov.uk)
= Contact Group Security to advise that you have completed this or they can provide assistance
if required on other points. For the other types of change contact Group Security directly.
= Holders of DV clearance (and their managers) will receive a Security Appraisal Form annually at
around the anniversary of the clearance being issued.
= Our managers are advised to consider any changes in behaviour they observe, in holders of any
National Security Clearance, e.g. i.e. CTC, SC or DV, in the context of National Security and
assess any risk that appears to be presented. We encourage the use of the It's OK to Say
CPNI which provides background on the types of behaviour in question. Additional advice and
guidance can be found with local security teams or Group Security.
= You must report when any clearance is no longer required (either for yourself or your reports)
or if an extension is required.
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= On leaving Fujitsu, staff will have a maximum of 1 year in which to have their NSV clearance
transferred to another List X company or Government Vetting Department other wise the
clearance will lapse.
= Please note holding any level of National Security Vetting clearance may make staff more
vulnerable to threats, espionage or social engineering attacks therefore they must not disclose
the fact that you hold this level of security clearance on any social networking site (not least
Facebook, Twitter or Linked In).
= If you are subject to formal disciplinary procedures then HR will confirm your clearance status.
HR will inform Group Security of the investigation and your suitability to hold the National
Security Vetting clearance will be reviewed. At the end of the disciplinary process a final review
will take place and, if necessary, the facts will be sent to the appropriate Vetting Agency.
= We also operate a High Level Clearance Recognition Scheme, to recognise and financially
compensate the intrusive nature of Higher Level Security Clearance.
More information on security vetting
Onboarding
We want everyone who joins Fujitsu to have a warm welcome and a positive introduction to our
company, our people and our culture. To support us in delivering a positive new joiner experience ,
we use Enboarder, a digital, mobile friendly platform. Enboarder enables us to not only
communicate job offer acceptance and start dates, but to provide updates and information to new
joiners.
The ZinZai Connect Onboarding module provides new joiners with useful information and post-
joining forms for completion. New joiners will be invited to attend our “Welcome to Fujitsu” virtual
session where they will learn more about Fujitsu, hear from a member of our UK leadership team
and have an opportunity to ask questions and meet other new joiners.
For more information visit Onboarding.
Probation
The appointment of all new joiners is subject to a probation period. The probation period provides
a structure for our managers to review the performance and behaviour of new joiners through a
fair process. The duration of an employee's probation period is determined by t he Fujitsu Role
Framework (FRF) level of the role.
As part of your induction, your manager will explore the key expectations of your role with you and
articulate what you are expected to achieve during your probation period. Your manager will
review your performance at regular intervals during the probation period to discuss your progress,
identify any concerns relating to performance and/or behaviour and determine any areas of
development.
Where your probation period is satisfactory, your manager will inform you at the final review
meeting and your appointment will be confirmed in writing.
If you have not quite met the standards of performance and/or behaviour expected in your role,
we may consider extending the probation period for up to 3 months to provide further time to
improve. Extensions may be longer in exceptional circumstances.
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In instances where your performance and/or behaviour has been consistently below the standards
expected, employment will be terminated giving 1 week notice.
For more information on managing a new joiner’s probation, please view probation period
guidance for managers.
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3.Working at Fujitsu
Work your Way
We are committed to providing working arrangements that allow our people to work their way
and our business to thrive. We expect you to deliver and our flexibility helps you to do it in your
own way. Having a flexible approach to working patterns and where you work, in line with the
requirements of your job, enables us to build an inclusive and supportive culture in our
organization, that aids our people's wellbeing.
We are always looking for ways to enable more flexibility which is why we have —
« Focus Time - so you can block quiet, uninterrupted work time to enable innovation,
development or action completion
* Flexible Bank Holidays (being trialled in 2023) - where the two May and one August bank
holidays can be used at any time throughout the year
* Wellbeing Hour - one hour per week, as part of your contracted working hours, is available for
everyone to spend time away from their work, doing something to support your wellbeing
You can find information about our commitment to Work Your Way in our Work Your Way Portal.
Working Hours
Your working hours are determined by your contract of employment. Depending on the job you
do, you will work a set number of hours per day beyond which additional payments may be made
or provision for time off in lieu (TOIL) as detailed in your contract. The Additional Hours Guidelines
give more detail.
It is important to note that the UK Working Time Directive states that you should not work more
than 48 hours a week on average, normally assessed over a 17-week period. If the demands of
your job mean you are working significantly more than your contracted working hours over a
period of time, you must discuss this with your manager.
There is a Managers Guide to Working Time provided for further information.
Flexible Working
If a change or adjustment to your working pattern or where you work would be helpful and can be
made without impacting your ability to successfully perform your job, you should discuss this with
your manager in the first instance.
There may be times in your working life during which a more significant, or permanent, change to
the way that you work would benefit you and Fujitsu. Some examples might be:
* Part-time working
* Term-time only working
* Flexible Working Hours
« Varied Working Pattern / Staggered Hours
* Job Sharing
Informal Process
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The first step for anyone who would like a flexible working approach is a discussion with your
manager. If your request is agreed, your manager will document the details, including the start
date and confirming whether there will be a trial period.
All requests for changes to working patterns will be considered against business need and the
practical requirements of your role. If your request is not agreed, your manager will provide you
with a clear business reason.
Any significant change e.g., a change in hours worked, part-time or term-time working, will require
grandparent manager agreement.
Formal Process
The formal process should be used when-
«Your flexible working request was ‘informally’ agreed but requires formally documenting
because it results in a permanent change to your contract of employment, e.g. a contractual
hours change, or requires another administrative change, e.g. a work pattern change which
requires moving to annual leave hours so that your annual leave schedule is correct in ZinZai
Connect
« You were not able to agree an informal flexible working request with your manager
Formal flexible working application requests are made via AskHR, by completing and submitting a
Flexible Working Application Form. You can make a request every six months. The process,
including any appeal, must be completed within 3 months from the date that the application was
made. Extensions to this time period can be made with your consent.
In Northern Ireland, once the application has been made, the meeting must take place within 28
days. An outcome must be delivered within 14 days of the meeting taking place. Any appeals need
to be raised within 14 days and an appeal hearing should be arranged within 14 days of receipt of
the appeal. An outcome should be delivered within 14 days of the appeal hearing.
You can find more information on the process within the Flexible Working Guidelines for
Managers.
Reasonable Adjustments
You may require reasonable adjustments at work to remove potential barriers and support you to
be you most productive whilst at work. There are a number of policies and processes available to
you:
* the Flexible Working Policy (detailed above)
= a Workplace Adjustment, you can find out more at Workplace Adjustments; and / or
« the Be Completely You Passport which is a ‘live’ record of the workplace adjustments that
have been agreed between you and your manager. You can find out more about how the
passport works in the Be Completely You Passport Guidelines
You will be protected from any unfair treatment associated with exercising any approved flexible
working requests.
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Workplace
Your normal place of work is determined by your contract of employment, we might also describe
this as your contractual location. The guiding principle of our location policy is to base our people
at our Fujitsu hub locations. This is because we recognise the value of social connection and the
creative benefits of us working together. Our hub locations are also close to our customers
therefore ‘where the work is’. However, we are a dynamic organisation where remote working is
the norm for many people. Our policies, IT services and communication tools enable many of our
people to adopt a hybrid approach working in productive way from the office, a customer site or
from our homes.
Normal Place of Work
All travel and expenses, e.g., parking costs, accommodation, to your normal place of work is
entirely at your own expense and you should be mindful of regularly travelling to another place of
work. You can claim mileage if you are travelling from home to another location, be it another
Fujitsu location or customer site, unless that location is within 5 miles of your contractual location.
Second Permanent Place of Work
There is a personal tax liability if you claim commuting expenses to a regular place of work
(2 days or more a week) for an on-going period, i.e. more than 24 months, irrespective of your
contractual normal place of work. The 24 month rule states that where an individual has spent, or
is likely to spend, 40% or more of their working time at that workplace over a period of
more than 24 months, it will be another permanent workplace. Importantly if you are working in
this way for a period of 18 months, please contact AskHR and your manager as a working away
from home allowance may need to be set up. There is more information about working away from
home in our Working Away from Home Allowance Guidelines and WAFHA FAQs.
Your normal place of work will continue to be deemed as your contractual location unless there is
an agreed temporary change to an alternative operational location.
Contractual Location Change
You may want to request a change to your contractual location for personal reasons. Before you
do so you should discuss it with your manager. The request is likely to only be approved if your
role (and subsequent roles) can be delivered from an alternative Fujitsu hub location. Where there
is no suitable Fujitsu hub location close to a potential new home location, and there is no
operational reason for your hub location to change, your contractual location will remain
unchanged. If you are currently contractually based at your home address and you are looking to
move house, you will need to consider any increased travel expense cost, which might result, and
seek approval from your manager before moving.
Cross Border Remote Working
There may be instances when you want to work remotely from another country for personal
reasons rather than business necessity. There are a number of compliance risks, both for you and
Fujitsu, associated with working remotely from another country depending on various factors such
as country combination, duration, and / or your personal circumstances. Our default position, for
anyone wanting to work remotely from another country, is that you need to seek permission from
that country to do so, i.e., we assume that a work permit is required and it is your the responsibility
to get a work permit or an alternative, e.g. a written statement from the countries immigration
department that remote / nomad working is exempt from the work permit process and is allowed
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for x number of days. You can find more information on how we manage such requests at Cross-
border Remote Working. There is also e-learning on Cross Border Working available - Cross-
border Working - Know the Rules!
Dress and Uniform
Our ‘dress code’ is casual, i.e., comfortable, informal clothing appropriate for the workplace. We
want you to be who you are and dress how you feel most comfortable when you are working from
a Fujitsu hub. There may be times when you visit our customers when you should consider whether
business dress or a smart casual approach is most appropriate.
In certain roles you may be required to wear a company uniform, e.g., Mobile Engineers. Whilst
wearing the company uniform, we ask that you ensure your uniform is only worn during work time,
is clean and presentable and that Company Logo is permanently visible. If you do require a new
uniform which aligns with your gender identity or expression, please ensure that you speak with
your manager to let them know what items you will need. All uniforms will be free of charge and
wearing it will incur no tax liability.
Social Media Usage
Social media has the power to connect us with billions of people around the world. It has become
a key part of how we communicate, both in our personal lives and in a business context. When
used properly it can be a valuable addition to our marketing strategy, and at Fujitsu we recognise it
as a key communication tool. We communicate via Fujitsu branded accounts and via our people —
both are equally important.
Please familiarise yourself with the Social Media Code of Conduct, Global Brand Hub - Social
Media - Employee Code of Conduct.This Code of Conduct sets out some ground rules to help you
use social media effectively and safely whilst also protecting the Fujitsu brand. This is important
whether you use social media on a personal basis. or in your professional capacity at Fujitsu.
It is expected that all employees use social media responsibly, and in line with the Fujitsu Way, the
Code of Conduct, our values, and does not breach on our Bullying and Harassment Policies and
Guidelines. Fujitsu trusts employees to act appropriately on social media and does not actively
monitor employee social media activity. However, your posts may appear in searches and feeds
the social media teams follow. Your posts may also be flagged by other social media users. Peop le
are free to report inappropriate behaviour directly to social networks as they see fit. The social
network will decide on appropriate action which may include suspending your account.
People may also report inappropriate behaviour and comments to us, if it is clear you work for the
Fujitsu. Such reports will be shared with HR and investigated and manged in line with our
polices. In serious cases, this may lead to disciplinary action.
If you have any concerns with content on social media which may affect the Company, please
raise to your manager, HR or confidentially via Fujitsu Alert. If you are approached on social media
to comment or answer queries about Fujitsu, you can ask for advice and refer the matter on these
channels too.
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4. Your Reward
At Fujitsu we value our people and strive to ensure that we reward you for your contribution with
competitive salaries and a leading benefits scheme.
You can find your Total Reward Statement in ZinZai Connect under Compensation. The Total
Reward Statement shows the different pay and benefits entitlements that build up your total
reward package.
For up-to-date information on your reward at Fujitsu go to our Reward Portal
Pay
Your reference salary is determined by your contract of employment and can be viewed in ZinZai
Connect. Salaries will depend on the size, scope and complexity of your role and the current
market rate for the job you do. It is this reference salary, which is used for decisions about pay
reviews, pensionable pay and if applicable, incentive schemes.
Your actual salary is the salary you are paid through payroll which reflects the selection of benefits
you make, including through salary swap. Your actual salary is credited by bank transfer on 23rd of
each month or, if that is not a normal working day, on the last working day before the 23rd. The
monthly pay is one twelfth of your Actual Salary. You can access your e-payslip monthly via ZinZai
Connect.
Payroll Giving
Payroll Giving is a simple mechanism that allows you to give more for less to the charities of your
selection. Donations are taken from your pay before tax deductions so you could save a little with
charities still getting the full value of the donation.
For more information and to sign up visit the Payroll Giving Portal
Pension
Investing for your retirement is incredibly important. At Fujitsu, we encourage all our people to
take advantage of the tax relief that comes with contributing to our generous pension scheme. We
will support you to grow your ‘pension pot' by double matching your contributions. This means
that if you join our pension scheme, or are already part of it, and contribute say 3%, we will
contribute 6%. The more you contribute, the more Fujitsu will contribute, up to a ma ximum of 10%.
If you are a new joiner, you have 10 days from the day you start with the company to join our
company pension scheme. However, if you decide not to join at this point then after three months,
we are legally obligated to enrol you under the Automatic Enrolment section. This will mean that
you will need to contribute a minimum of 5% of your qualifying earnings and we will contribute
3%.
Investing in a pension is not just about your retirement. If you join the standard section of LifeSight
instead of the Auto-Enrolment section, you may also benefit from:
* Income protection which provides financial support if you are unable to work for an
extended period of time due to illness or injury.
= Additional life assurance which will provide a lump sum payment to a dependent, should
you die in service.
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You and Fujitsu will contribute to your pension pot for as long as you remain an active member of
the Plan, up to your 75" birthday. We will write to you shortly before reaching age 75 with more
details of what alternative option is available.
You can find further information on our pensions, including other schemes we support, and how to
opt out of automatic enrolment on our Pensions Portal. There is also a presentation you can watch
to provide an overview of our LifeSight pension plan.
Incentive Plan and Bonus Scheme
At Fujitsu we recognise and reward the contribution of our people to the overall success of the
business. Invitation to one of our incentive plans or bonus scheme are aligned to your role,
whether that be our Sharing in Success scheme or a Variable Pay Plan (VPP). If you are aligned to
one of our VPPs you will be made aware of the terms of the plan annually via ZinZai Connect. one
of our VPPs you will be made aware of the terms of the plan annually via ZinZai Connect.
Please refer to our Bonus & Incentives Portal for further information such as plan rules, FAQ
documents and VPP statement explained.
Benefits
Flexible Benefits
All our people are entitled to participate in our excellent flexible benefits scheme, Your Choices.
Your Choices runs annually and offers you the opportunity to select benefits for your lifestyle,
health and wellbeing, pension and protection. You can buy or sell annual leave, participate in
health and dental scheme and opt into a number of personal insurance options. More information
on flexible benefits, and associated salary deductions, can be found on the Benefits - Your Choices
Portal found in our Reward Portal
Entitlement Benefits
We also offer entitlement benefits, which depend on your contract of employment and your role
and may include life assurance at either 2 or 4 x your salary, a company car or access to a private
medical scheme. You can find out more about your benefits entitlement on ZinZai Connect.
Long Service Awards
At Fujitsu we value long service. After 21 and 42 years of service we recognise our people in the
following way-
¢ 21 years - membership of Majority Club, £300 added to employees STARS account
e 42 years - membership of Double Majority Association and £600 added to employees STARS
account. Members of the Double Majority Association attend an AGM and are invited with
their partners to a biennial event.
Some employees who have transferred into Fujitsu may have different long service arrangement
that are applicable to their previous company (e.g. DVLA, EDS). Anyone who is unsure of their
entitlements can find out via a request to AskHR. If there is no previous company process employees
will be eligible for the Fujitsu Long Service Awards.
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STARS Awards
Our people are at the heart of everything we do. Our STAR s awards give us alla fantastic opportunity
to recognise colleagues who have made a significant positive impact, within Fujitsu by
demonstrating behaviours embodying our core values. Access our FUJITSU STARs system to
nominate a collageve.
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5. Your Career
Learning and Skills
We want our people to shape their careers and make the most of every opportunity they see. Our
people have access to leading learning platforms and will be supported in completing professional
qualifications and exams.
Managers are skilled in supporting development within roles and future aspirations of their teams
to ensure our people are the best they can be to enable and support our customers.
Along with our annual company training requirements, we will sometimes ask you to complete
mandatory training to ensure we meet our accreditation and certification obligations.
You can find more information within our Learning Offering and Support Site.
You are encouraged to build your own learning pathways and seek support and skills which will
help you grow, develop and progress within your current role and upwards. However we
appreciate it can be sometimes difficult to navigate your career, which is where our CareerHub
can help. Here you can visualize which direction your skills might take you in the organization
aligned to some of our key growth roles and more. We are continuing to add more jobs and skills
all time.
Performance Management - Connect Conversations
At Fujitsu we believe that regular reflection on contribution and impact is essential for gaining
clarity as to how you are performing and to identify further development opportunities. To
support this, you will have a minimum of three Connect Conversations per year with your manager,
driving continuous improvement in three core areas: customer experience, learnin g and growth
and teams and collaboration. Through Connect Conversations, you will be encouraged to
measure the impact of your contributions over the last quarter, and to define deliverables that
align with and support the strategic goals of your business area for the upcoming quarter. You can
find more information via the Connect Conversations portal. As part of the wider Connect
Conversation we also encourage you to have regular Career Direction Conversations with your
manager. These conversations give you and your manager the opportunity to discuss and agree
your career aspiration and direction and the opportunities available to you to learn and grow.
Global Role Framework
Every job in Fujitsu is aligned to a role that sits in a role family in the Global Role Framework (GRF).
The GRF is the single framework that defines all professional roles and levels in Fujitsu. It creates a
shared language on roles across the organisation, and is the foundation for various people iniatives
such as recruitment and attraction, professional and career development as well as global mobility
opportunities by increasing transparency of our roles globally.
Recruitment
Our in-house Recruitment Team supports and enables both external and internal recruitment. For
certain roles, as appropriate, we also recruit via trusted agency partners. For those people looking
for a new role or, if you are a manager looking to recruit, all opportunities are requested,
advertised and managed via our recruitment system.
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We also run an Introduce a Friend (IAF) scheme as we are always looking for great talent to join us.
Do you know anyone who would be a great fit to join our team?
More information for those considering a new role, looking to hire or about our IAF scheme can be
found on our UK Recruitment Pages. For internal jobs, you can follow the UK job opportunities
Yammer Page.
International Mobility
Occasionally it may be mutually beneficial for you to work for Fujitsu in another country. There are
a number of standard secondments types, including short-term secondment, international
secondment and permanent transfer to another country.
Remuneration during an internal secondment is paid through the host country's payroll based on
your net-package. This can be complex and so is calculated and administered by our International
Mobility Outsourcing Partner.
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6. Time Off
Annual Leave
To stay productive and healthy, time away from work is as important to Fujitsu as your time in work
and we encourage you to take regular breaks throughout the year.
Your annual leave allowance is determined by your individual contract of employment and can be
found in ZinZai Connect. Our standard full-time entitlement is 25 days plus 8 Public Holidays. If you
work part-time or are a new joiner, your annual leave entitlement is calculated on a pro -rata basis.
You may also have a different amount if you joined us before 1999 or transferred from another
company.
Our annual leave year runs from 1st January to 31st December. You and your manager are jointly
responsible for ensuring annual leave is taken in a planned way throughout the year to ensure that
you take it all by 31st December. Any unused annual leave, up to five days, will automatically
carryover into the next annual leave year and must be taken by 31st December of that year. This
amount will be pro-rated to account for different working patterns, e.g., for part-time workers,
where carried over leave will be adjusted down, or shift workers, where a max of one working
week can be carried over. Any unused annual leave above this will be lost and cannot be carried
over unless there was a clear business reason as to why you did not take your leave (such as
customer requirements).
Annual leave is booked via ZinZai Connect. You need to give your manager a reasonable amount
of notice of your request for annual leave, ideally this would be 4 weeks before you would like
time off. Approval of a request for annual leave lasting longer than 3 weeks will be on an
exceptional basis.
Your manager will consider all requests for annual leave fairly, balancing your needs with those of
the business. If a request is declined, your manager will discuss that with you so that alternative
dates can be agreed. Managers are expected to ensure that teams are aware of any anticipated
peak periods when it may be necessary to co-ordinate, restrict or refuse leave requests. In
exceptional cases, the company reserves the right to schedule dates for you to take annual leave
with the appropriate notice.
Using Your Choices flexible benefits, you can flex your annual leave in November each year by
either increasing it up to 10 days, to a maximum of 40 days, or reducing it by no more than 5 days,
subject to the rules of the scheme. See the Your Choices section for more information.
You can find more details about annual leave types, specifically part-time entitlements in relation
to annual leave and how to manage public holidays, in AskHR.
Bereavement
The death of an immediate or close family member or personal friend can be a devastating event
and can undoubtedly have a significant impact on your life. Fujitsu recognises that you may require
support in the immediate period following the death or for a period of time afterwards. One of the
ways we may be able to help and support with this is to ensure that you to have the opportunity to
take some_ time away from work, if you feel this may be helpful.
Families can be diverse, and our bereavement policy includes provision for immediate or close family
including the loss of a child, partner, parent or sibling. In some family dynamics this may also include
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close step or foster family members. If applicable we would encourage you to discuss your situation
with your manager to clarify the potential leave which may be available in your circumstances.
In the event of the death of a spouse or partner we provide up to 4 weeks paid time off.
We provide paid time off for up to 2 weeks following the death of an immediate or close family
member.
Following the death of a close friend or other bereavement we may provide 1 -2 days paid time off,
we advise you speaking with your manager to clarify the potential leave which may be available in
your circumstances.
However, we also recognised that some peo ple may require a longer period of time off therefore in
these circumstances you are encouraged again to speak with your manager.
Parental Bereavement
We provide paid time off for up to 4 weeks, double the statutory amount, for bereaved parents of a
child of any age, including pregnancy loss before 24 weeks. Fujitsu recognises your parental status
from day 1 of pregnancy - for more information see our Pregnancy Loss policy. Our Maternity Leave
Guidelines provide information on your entitlements if you are affected by pregnancy loss after 24
completed weeks of pregnancy.
Where both parents work for Fujitsu, both eligible parents are entitled to request up to 4 weeks paid
time off.
It is anticipated that the time off will usually be taken immediately following the death of a
child. However, we understand that people grieve in different ways and there may be a situation
where some of the time off is required later therefore you can take 4 weeks of f together or 2 + 2
weeks off separately.
If more than one child dies, you are entitled up to 4 weeks of Parental Bereavement Leave for each
child.
Fujitsu provides an Employee Assistance Programme (EAP) which is a free confidential service and
is available to our people and their immediate family. They can provide confidential advice either
over the phone or face to face including counselling.
Bereavement Support
At Fujitsu we want to create a compassionate culture which encourages our people to talk about
bereavement and grief. See our Bereavement Support and Guidance to provide further support to
people who have experienced a bereavement and to enable our people and managers to receive
support and support their colleagues.
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Other Types of Leave
We understand there will be other times when you will need to take time away from work and annual
leave may not be the right answer. We have other approaches to help manage these needs and we
encourage you to speak to your manager who will be able to support you , consider the options
available and seek the support of HR where required.
Compassionate Leave
There may be times when you need to take some time off due to compassionate reasons, examples
of which are a family member or friend is seriously ill or injured or you have been involved in a
traumatic event. At such times we will look to support you was best we can and may provide up to
2 weeks paid leave depending on the circumstances.
Should you need additional time off, or further support, you are enco uraged to speak with your
manager. Your manager can ask advice from HR regarding time off and when unpaid leave might
be an appropriate step.
Emergency Leave
There may be times when you need to take some Emergency Leave to provide immediate
unplanned support to your family, dependents or those you care for. At such times, you should let
your manager know as soon as is reasonably practicable.
Emergency Leave can be paid for a reasonable amount of time, e.g., a few days, or unpaid if for a
longer period of time. If you need to take Emergency Unpaid Leave, please raise a request on AskHR.
The HR team will discuss and confirm the arrangements with you and the impact on your benefits.
In the case of emergency leave a dependant can be defined as the employee's w ife, husband, civil
partner, partner (including same sex partners), child (including stepchild) for which the employee
has responsibility, parent or someone who lives in the same household, but not a tenant or lodger.
In cases of illness or injury, or where care arrangements break down, a dependant may also be
someone who reasonably relies on the employee for assistance.
Should the incident involve a child and both parents are employed by Fujitsu, unless the incident is
serious, only one parent will be entitled to take time off.
Parental Leave
Parents, legal guardians or those that have parental responsibility for a child up to the age of 18,
whether you are living with the child or not, can take unpaid time off. To be eligible for parental
leave you must have 26 weeks continuous service at the date you intend to take the first period of
unpaid leave.
Our Parental Leave Guidelines provide further guidance.
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Carer's Leave
The circumstances of every carer are unique. We encourage you to talk to your manager about
any arrangements, which may help to balance caring and work responsibilities. If you are a carer
you may also consider whether a flexible working arrangement may work for you or an increase to
your annual leave provision, via Your Choices, to enable more time off work.
As a Carer you are entitled to a week's unpaid Carers Leave per year. If you need to take more
Unpaid Leave, we will do our best to support this. Please raise a request in AskHR, making it clear
that it is carer leave related. This is to ensure your pension contributions continue whilst you are
off.
We understand that at times the demands of caring can have a personal impact on relationships,
health, energy levels, and general wellbeing. Carers are often so busy worrying about the person
they are caring for, they forget to look after their own health and wellbeing. Fujitsu can help with
physical and mental wellbeing by offering support through our Employee Assistance Programme
EAP).
For more general advice, carers can also speak to our Ability Matters Network, information of
which you can find via Your Inclusive Community, supporting those with disabilities and long term
health conditions in the workplace.
Sabbaticals
A sabbatical is an unpaid period of time away from work usually for between 3 and 6 months. A
sabbatical will not only need your manager's approval but also approval from your grandparent
manager after which a request should be raised on AskHR.
For further information on sabbaticals, please access the advice and guidance available via Ask HR.
Reservists
We recognise the vital role Reservists play in supporting the UK and we value the contribution our
people make to all the UK's armed forces. Unless there are exceptional business critical reasons to
request an exemption, we will release Reservists for attendance at Reserve Forces training events
and for Reservist duties. There are further Reservist Guidelines available for those of you and your
managers to follow.
Volunteering
Fujitsu encourages our people to participate in local activities to support UK and Ireland based
non-profit organisations and registered charities. Participation in both company and locally
initiated programmes should utilise employee skills and have a focus on the areas of education, I T
literacy and health matters.
You are able to participate in voluntary work during business hours for one day per year for any UK
& Ireland registered charity of their choice. These 8 hours can also be spread across multiple days
and managers are encouraged to authorise additional hours at their discretion without loss of pay,
providing always that Fujitsu's business is not adversely impacted.
For more information please see the UK & Ireland Charitable Support and Community Relations
Local Sub-Master Policy
Public Duties and Employee Relations
Fujitsu is keen to support anyone who chooses to make a public contribution to the community.
Requests for time off will be considered for a wide variety of public duties and activities.
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You can find more information, including examples of public duties and reasonable amounts of
time which can be taken off, in our Time off for Public Duties and Employee Relations Guidelines.
Here we also describe the arrangements for dealing with requests for time off for employee
representation and trade union duties.
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7. Sickness Absence
We recognise that all of us will at times fall ill and be unable to work. During these times we will
make every effort to support you and help you return to work. We aim to provide a fair and
supportive approach to any period of sickness absence from work and respect the confidentiality
of all information relating to your absence.
There are several guidelines in the resources and guidance section below for the recording and
monitoring of absence from work. You, as an employee or as a manager, can also seek advice and
support from HR regarding absence from work, via ASkHR or your HR Business Partner.
Notification & Recording Absence
« Keep your manager fully informed if you are unable to attend work for any reason. We would
like to you do this by phone within one hour of your normal start time on your first day of
absence. Emails and text messages are not acceptable as sole methods of communication.
= If your manager isn't contactable, make sure you inform an appropriate deputy or another
member of the team of your absence who can relay the message. Let them know for how
long you might be absent and provide a phone number your manager can contact you on
later.
* If you are absent for more than one working day you need to maintain regular contact with
your manager. You should agree the frequency of contact where a period of absence is
prolonged. Where this is the case we would recommend a minimum of weekly contact.
« Please record your absence in its entirety, including the reason for being off, on ZinZai
Connect on the day you return to work. If you are absent more than 2 weeks your manager
should do this for you.
« Please note, sickness absence must be recorded in calendar days, not working days. The
absence start date will be the first date you are absent from work through sickness. The end
date must be recorded as the day before you have returned to work in order to reflect the
full period of absence. This must be inclusive of any days you are not scheduled to work (i.e.
weekends).
« If you need to leave or stop work during working hours due to sickness please make sure your
manager is informed.
«If you are on the Apprenticeship Program, you should not undertake any learning activity or
attend university whilst you are absent from work due to sickness. You should also inform
your training provider/tutor of your sickness absence and manage any missed content or off
the job learning with your manager and training provider once you have returned to work.
* Do not undertake any other form of paid work whilst absent from work due to sickness. This
could lead to action being taken in line with the Conduct Policy.
Failing to comply with these requirements could result in the absence being classified as
“unauthorised” and may result in Sick Pay being withheld.
Your manager will support you during any sickness absences from work, as well as proactively
address issues of unsatisfactory attendance levels. They will however be sensitive to situations
where you might choose not to disclose the personal nature of your absence or illness with them.
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If your manager is unable to contact you during any absence from work, they will follow the
Unauthorised Absence from Work Guidelines.
Following any period of prolonged or intermittent sickness absence your manager will hold a
return-to-work discussion with you. The purpose of the discussion is to explore the causes of the
absence, facilitate your return to work and identify any reasonable and practical steps to reduce
the likelihood of future absence. There are further guidelines on Return to Work Discussion.
Statement of Fitness for Work ("fit note”)
A Statement of Fitness for Work (“fit note”) from your doctor is required for any absence which
extends beyond seven calendar days and should be provided to your manager. A delay in
submitting a fit note may invalidate your eligibility for Sick Pay.
You may be able to return to work before the end of a fit note if you are feeling better, or your
manager can support your return to work.
As part of an Attendance Improvement Plan, your manager may request that any period of
absence is covered by a fit note.
If you have been in hospital, you should obtain a discharge notice from the hospital which should
provide the dates of your stay and provide this to your manager.
You can find additional guidance on fit notes in AskHR.
Occupational Health
In the event of irregular attendance or long-term absence (over 20 calendar days) due to ill health,
managers will seek advice from HR who may in turn engage Occupational Health. Occupational
Health will help us to determine whether you are physically and/or psychologically capable of
carrying out your job, and when you may be able to return to work. They will also advise on any
reasonable adjustments that could be made to your role. If you have a disability or a
medicaVhealth condition, such as menopause, depression, arthritis and/or diabetes, that is causing
significant absence all reasonable appropriate adjustments to the working environment or work
itself will be considered. Occupational Health may request a report from your GP or treating
specialist, which will require your written consent. All employees will be treated fairly and
consistently, with sympathy and understanding. You are entitled to see and review any medical
reports and any advice from Occupational Health.
\f your absence is due to anxiety, depression, upper limb disorder, or stress your manager should
contact the HR Case Management Team to get support as soon as they become aware. If
appropriate, a referral will be made to Occupational Health.
You can find more information on Occupational Health within our Wellbeing Portal
Sick Pay
Your Sick Pay entitlement is determined by your individual contract of employment and can be
found on ZinZai Connect. Also in our Sick Pay Guidelines you will find information on how we will
treat annual leave that you accrue during sick leave.
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Medical and Dental Appointments
If possible, we ask that medical appointments are made outside of your normal working hours but
we know this is not always possible. When you need to attend a medical appointment during
working hours please inform your manager in reasonable time.
If you are required to attend appointments on a frequent basis, please discuss this with your
manager to agree the most appropriate way for this time to be treated. We will endeavour to
provide as much flexibility and support as possible.
If you are planning elective cosmetic treatment, you will need to arrange this in your own time.
The exception to this is where cosmetic treatment is due to a more serious condition (e.g, breast
reconstruction following surgery for cancer).
Resources and Guidance
Return to Work Discussion
Short Term and Intermittent Absence from Work Guidelines.
ick Pay Guidelines
Unauthorised Absence from Work Guidelines
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8. Your Family
Whether you are thinking about starting or growing your family, our approach will offer you the
support and flexibility you need to enjoy this special time. Our policies within this section will show
you how we support you to live and work your way. If you have any questions, speak with your
manager or our HR team via AskHR.
Maternity Leave
You are encouraged to share your news with your manager so that any support you may need can
be discussed. We recommend you do this at the earliest opportunity, but the very latest we need
to know is 15 weeks before the beginning of the week that your baby is due. We will also need you
to complete a Maternity Notification Form, which can be found on AskHR. This form is important -
without it we cannot process your maternity pay.
You are entitled to have up to 52 weeks off work, made up of Ordinary Maternity Le ave (OML) and
Additional Maternity Leave (AML), providing you been with us for 26 weeks or more at 15 weeks
before your due date. You may prefer not to take the full 52 weeks, or if you are eligible decide to
use Shared Parental Leave instead, but you must take at least the first two weeks as compulsory
leave. In some roles, there may be a requirement for a longer period of compulsory leave. We will
let you know if this applies to you.
Once we have received your Maternity Notification Form, the maternity process starts and we will
confirm next steps, including your eligibility for our enhanced maternity pay.
Your midwife will give you a certificate confirming your pregnancy (MATB1) at around 26 weeks
and we will need a copy of that too.
Enhanced Maternity Pay
We will automatically enhance your Statutory Maternity Pay (SMP), providing you been with us for
26 weeks or more at 15 weeks before your due date, so you will receive full pay for a total of 24
weeks, followed by 15 weeks of SMP. Any remaining maternity leave (up to the 52 weeks
maximum) will then be unpaid.
If you are not eligible for enhanced maternity pay, we will let you know and also confirm what you
need to do next.
Appointments
You are encouraged to attend your antenatal appointments and parent craft sessions to check on
the welfare of your baby and help you get prepared for their arrival. We may need copies of your
appointments, so do not be alarmed if we ask.
If it is your partner who is pregnant you can have up to two days paid leave to attend antenatal
appointments. If you need more than two days, please speak with your manager who will try to
accommodate your unpaid leave request.
Additional support
Unfortunately, sometimes life does not turn out how we expect and we nee d additional support. If
for any reason you need additional support due to difficulties with your pregnancy or during your
maternity leave, please speak with your manager or contact AskHR and they will be able to help
you at that time. You can find information on miscarriage, stillbirth and neonatal death in our
Maternity Leave Guidelines.
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Annual Leave
You will continue to accrue annual leave and Bank Holidays whilst you are on maternity leave. We
will automatically add these to your annual leave balance to be taken within 12 months of your
return to work date.
Depending on when you are intending to start maternity leave, you may wish to take some annual
leave beforehand or use some of it immediately after the end of your maternity leave ends. It is up
to you how you want to use your annual leave and your manager will try their best to
accommodate your requests in line with business requirements.
Benefits
You will continue to receive your benefits whilst on maternity leave and any deductions which are
usually made will continue throughout. Our Maternity Leave Guidelines will provide you with some
extra detail in relation to benefits and how we manage them during your maternity leave.
Starting Maternity Leave
The earliest you can begin your maternity leave is 11 weeks before your expected week of
childbirth. If your baby arrives any earlier, your maternity leave will begin on the date they are
born.
Any absence due to pregnancy-related sickness in the four weeks before your expected week of
childbirth will automatically trigger the start of your maternity leave.
During Maternity Leave
We want you to feel connected to work, as much as you need, during your maternity leave and
therefore your manager will maintain reasonable contact with you to let you know about anything
important such as job opportunities, organisations announcements, et c. Due to security
restrictions, access to Fujitsu systems is not possible during the entirety your maternity leave
therefore please ensure that you agree with your manager your preferred contact method whilst
you are away from work; phone call, text, personal e-mail.
You can also use up to 10 paid ‘Keeping in Touch’ (KIT) days. KIT days are optional for you to take
part in meetings, training or to ease yourself back into work. KIT days must be agreed with your
manager in advance. For further information please see the Maternity Leave Guidelines.
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Returning from Maternity Leave
However long you have decided to take for maternity leave we will be looking forward to
welcoming you back into work - this will be the next working day following the end of your
maternity leave.
lf your maternity leave has been for 26 weeks or less (Ordinary Maternity Leave), you are entitled
to return to the same role on the same terms and conditions. If you are returning to work after
more than 26 weeks (Additional Maternity Leave) you are entitled to return to the same role or, if it
is not reasonably practical, to an alternative role that is suitable on terms and conditions that are
no less favourable. This also applies should you have two consecutive periods of maternity leave.
\f for any reason you want to return to work before you originally planned, you will need to give at
least four weeks’ written notice before the date you want to return unless mutually agreed with
your manager.
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Adoption Leave
You are encouraged to let your manager know if you are in the process of adopting a child or
participating in a ‘Fostering for Adoption’ scheme, so that they can provide you with support,
should you need it. You may prefer to wait but the very latest we ne ed to know is within seven
days of you receiving notification of being matched with a child. At this point you need to
complete an Adoption Placement Notification form, which can be found on AskHR.
Your adoption leave entitlement is up to 52 weeks, providing you been with us for 26 weeks or
more at the matching week (the week you are notified that you have been matched with a child).
If you are part of a couple and are jointing adopting either parent can take adoption leave. The
other parent may elect to take Paternity Leave instead. This is applicable to all couples regardless
of their sexual orientation or gender identity and regardless of marital / civil partnership status.
You will need to let us know if you would prefer not to take the full 52 weeks or would like to use
Shared Parental Leave instead.
Once you have notified us of your adoption, the process will start and we will then be able to
confirm what you need to know, including your eligibility for adoption pay.
Enhanced Adoption Pay
We will automatically enhance your Statutory Adoption Pay (SAP), providing you been with us for
26 weeks or more at the matching week (the week you are notified that you have been matched
with a child), so you will receive full pay for a total of 24 weeks, followed by 15 weeks of lower
SAP. Any remaining adoption leave (up to the 52 week maximum) will then be unpaid.
It is worthwhile knowing that your entitlement to adoption pay will cease at the end of the week in
which the child turns 18.
If you are not eligible for enhanced adoption pay, we will let you know and also confirm what you
need to do next.
Time off for meetings or appointments before adoption leave
Adopting parents are able to take time off work to attend appointments of up to six anda half
hours for each appointment:
«If you are adopting a child on your own, you can take paid time off to attend 5 appointments
* If you are adopting with a partner, only one of you is entitled to take paid time off.
We will support you to take paid leave, not to exceed two days in total, to attend appointments or
meetings in relation to the adoption. If further time is required, please speak to your manager.
Annual Leave
You will continue to accrue annual leave and Bank Holidays whilst you are on adoption leave. We
will automatically add these to your annual leave balance to be taken within 12 months of your
return to work date.
Depending on when you are intending to start adoption leave, you may wish to take some annua l
leave beforehand or use some of it immediately after the end of your adoption leave ends. It is up
to you how you want to best use your annual leave and your manager will try their best to
accommodate your requests in line with business requirements.
Benefits
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You will continue to receive your benefits whilst on adoption leave and any deductions which are
usually made will continue throughout. Our Adoption Leave Guidelines will provide you with some
extra detail in relation to benefits and how we manage them during your adoption leave.
Starting your Adoption Leave
You can choose when to start your adoption leave, but the earliest this can be is 14 days before
the date you expect a child to be placed with you and no later than the date of placement.
If you need to change the start date of your adoption leave, we will need four weeks’ notice of this
or, if that is not possible, as soon as is reasonably practicable.
During your Adoption Leave
We want you to feel connected to work, as much as you need, during your adoption leave and
therefore your manager would like to maintain reasonable contact with you to let you know about
anything important such as job opportunities and organisation announcements. Due to security
restrictions, access to Fujitsu systems is not possible during the entirety your adoption leave
therefore please ensure that you agree with your manager your preferred contact method whilst
you are away from work; phone call, text, personal e-mail.
You can also use up to 10 paid ‘Keeping in Touch’ (KIT) days. KIT days are optional for you to take
part in meetings, training or ease yourself back into work. KIT days must be agreed with your
manager. For further information please see the Adoption Leave Guidelines.
Returning from Adoption Leave
However long you have decided to take for adoption leave we will be looking forward to
welcoming you back into work - this will be the next working day following the end of your
adoption leave.
\f your adoption leave has been for 26 weeks or less (Ordinary Adoption Leave), you are entitled to
return to the same role on the same terms and conditions. If you are returning to work after more
than 26 weeks (Additional Adoption Leave) you are entitled to return to the same role, or if it is not
reasonably practical to return to the same role, to an alternative role that is suitable and
appropriate and on terms and conditions that are no less favourable.
If for any reason you want to return to work before you originally planned, you will need to give us
at least four weeks’ written notice before the date you want to return unless mutually agreed with
your manager.
Disrupted Placement
If your placement comes to an end for any reason, your adoption leave period and pay will end
eight weeks after.
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Surrogacy
If you are growing your family through surrogacy, as the intended parent you may be legally
entitled to adoption leave and pay. To be eligible, you must apply for a Parental Order in relation
to the child born under the surrogacy arrangement. Whilst the legal position is that one of the
applicants for a Parental Order must be genetically related to the child, at Fujitsu we do not
impose this condition. As long as you meet the requirements for Adoption leave and pay, we will
apply the same process.
As an intended parent you are entitled to paid time off to attend UK antenatal appointments with
the surrogate birth parent for a maximum of two days.
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Shared Parental Leave
Shared Parental Leave (SPL) enables you to have greater choice over how you use the time to care
for your child during their first year of birth or placement. If you have recently given birth or are
the primary adopter, SPL allows you to end your maternity or adoption leave (and pay) early so
that one or both parents can take leave in a more flexible way during your child's first year or the
first year of your child being placed with your family. You and your partner can share up to 50
weeks' leave and up to 37 weeks’ Statutory Shared Parental Leave pay if the eligibility criteria
below is met.
You can take SPL in one go, be off work with you partner, stagger the leave and pay or take the
time in blocks separated by periods of work.
It is important to know that if you or your partner are eligible for Paternity Leave, this should be
used before SPL starts, as it cannot be used afterwards.
You won't be able to use any remaining SPL after your child's first birthday or anniversary of
placement. There are different criteria for birth and adoptive parents.
SPL Eligibility Criteria
«Both you and your partner have worked continuously for your respective employers for at
least 26 weeks at the 15th week before the expected week of birth (qualifying week), or at
the matching week for adoption
« You must also share main responsibility for the care of your child at the time of their birth or
placement
« You must be entitled to statutory maternity or adoption pay or maternity allowance
= You must still be working for the organisation at the start of each period of SPL
«Your partner must meet the ‘employment and earnings test’, which requires them in the 66
weeks leading up to your child's expected due date or matching date, to have worked for at
least 26 weeks and earned an average of at least £30 a week in any 13 of those weeks
« You must correctly notify us of your entitlement and provide evidence as required
Once you have satisfied the criteria to be entitled to SPL, you may be eligible to receive up to 37
weeks of Statutory Shared Parental Leave Pay (ShPP). To satisfy the pay element of Shared
Parental Leave:
= You must intend to care for your child during the week in which ShPP is payable
«You must have average weekly earnings for the period of eight weeks leading up to and
including the 15" week before your child’s expected due date or matching date that are
not less than the lower earnings limit in force for national insurance contributions
* You must remain in continuous employment until the first week of ShPP has begun
We will enhance your ShPP by topping this up to your normal salary for 24 weeks, which runs from
the start date of your maternity or adoption leave.
Where an employee is entitled to receive ShPP they must, at least eight weeks before receiving
any ShPP, give their manager written notice advising of their entitlement to ShPP. To avoid
duplication, if possible, this should be included as part of the notice of entitlement to take leave.
Annual Leave
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You will continue to accrue annual leave and Bank Holidays whilst you are on SPL. We will
automatically add these to your annual leave balance to be taken within 12 months of your return
to work date.
Benefits
You will continue to receive your benefits whilst on SPL and any deductions which are usually
made will continue throughout.
Notifying us of your intention to take SPL
You are encouraged to discuss your intention to take SPL with your manager as soon as possible .
We need to know no later than eight weeks before the start of your or your partner's maternity or
adoption leave by completing the ‘Notice of Entitlement & Intention’ form, which can be found on
AskHR.
Once we have received your form, your SPL process starts and we will confirm what you need to
know, including your eligibility for Shared Parental Leave Pay (ShPP).
You will also need to provide a copy of your child's birth certificate or, for adoption, the Matching
Certificate, which you would have already provided under the Adoption Policy.
Taking and Varying Shared Parental Leave
You are able to submit up to three requests to take or vary the dates during the course of your SPL
and you will need to give us a minimum of eight weeks’ notice before you can take leave.
Unfortunately, there may be occasions where it is difficult to accommodate SPL. Should this occur,
your manager will discuss this with you with the aim to find an arrangement that meets your needs
and that of the business. Full details of the process to take or vary SPL will be sent to you in your
confirmation letter.
During Shared Parental Leave
We want you to feel connected to work, as much as you need, during your SPL therefore your
manager would like to maintain reasonable contact with you to let you know about anything
important such as job opportunities and organisation announcements. Due to security restrictions,
access to Fujitsu systems is not possible during the entirety your adoption leave therefore please
ensure that you agree with your manager your preferred contact method whilst you are away from
work; phone call, text, personal e-mail.
You can use up to 10 paid ‘Keeping in Touch’ (KIT) days and up to 20 paid ‘Shared Parental Leave in
Touch’ (SPLIT) days. KIT and SPLIT days are optional for you to take part in meetings, training or
ease yourself back into work KIT and SPLIT days must be agreed with your manager.
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Supporting Information
We trust you to provide accurate information to support your eligibility for SPL. However, if we
have been informed by the HMRC that a fraudulent claim was made or where there is a suspicion
that fraudulent information has been provided, we will investigate in accordance with our Conduct
Policy.
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Paternity Leave
To ensure that you get to spend quality time with your new arrival you can use our paternity policy
when your partner or spouse has given birth. You can take up to two weeks' time off work. The two
weeks can be consecutive or separate blocks of one week, within the first 52 weeks after the birth.
You are encouraged to let your manager know as soon as possible, and although we appreciate
that you may wish to wait, you will need to let us know before the end of the ‘qualifying week’. To
work out the qualifying week, use a calendar to count back 15 weeks from the week the baby is
due. The qualifying week starts on a Sunday and ends on a Saturday. For adoption please let us
know, within one week of being matched with a child, unless that is not reasonably possible. You
will need to complete either form SC3, ‘becoming a birth parent’ or SC4, ‘becoming an adoptive
parent (or a parental parent order)’ which can be found on AskHR.
Once you have notified us, your paternity leave process will start and we will then be able to
confirm what you need to know, including your eligibility for paid paternity leave.
Enhanced Paternity Pay
We will automatically enhance your Statutory Paternity Pay (SPP), so that you receive full pay for
each week you take as paternity leave. If you:
«have been with us for 26 weeks at 15 weeks before your baby’s due date or for adoption the
week in which you are notified of being matched with a child
«have or expect to have responsibility for the upbringing of the child
« be the biological father of the child, the adopter, be married to, or the partner of, the child's
birth parent or adopter.
If you do not qualify for paid paternity leave, please speak with your manager about other ways we
can support you to have time away from work to care for your child.
Additional Support
We recognise how important it is for you to be present with your partner (or surrogate) at
antenatal or adoption appointments. You can take up to two days’ paid leave to attend these
appointments. If you need more than two days, please speak with your mana ger who will try to
accommodate your request.
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Pregnancy Loss
At Fujitsu we are committed to supporting all employees who suffer the loss of a pregnancy,
regardless of length of service. We know that pregnancy loss can be a devastating experience
whether it happens to you, your partner or the surrogate having your b aby.
If you are reading this because you have been affected, we are sorry for your loss. We understand
that for some, pregnancy loss whenever or however it happens is a type of bereavement and that
getting the right support at work is crucial.
Pregnancy loss includes but is not limited to:
* — Stillbirth - the loss of a baby from 24 weeks, during labour or birth
* Neonatal Loss - the loss of a live-born baby up to 28 days after the birth
* Miscarriage - the spontaneous loss of a pregnancy during the first 24 weeks
* Ectopic pregnancy — when a fertilised egg develops outside the womb
= Molar pregnancy - when an abnormal fertilised egg implants in the uterus
* Embryo Transfer Loss — when an embryo transfer during fertility treatment doesn't result in
pregnancy
* Abortion or termination of pregnancy- a medical or surgical procedure to end a pregnancy
Time Off
If you are the pregnant parent and experience pregnancy loss, a stillbirth or neonatal loss, after 24
completed weeks of pregnancy you are entitled maternity benefits. You can find more
information in the Maternity section of this Handbook and our Maternity Guidelines.
We provide paid time off for up to 4 weeks for bereaved parents of a child of any age, including
pregnancy loss before 24 weeks. This includes whether it happens to you, your partner or the
surrogate having your baby and there is no limit on the number of times you can take it if you are
affected by more than one loss.
If you require a further period of absence or support please speak with your manager. Emotional
and physical recovery from a pregnancy loss does not have a time limit and you may find you need
to take further sickness leave after having returned to work. Employees should not feel judged or
discriminated against when requesting time off to recover from loss.
It's important that you contact your manager as soon as possible if you are affected by pregnancy
loss, so that we know what's happening and how we can support you. If you don’t feel like you can
speak to your manager, we have an Employee Assistance Programme (EAP) You can contact the
EAP 24 hours a day on
If you have been affected as a family member (as a grandparent for example) and need time off to
support your loved one, please refer to our Emergency Leave section of this Handbook.
IVF and Fertility
We understand that you may have unique challenges if you experience both pregnancy loss and
infertility. This policy applies if pregnancy loss occurs after you or your partner have had fertility
treatment from the point of embryo transfer onwards.
Medical Appointments and Support
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We encourage you to speak to a GP if you have experienced pregnancy loss. It is likely you may
need time away from work to attend medical appointments (or to support your partner) and that it
may be challenging to arrange appointments around working hours. We will support you to take a
time off to attend appointments and ask that you inform your manager in reasonable time.
All employees and their families can access GP support 24 hours a day through our Smart Health
virtual GP service. Smart Health provides virtual health services from 24/7 GP appointments to
second medical opinions and proactive health guidance. Smart Health is completely confiden tial
and nobody at the Fujitsu will be provided with access to any information you share. For more
information on how to access, visit our Wellbeing Portal.
Confidentiality
If you tell your manager about your own experience or your partners pregnancy loss, they'll keep
this confidential and won't share this information unless you say it's okay — except if we've got
serious concerns for your safety or that of others.
Counselling
You can access free, professional and confidential counselling 24 hours a day through our .
Employee Assistance Programme (EAP). You can access this is via the mobile app or if you prefer
you can call them on
If you would prefer to speak to someone who is specially trained in the kind of pregnancy loss you
have experienced, you can contact one of the specialist organisations listed at the end of this
policy.
Returning to Work
Returning to work after pregnancy loss can be extremely challenging. There might be reasonable
adjustments we can make at work to help you cope if you find things difficult. These are likely to
be temporary changes while you adjust to coming back to work.
We encourage you to have an ongoing discussion with your line manager about the support you
might need. Your manager may do a risk assessment to understand more about how your
experience might affect you at work and discuss any adjustments. The reasonable adjustments we
can make will depend on your circumstances, but the types of changes that might help could be:
Changing your start time if you're experiencing disturbed sleep
Providing more breaks
Adjusting start and finish times
Adopting Hybrid Working, if you have a suitable role
Making sure you've got easy access to toilet facilities
Turning your camera off when on video calls
Further support
Remember we have an Employee Assistance Programme (EAP) who can provide colleagues with
support. It's independent and totally confidential.
There are lots of charities and other specialist support groups who offer information and support
about pregnancy loss. Here are some that you might find helpful:
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e The Miscarriage Association - an organisation which offers support and information for
those affected by miscarriage, ectopic or molar pregnancy as well as signposting for
counselling services.
¢ Petals - provides specialist support and counselling after pregnancy loss
¢ Tommy's - a charity that funds research into pregnancy problems and provides information
for parents-to-be.
e SANDS can offer you support if your baby dies during pregnancy or after birth.
e ARC a national charity offering parents support through antenatal screening and its
consequences, including bereavement.
e Abortion Talk - a new charity offering people the chance to talk about abortion in a non-
judgmental and supportive environment.
e The Fertility Network - a charity offering resources and support for those affected by
fertility issues
e The Ectopic Pregnancy Trust - supporting people with early pregnancy complications
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9.On the Road
Travel and Expenses
We support a flexible way of working which we call Work Your Way. Using of our company
authorised communication tools and the 6Cs, to guide your decision of whether to come into the
office or travel for a face-to-face meeting, enables you in achieving a work-life balance and
support our environmental sustainability target.
Where there is a necessity to travel or stay away from home due to a work activity, you are
expected to always act in Fujitsu's best interests. You will be reimbursed your expenses, which
comply with this policy and all relevant legislation.
Contingent workers incurring expenses on behalf of Fujitsu must adhere to this policy although
make any expense claims via their own company payroll/staffing agency.
What you need to know
« All travel must be pre-approved by your line manager or project manager, as appropriate
«You can only claim expenses when it directly relates to work
« You must submit expense claims accurately online within 30 days
« Alltravel, overnight stays, and parking costs to your normal place of work is entirely at your
own expense
= You must raise an AskHR call if you regularly travel to the same location for more than 2 days
a week over a 18 month period, as this may create a secondary place of work for tax purposes
* Our Expenses Team aim to review each submitted claim within 7 days and let you know if
they have been approved or rejected
«Claims will be rejected if they are not evidenced with an itemised receipt (with VAT where
appropriate)
« ACredit / Debit Card receipt is not acceptable as evidence to support an expense claim
«You must not profit from any expense claim made
Travel
Our UK& Travel & Expenses Portal is the best place to find all the information you need relating to
business travel including expenses systems access. Use of the approved Online Booking Tool,
Cytric, and/or our Travel Management Company (CTM) is mandatory, as this provides us with the
ability to communicate with you in the case of a travel advisory or emergency. For travel booking
to high risk destinations please refer to this quidance.
Safety and security are paramount to Fujitsu and particularly so when travelling. There are relevant
considerations when making travel decisions, such as the location of a hotel or a mode of
transport. If in doubt, you should take the safer alternative - see the Health and Safety Portal for
more information on traveling safely.
All travel must be pre-approved. You will not be issued a ticket without travel authorisa tion.
To reduce costs, you should utilise:
* The mandatory Online Booking Tool for all simple one way or round trip travel reservations
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« A Fujitsu corporate travel and expense card; frequent travellers are strongly encouraged to
apply for a Fujitsu corporate credit card to avoid using your own funds for regular business
travel expenses. You can find out more about our corporate credit cards here
Flights
You must book your flight using the Online Booking Tool, or for complex journeys use the
approved Travel Management Company, in the lowest economy class airfare, avoiding restricted
and non-refundable fares. First class fares are strictly prohibited under all circumstances.
For international travel, you can book a Premium Economy flight based on the following criteria:
* Flight segments of at least 8 hours in duration
* Total duration of return flight duration of 16 hours
«If you are travelling with a customer
«There are pre-approved medical exceptions
Advance Ticket Purchases
To secure the most favourable pricing you should book as early as possible, taking into
consideration cancellation options.
Airline Baggage Fees
One checked piece of baggage to the airline maximum weight restriction will be reimbursed.
Excess baggage fees are your responsibility.
Aircraft Wi-Fi
Aircraft Wi-Fi is reimbursable subject to manager approval.
Frequent Flyer Programmes, Denied Boarding and Other Airline Promotions
You may accrue promotional benefits such as air miles or frequent flyer benefits for your own
personal use; however, the availability of such benefits must not influence your choice of airline or
flight.
Mileage and free tickets offered by the airlines through frequent flyer programmes are the
property of the person travelling. Any upgrades made through the use of any frequent flyer
programme must be requested and arranged by you. Costs associated with the upgrades are to
be paid by you and will not be reimbursed by Fujitsu.
Proper management, point validation and discrepancy resolutions to frequent flyer
programme/promotions are your sole responsibility.
You must not volunteer for denied boarding compensation.
You must not seek to benefit personally from financial compensation awarded for delayed or
cancelled flights. You may accept vouchers, arrangements for refreshments, meals and
accommodation during a disrupted journey.
Taxis
The use of taxis is not permitted, where it is safe and practical to use public transport.
The reimbursement of taxi fares may be claimed in following exceptional circumstances:
« No suitable public transport is available
= Two or more are travelling together and the cost is split resulting in greater value for money
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«The need to carry heavy or large items, with prior approval from your line manager and only
where the costs are incurred on a qualifying business journey, such as a journey to a
temporary workplace
Car
Business mileage claims can only be made by those using their private vehicle for business travel
and do not have a reimbursable fuel card.
The business mileage claim rates are different for those using a private vehicle to those with a car
allowance. For those who receive a car allowance, in lieu of a company car, mileage rates are
based on your Car Category Allowance Rate. You can find information on Mileage Rates, including
the rates for EVs, within our Cars and Driving Portal. If you drive an electric vehicle, you will need to
claim any business miles driven through the Company's expense system.
Mileage cannot be claimed for travel between home and your normal place of work. You can claim
mileage if you are travelling from home to another location, be it another Fujitsu location or
customer site, unless that location is within 5 miles of your contractual location.
Car Sharing
Car sharing is encouraged where possible when on business travel. A passenger payment of 5p
per mile per passenger can be claimed by the car driver for business miles which excludes the
normal commute. The passenger must work for Fujitsu and their name, business miles and total
claim value must be stated on the expense claim.
Bike
You can claim 20p per mile if using your bike for business travel.
Rail
Travel should be booked in advance through the Fujitsu online travel tool. To secure the most
favourable pricing you should book as early as possible.
All train bookings should be Standard Class or the Economy equivalent. However, where First Class
or equivalent travel is the same cost or cheaper than Standard or Economy Class or is required to
accommodate disability or accessibility needs (where Standard Class or Economy equivalent
facilities do not meet this), this can be booked. You will need to provide evidence of comparative
pricing with your expense claim.
In some cases, it may be beneficial for you to purchase a railcard which offer discounts for travel
across the UK. Railcards offering these concessions are the Young Persons Railcard, Disabled
Persons Railcard, Senior Railcard and the Network Railcard for travel in South East England. The
cost of railcards can be claimed via a Taxable Claim form, accompanied by a receipt. You can find
more information on this process in our Railcards Information Sheet.
Ferries/Boats
When necessary and cost effective, ferries and boats may be used as a means of business
transportation.
Eurotunnel and Ferry reservations are unable to be made via the Fujitsu Online Booking Tool,
instead these must be booked offline using a Travel Approval Form (TAF) found in the Fujitsu
Offline Travel Policy.
Car Hire
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If you do not have a company owned vehicle or are not in receipt of a cash allowance, you must
first try to borrow a company car or pool car from your manager or a colleague. If this is not
feasible, a vehicle may be hired using the Fujitsu Online booking tool, or in case of complex
bookings please contact the Travel Management company (CTM).
In order to minimise our costs cars must only be hired as a last resort.
You must not hire a vehicle through Europcar for problems with your company owned vehicle. This
must be arranged via the relevant leasing company.
Parking
Car parking fees incurred as part of a business journey are reclaimable. If visiting a Fujitsu site, you
should seek on-site parking before incurring third party costs. Where possible, expense claims for
parking fees should be supported by receipts.
You should always use the most economic parking when parking at airports.
Other Travel Guidance
Group Travel
Our policy on group travel, which is aligned to Fujitsu's insurance policy governs some restrictions
on group travel.
When group travel is necessary for business purposes, you must adhere to the following
guidelines:
* No more than 4 direct reports to either the CEO, MD or their equivalent should travel
together regardless of the mode of transport
« Teams with specialist skills should not travel together, regardless of how many members are
in the team
«There is a limit of 10 people travelling together over a long distance or overseas in the same
vehicle or mode of transport (plane, ferry, train etc.).
Regular Commute to a Site/Location
Your normal place of work is determined by your contract of employment and you should be
mindful of regularly travelling to another place of work. There is a personal tax liability if you claim
commuting expenses to a regular place of work (2 days or more a week) for an on-going period
irrespective of your contractual normal place of work. If you are working in this way for a period of
18 months, please contact AskHR and your manager.
Passport, Visa and Immunisation Requirements
You must have appropriate documentation for travel prior to requesting approval for business
travel. It is your responsibility to ensure your passport is current and has sufficient validity if
international business travel is required in your role.
Fujitsu will reimburse visa, immunisation and related processing fees, related to business travel
requirement. Prior to travel, you are responsible to check your passport, visa and immunisation
requirements via the Travel Management Company.
Security
Fujitsu staff who have access to sensitive Government information, arguably face a higher level of
security risk when travelling. Foreign intelligence services are active against Government interests
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all over the world and not just in their own country. Please read the Ask Security Knowledge -
Advice regarding travel for employees working on Government contracts
Attention is drawn to Fujitsu's Acceptable Use Policy (AUP) that private travel to foreign countries
should not occur without the necessary consent and approval (DNS employees should reference
their own process).
International Travel
You can find guidance information regarding the health, safety and security risks associated with
any business travel abroad on our International Business Traveller Employee Guidance Within this
page is an International Business Travel Employee Handbook which sets out your responsibilities
as an international traveller as well as provide you with information in the event of encountering
any issues whilst you are abroad.
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Expenses
All expenses should be made through our expenses system Concur.
Meals and Incidentals
Meals and Incidentals will be reimbursed in accordance with the table found below in Appendix 1
- Reimbursable Expenses. You are not entitled to claim reimbursement for lunch unless you are
entertaining clients or taking part in an “event” (i.e., team building event) that has grandparent
manager approval.
Lodging and Accommodation
Hotel and B&B reservations must be made through the Fujitsu Online Booking Tool, or Travel
Management Company if not visible using the Tool. In the event of budget accommodation not
being available via the online booking tool, please call the Travel Management Company to make
the reservation. You cannot expense overnight hotel accommodation near your contractual base
location.
Hotel Cancellations, Guarantees, Late Arrivals
Hotel reservations, if made via the preferred method are guaranteed for late arrival. If travel plans
change, it is your responsibility to use the Online Booking Tool first or contact the Travel
Management Company if you need to cancel reservation a reservation at short notice. Any
changes should be made according to the hotel’s cancellation policy to avoid ‘no-show’ charges.
Unless there is an urgent or compelling business reason for cancelling reservations after the
expiration of the cancellation deadline, any fee that may be charged is your responsibility and is
not a reimbursable expense. Reimbursement will be at the discretion of the approving manager.
Settling Hotel Bills
When paying your hotel bill ensure you obtain an itemised invoice (with VAT where appropriate)
on departure (or arrival if settled on arrival).
Wi-Fi/Internet Fees
Fujitsu preferred hotels will generally include complimentary Wi-Fi as standard. Should a hotel
rate not include Wi-Fi, you should refer to the Use of Mobiles as Data Hotspots quidance.
If a paid internet connection is the only available option, the cost must be pre-approved by your
line manager prior to submitting an expense claim.
Staying with Friends
Where you are able to stay with friends, or able to make some other arrangement for
accommodation, an allowance can be claimed of £45.00 per night via our expenses system. As
HMRC require that the allowance is subject to tax and national insurance contributions, you will
receive a grossed-up payment via payroll which will ensure a net amount of £45 per night is paid.
This amount will also be shown on your payslip.
As the allowance is a taxable benefit, claims must be made on Staying with Friends (Taxable Claim)
Meals can NOT be claimed separately as an expense. The allowance of £45.00, per night, is
intended to cover the cost of both food and accommodation whilst staying with friends.
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This is particularly cost effective for Fujitsu and should be used wherever possible.
Business Entertainment
Business Entertainment is defined as but not limited to, sporting events, theatres, meals, etc.
These expenses are reimbursable if they are directly related to conducting Fujitsu's business, are
directly preceding or following a business discussion, or are necessary to accomplish some useful
purpose connected with Fujitsu business.
The Entertainment Costs Reporting Guidelines provides more information including what
expenses should be included in the Client Entertaining category. Any costs associated with your
attendance at a business entertainment function should be preapproved by a grandparent
manager and included in the Business Entertainment category unless the exceptions mentioned in
Section 4 of the Entertainment Costs Reporting Guidelines apply.
Excessively expensive meals, alcohol charges and entertainment that can be perceived as
extravagant and unnecessary should be avoided and are subject to grandparent manager
approval.
The most senior person in attendance must pay the bill when more than one Fujitsu colleague
attends. Names of those in attendance must be entered into the expense reporting system.
Gifts, Hospitality, and other contributions
It is important that you are familiar with, and follow our compliance process on gifts, hospitality
and other contributions not only to protect Fujitsu's values and reputation but also to ensure we all
act in accordance with external rules and regulations. You can find guidance and FAQs on our GHC
Portal. You should for register and obtain approval for all significant GHC activities in the GHC.
Register, which replaces the GHC Disclosure System. Also refer to the UK&l Gifts and Hospitality
Sub-Master Policy.
Employee Entertainment, including personal gifts and prizes
All employee entertainment, including team building events must be pre -approved by a
grandparent manager, specifying dates, event type, justification and cost. The most senior person
in attendance at an event must be the person responsible for paying the bill and claiming back the
cost. The cost prizes to be awarded, for example at team events, cannot be claimed via expenses.
Gifts to people employed by Fujitsu are limited to a maximum of £50 and only in the following
instances:
= Bereavement
« — Significant illness
Must have approval from a grandparent manager.
You cannot claim for gifts for a new parent. Managers should request a company gift bundle via
AskHR.
As with Business Entertainment, there is more information on Employee Entertainment in the
Fujitsu UK Expense Entertainment Costs Reporting Guidelines
Other Expenses
Communications
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You are expected to avoid excessive telephone charges and utilise the lowest cost method of
communication available i.e., maximising the use of the Fujitsu office connections for networking
and phone calls, toll-free numbers, low-cost Wi-Fi etc.
Business Travel Accompanied by Spouse/Partner
Fujitsu will not reimburse expenses for your spouse or partner whilst on a business trip and Fujitsu
travel insurance coverage will not be provided.
Combining Business and Personal Travel
Fujitsu resources are in no way to be used to fund personal travel. You may extend a business trip
to accommodate personal travel, but only if the personal travel is entirely incidental to the
business trip. In these circumstances, you must meet all additional costs relating to the ‘personal’
element of the trip. This includes the difference in costs if the actual arrangemen ts (such as flights)
are more expensive than the arrangements that would have been appropriate based on the
business aspect of the trip. You may not use any cost savings to contribute towards personal travel
if your actual travel arrangements are cheaper than those that would have been appropriate
based on the business aspect of the trip (this includes if you downgrade tickets).
General Purchases
Purchases of supplies or services not associated with travel are not generally permitted.
Exceptions must be pre-approved by your line manager or project manager, where appropriate.
Purchases of technology such as laptops, tablets, software, mobile phones, accessories, etc. will
not be reimbursed to you through the Fujitsu expense process. Go to My IT to order IT equipment.
Hotel Loyalty or Reward Programmes
You may participate in and retain hotel programme benefits for personal use. Programme
participation must not influence hotel selection outside of the Fujitsu preferred programme.
Fujitsu will not reimburse membership fees or other expenses incurred in these programmes.
Proper management, recording and resolution of discrepancies are your sole responsibility, not of
the approved Travel Management Company. You may choose to use these personal incentives for
business travel but will not be compensated by Fujitsu for use of those incentives.
Insurance and Medical Emergencies
Travel Insurance
Fujitsu provides global travel insurance coverage for you when travelling on company business.
The Global FSH Travel Policy covers 24/7, 365 days worldwide coverage for our people based in
the UK (as well as Ireland, France, Denmark, Estonia, TDS Germany, Luxembourg, USA and
Norway).
Fujitsu do not provide insurance for personal holidays etc.; however, you have the option to
purchase this in Your Choices.
Lost or Damaged Baggage
Checked in baggage that is lost or damaged by the airline is not covered under our travel
insurance policy. In the first instance you should make a claim against the carriers. If this is not
successful you must supply evidence that the carriers are not willing to reimburse the costs. You
can then make a claim through the expenses system attaching the appropriate receipts.
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Loss of Company Property
If you experience a loss or damage to Fujitsu property while travelling, report it to officials at the
location where the loss has occurred, the local police and Ask Security as soon as possible.
Medical Emergency Expenses
Medical expenses incurred while travelling on business may be eligible for reimbursement via your
medical plan or business travel insurance. Consult the AskHR for guidance.
Resources and Guidance
Expenses Policy Guidance and Best Practice
UK&l Travel & Expense Portal
Cytric Travel Booking System
Personal Dashboard (cytric.net)
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Appendix 1 - Reimbursable Expenses
Limit inclusive of
VAT
Breakfast Up to a maximum
£12.00
Lunch Not applicable
Evening Meal Up to amaximum of
£32.50 for restaurant
meals including a
drink (alchololic or
non-alcholoic)
Maximum £15.00 for
self-catered meal
Gratuity Additional maximum
10%
Snack Maximum £4.25
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Conditions of when and how claim can be made
Leaving home before 6.00am if normal start time is
8.00am or later.
After staying overnight at a hotel on a room only basis.
Not entitled to claim.
When on overnight business travel (except when
claiming the ‘staying with friends allowance’).
When your business travel exceeds a 4 hour duration
extending past 7.30pm (excludes shift work and Out of
Hours work where normal finishing times generally
extend beyond this time).
Where multiple Fujitsu colleagues are present it is
preferable for all attendees to pay separately for their
portion of the bill and receive individual receipt, with
VAT where appropriate. Please do not pay for Non-UK
Staff or contractors — as this cost will not be
reimbursable to you.
You can claim a lower amount when choosing to self-
cater from a supermarket. The amount must be
receipted and is inclusive of drinks. The purchased items
must be predominantly made up of food rather than
drinks.
An additional 10% can be claimed for gratuity when
consuming an evening meal in a restaurant. Gratuity
must be evidenced on receipt.
When business travel exceeds more than four
continuous hours and a meal is not claimed.
Not applicable to those who are visiting other Fujitsu
sites or customer locations as part of their day-to-day
work.
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Incidental Maximum £5.00 UK Minimal incidental expenses will be allowable on a
Overnight or £10.00 Overseas receipted actual cost basis to cover items suchas a
expenses per 24hr period telephone call home or to purchase a toiletry item that
has been forgotten for example. This also applies to
attendance at training courses.
This is not an automatic allowance. Only seek
reimbursement for costs incurred that are additional to
normal daily expenditure where you have an itemised
receipt.
If you are on secondment, you are not entitled to claim
incidental overnight expenses. You are eligible to claim
up to £15 for normal meals, separately. Please see
below. separately up to £15 for normal meals (see
below).
Laundry Generally not Laundry costs can only be claimed in exceptional
reimbursed but max. circumstances or when the hotel stay is unplanned and
6 times per trip there has been no opportunity to plan and pack
additional clothing.
Hotel Wi-Fi Use free Wi-Fi areas I Accommodation booked via our Online Travel Tool will
Costs or Use of Mobilesas generally include complimentary Wi-Fi as
Data Hotspots standard. Where complimentary Wi-Fi is not included in
guidance the hotel or B&B, and this is necessary, the cost must be
pre-approved by your line manager.
You should refer to the Use of Mobiles as Data Hotspots
guidance.
Gifts £50 max Gifts to people employed by Fujitsu are limited toa
maximum of £50 and only in the following instances:
* Bereavement
« — Significant illness
Must have approval from a grandparent manager.
You cannot claim for gifts for a new parent. Managers
should request a company gift bundle via AskHR.
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Appendix 2 - Non-Reimbursable Expenses
The following is a list of expenses that will not be reimbursed, including but not limited to:
Flights * Airline VIP club fees, dues or memberships
: Airline seat or class of service upgrades
« Customs violation fines due to content in luggage
: Headset rentals, in-flight movies, alcoholic drinks
» Registered traveller programmes such as CLEAR, Global Entry
= Cost of damaged or lost luggage or personal items
« VIP lounges or airport conference rooms
lefofelinne Naouceciieam = Hotel reservation no-show/cancellation charges
* Hotel room upgrades
» Car wash/Valet services
» Repairs, maintenance or insurance of personal vehicle
* Traffic or parking related fines, towing or court fees
* Travel to/from your home and normal work location
(commuting)
Corporate Card = Corporate card reward membership programme
» Finance charges, penalties on corporate cards
Other Travel «Excessive tips and/or where already included
= Personal air, car rental, travel and/or other personal trip
insurance
« Spouse/companion travel costs
« Theft or accidental loss of property, unless directed by
company insurer.
Personal = Contributions (Political party, Charity, etc.)
= Excessive personal calls
= Dependent care, babysitting, animal sitting fees
» Laundry (other than exceptional circumstances)
= Items of personal nature (clothing, shoes, newspapers, toiletries,
etc.)
» Personal entertainment or activities including but not limited to
in-room movies, sightseeing tours, green fees, spa charges
= Personal grooming (e.g., haircut, shave, shoe shine, etc.)
+ Theatre, films or other personal amusements
= Newspapers
= Software application fees
= Hardware expenses (e.g., laptops, tablets, printers)
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[Bstaesmetemeten tata » Refer to the Global Procurement Policy for additional details
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Driving on Company Business
You may be required to drive on company business, whether you are a company vehicle driver, a
driver using your own vehicle, or you are using a hire or pool vehicle. There are Vehicle Guidelines
available which provide information on driving on company business, as well as company vehicles
and car allowances.
You can also find our Driving and Occupational Road Risk Procedure and further safety information
on the Driving and Commuting. It is essential that everyone who drives on company business has
read and understood the policy and guidelines. This will ensure that we drive in a legal and safe
manner, using a road worthy vehicle.
Where we are providing a company vehicle, we strive to provide cost effective, quality vehicles
from reputable manufacturers. We are striving to continually reduce our impact on the
environment, so we also encourage all of our people to reduce their environmental impact by
using vehicles with progressively lower Carbon dioxide (CO2) emissions and higher miles per
gallon (mpg) rates in order to minimise our carbon footprint. From January 2023 our new Electric
Vehicle offer is available to all Company Car drivers.
Further Information on driving on company business visit C: id D
ing.
Loss or Damage to Personal Effects
Fujitsu will reimburse you if your personal property has been damaged or lost whilst y ou are
engaged on company business.
You should ensure that when items are left unattended, they are securely locked away. If you are
leaving items in a vehicle, these must be kept out of sight using the boot and ensuring that all
windows, doors and other access points are securely closed and locked.
Should you need to claim please read the Loss or Damage to Personal Effects Guidelines, as it
contains a checklist for what you need to do in the first instance. All claims should be made within
30 days of loss or damage via AskHR.
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10. Conduct and Grievance
Fujitsu is committed to the highest possible standards of openness, integrity and accountability
therefore we have many options available for you to raise any concern about behaviours or actions
that you have witnessed without the fear of victimisation, subsequent discrimination or
disadvantage which are summarized in How to raise concerns in Fujitsu.
Bullying and Harassment
Fujitsu believes that every individual has the right to be treated with respect and dignity and to
work in an environment which is free from bullying, harassment and victimisation. This will enable
employees to contribute more effectively to the success of Fujitsu and achieve higher levels o f
engagement and satisfaction.
The working environment is inclusive of all work related meetings and social events whether or not
they are held at a Fujitsu location or held beyond normal working hours.
Key Principles
This policy and the Bullying Harassment and Victimisation Guidelines define the various forms of
bullying, harassment and victimisation and makes it explicit that such behaviour will not be
tolerated. The Guidelines determine the standards of behaviour expected from all employees and
sets out the steps to be followed if any inappropriate behaviour is alleged and/or identified.
Employees Responsibilities
All employees should treat everyone they meet during the course of their work with respect and
dignity. Employees have a clear role to play in helping to create a culture at work in which
bullying, harassment and victimisation is unacceptable. In particular employees should ensure that
their conduct does not cause offence or misunderstanding to others. All employees have a
personal duty and a duty to their colleagues to alert the Company to instances of bullying,
harassment and victimisation.
It is the responsibility of all employees to comply with the policy and to behave in a respectful
manner towards others.
Managers Responsibilities
Managers are responsible for the promotion of the policy and the Global Business Standards
regarding discrimination and harassment, and in raising awareness among the employees they
manage. They should create a working environment in which bullying, harassment and
victimization is not tolerated.
Managers are expected to demonstrate exemplary personal behaviour and performance, be
proactive and encourage open communication and honesty, and be accessible to employees.
Managers must intervene to prevent inappropriate conduct. They are responsible for responding
positively and taking prompt action to stop bullying, harassment and victimization as soon as it is
identified.
Managers are expected to be responsive and supportive to any employee who complains about
bullying, harassment and victimization and ensure that confidentiality is maintained, unless there
are extenuating circumstances. The Manager and HR have the responsibility of ensuring that the
alleged perpetrator(s) is treated fairly whilst any investiga tion is carried out.
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Human Resources Responsibilities
HR Representatives are responsible for supporting all parties and for ensuring that the correct
process is followed when a complaint is made.
Where an employee does not wish to speak directly to the co mplainant or alleged perpetrator,
where asked, HR is responsible to act as a mediator to try and resolve the issue in conjunction with
the appropriate manager.
In addition, HR Representatives are responsible for ensuring that all parties are kept informed of
the progress of the complaint and for communicating details of any available support and
counselling services to employees.
Further Resources
Zero Tolerance Bullying Harassment Video
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Capability
Fujitsu requires that its employees adhere to certain standards of performance and attendance at
all times. In order to make sure that these levels of overall capability are maintained, it is necessary
for a process to be defined to ensure consistency of application and treatment o f individuals.
Fujitsu recognises the importance of dealing with capability matters by following a professional
and fair approach that meets the standard set out in legislative requirements and the
requirements of ACAS.
Introduction
This document shows the steps to be followed if the standards of work, performance, attendance
or overall capability of an employee fall below the required Company standards. They provide
consistency of support and guidance for employees who require improvement.
If the main issue is that conduct has fallen below the Company standards, the Conduct Policy must
be followed.
Employees Responsibilities
Attendance - All employees are expected to attend work regularly and punctually and to follow
required reporting procedures in the event of illness or other unplanned absence.
Performance - All employees are required to carry out their roles to the required standards and to
raise any issues which may hinder their performance or capability.
Managers Responsibilities
Managers are expected to manage performance in line with our performance management
system. Managers are also responsible for promptly identifying and managing situations where
standards of performance or overall capability may have fallen below the required level.
Managers must consider the impact to the employee on any required work related changes and
discuss any potential hurdles or reasonable adjustments that may be required as a result b efore
the change takes place.
Managers are expected to proactively address incidents of irregular or poor attendance, whether
due to ill health or other reasons. Unauthorised absence and persistent lateness should be dealt
with under the Conduct Policy as a disciplinary matter.
Human Resources Responsibilities
In the event of irregular or long-term absence due to ill health, managers must seek advice from
HR and Occupational Health. Where employees have disabilities that are causing absence, all
appropriate adjustments to the working environment or work itself should be consider ed - further
details are available from HR or Occupational Health.
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Key Principles
« Managing for effective performance and maximum attendance is a key management
responsibility. Managers must ensure that the required objectives, responsibilities and
attendance patterns are defined clearly and fairly. They must be communicated effectively
to all employees to ensure understanding and the consequences of not meeting the
requirements.
« Action plans to address performance which falls below requirements must be managed
within the framework and principles of our performance management system. This will
include giving people the opportunity to improve, within reasonable timescales, through the
setting and review of specific short-term objectives together with the provision of
appropriate training and support.
* Performance or attendance that is below required levels will be dealt with promptly as it
occurs. Action within the process outlined below, involving formal warnings, should be seen
very much as a last resort and should only be implemented after an appropriate period of
support, coaching and guidance has passed without an improvement in behaviour.
«The nature of shortfalls in performance and/or attendance must be clearly communicated to
individuals. Individuals must be given the opportunity to state their views and reasons for the
shortfalls before any decisions affecting them are made.
«If the circumstances warrant it, lower levels of warnings can be bypassed and the appropriate
level warning given. However, unless there are exceptional circumstances, the issue of a
formal warning should not be the first time employees learn of a problem. The focus at all
stages must be on supportive management action and clear definition of requirements to
help employees as much as possible to understand and achieve required standards within a
reasonable timescale.
= Where the employee is on pro-longed absence for underlying ill-health reasons it will not be
appropriate to go through all the levels of warnings. The line manager will have been
maintaining contact with the employee and consultation with the employee will have taken
place regarding medical prognosis, suitable alternative employment (if appropriate) and
reasonable adjustments. The employee will receive notification in advance as to when the
Company will be considering terminating employment.
* HR advice should be sought at each part of the procedure. HR representatives will not
necessarily be present at the hearings. When an HR representative is not present, the
manager will manage the process and make a recommendation for the outcome. Where the
recommendation is a final written warning or dismissal, the hearing must be adjourned in
order for an HR Manager to review the case. The meeting will then be re-convened and
continue as normal.
Where appropriate, disciplinary action for combined conduct and capability issues will be held
jointly, i.e. including issues of conduct, performance, attendance or overall conduct / capability
(see Conduct Policy).
«The services of HR, Occupational Health and the Employee Assistance Programme should be
offered whenever appropriate
«Any evidence will be made available to employees in advance of the capability review
meeting
Informal Action
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If standards of performance and/or attendance fall below those required, this should be addressed
promptly and supportively during a reasonable and defined monitoring period. Managers may
provide any of the following:
« Guidance
= Counselling
= Coaching
«= Reasonable short-term measurable objectives
* Provision of any training or development identified as necessary to help the employee reach
the identified standards
Short-term measurable objectives should be confirmed in writing in a Performance Improvement
Plan form, available via AskHR > Case Management.
It must be made explicit to the individual that, if standards do not improve within the monitoring
period, formal action will be taken.
Capability Review Hearing
Notification of the Disciplinary Hearing
Employees will be given a minimum of 2 working days (48 hours) notice of a capability review
hearing. This date can be delayed by up to 5 working days where the employee's companion is
unable to make the proposed date. See section on Accompaniment below.
The letter advising employees of the capability review hearing will contain the following
information:
«The reason for the capability review hearing
« The possible outcome/s of the capability review hearing
«The time, date and venue of the capability review hearing
* Who will be present at the capability review hearing
= Evidence (see below)
« Acopy of the Capability Policy
« Details of who can accompany employees at the capability review hearing (see section on
Accompaniment below)
Evidence
Any documented evidence should be made available to employees in advance of the capability
review hearing. Any new evidence that becomes available after the hearing has been arranged
should be provided to the employee 48 hours before the hearing. This may involve re -arranging
the hearing.
Accompaniment
An employee may be accompanied at a capability review hearing by one of the following:
« A friend or colleague who is employed by Fujitsu (see also section on Disability below)
= Atrade union representative
« An official employed by a trade union
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Union representatives are required to have union certification or have received training on how to
act as a companion. Alternatively, they can be a full time official of the union.
The companion may confer with the employee during the meeting and in addition may address
the capability review hearing to do any or all of the following:
= Put the employee's case
= Sum up that case
* Respond on the employee's behalf to any view expressed at the meeting
The companion is not permitted to answer questions on behalf of the employee, address the
hearing if the employee indicates that he/she does not wish their companion to do so, or prevent
the employee from explaining his/her case or any other person at the hearing from making their
contribution to it.
Disability
A disability is a mental or physical impairment that has a substantial and long -term negative effect
on an employee's ability to carry out their daily activities.
Where an individual's capability is reduced because of a disability, Fujitsu understands i ts
responsibility to carefully evaluate situations and make reasonable adjustments before taking
action potentially leading to dismissal.
The capability process (informal or formal process) must not disadvantage employees with a
disability. Reasonable adjustments should be made to ensure that employees have sufficient
support to enable them to participate at the same level as those without a disability. Some
examples of adjustments that can be made are:
« A friend or guardian can be present at a disciplinary hearing to provide support
« In the case of speech difficulties/learning disabilities (i.e., dyslexia) the person accompanying
the employee to the disciplinary hearing can speak on their behalf
«Ifa learning difficulty / sight or hearing defect would affect the understanding of a written
letter it will be necessary for the author to explain all written documents
«The location of the meeting must have access for a wheelchair if appropriate
* Regular breaks during the disciplinary hearing if required
Long Term Illness
Where an employee is absent due to long term illness the same reasonable adjustments will apply
as above.
New Allegations/Evidence
A capability review hearing should not consider any capability issues about employees other than
those set out in the invitation to the capability review hearing. However, occasionally, further
capability issues occur, or become known, after the invitation to the capability review hearing has
been issued. In such circumstances, the new issues or evidence of these issu es can be introduced
to the hearing, as long as the employee has been notified of the issues or received the new
evidence 48 hours in advance of the hearing.
The Hearing
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The purpose of the capability review hearing is to consider all the facts, to enable e mployees to
put forward an explanation or mitigating circumstances for the capability issues and to apply an
appropriate sanction if necessary.
Where possible, the capability review hearing will take the following format:
« An explanation to the employee as to why the meeting is taking place and its purpose
« An introduction of all those present
« Acheck that both parties have all evidence
«The capability issues should be presented first
« The employee's case should then be presented
«The capability review manager should question the employee
« The employee should be allowed to question the managers and any witnesses
« Both parties throughout the meeting will ask questions for clarity
«= Adjournment
Audio recordings of capability review hearings are not permitted as they can affect the natural
flow of the meeting. If there are special reasons why it is necessary for the hearing to be recorded
it must be agreed with both parties prior to the disciplinary hearing.
Adjournment
There may be short breaks during the hearing or adjournments for a variety of different reasons.
After the capability review hearing it is important to adjourn the meeting to allow time for the
manager to weigh up the evidence and seek additional advice if appropriate, in order to make a
balanced judgment.
Decision
When deciding whether a formal warning is appropriate, the capability review manager will
consider the following factors:
« The nature of the capability
* Any disabilities and reasonable adjustments
« Any precedents
« The employee's general employment record and career history
* The employee's length of service
«Any explanation put forward by the employee
«Any special circumstances which might make it appropriate to adjust the severity of the
penalty.
Once the meeting has been reconvened, the manager will either:
«Announce the decision and the reasons behind it and confirm it in writing within 5 working
days
or
«Announce that a decision will be sent in writing if it is not appropriate to give a decision on
the day of the capability review hearing
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This does not preclude a capability review hearing being adjourned for further investigation and
then
reconvened.
Sanctions
Where it is necessary to involve formal warnings, the sanctions below may be applied after an
appropriate hearing. Failure to maintain acceptable standards of work, attendance, performance
or overall capability can lead to dismissal if necessary improvements are not made.
Level 1 - Written Warning
If standards of work, performance, attendance and/or overall capability have not improved to a
satisfactory level or have deteriorated during the monitoring period, the manager may issue a
written warning. Employees should be warned that failure to achieve and maintain a sufficient
improvement during the agreed monitoring period will lead to further formal action. Appropriate
guidance and support should continue to be offered and employees must be advised of their right
to appeal. Employees should be made aware that a lack of improvement will lead to further
sanctions including dismissal.
Level 2 - Final Written Warning
If, following a written warning, standards of work, performance, attendance and/or overall
capability have not improved to a satisfactory level or have deteriorated during the monitoring
period, the manager may issue a final written warning. Employees should be warned that failure to
achieve and maintain a sufficient improvement during the agreed monitoring period will lead to
further formal action. Deterioration during the monitoring period could lead the manager to
reduce the length of the monitoring period. Appropriate guidance and support should continue
to be offered and employees must be advised of their right to appeal. Employees should be made
aware that a lack of improvement will lead to dismissal.
Level 3 - Dismissal
If, following a final written warning, standards of work, performance, attendance and/or overall
capability have not improved to a satisfactory level or have deteriorated during the monitoring
period; notice of dismissal on the grounds of capability will be issued to the employee by the
manager. At the review meeting, dismissal will be communicated to the employee and confirmed
in writing with a summary of reasons within 5 working days. Employees must be advised of their
right to appeal. The decision to dismiss on the grounds of capability will be made by the
employee's immediate manager who will be supported by the HR Manager.
Termination of employment will normally be with contractual notice and the Company reserves
the right to substitute pay in lieu of notice. Employees may be required to work all or part of the
notice period, and to take any outstanding paid holiday entitlement during that period.
There may be exceptional circumstances when the manager may explore alternatives to dismissal,
if appropriate, in consultation with HR.
Monitoring Period
At all stages, a realistic timescale for review should be set within which specific improvements are
expected. In most cases this will be between one and three months at each stage of the process,
depending on the individual circumstances and rate of improvement. Required standards should
be provided in writing and be clearly explained. Remedial help should be offered, e.g., appropriate
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training / development, coaching, counselling, and use of the services offered by Occupational
Health, HR, and the Employee Assistance Programme if appropriate.
Records of Warnings
Copies of warnings will be recorded on the HR Database and kept in the employees personnel file
along with any evidence. First written warnings will normally expire after 6 months and final
written warnings will normally expire after 12 months. Warnings will normally be disregarded for
progressive purposes after this time has elapsed, subject to satisfactory performance, work,
attendance and/or overall capability during that time. However, there are occasions where the
issues are repetitive that, although not warranting dismissal, it cannot realistically be disregarded
for progressive purposes. In such circumstances a final written warning can never be ignored and
any recurrence is likely to lead to dismissal. Employees will be informed at the time of the
decision if the warning is to remain on their file indefinitely.
Appeals
Employees wishing to appeal against a warning or dismissal for poor performance, attendance, or
overall capability must inform the person who made the decision, in writing, within 5 working days
of receipt of the letter informing them of the decision. The letter must state the reasons for the
appeal and the Company reserves the right to reject any appeal that does not state the reasons.
The appeal will be heard as soon as possible by a more senior manager and an HR person who
have not been previously involved in the decision. The result will be communicated within 5
working days of the appeal hearing and the decision will be final. The manager hearing the appeal
has the power to ratify or overturn the earlier decision, substitute a lesser penalty, and/or make
recommendations for any remedial management action required. Employees will be given the
opportunity to comment on any new evidence during the appeal hearing before any decision is
taken.
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Conduct
This Conduct Policy provides a framework within which managers can work with employees to
maintain satisfactory standards of conduct and encourage improvement where necessary.
Fujitsu recognises the importance of dealing with conduct matters by following a professional and
fair approach that meets the standard set out in legislative requirements and the ACAS and LRA
Code of Practice on disciplinary matters. The policy does not form part of any employee's contract
of employment and may be amended at any time.
The Conduct Policy is used to deal with misconduct and does not apply to cases involving genuine
sickness or poor performance, in which case the Capability Policy must be followed.
Key Principles
« It is our policy to ensure that any disciplinary matter is dealt with fairly and that steps are
taken to establish the facts and to give employees the opportunity to respond before taking
any formal action.
« All the elements that make up the disciplinary process (see below) will be followed in formal
disciplinary situations. However, if the conduct is serious eno ugh to warrant it, the lower level
warning sanctions can be bypassed and the appropriate level warning given.
« Where an employee already has an un-expired disciplinary warning for conduct, then any
further offences relating to conduct, irrespective of the similarity or variance to the earlier
warnings, will be dealt with at the next appropriate warning level.
« Where appropriate, disciplinary action for combined conduct and capability issues will be
held jointly, i.e., including issues of conduct, performance, attendance, or overall capability
(see the Capability Policy).
Informal Action
When informal action is required, the manager will promptly meet with the employee to discuss
the issues and how they should be addressed supportively. During a reasonable and defined
monitoring period the manager may provide any of the following:
« Guidance
= Counselling
«Coaching
« Reasonable short-term measurable objectives
«Provision of any training or development identified as necessary to help the employee reach
the identified standards
Short-term measurable objectives should be confirmed in writing in a Performance Improvement
Plan form, available from the HR Case Management Team. It must be made explicit to the
individual that, if standards do not improve within the monitoring period, formal action will be
taken.
Formal Disciplinary Process
There are a number of elements that make up the disciplinary process. These are:
«Investigation
* Disciplinary Hearing
* Adjournment
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«Decision
= Appeal Process
Confidentially
Our aim is to deal with disciplinary matters sensitively and with due respect for the privacy of any
individuals involved. All employees must treat as confidential any information communicated to
them in connection with an investigation or disciplinary matter.
Employees must not make electronic recordings of any meetings or hearings conducted under this
procedure.
Employees will normally be told the names of any witnesses whose evidence is relevant to
disciplinary proceedings, unless we believe that a witness's identity should remain confidential.
Investigation
The purpose of an investigation is for us to establish a fair and balanced view of the facts.
Disciplinary action will not be taken until the matter has been fully investigated. If, following
preliminary investigations, it is not necessary to instigate formal disciplinary action, the matter will
be closed.
In more complex cases a different person to the hearing manager may be asked to gather the
facts and present this to the hearing manager.
Employees may be suspended from work on full pay pending an investigation into any disciplinary
matters. Suspension with pay pending a disciplinary decision will only be used where strictly
necessary. This is not a disciplinary penalty and does not imply that any decision has already been
made about the allegations.
A letter will be provided explaining the suspension terms together with the reason for the
investigation, the likely length of the suspension and confirming that the suspension will be on full
pay.
Disciplinary Hearing
Notification of the Disciplinary Hearing
Following any investigation, if we consider there are grounds for disciplinary action, an employee
will be required to attend a disciplinary hearing. Employees will be given a minimum of 2 working
days (48 hours) notice of disciplinary hearings to enable them time to prepare.
If the employee's chosen companion is unavailable at the time originally proposed and will not be
available for more than five working days afterwards, we may ask the employee to choose
someone else.
A letter will be sent to the employee advising them of the date and time of the disciplinary
hearing, setting out the allegations and the basis for those allegations, and enclosing any evidence.
Employees must make every effort to attend the hearing, and failure to attend without good
reason may be treated as misconduct in itself. If an employee fails to attend without good reason
or is persistently unable to do so (for example for health reasons), we may have to take a decision
based on the available evidence.
Evidence
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All evidence should be made available to employees in advance of the disciplinary hearing. Copies
of the witness statements obtained during the investigation stage will usually be given to
employees if they are relevant to the allegations against them. There may be occasions where
they cannot be disclosed or it is appropriate to provide only a summary for reasons of
confidentiality.
Accompaniment
An employee may be accompanied at a disciplinary hearing by one of the following:
« A friend or colleague who is employed by Fujitsu (see also section on Disability below)
« Atrade union representative
« An official employed by a trade union
Union representatives are required to have union certification or have received training on how to
act as a companion. Alternatively they can be a full time official of the union.
The companion may confer with the employee during the meeting, and in addition may address
the hearing to do any or all of the following:
= Put the employee's case
= Sum up that case
» Respond on the employee's behalf to any view expressed at the meeting
The companion is not permitted to answer questions on behalf of the employee, address the
hearing if the employee indicates that he/she does not wish their companion to do so, or prevent
the employee from explaining his/her case or any other person at the hearing from making their
contribution to it.
Disability
Employees with a disability must not be disadvantaged by the conduct process. Reasonable
adjustments should be made to ensure that employees have sufficie nt support to enable them to
participate at the same level as those without a disability. Some examples of adjustments that can
be made are:
« A friend or guardian can be present at a disciplinary hearing to provide support
« In the case of speech difficulties/learning disabilities (i.e. dyslexia) the person accompanying
the employee to the disciplinary hearing can speak on their behalf
* Ifa learning difficulty / sight or hearing defect would affect the understanding of a written
letter it will be necessary for the author to explain all written documents (invitation to attend /
allegation / suspension letter / outcome etc.)
«The location of the meeting must have access for a wheelchair if appropriate
« Regular breaks during the disciplinary hearing if required
Long Term Illness
Where an employee is absent due to long term illness the same reasonable adjustments will apply
as above.
New Allegations
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A disciplinary hearing should not consider any allegations about employees other than those set
out in the invitation to the disciplinary hearing. However, occasionally, new allegations of further
similar offences occur, or become known, after the invitation to the disciplinary hearing has been
issued. In such circumstances, the new allegations can be introduce d to the disciplinary hearing, as
long as the employee has been notified of any new allegations and received the new evidence 48
hours before the hearing.
The Hearing
The purpose of the disciplinary hearing is to consider all the facts, to enable employees to put
forward an explanation or mitigating circumstances for the alleged breach of discipline and to
apply an appropriate sanction if necessary.
Audio recordings of disciplinary hearings are not permitted as they can affect the natural flow of
the meeting. If there are special reasons why it is necessary for the disciplinary hearing to be
recorded it must be agreed with both parties prior to the disciplinary hearing.
Adjournment
There may be short breaks during the hearing or adjournments for a variety of different reasons.
After the disciplinary hearing, it is important to adjourn the meeting to allow time for the manager
to weigh up the evidence and seek additional advice if appropriate, in order to make a balanced
judgment.
Decision
When deciding whether a disciplinary sanction is appropriate and what form it will take, the
manager hearing the disciplinary will consider the following factors:
«The nature of the breach of conduct
» Reasonable belief that the employee was responsible for the conduct
* Any precedents
« The employee's general employment record and career history
« The employee's length of service
«Any explanation put forward by the employee
= Any special circumstances which might make it appropriate to adjust the severity of the
penalty
« Whether the incident is restricted to the employee or whether other employees are involved
Sanctions
Where it is necessary to involve formal disciplinary action, the sanctions below may be applied
after appropriate investigation and a disciplinary hearing. Failure to maintain acceptable standards
of behaviour can lead to dismissal if necessary improvements are not made or if misconduct
recurs.
Level 1 - First Written Warning
This will be used in cases where there is a minor offence. This warning letter will be sent to the
employee and to HR for recording on the HR database and for placing on the employee's personal
file.
Level 2 - Final Written Warning
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If there is a failure to improve and conduct remains unsatisfactory, or if there is a further offence,
or if an offence is serious enough to warrant one written warning only, a final written warning will
be issued. The warning letter will be sent to the employee and to HR for recording on the HR
database and for placing on the employee's personal file.
Level 3 - Dismissal
Dismissal will normally only occur in cases of gross misconduct (in which case dismissal is without
notice or payment in lieu of notice) or where conduct is unsatisfactory and disciplinary action at
level 2 has already been invoked. A dismissal letter will be sent to the employee and a copy sent
to HR in order for the termination paperwork to be actioned.
Examples of other Sanctions:
Loss of pay in cases where employees have been absent without Leave
Notice Period:
With the exception of gross misconduct dismissals, normal contractual notice periods will be
observed (or a payment made in lieu of notice) in all dismissal cases.
Content of Warnings
Every warning will contain clear references to the following:
« Ashort description of the nature of the offence/breach of policy or procedure
«The action required by the employee to improve conduct
«The nature of the disciplinary sanction imposed
«The likely consequences of further offences of whatever kind
* The right of appeal and the details relating to any appeal
* The date when the warning will cease to be taken into account, and the date when it will be
removed from the employee's record
Appeal
Employees are entitled to appeal against the outcome. Appeals must be made in writing within 5
working days of receipt of the letter notifying the decision. The letter must state the reasons for
the appeal and the Company reserves the right to reject any appeal t hat does not state the
reasons.
The appeal will be heard as soon as possible by a more senior manager and an HR person who
have not been previously involved with the case. The result of this review will be communicated in
writing within 5 working days of the appeal meeting. The manager hearing the appeal has the
power to ratify or overturn the earlier decision, substitute a lesser penalty, and/or make
recommendations for any remedial management action required. Employees will be given the
opportunity to comment on any new evidence during the disciplinary appeal hearin g before any
decision is taken.
At the disciplinary appeal hearing, evidence may be given relating to allegations of further similar
offences occurring or becoming known after the invitation to the disciplinary appeal hearing, but
employees must be notified of these allegations in advance. Emp loyees can appeal against any
‘new evidence’ in writing within 5 working days of receipt of the outcome of the initial appeal
hearing.
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The rules regarding the right to be accompanied apply, as per the disciplinary hearing. See section
above entitled ‘Accompaniment’.
The Company can select appropriate managers and HR representatives to hear the appeal, rather
than necessarily following the line upwards from the immediate manager. For example, the appeal
manager could be from the same or a different department.
Records of Warning
Copies of warnings will be recorded on HR systems and kept in the employees personal file along
with any evidence. First written warnings will normally expire after 6 months and final written
warnings will normally expire after 12 months.
Warnings will normally be disregarded for disciplinary purposes after this time has elapsed, subject
to satisfactory conduct, performance and attendance during that time. However, there are
occasions where the misconduct is either repetitive or so s erious that, although not warranting
dismissal, it cannot realistically be disregarded for future disciplinary purposes. In such
circumstances a final written warning can never be ignored and any recurrence or any further
offence is likely to lead to dismissal. Employees will be informed at the time of the decision if the
warning is to remain on their file indefinitely.
Illegal Acts
If Fujitsu becomes aware of conduct on the part of one of its employees which could amount to a
criminal offence, then usually such conduct will be reported to the police for their own
investigation. The outcome of the police investigation will not necessarily be awaited before action
is taken as a result of Fujitsu's internal investigation and any disciplinary hearing(s) resulti ng from it.
Illegal acts outside work may result in disciplinary action up to and including dismissal where the
alleged offence is incompatible with the position and responsibilities held by the individual, and/or
where it may bring the reputation of Fujitsu into disrepute.
Example of Misconduct
Appendix 1 is a table setting out the levels of warning and actions required for each disciplinary
level.
Appendix 2 lists examples of the type of conduct that could lead to disciplinary action.
Appendix 3 lists examples of the type of conduct that constitutes gross misconduct and can lead
to summary dismissal.
These lists are not exhaustive and cannot cover all circumstances which may arise. Similarly, the
actions listed do not all automatically merit disciplinary sanction. There may be special/mitigating
circumstances, which the manager will listen to and investigate where necessary.
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Conduct Appendix 1 - Levels of Warning
Level ction Offence Management Responsibility Involveme
Required
Counselling/ — Minor Breach Investigate incident with
oo Discussion employee and deal with
2 informally, re-affirming/
6 explaining the standards
= required. This may be in the
form of a PIP
1 Written Further breach or Invite employee to attend No
Warning the seriousness of formal disciplinary hearing,
the breach with 48 hours’ notice and
warrants aformal opportunity to be
sanction accompanied as per the
guidelines. Right to appeal.
2 Final Written Failure to improve Invite employee to attend No
Warning further and formal disciplinary hearing,
conduct remains __ with 48 hours’ notice and
unsatisfactory OR opportunity to be
a more serious first I accompanied as per the
E offence guidelines. Right to appeal.
= 3 Dismissal Normally only As above plus must only be Yes
occurs in cases of made by manager with
gross misconduct dismissing authority with
or where conduct input from an HR Manager.
remains Provide the employee (within
unsatisfactory 5 working days of the
and disciplinary disciplinary hearing) written
action has already reasons for dismissal, the date
been invoked on which employment will
terminate, and details of the
right of appeal.
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Conduct Appendix 2 - Examples of Misconduct
Our policies and procedures are designed to enable the business to work effectively and provide
guidance to everyone working for Fujitsu as to the standards and behaviour required. These may
be amended from time to time and will be supplemented by more specific guidance where
necessary, e.g. health and safety and other local rules. The following list of examples of
misconduct is not exhaustive. Similar matters in kind or impact may also result in disciplinary action
up to and including dismissal.
Behaviour
«Failure to comply with a reasonable management request
= Abusive, objectionable or insulting behaviour
* Foul or abusive language
«Disorderly conduct
« Sleeping on the premises
« Unauthorised absence from place of work
* Displaying or circulating offensive material (see also the Bullying & Harassment Policy)
« Acts of discrimination, harassment, intimidation, victimisation or bullying
« Failure to improve after an informal meeting or Performance Improvement Plan
« Professional Negligence
* Academic misconduct
General Conduct at Work
* Allowing visitors on the premises without authorisation
« Unauthorised display of posters or removal of company posters
+ Unauthorised distribution of written or electronic material
« Unauthorised collection of money
« Failure to return tools or equipment provided by the company
«Failure to comply with rules regarding use of company car
« Inappropriate use of company IT, communications systems or other facilities wit hout prior
approval
« Negligence, carelessness or recklessness, which could result in damage or misuse of company
or customer property, facilities, equipment or products
« Undertaking work in conflict with Fujitsu
« Breach of Data Protection
« Manager's failure to follow process with regards to immigration checks
« Lapse of employee's right to work in the UK
Health & Safety
* Failure to observe health and safety requirements
« Neglect of safety standards
« Failure to wear essential protective equipment
«= Smoking in unauthorised areas
* Attendance at work in an intoxicated state
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« Discussion with other employees involving the incitement to use or supply of illegal drugs
Absence and Timekeeping
« Absent without authorisation
«Persistent and unacceptable absence levels
« Failure to keep management informed of reasons for absence from work whether due to ill
health or other reasons
«Failure to submit medical certificates in accordance with the Company's sick pay scheme
« Regularly or persistently late for work
* Leaving early without permission
» Unreasonably leaving the workplace during working hours
Conduct Appendix 3 - Examples of Gross Misconduct
Our policies and procedures are designed to enable the business to work effectively and provide
guidance to everyone working for Fujitsu as to the standards and behaviour required. These may
be amended from time to time and will be supplemented by more specific guidance where
necessary, e.g. health and safety and other local rules. The following list of examples of gross
misconduct is not exhaustive and matters similar in kind or impact may also result in disciplinary
action including summary dismissal.
Theft and Fraud or Bribery
« Dishonesty, theft or fraud involving the Company and/or its employees, customers, or
authorised visitors in company premises
«Theft of assets belonging to the Company or its customers
« Falsification of time records
« Fraudulently obtaining payments for work not done
« Giving false evidence of incapacity for work
« Accepting gifts, payments or bribes from people who do business or wish to do business with
the company
* Giving, directly or indirectly, a bribe in any form to a government official, customer employee,
or any other person who does business with the company
Behaviour
« Persistent refusal to accept or act on reasonable instructions
= Gross negligence, carelessness or recklessness, which could or does result in serious damage
to or misuse of Company or customers’ property, facilities, equipment, premises or products
* Fighting and / or physical assault
= Gross immorality or indecency
« Extreme insulting behaviour, including acts of discrimination and harassment
* Malicious damage to company or employees’ property
« Possessing firearms or offensive weapons at work
« Deliberate access, downloading, propagation or display of inappropriate, indecent or
offensive material, games or anything detrimental to the company’s standing
« Misrepresentation of qualifications
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Serious professional negligence
Criminal conviction for a serious offence that brings Fujitsu into disrepute
Health & Safety
Serious cases of non-compliance with health and safety procedures
Smoking where it is prohibited for safety reasons
Use of illegal drugs
Persistent use of alcohol
Attendance at work in a seriously intoxicated state
The possession, sale or purchase of illegal substances or alcohol
Incapacity through alcohol or drugs
Diversity and Equal Opportunities
Unlawful acts of discrimination, harassment, victimisation, intimidation, or bullying
Malicious or vexatious allegations of discrimination, harass ment, victimisation, intimidation, or
bullying
Breaches of Company Policy or Procedure
Breach of any part of the Company's Global Business Standards
Unauthorised release of Company information
Breach of the Data Protection legislation
Undertaking private work on Company premises without authority
Use of a company vehicle for unauthorised purposes
Unreasonable failure to attend a disciplinary interview
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Grievance
Fujitsu recognises that from time to time employees may have problems or concerns about their
work, working environment or relationships with colleagues that they wish to raise and
successfully resolve. The purpose of this grievance policy is to provide a robust mechanism to deal
with these issues quickly, consistently and fairly. The process complies with relevant legislation and
ACAS guidance.
This policy should not be used to complain about pension disputes, disciplinary action, dismissal or
redundancy process. Any Lifesight pension queries should be directed to
GRO i If dissatisfied with any disciplinary action, dismissal or
Grievances from ex-employees are not accepted under the grievance policy.
Work Related Problems
Employees should aim to resolve most grievances informally at an early stage wherever possible,
with their line manager, before embarking on the formal grievance process. Many problems can be
resolved quickly and informally during the course of everyday working relationships. If this does
not resolve the issue, or where the nature of the problem is such that a formal clarification of the
issues is required, the formal procedure should be used.
Grievances should be raised promptly and without unreasonable delay. The Company reserves the
right to reject complaints that have not been raised in a reasonable timescale.
Formal Procedure
The following procedure will apply if the informal stage does not result in an accepted resolution:
Raising a Grievance
There are a number of ways that an employee can raise a grievance.
« By completing the Grievance Form and raising a call in AskHR. The form is intended to help
employees structure their grievance and give some thought to the detail
* Putting their grievance/complaint in writing and submitting it to ASK HR by raising a call and
categorising the call as a grievance
« Submit their grievance/complaint in writing to their immediate line manager. If submitted to
the manager, the manager must promptly log the grievance by raising a call on ASkHR
Investigations
It may be necessary for us to carry out an investigation into a grievance. The amount of any
investigation required will depend on the nature of the allegations and will vary from case to case.
It may involve interviewing and taking statements from the employee and any witnesses, and/or
reviewing relevant documents or other evidence.
The investigation may be carried out by the grievance manager, or in more complex cases a
different person may be asked to undertake an investigation and present the factual findings to
the grievance manager.
We may initiate an investigation before holding a grievance meeting where we consider this
appropriate. In other cases we may hold a grievance meeting before deciding what investigation
(if any) to carry out.
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Grievance Meeting
The employee will be invited to attend a grievance meeting with the grievance manager and will
be given a minimum of 48 hours’ notice of this meeting. The employee will have the opportunity to
explain their grievance and give their views on how they believe it can be resolved. The manager
will fully consider the matter. This may include undertaking further investigation if appropriate.
A response will be confirmed in writing, usually within 10 working days of the grievance meeting.
The response will include details on how to appeal the decision. A grievance out come may contain
recommendations for consideration such as training, education or process improvement. If a
response cannot be provided within 10 working days the employee will be informed.
Audio recordings of grievance or appeal meetings are not permitted as they can affect the natural
flow of the meeting. If there are special reasons why it is necessary for the meeting to be recorded
it must be agreed with both parties prior to the meeting.
Grievance Appeal
\f an employee feels the matter remains unresolved, the employee may appeal. Appeals must be
raised within 10 working days detailing the grounds/reasons for the appeal. The Company reserves
the right to reject any appeals that do not state the grounds/r easons.
The employee will be invited to an appeal meeting to discuss the complaint. An appeal will be
dealt with impartially by a senior manager who has not previously been involved in the case. The
appeal manager will fully consider the matter which may involve further investigation and
discussing the matter with appropriate people to gather their input and determine the facts. A
response will be confirmed in writing usually within 10 working days of the appeal meeting. If a
response cannot be provided within 10 working days the employee will be informed.
After this stage there is no further right of appeal.
Brief adjournments during the meeting can be requested by eithe r the manager or the employee.
Should a grievance be against a line manager, or grand-parent manager, they will not be
appointed as the grievance manager and an alternative equivalent impartial manager will be
appointed. In these circumstances grievances can be sent directly to HR via Ask HR bypassing the
manager if appropriate. If the employee has any concerns regarding the impartiality of an
appointed Hearing Manager they should discuss this, along with their reasons, with a member of
the HR Case Management Team.
Accompaniment
The employee may be accompanied at a grievance or appeal meeting by one of the following:
« A friend or colleague who is employed by Fujitsu
« Atrade union representative
Trade union representatives are required to have union certification or have received training on
how to act as a companion. Alternatively they can be full time officers of the trade union.
The role of the companion is to provide support for employees. The companion may confer with
the employee during the meeting, and in addition may address the meeting to do any or all of the
following:
= Put the employee's case
* Sum up that case
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« Respond on the employee's behalf to any view expressed at the meeting
The companion is not permitted to answer questions on behalf of the employee, address the
meeting if the employee indicates that he does not wish his companion to do so, or prevent the
employee from explaining his case or any other person at the meeting from making his
contribution to it.
Where the companion is unavailable on the date of the proposed meeting, the employee may
request a postponement and propose a reasonable alternative time which must be within 5
working days of the original date set by the company. If the employee's chosen companion is
unavailable at the time originally proposed and will not be available for more than five working
days afterwards, we may ask the employee to choose someone else.
HR advice may be sought at any stage by either party by contacting HR Case Management via Ask
HR. A representative from Human Resources may be present at any formal meetings; however the
outcome decision will be the decision of the manager.
Disability
Employees with a disability must not be disadvantaged by the grievance process. Reasonable
adjustments should be made to ensure that employees have sufficient support to enable them to
participate at the same level as those without a disability.
Some examples of adjustments that can be made are:
« A friend or guardian can be present at a grievance meeting to provide support
« In the case of speech difficulties/learning disabilities the person accompanying the employee
to the grievance meeting can speak on their behalf
«Ifa learning difficulty / sight or hearing defect would affect the understanding of a written
letter it will be necessary for the author to explain written documentation
«The location of the meeting must have access for a wheelchair if appropriate
* Regular breaks during the grievance meeting if required
For more information please refer to the Supporting Employees with Disabilities Guidelines.
Disclosures by Fujitsu Employees
The Public Interest Disclosure Act, 1998, provides statutory protection against victimisation to
employees who disclose information which relates to:
«Actual or likely committing of criminal offences
* Actual or likely failure to comply with a legal obligation
« Amiscarriage of justice which has or is likely to occur
= Acircumstance involving endangering the health and safety of any individual
= Possible damage to the environment, or
«Concealment of information on any of the foregoing
Fujitsu is clear that any issues such as this should be disclosed.
To help employees flag their concerns without jeopardising their position in the company, Fujitsu
has established an effective system by which concerns can be raised with confidentiality and
anonymity. An external Helpline is available for employees to report their concerns. Please refer to
the Whistleblowing Policy for further details.
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Overlapping Grievance and Disciplinary Matters
Any overlapping disciplinary and grievance cases will be reviewed, and any necessary actions
taken as appropriate.
Discrimination and Harassment
Formal complaints of discrimination, bullying, harassment, victimisation, or other intimidation will
be treated seriously and managed in accordance with the Bullying and Harassment and Diversity
and Inclusion Policies found within this Handbook.
A manager receiving such a complaint must submit this to Ask HR and raise a call without delay so
that advice can be sought from the Case Management Team on how to proceed. Employees
should also refer to Ask HR for further advice about progressing a complaint of discrimination,
harassment or other intimidation.
False Claims
Fujitsu will take seriously any knowingly false, malicious or vexatious claims or allegations made by
any Fujitsu person. This could result in disciplinary action being taken up to and including dismissal.
Any such action under policy would include the right of appeal in line with the Conduct Policy.
Further Support
Raising a grievance can be a difficult process and if throughout this process you require further
support, please visit either the Wellbeing ilise the services of our Employee Assistance
Program which offers a 24 hour helpline www.healthassuredeap.com
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Whistleblowing
Fujitsu is committed to the highest possible standards of openness, integrity and accountability
and we expect all staff to maintain high standards. Any suspected wrongdoing should be reported
as soon as possible. The term ‘Whistleblowing' describes an action in which an employee or worker
discloses some wrongdoing or concern.
For further information please see the Europe Compliance Sub-Master Policy on Whistleblowing.
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11. Leaving Us
We think Fujitsu is a great place to work but if you do decide to leave us there are a number of key
processes to complete. We will also ask you to complete a survey which will help us understand
why you are leaving and whether we need to make changes to the way we do things so we can
retain our best and brightest people.
Resignation
If you are thinking of leaving us, you should first discuss this with your manager. You can formally
resign your employment via ZinZai Connect.
There are also Leaving Employment Guidelines, which you should follow to ensure you are
prepared for your last day with us.
Retirement
We use the term retirement for someone aged 55 or above leaving the company and not
intending to work in the same capacity again (which may include ill-health retirement). If you are
ready to retire, we hope you have had a long and happy career and wish you well for your future.
When planning for your retirement we recommend that consideration is given to when your
“Normal Pension Date” (NPD) is. This is the date whereby you can normally start receiving your
company pension. Importantly the NPD is not necessarily linked to the date that you choose to
leave employment. You may also want to consider the timing of your retirement with regard to
any annual incentive or bonus payment that may be due. You are encouraged to check the rules of
the latest plan.
Phased Retirement
If you are aged 55 or over and planning to retire, we offer you the ability to do this in a structured
way. For the year prior to your retirement date (up to a year and for no less than 6 months) you
can reduce your hours of work to 60% of your contractual hours and receive 80% of pay. You can
adopt a traditional part-time working pattern or accrue ‘phased retirement leave’ and take the
time off as extra holiday throughout the year. The approach you want to take should be agreed
with your manager.
Whilst we endeavour to make this approach available to as many of our people as possible there
may be cases where it is not possible due to the role or job type or another reason.
You can find a more detailed explanation of Phased Retirement, and how it works, in the Phased
Retirement Guidelines and information on the support and training available to those planning for
retirement is available also Retirement Planning at Home.
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12. Death in Service
The Death of a Colleague
The death of a colleague can be incredibly challenging for managers, team members and other
colleagues across the business. In these tragic circumstances, it is important that t he employee's
line manager promptly an AskHR call. This enables HR to provide appropriate support to the
employee's line manager and team, and to complete several important tasks.
Support
The Employee Assistance Programme (EAP) is available to all employees at any time and can offer
bereavement support to help individuals come to terms with the loss of a colleague. The employee's
immediate family are also able to use the EAP service, the details of which should be shared by the
line manager.
Fujitsu Mental Health First Aiders are also available for colleagues experiencing distress at work and
a specialised EAP intervention can be arranged for the team via AskHR if required.
WeRemember
HR will share the news of the employee's passing on the WeRemember site and link this to a
dedicated Yammer community. This enables colleagues to share memories and messages of
condolence for the employee we have lost. The WeRemember site also aims to provide comfort to
our colleagues’ families through the sharing of kind words and memories. Managers will be
supported by HR on how to use the site and should refer to the WeRemember Manager Guidance.
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Version Tracking
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The HR Handbook includes all our HR policies and other
information on how we do things. Designed to accompany our
people throughout their time with us. To be used frequently as a
reference tool to inform employees of their own and the
company’s responsibilities.
All Fujitsu UK Employees
AskHR
Definitive
25.0
15/07/2024
01/04/2025
Rachel Singleton
HR Director, UK&l
All UK Employees
HR Handbook Full Version History
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uk.fujitsu.com