Collective Agreements Database

Our Partnership Agreement with Usdaw

Booklet 8: Terms and Conditions

Working Together in Partnership

Introduction

CONTENTS

Booklet 1: Introduction
Booklet 2: Our Forum
Booklet 3: Forum Representatives
Booklet 4: Usdaw Representatives
Booklet 5: Training for Representatives
Booklet 6: Facilities for Usdaw
Booklet 7: Solving Problems
Booklet 8: Terms and Conditions
Appendix: How the Forums operate in the different formats

A MESSAGE FROM JUDITH NELSON AND JOHN HANNETT

WELCOME TO OUR PARTNERSHIP AGREEMENT

At Tesco, we are proud to work in partnership with Usdaw. Our partnership has helped us to build a better Tesco for our colleagues, customers and communities, and it has played a central role in enabling the business to adapt, innovate and move forward.

Our partnership helps us to listen and respond to what matters to our colleagues, and work together to create a great place to work for our colleagues and a great place to shop for our customers.

With Usdaw, our joint objective is to be the best we can be for our colleagues, so our business can continue to grow, our colleagues can continue to benefit from lots of opportunities and we can continue to deliver the best possible shopping trip for our customers.

I encourage you all to get involved in the Partnership Agreement and work together to make what matters better.

Judith Nelson
UK Personnel Director

The Partnership Agreement between Usdaw and Tesco is something that we are immensely proud of. Working in partnership places a responsibility on both Tesco and Usdaw to engage and consult on issues and decisions that affect our members and colleagues.

Recognising and working with professional Usdaw Representatives underpins and facilitates good, effective employee and Trade Union relations. That is why Tesco encourage and support membership of Usdaw.

Tesco recognise the important role Usdaw Reps play in representing the views and interests of members and colleagues on a wide range of employment issues and business initiatives.

Engaging with and listening to members, colleagues and representatives through the Forums is central to our Partnership Agreement, so I would encourage you to get involved and have your say.

John Hannett
Usdaw General Secretary

OUR PARTNERSHIP AGREEMENT

WELCOME TO OUR PARTNERSHIP AGREEMENT

Usdaw is the sole recognised union for Tesco colleagues working in our stores and customer fulfilment centres. Tesco and Usdaw have a long-standing relationship based on clear and shared values, mutual trust and respect, and open and honest ways of working, to make what matters better together.

The Partnership Agreement is the basis for the relationship between Tesco and Usdaw. It lays out the principles and processes for how we work together, engage, listen and respond to colleagues, improve terms and conditions, and solve problems together.

This voluntary agreement between Tesco and Usdaw serves as a practical guide to:

• How we engage, listen and respond to our colleagues through the Forum process
• The roles and responsibilities of representatives
• The facilities and training reps receive to help and support them to deliver their role
• How we support Usdaw to recruit new members
• How Tesco and Usdaw work together to make what matters better
• How we solve problems together
• How we improve terms and conditions

This guide is split into sections. Each section is made up of a booklet which you can take out and use on its own.

The Partnership Agreement is also available on the Our Tesco website at www.ourtesco.com/working-at-tesco/our-partnership-agreement

SUPPORTING MATERIALS

This agreement should be read alongside a number of Tesco and Usdaw publications, which provide more information on the areas covered:

• Policies for our People (available from your Personnel Manager)
• Solving Problems Colleague Guide (available from your Personnel Manager or on the Our Tesco website)
• Supporting Your Attendance Guide (available from your Personnel Manager)
• Usdaw Rep guides (available from Usdaw)

WORKING TOGETHER IN PARTNERSHIP

WHY WE WORK TOGETHER

Tesco and Usdaw have been working together in partnership since 1998.
Our Partnership Agreement supports our mutual values, and Tesco's vision and strategy, and provides the foundation for how we work together.

Tesco recognises Usdaw as the sole union that will represent, consult and negotiate on behalf of colleagues working in our stores and customer fulfilment centres, up to and including Line/Team Managers.

The partnership exists to help look after our colleagues so that they can look after their customers. By working together in partnership, Usdaw and Tesco can better manage constant change, ensuring our continued growth and maintaining good working relationships for the benefit of all involved.

This agreement is based on a joint agenda that supports the aims of Tesco and Usdaw, and underpins a philosophy of positive, consultative and collaborative ways of working.

Involving our colleagues To develop:

• Long term and rewarding jobs
  
• High quality working lives
  
• A great place to work that is happy, honest and inspiring
  
• The best possible employment package
  

Listening to our colleagues By:

• Ensuring they are seen, heard and recognised
  
• Understanding and responding to the things that matter
  
• Keeping all colleagues updated on the wider business

Recognising Usdaw’s independent role By:

• Welcoming Usdaw’s unique position and expertise within the sector
  
• Facilitating and supporting Usdaw in recruiting members
  
• Facilitating and supporting Usdaw’s organising and learning agenda
  
• Promoting the achievements of our Partnership both internally and externally
  

HOW WE WORK TOGETHER: THE PRINCIPLES

The principles that support the way Tesco and Usdaw work together in partnership are based on the values that both organisations share, and are explained below.

Working together to implement change Through:

• Supporting change and adding value for the benefit of our colleagues, customers and communities
  
• Maintaining a progressive agenda to add value to the business and colleagues
  
• Sharing information, expertise and knowledge
  
• Reviewing our Partnership every 2 years

Supporting all representatives By:

• Providing relevant training, resources and support that reps need to fulfil their roles
  
• Valuing and recognising the contribution reps make
  
• Ensuring colleagues benefit from the highest calibre of representation through Usdaw

REVIEWING THE AGREEMENT

Tesco and Usdaw are fully committed to continuously improving the Partnership Agreement. We want to ensure it is current, fit for purpose and user-friendly, and that it reflects our ways of working, practices and procedures.

Our Forum

INTRODUCTION

Forums are one of the many ways colleagues and managers can talk to each other, and get involved in the wider business. They’re an important listening, engagement and communication channel that ensures the voice of our colleagues is heard and represented at all levels, and that this is acted upon to make what matters better.
Forums also help us to share information with colleagues about what’s happening in the business.

Colleagues attend the Forums as Forum Reps, representing the views and interests of all colleagues (see Booklet 3: Forum Representatives). During the Forums, reps receive information on the business, share ideas for improvement and jointly problem-solve store and business issues.

There are three Forum levels. The Forums have different names depending on the format:

Throughout this booklet, to avoid repetition, Store Forum and Store Director Forum are used to refer to both stores and customer fulfilment centres.

Setting dates for the meetings

Dates for all Store Forum meetings will be agreed by the Store Manager (Store Operations Manager in Convenience) and Personnel Manager at the beginning of each year, and circulated to all Forum Reps and managers.

Dates for all Store Director Forum meetings will be agreed by the Store Director, Group Personnel Manager and Lead Area Organiser at the beginning of each year, and circulated to all stores, managers and Store Director Forum Reps.

Dates for all National Forum meetings will be agreed nationally by the Tesco UK Employee Relations Manager and the Usdaw National Officer, to coincide with the Pay Review process. National Forum Reps and stores will be informed of the dates in advance of the meetings.

This will ensure maximum participation at the Forums and support reps and managers to plan ahead.

THE STORE FORUM

When do they take place?

DATES
The Store Forums take place in March, June, September and November.

Aims of the Store Forum

• To ensure the voice of our colleagues is represented and listened to
  
• To act on the voice of our colleagues, identifying opportunities to make what matters better for colleagues, customers and the business. This includes improving ways of working, making jobs simpler and helping colleagues to improve the shopping trip for customers
  
• To identify ways to safeguard the health and safety of our colleagues, customers and communities
  
• To jointly resolve issues through practical solutions
  
• To celebrate the success and achievements of individuals and teams
  
• To communicate to colleagues on business matters, such as updates on the business’s performance and briefing upcoming initiatives
  
• To ask colleagues for feedback and ideas on new initiatives, to ensure they are effective, successful and sustainable
  
• To help colleagues understand the business need for change, and support and communicate this in store
  
• To select/elect a rep or reps from the Store Forum to the Store Director Forum

The Agenda

Introduction

• Attendees and apologies
• Review agenda
• Expectations
• Agree/review ground rules
• Review next steps from previous Store Forum

Celebrate Success:

• Discuss and celebrate any successes that have happened in the store and any initiatives, ideas and improvements that have come out of the Forum

Business Update:

• Update on store/area Steering Wheel
  
• Update on current quarter’s Business Plan

Health & Safety:

• Update on any health and safety campaigns
  
• Discuss any health and safety related Forum comments
  
• Review of store/area accidents and trends
  
• Review of safety assessment and audit results
  
• Jointly work solutions

Over To You:

This section of the Forum focuses on working through the areas that really matter to colleagues and listening to the feedback gathered from colleagues

• Discuss Forum comments and work solutions
  
• Discuss and collate feedback gathered on particular agenda points
  
• Work on an issue specific to the store/area
  
• Update from the Store Director Forum Rep(s) on any Forum activity or next steps
  

Corporate Updates

Summary:

• Jointly agree items to be escalated to the Store Director Forum
  
• Confirm the key messages and next steps
  
• Review expectations
  
• Benefits and concerns

HEALTH AND SAFETY IN THE FORUM

Forum Reps should:

• Role model safe working practices at all times
• Champion the health and safety campaigns in store
• Challenge unsafe behaviours
  
• Encourage colleagues to report any maintenance issues or working practices that could present a safety risk
  

The Store Forum gives Usdaw Health and Safety Reps and Forum Reps the opportunity to review health and safety performance in the store and discuss significant health and safety issues that have not been resolved through other channels.

Aims

• To identify ways to safeguard the health and safety of our colleagues, customers and communities
• To find ways to manage or jointly resolve safety related issues

How does this work?

Update on health and safety campaigns:

Health and safety campaigns are launched through the Forums, where possible, giving reps information on what the campaign will be focusing on and describing clearly their role in championing the campaign.

Health and safety related Forum comments:

This gives all Forum Reps the opportunity to raise and work through any Forum comments that are regarding health and safety matters.

Review of health and safety-related audit results:

If a Safe and Legal or Safer Place to Shop & Work audit has been conducted since the last Store Forum, the Compliance Manager (where applicable) and Health & Safety Rep will brief the Forum on the results, celebrating success and discussing the action plan to address any red lights.

Reps may decide to bring certain health and safety-related grievances to the Forum, as an alternative route to the grievance procedure. For example, if a fire exit is being repeatedly blocked despite previous complaints or grievances, reps may decide to raise this at the Store Forum and discuss how fire safety can be improved.

The Personnel Manager is responsible for keeping a record of the following for a period of four years:

• Health and safety next steps from the Store Forum
• Copy of any accident reports reviewed at the Forum
• Results of the Safety Assessment
  

Any health and safety next steps should be reviewed at the next Store Forum.

THE STORE FORUM PROCESS

ALL FORMATS EXCEPT CONVENIENCE

Note: Convenience colleagues should refer to page 11 for the Store Forum Process
in Convenience

Who attends the Store Forum?

• Forum Reps
  
• Usdaw Reserved Seat Rep(s)
  
• Usdaw Health & Safety Reserved Seat Rep
• Team Support Reserved Seat
• Team Manager Reserved Seat
  
• Store Manager/Customer Fulfilment Centre Manager: The Store Manager/Customer Fulfilment Centre Manager is accountable for the Forum process and ensuring it provides the right solutions to meet the needs of colleagues, customers and the business. They will deliver the business update, ensuring all reps are clear on how the store is performing and what activities are due to take place.
  
• Personnel Manager: The Personnel Manager stands over the Forum process, ensuring all attendees are trained on their role in the Forum, all activities are delivered in the correct way and that the integrity of the Forum process is maintained.
  
• Guest attendees: The Forum should be encouraged to invite guests to attend the Forum. This may include:
  1. A First Aider to support the health and safety section
  2. The Compliance Manager (where applicable) to support the health and safety section
  3. The In-Store Technician to help with solutions to any maintenance issues
  4. The Cleaning Manager to help with solutions to any cleaning issues
  5. The Borough/Community Champion to give an update on fundraising events.
     Guest attendees would only be required to attend the relevant section of the Forum.
• Managers (in addition to the Team Manager Reserved Seat) may wish to attend to understand how the Forum works. This should be supported by the Personnel Manager; however attendance is purely as an observer.
  
• Usdaw Area Organisers will have an open invite to attend the Forum

(See Booklet 3: Forum Representatives for more information on Forum Reps and Reserved Seats).

What is the Forum process?

The Pre-Forum

The Pre-Forum is held one to two weeks before the Forum. This meeting is attended
by the Personnel Manager, Forum Reps and all Reserved Seat Reps. It is the key
opportunity for everyone to get together and prepare for the Forum, and it is essential
that it takes place.

At the meeting, the attendees:

• Review the corporate Forum agenda and add in any store-specific points they wish to cover
  
• Discuss Forum issues and ideas that have been raised by colleagues, for example tools to do the job, making jobs simpler, etc. and decide which will be taken to the Forum
  
• Decide which store-specific area of the Steering Wheel will be worked in the Forum, such as shrink or attendance
  
• Decide roles for the Forum Reps in the preparation for and running of the Forum, for example who will chair the meeting, who will take minutes, who will raise each agenda item, etc.
  
• Discuss any pre-work that needs completing and decide which Forum Reps will be involved, if not all of them
  
• Decide who to invite to the Forum and send out invites

Before the Forum

After the Pre-Forum, the Forum Reps carry out any pre-work that is required and attend a one-to-one meeting with their manager to help them prepare for the Forum.

After the Store Forum

At the end of the Forum, the Personnel Manager will hold a short meeting with the Store Director Forum Rep to agree which issues and ideas are being escalated to the Store Director Forum, and what information from the Store Forum needs to be collated and taken to the Store Director Forum.

After the Forum, all Forum Reps should help to communicate the key messages, outputs and next steps from the Forum by:

• Speaking face to face with colleagues on their department/shift
• Updating the Forum Board
  
• Jointly producing a newsletter and circulating to their colleagues
  
• Attending the weekly management meeting to update managers on Forum activity - the Forum Reps will decide who will take this role
  

All Forum Reps should also have a short one-to-one meeting with their manager to discuss any solutions to departmental issues and any next steps that were agreed.

The Personnel Manager is responsible for sending any feedback required to Tesco’s Support Office and emailing the Group Personnel Manager with any unresolved issues or ideas that need escalating to the Store Director Forum.

The Interim Forum

The Interim Forum takes place between each Store Forum (approximately six weeks after the Store Forum). It’s a chance to catch up on the progress since the Forum.
It is essential that all Interim Forums take place. This meeting is attended by the Personnel Manager, Forum Reps and Reserved Seat Reps.

At this meeting:

• The progress of next steps from the Store Forum is reviewed to ensure they’re on track
• The Store Director Forum Rep communicates any feedback or updates from the Store Director Forum
• Any Forum issues that have arisen since the last Store Forum are jointly worked to find a solution
• Onward communication is agreed

Role of managers in the Forum

Managers have an important role to play in the Forum process, promoting it as a key listening, engagement, and communication channel, and as a way for colleagues to make a difference.

Managers should encourage colleagues to get fully involved in the Forum process, and support their Forum Reps to fulfil their role.

Before the Forum, they should hold a one-to-one meeting with their rep to review the Forum agenda, discuss any departmental issues being taken to the Forum, and plan for any pre-work to be completed.

After the Forum, they should meet with their Forum Rep to discuss the Forum outputs and review next steps. The manager should work with their Forum Rep to implement any next steps.

THE STORE FORUM PROCESS

IN CONVENIENCE

In Convenience, all stores in the area group together for the Store Forum, which is held in a central location. The Store Operations Manager, Personnel Manager and Lead Area Organiser may decide to hold two Store Forums, due to the number of stores in each area.

Who attends the Store Forum?

• Forum Reps: Each store in the area will have one Forum Rep
• Three Usdaw Reserved Seat Reps
• Usdaw Health & Safety Reserved Seat Rep
• Store Manager Reserved Seat
  
• Store Operations Manager: The Store Operations Manager is responsible for the Forum process in Convenience and ensuring it provides the right solutions to meet the needs of colleagues, customers and the business. The Store Operations Manager will deliver the business update, ensuring all reps are clear on how the area is performing and what activities are due to take place.
  
• Lead Personnel Manager: The Lead Personnel Manager ensures all attendees are trained on their role in the Forum, all activities are delivered in the correct way and that the integrity of the Forum process is maintained.
  
• Guest attendees: The Forum should be encouraged to invite guests to attend the Forum, to support with certain agenda items.
  Guest Attendees would only be required to attend the relevant section of the
  Forum.
  
• Usdaw Area Organisers will have an open invite to attend the Store Forum

(See Booklet 3: Forum Representatives for more information on Forum Reps and Reserved Seats)

What is the Forum process?

The Pre-Forum

One to two weeks before the Forum, the Store Manager/Personnel Manager and Forum Rep will have a one-to-one meeting to prepare for the Forum. It is the key opportunity to prepare for the Forum and it is essential that it takes place.

At the meeting, they will:

• Review the corporate Forum agenda so that they are clear on what will be covered
  
• Discuss Forum issues and ideas that have been raised by colleagues, for example tools to do the job, making jobs simpler, etc. and decide which will be taken to the Forum
  
• Discuss any pre-work that needs completing. The Store Manager/Personnel Manager will support the rep as they carry out their pre-work.
  

Preparation meeting

Before the Store Forum, the Store Operations Manager and Lead Personnel Manager will get together to:

• Review the Forum agenda
  
• Add in any area-specific points they wish to cover
  
• Decide which area-specific section of the Steering Wheel will be worked in the Forum, such as shrink or attendance
  
• Decide roles for the Forum Reps in the running of the Forum, for example who will chair the meeting, who will take minutes, who will raise each agenda item, etc.
  
• Decide who to invite to the Forum and send out invites

After the Store Forum

At the end of the Store Forum, the Lead Personnel Manager will hold a short meeting with the Store Director Forum Reps to agree which issues and ideas are being escalated to the Store Director Forum, and what information from the Store Forum needs to be collated and taken to the Store Director Forum.

After the Forum, all Forum Reps should help to communicate the key messages, outputs and next steps from the Store Forum by:

• Having a one-to-one meeting with their Store Manager/Personnel Manager to discuss key Forum outputs and any next steps to address in-store issues
  
• Speaking face to face with colleagues in their store
  
• Updating the Forum Board
  
• Jointly producing a newsletter and circulating to their colleagues
  

The Lead Personnel Manager is responsible for sending any feedback required to Tesco’s Support Office and emailing the Group Personnel Manager with any unresolved issues or ideas that need escalating to the Store Director Forum.

The Store Manager Reserved Seat Rep will track progress of next steps on a weekly basis via conference calls and at meetings. The Personnel Manager will stand over next steps until they have been completed.

Role of Managers in the Forum

Managers have an important role to play in the Forum process, promoting it as a key listening, engagement and communication channel, and as a way for colleagues to make a difference.

Managers should encourage colleagues to get fully involved in the Forum process, and support their Forum Reps to fulfil their role.

THE STORE DIRECTOR FORUM

Each Store Forum is followed by a Store Director Forum.

When do they take place?

Dates
The Store Director Forums take place approximately two weeks after the Store Forums, in April, July, October and January

Aims of the Store Director Forum

• To provide two-way communication between the Store Forum and the Store Director Forum
  
• To ensure the voice of our colleagues is represented at this level
  
• To enable the Store Director to listen to the views of the colleagues on their group/ region first hand
  
• To make improvements for colleagues, customers and communities on store and group/regional matters
  
• To discuss issues that cannot be resolved at store level and propose solutions
  
• To update reps on group/regional and corporate initiatives
  
• To act as a sounding-board for the National Forum
  
• To select/elect a rep/reps to the National Forum
  

The Agenda

The agenda for the Store Director Forum is similar to that of the Store Forum but also includes an update from the Lead Area Organiser, the National Forum Rep and any Working Party members (where applicable). At the Store Director Forum, any issues that were not resolved at the Store Forum are discussed and worked through, in order to find a solution.

Any issues that cannot be resolved at this level are escalated to Tesco’s Support Office via the Our Forum email (ourforum@uk.tesco.com). If the issue cannot be resolved in the office, it will then be escalated to the Retail Directors.

Next steps, answers and updates will be fed back to all stores at the next Store Forum.

If the matter is likely to have national significance, the Lead Area Organiser and Group Personnel Manager will pass the details on to the Employee Relations team and Usdaw’s National Officer who will jointly determine if the issue should be escalated for discussion with Usdaw and the National Forum.

THE STORE DIRECTOR FORUM PROCESS

Who attends the Store Director Forum?

In Large Stores and customer Fulfilment centres:

• The Store Director/Customer Fulfilment Centre Operations Director for the group
• An elected Store Director Forum Rep from each store
• The Group Personnel Manager
  
• A Personnel Manager to help organise and facilitate (Lead Personnel Manager)
• An Usdaw Lead Area Organiser
• The Safer Place Coach for the group
• Any guests to support areas of the agenda
  

In convenience:

• The Store Director for the region
• Four elected Store Director Forum Reps from each area
• The Group Personnel Manager
  
• A Personnel Manager to help organise and facilitate (Lead Personnel Manager)
• An Usdaw Lead Area Organiser
• The Safer Place Coach for the region
• Any guests to support areas of the agenda.

Before the Forum

The Lead Personnel Manager collates all issues and ideas from each Store Forum.

Agenda Setting meeting:

• One to two weeks before the Forum, the Group Personnel Manager/Lead
  Personnel Manager, the Store Director, the Lead Area Organiser and the National Forum Reps get together to discuss the agenda for the Store Director Forum. This can either be done as a meeting or as a conference call. At the meeting, they discuss the items that have been escalated from the Store Forums and agree which will be taken to the Store Director Forum.
  
• They will then decide which group/regional issue should be discussed at the Store Director Forum and any pre-work that may be required.
  
• At this meeting, the Group Personnel Manager/Lead Personnel Manager and Lead Area Organiser will also review the New Starter Induction process, address any concerns and agree next steps (See Booklet 6: Facilities for Usdaw).
  
• The agenda, along with any pre-work, is forwarded to all Store Director Forum Reps, Store Managers and Personnel Managers.
  
• Personnel Managers/Store Managers hold a short one-to-one meeting with their Store Director Forum Rep to clarify which issues and ideas are being escalated to the Forum, review the Forum agenda and discuss any Forum pre-work.
  

The Preparation meeting:

• On the day of the Store Director Forum, all Store Director Forum Reps will attend a Preparation Meeting with the Lead Personnel Manager and Lead Area Organiser to discuss the items being taken forward to the Forum. If items are not being taken forward, a reason will be given and next steps agreed to address the item, where appropriate. The attendees will agree who will present each item.

THE NATIONAL FORUM

Dates
The full National Forum meets at least three times a year, normally in February, May and November. On occasions, additional meetings of the National Forum may be held.

Aims of the National Forum

• To communicate between the Store Director Forum and the National Forum
  
• To ensure the voice of our colleagues is represented at this level
  
• To enable Tesco and Usdaw to listen to the views of colleagues first hand
  
• To make improvements for colleagues, customers and communities on store, group/regional and national matters
  
• To discuss issues that cannot be resolved at group/regional level and propose solutions
  
• To update reps on corporate initiatives
  
• To negotiate improvements to terms and conditions through the annual pay review
• To act as a consultative group for any major structure changes
• To form working parties to focus on areas that have jointly been agreed

The Agenda

The National Forum operates at the widest level of the Partnership, to ensure the voice of our colleagues is represented and heard at the highest level within the company.

The National Forum agenda covers the priorities of Tesco, Usdaw and colleagues. The agenda will look at topical areas, often asking reps to work on joint projects to develop recommendations for improvements. At the National Forum, national issues that affect the company, colleagues and Usdaw are discussed and debated. National Forum Reps are consulted and briefed on long-term strategic planning, board decisions and initiatives that are due to launch into stores.

When proposing changes to the employment package, National Forum Reps will be part of the decision-making process.

Who attends the National Forum?

As the work of the National Forum is varied, it will be attended at different times by some of the following:

• National Forum Reps (always in attendance)
  
• The Support Office Operations Director
  
• The Operations Personnel Director
  
• The Usdaw National Officer
  
• An Usdaw Divisional Officer
  
• An Usdaw Area Organiser
  
• Usdaw specialists
  
• Tesco Project Managers
  
• Retail Directors and Regional Personnel Managers, on a rolling rota basis
  

Working Parties

Working Parties are joint Tesco and Usdaw meetings, formed to work on areas that have been jointly identified as requiring particular attention.

They are attended by selected National Forum Reps and Tesco colleagues/managers, as appropriate.

Working Party meetings are regarded as meetings of the National Forum and the same arrangements for release will apply.

The European Works Council

The Tesco European Works Council (EWC) operates in addition to existing national and local country Forums. The EWC establishes a framework for the provision of information and consultation with colleague representatives and trade unions on trans-national issues concerning the affairs of Tesco in Europe. It provides a direct dialogue between Tesco and Usdaw on matters which significantly affect the interests of colleagues.

EWC Representatives will be elected from amongst the National Forum Representatives in accordance with the arrangements set out in the Tesco European Works Council Agreement.

FACILITIES FOR RELEASE OF FORUM REPS

Release

The role of a Forum Rep can involve time out of store to attend Forum meetings and training. All time spent attending Forum training and meetings, including Pre-Forums and Interim Forums, will be paid.

At times, training and Forum meetings may fall outside a rep’s contracted hours. In these circumstances, the following options will be available, with the most suitable option agreed between the rep and their manager in advance:

• Rearranging working hours
• Rearranging days off
• Time back in lieu
• Authorised overtime

In order to support our colleagues when they are off work sick, we would not expect them to carry out work-related tasks for Tesco. This would include carrying out duties as a Forum Rep, such as attending Forum meetings and training.

Payments for release

The table below gives details on the release of Forum Reps to attend Forum meetings
and Working Parties:

* In the event of any jointly agreed additional National Forum meetings, all costs will be met by Tesco.
† In recognition of the level and nature of their work, all National Forum Reps will receive a Daily Allowance of £15 for each day attending a National Forum or Working Party meeting. This payment will only be made for the actual days of the meeting and not for any days/ part-days spent travelling to or from the meeting.

Time Off

Tesco is committed to helping Forum Reps arrange time off when they are required to attend meetings and training outside of the store.

On these occasions, Forum Reps and managers need to work together to agree the appropriate arrangement, using the following principles as a guide:

• Ensuring reps arrive at the meeting or training able to give of their best
• Recognising individual needs and circumstances
  
• Ensuring arrangements will allow reps to feel comfortable that they can return home at a reasonable hour
  
• Recognising the need to maintain service to our customers

The following guidelines should be followed:

1: STORE DIRECTOR FORUM REPS

Store Director Forum Reps will be paid for 7¼ hours for the day on which the meeting
falls, unless the contracted hours are more.

The Forum Rep should discuss release and travel arrangements with their Personnel
Manager so that plans can be agreed in advance.

2: NATIONAL FORUM REPS

All National Forum Reps attending a National Forum meeting or Working Party will be paid 7¼ hours for the day(s) on which the meeting falls, unless the contracted hours are more.

They will also receive a Daily Allowance of £15 per day in recognition of the level and nature of their work. This payment will only be made for the actual days of the meeting and not for any days/part-days spent travelling to or from the meeting.

3: NIGHT REPRESENTATIVES

Night representatives who are required to attend Forum meetings or training during the day will be given reasonable time off to ensure that their sleep patterns are not unnecessarily disturbed. Where the meeting is a full day (or a half day and involves travel) this should be the full shifts before and after the meeting. Where the meeting is half a day or less, this may be either the shift before or the shift after the meeting.

Where appropriate, night reps may agree with their manager to move their shifts so that they can attend a meeting within their working hours, such as starting earlier or later so that the meeting falls within their shift length. This would only be appropriate if it was still possible to ensure the minimum of 11 hours break between shifts.

In all cases, mutual agreement should be reached giving full consideration to the health, safety and wellbeing of the rep.

Reps may request time off in lieu of payment. The Personnel Manager may authorise this where the business needs allow.

Travel

It will normally be possible to travel on the day of the training session or meeting.
When this isn’t possible, reps will need to travel the evening before. If they are contracted to work the day before, they should complete as much of their shift as possible before travelling. Reps will need to make some of the journey in their own time as payment will not be made for every hour of travelling time.

The Personnel Manager and the rep should discuss travel arrangements for each training session or meeting, so that plans can be agreed in advance.

Forum Representatives

INTRODUCTION

There are three types of Forum Representatives, reflecting the different levels of the Forum. The roles have different names, depending on the format:

Throughout this booklet, to avoid repetition, Store Forum Rep and Store Director Forum Rep are used to refer to both stores and customer fulfilment centres.

Forum Reps play an important and influential role in stores, and should act as good advocates and role models for their colleagues.

Reps help to identify and deal with concerns when they arise, communicate information between managers and colleagues, represent the views and interests of colleagues, and champion our values.

This section describes the role colleagues play in the Forum process as Forum Reps.

Essential qualities for Forum Reps

All Forum Reps are expected to:

• Be committed to improving the business for customers, colleagues and communities
• Live the Tesco values
  
• Be confident in being the voice for their colleagues, and present their views accurately and constructively
  
• Have a keen interest in the business, and understand its needs and pressures
• Act with honesty and integrity, and maintain confidentiality
• Be approachable, and have good listening and communication skills
• Be a good team player, have a good relationship with colleagues and managers, and respect each other
• Be confident influencing decisions, and communicating and supporting the outcomes
  
• Be balanced and able to see all sides of an issue
  
• Be enthusiastic, self-motivated and organised
  
• Be able to attend Forum meetings and play an active and full part
  
• Be willing to learn and develop personal and professional skills, and review their
  progress and behaviour

Eligibility criteria

All colleagues, up to and including Line/Team Managers, and Usdaw Reps are eligible to become a Forum Rep, providing they:

• Have a minimum of 12 months’ service with Tesco
• Are nominated by two colleagues from the department or shift they will represent (in Convenience this is two colleagues from their store)

*For new stores, the 12 month rule will be waived.

Tesco will not unreasonably object to the choice of Forum Representative, In the unusual event that Tesco believes there are serious concerns about the conduct or performance of a Forum Rep, this may be grounds for withholding or withdrawing recognition.

• If the conduct and performance of a prospective Forum Rep gives rise for concern, the Personnel Manager (Store Manager in Express) and colleague will assess whether or not it would be appropriate for them to go forward as a representative at this time.
  
• If a Forum Rep receives a final written warning for conduct or performance during their term of office, the Personnel Manager (Store Manager in Express) will review the situation with the rep to assess whether it would be appropriate for them to continue as a representative.

The Personnel Manager (Store Manager in Express) and colleague will work together in a sensible and constructive way to resolve the matter. The Personnel Manager (Store Manager in Express) should consult their Group Personnel Manager (Personnel Manager in Express) for advice before making a final decision.

Attendance at Forums

Reps attendance at the Forums is essential. If a rep is unable to attend two consecutive Forums without a valid reason, the following people will review their position with them and they may be required to stand down:

• Store Forum - the Personnel Manager
• Store Director Forum - the Group Personnel Manager and Area Organiser
• National Forum - Tesco’s UK Operations Director and Usdaw’s National Officer

THE STORE FORUM REP

The role

Store Forum Reps represent the views and interests of colleagues in their department, shift or store. They communicate all Forum activity to their colleagues and promote the Forum process as an effective avenue of listening and communication.

Store Forum Reps:

• Attend all meetings in relation to the Store Forum
  
• Represent the views and interests of their colleagues
  
• Listen to any issues or concerns colleagues have and work with them to find a solution, where possible
  
• Communicate any unresolved issues at the Forum and work with fellow Forum Reps and the management team to find solutions
  
• Capture any ideas for improvement and share these at the Forum
  
• Identify opportunities to improve the store for customers and colleagues
  
• Take an active role in the planning of the Forum
  
• Update colleagues on Forum activity, including business updates and solutions to issues
  
• Promote the Forum as an effective means of communication and highlight its benefits
  
• Look after the Forum Board, keeping all communication up-to-date
  
• Select/elect a Store Director Forum Rep (this is 4 Store Director Reps in Convenience)
  
• Jointly agree items to be escalated to the Store Director Forum
  
• Help to make what matters better for colleagues, customers and the business
  

The Store Forum Rep Election Process

ALL FORMATS EXCEPT CONVENIENCE

Note: Convenience colleagues should refer to page 8

The number of Store Forum Reps will be decided by the Store Manager and Personnel Manager, following the guide below, ensuring all departments and shifts are covered sufficiently:

1. Under 300 colleagues: Approx. 1 rep Per 25 c°Heagues
2. 300-800 colleagues: Approx. 1 rep per 50 colleagues
3. Over 800 colleagues: Approx. 1 rep per 75 colleagues

The minimum number of reps is three and the maximum is sixteen. This amount is exclusive of the Reserved Seats (see page ).

Smal|er stores may wish to join together with neighbouring stores to crate a larger more effective Forum. This should be discussed and agreed by the Group Personnel Manager and Lead Area Organiser.

Elections

1. When elections are due, a campaign will be run in store to make colleagues aware that elections are due to be held and describing clearly the role of the Forum Rep.
2. The Personnel Manager will hold an open event to explain to potential candidates what the role involves and the Forum process.
3. The Personnel Manager will then circulate the nomination forms. Eligible colleagues can put forward their names and must be nominated by two colleagues from the department or shift they will represent.
4. If there are more nominations than vacancies, the Personnel Manager will run an election. All colleagues on that department/ shift will be asked to vote for their colleague of choice. The Personnel Manager and the Usdaw Reserved Seat Rep* take responsibility for ensuring the integrity of the ballot process.
   *The Usdaw Reserved Seat Reps will decide who will stand over the election process.

Reserved Seats

There are a number of seats on the Forum that are reserved for particular colleagues. This ensures certain populations are always represented at the Forum.

1. Usdaw Rep Reserved Seat

The number of Usdaw Rep Reserved Seats is determined by the format/headcount of the store/centre:

• Extra stores and Customer Fulfilment centres: 3 Usdaw Rep Reserved Seats
• Homeplus stores: 1 Usdaw Rep Reserved Seat
• Superstores with under 150 colleagues: 1 Usdaw Rep Reserved Seat
• Superstores with 150-300 colleagues: 2 Usdaw Rep Reserved Seats
• Superstores with over 300 colleagues: 3 Usdaw Rep Reserved Seats

If there is only one Usdaw Rep Reserved Seat, the seat should be occupied by an Usdaw Rep. If there are more than one Usdaw Rep Reserved Seats, these may be occupied by a combination of Usdaw Reps, Health & Safety Reps and Union Learning Reps. In every instance, at least one of the seats should be occupied by an Usdaw Rep.

Usdaw Reps nominate who they would like to occupy the Usdaw Reserved Seat(s). This will take place at the Rep Team Meeting (see Booklet 6: Facilities for Usdaw).

2. Usdaw Health & Safety Rep Reserved Seat

This seat is reserved for an Usdaw Health & Safety Rep. Usdaw Reps nominate who they would like to occupy the Usdaw Health & Safety Rep Reserved Seat. This will take place at the Rep Team Meeting (see Booklet 6: Facilities for Usdaw).

3. Team Support Reserved Seat

This seat is reserved for a Team Support. If more than one Team Support is nominated, the Personnel Manager will hold an election. All Team Supports are eligible to vote.

4. Team Manager Reserved Seat

This seat is reserved for a Team Manager, on a rolling-rota basis. At the start of the year, the Personnel Manager and Store Manager will agree with the Team Managers who will be attending the four Forums that year.

The Store Forum Election Process

IN CONVENIENCE

Note: Colleagues from Large Stores and Customer Fulfilment Centres should refer to page 5

The number of Reps

There will be one Forum Rep per store in the area.

Elections

1. When elections are due, a campaign will be run in store to make colleagues aware that elections are due to be held and describing clearly the role of the Forum Rep.
   
2. Colleagues interested in the role should speak to their Store Manager and/or Personnel Manager about what the role involves and the Forum process.
   
3. The Personnel Manager/Store Manager will then circulate the nomination forms. Eligible colleagues can put forward their names and must be nominated by two colleagues from their store.
4. If more than one colleague is successfully nominated in a store, the Personnel Manager will run an election. All colleagues in the store will be asked to vote for their colleague of choice. The Personnel Manager and the Usdaw Reserved Seat Rep* take responsibility for ensuring the integrity of the ballot process.
   *The Usdaw Reserved Seat Reps will decide who will stand over the election process.

Reserved Seats

There are a number of seats on the Forum that are reserved for particular colleagues. This ensures certain populations are always represented at the Forum.

One rep from each store will attend the Store Forum. If a store has a Forum Rep occupying either an Usdaw Rep Reserved Seat or the Usdaw Health & Safety Rep Reserved Seat, this rep will also act as the Forum Rep for the store.

Usdaw Reps and Health & Safety Reps in the area will nominate representatives to occupy the Usdaw Rep Reserved Seats and the Usdaw Health & Safety Rep Reserved Seat. The Lead Area Organiser for t:he area will decide how the selection/election process will take place.

1. Usdaw Rep Reserved Seat

There are 3 Usdaw Rep Reserved Seats at the Store Forum. These seats may be occupied by a combination of Usdaw Reps, Health & Safety Reps and Union Learning Reps. In every instance, at least one of the seats should be occupied by an Usdaw Rep.

2. Usdaw Health & Safety Rep Reserved Seat

This seat should be occupied by an Usdaw Health & Safety Rep.

3. Store Manager Reserved Seat

This seat is reserved for a Store Manager. The Store Manager champions the Forum process for the area, ensuring all Store Managers are engaged in the Forum and that all next steps are actioned.

A Store Manager interested in taking up the Store Manager Reserved Seat will put their name forward for the role. If more than one Store Manager puts their name forward, the Personnel Manager will hold an election.

THE STORE DIRECTOR FORUM REP

The role

Store Director Forum Reps represent the views and interests of colleagues in their stores. They communicate all Forum activity to their colleagues and promote the Forum process as an effective avenue of listening, engagement and communication.

Store Director Forum Reps:

• Attend the Store Director Forum
  
• Attend a Pre-Forum one-to-one meeting with their Personnel Manager and/or Store Manager to discuss the Forum agenda and items going forward to the Forum
  
• Attend the Preparation Meeting before the Store Director Forum
  
• Represent the views and interests of colleagues in their stores at group/regional level
  
• Communicate any unresolved issues that have been escalated to the Store Director Forum and work with fellow Forum Reps, the Store Director, and the Group Personnel Manager to find solutions
  
• Capture any ideas for improvement and share these at the Store Director Forum
  
• Identify opportunities to improve the store for customers, colleagues and communities
• Update colleagues on Store Director Forum activity, including business updates and solutions to issues
  
• Promote the Forum process as an effective means of listening, engagement and communication, and highlight its benefits
  
• Select/elect one or more National Forum Reps
  
• Help to make what matters better for colleagues, customers and the business

Additional eligibility criteria for a Store Director - Forum Rep

In addition to the eligibility criteria for all Forum Reps, Store Director Forum Reps must be either an elected Store Forum Rep or an Usdaw Reserved Seat Rep. Managers, Team Leaders/ Supports and Usdaw Health & Safety Reps wishrng to go forward to the Store Director Forum can only do so if they have been nominated or elected as a Store Forum Rep for their department, shift or store, in line with the election process.

The Store Director Forum Rep Election Process

ALL FORMATS EXCEPT CONVENIENCE

The number of Reps

Each store will have one Store Director Forum Rep and one Deputy Rep.

Elections

1. When elections are due, the Personnel Manager will discuss the role of the Store Director Forum Rep at the Store Forum.
   
2. Nomination forms will then be circulated and eligible Forum Reps put their names forward. Candidates must receive two nominations from the Forum members*.
3. If there is more than one nomination, the Personnel Manager will run an election amongst Forum members*.
   * All Forum Reps and Reserved Seat Reps are eligible to nominate/vote. The Store Manager, Personnel Manager and any other attendees are not eligible to nominate/vote.
4. The Personnel Manager and Usdaw Reserved Seat Rep* take responsibility for ensuring the integrity of the ballot process.
   * The Usdaw Reserved Seat Reps will decide who will stand over the election process

The Deputy Rep

A Deputy Rep is selected/elected from the Store Forum members to attend the Store Director Forum in the absence of the usual Store Director Forum Rep.

The Deputy Rep is chosen in the same way as the Store Director Forum Rep. If a colleague shows potential for the role as a Store Director Forum Rep but has received fewer votes than the successful rep in an election, this colleague should be considered first for the role of the Deputy Rep.

The Deputy Rep must fulfil the eligibility criteria needed for a Store Director Forum Rep, as described previously.

The Store Director Forum Rep Election Process

IN CONVENIENCE

The number of Reps

Each Store Forum will have four Store Director Forum Reps.

Elections

1. When elections are due, the Personnel Manager will discuss the role of the Store Director Forum Rep at the Store Forum
2. Nomination forms will then be circulated and eligible Forum Reps put their names forward. Candidates must receive two nominations from the Forum members*.
3. If there are more nominations than vacancies, the Personnel Manager will run an election amongst Forum members*.
   * All Forum Reps and Reserved Seat Reps are eligible to nominate/vote. The Store Operations Manager, Personnel Manager and any other attendees are not eligible to nominate/vote.
4. The Personnel Manager and the Usdaw Reserved Seat Rep* take responsibility for ensuring the integrity of the ballot process.
   *The Usdaw Reserved Seat Reps will decide who will stand over the election process.

THE NATIONAL FORUM REP

The role

National Forum Reps attend the National Forum, representing the views and interests of colleagues in their groups/regions. At the meeting, they discuss national issues that affect the company and colleagues, such as pay, policies and procedures. They communicate all Forum activity to their colleagues and promote the Forum as an effective avenue for engagement, consultation and communication.

National Forum Reps:

• Attend and contribute to all National Forum meetings
• Represent the views and interests of all Tesco retail colleagues
• Participate in the annual review of the employment package
• Feed back on the work of the National Forum to the Store Director Forum and to store colleagues
• Identify opportunities to make what matters better for customers, colleagues, communities and the business, and share these at National Forum meetings

Additional essential qualities for a National Forum Rep

In addition to the essential qualities for all Forum Reps, a successful National Forum Rep is expected to:

• Be confident in being the voice of all colleagues in the company, presenting their views accurately and constructively
• Have strong influencing and negotiation skills
• Have a good relationship with Tesco leaders and Usdaw officials

The National Forum Rep Election process

The number of Reps

Large Stores and Customer Fulfilment Centres: One National Forum Rep per Store Director Forum. Convenience: Four National Forum Reps per Store Director Forum.

1. When elections are due, the Group Personnel Manager and the Lead Area Organiser will outline the role to all Store Director Forum Reps, clearly describing the amount of time required to fulfil the role and the essential qualities needed to be effective in the role.
2. Any Store Director Forum Reps interested in taking up the role can put their name forward. Their application must be supported by two fellow Store Director Forum Reps.
3. Each nominated rep will take part in a selection process, involving a meeting with their Group Personnel Manager and Lead Area Organiser to discuss whether the colleague has the required skills and qualities. They will also prepare a short presentation, which will be delivered to the Group Personnel Manager and Lead Area Organiser, describing their interest in the role and the value they will add.
4. If more than the required number of reps qualify, an election will be held in which all reps on the Store Director Forum will take part. If only the required number of reps are selected, a majority of the Store Director Forum Reps must endorse the candidate(s).
5. Candidates who are not successful on this occasion may ask for support from the Group Personnel Manager and the Lead Area Organiser to jointly agree a development plan.

Working Party Reps

The members of each Working Party are selected from the National Forum Reps by Usdaw’s National Officer. In addition, other Tesco colleagues/managers and Usdaw specialists may attend where appropriate and agreed.

European Works Council Reps

European Works Council Reps are elected from amongst the National Forum Reps in accordance with the arrangements set out in the Tesco European Works Council Agreement.

THE FORUM REP ELECTION CYCLE

The terms of office for all Forum Reps is three years.

Every three years, all Forum Rep positions will be subject to re-election, following the timetable below:

• The election cycle for Forum Reps begins in February, with all Store Forum Reps elected and trained in their role in time for the quarter 1 Store Forum.
  
• At the quarter 1 Store Forum (held in March), Forum Reps elect one or more Store Director Forum Reps (depending on the format), who will be in their role in time for the subsequent Store Director Forum.
  
• At the quarter 2 Store Director Forum (held in July), Forum Reps elect one or more National Forum Reps. These reps will then attend the National Forum in November.

In an election year, stores will be notified before Forum Rep elections take place via myActions (email in Express).

Midterm elections

If any rep leaves their post midterm, the election process will begin again, unless this is within three months of a planned election. Reps taking up their post midterm will be advised that their post will be subject to re-election in line with the usual cycle.

There may be occasions where a Forum Rep moves to a different department, store, group, area or region, either through choice or at the request of the company. In such circumstances, the following will apply:

In the instance that a rep has chosen to move:

• If there is already a Forum Rep at that level in the department/store/group/area/ region (whichever is applicable), the moving rep will be required to step down.
• If there is not a Forum Rep at that level in the department/store/group/area/region (whichever is applicable), the moving rep can continue in their role and will be subject to re-election at the next national election.

In the instance that a rep moves as the result of a Tesco decision:

• If there is already a Forum Rep at that level in the department /store/group/area/ region (whichever is applicable), both will remain in their position until a midterm election is arranged. The successful rep will continue in the role until the next national election takes place. The unsuccessful rep will step down.
• If there is not a Forum Rep at that level in the department/store/group/area/region (whichever is applicable), the moving rep can continue in their role and will be subject to re-election at the next national election.

In either instance National Forum Reps will continue on their Working Party, where applicable, until a suitable time for them to step down is agreed with the Project Manager and National Officer.

Usdaw Representatives

INTRODUCTION

Usdaw Reps play an important role in both Tesco and Usdaw, helping to identify and deal with concerns when they arise, communicating information between colleagues and managers, representing the views and interests of colleagues, and championing our mutual values. There are a number of different Usdaw Rep roles that Tesco support and recognise within our stores and customer fulfilment centres. All reps represent the views and interests of their members, whilst helping to bring about improvements and change for colleagues and the company.

Managers and reps work together at all times to uphold our mutual values. Key to this is listening to one another to understand why a particular decision has been made by the manager and respecting the role the rep has to independently question that decision or suggest more effective solutions.

While there are a number of different Usdaw Rep roles, all reps work together as a team to help make what matters better for all members and colleagues.

Personnel Managers and Area Organisers play a key role in supporting Usdaw Reps.

Essential qualities for Usdaw Reps

Reps are expected to:

• Represent the views and interests of colleagues accurately and reliably
• Show loyalty and commitment to the colleagues they represent
• Listen and communicate effectively
• Work with honesty and integrity
• Maintain confidentiality
  
• See all sides of an issue through questioning and listening
• Build rapport with managers and colleagues
• Be assertive and confident, respecting all parties involved
• Influence decisions and support agreed outcomes at all times
• Be enthusiastic and committed
• Have initiative and be self-motivated
• Be willing to learn, develop and review themselves
• Understand and live the Tesco and Usdaw values
  
• Recognise and respond to an ever-changing retail environment to ensure a sustainable business for all

Each rep role may also have additional essential qualities, depending on the nature of the role. These are described in more detail throughout this booklet.

Eligibility criteria

TO BECOME AN USDAW REPRESENTATIVE, COLLEAGUES MUST:

• Be over 18
• Have a minimum of 12 months’ service with Tesco*
• Have a minimum of 12 months’ membership with Usdaw*

*For new stores, the 12 month rule will be waived for the first 12 months of opening.

All representatives must be mutually acceptable to Tesco and Usdaw. Tesco will not unreasonably object to the choice of representative.

Usdaw Reps play an important and influential role in stores, and should act as role models for their fellow colleagues. In the unusual event that Tesco believes there are serious concerns about the conduct or performance of a representative, this may be grounds for withholding or withdrawing recognition, as described below:

• If the conduct or performance of a prospective rep gives rise for concern, the Personnel Manager and Area Organiser will review the situation with the colleague to assess whether or not it would be appropriate in the circumstances for them to go forward as a representative at this time
• If an Usdaw Rep receives a final written warning for conduct or performance during their term of office, the Personnel Manager and Area Organiser will review the situation with the rep to assess whether it would be appropriate for them to continue as a representative

In both instances, the Personnel Manager, Area Organiser and colleague will work together in a sensible and constructive way to resolve the matter. Failing a resolution, the matter will be resolved by the Usdaw Divisional Officer/Deputy Divisional Officer and Tesco’s Employee Relations department.

Fulfilling the role of a Rep

Taking on the role of a rep can involve time away from home to attend training and meetings.

Reps will need to be mobile as travel can be involved and reps may, from time to time, have to stay away from home for a number of consecutive nights to attend training and meetings.

In order to support our colleagues when they are off work sick, we would not expect them to carry out work-related tasks for Tesco. This would include carrying out duties as an Usdaw Rep such as attending meetings and representing members.

TYPES OF USDAW REPS

Tesco recognise three categories of Usdaw Reps

1. In-store Reps

• Q UsdawRep
  
• Usdaw Health & Safety Rep
• Usdaw Union Learning Rep

2. Seconded Reps

• Mobile Union Learning Rep
  
• Lifelong Learning Project Worker
  
• Organising Officer-Academy¹
  
• Organising Officer-Academy²

3. Stand-Down Reps

1. IN-STORE REPS

Ideally, the required number of reps will be nominated to share the rep roles and work together as a team in the store. Where this cannot be achieved, Usdaw Reps may take on multiple rep roles and receive the appropriate training.

The number and types of reps in a store will be decided between the Store Manager and Area Organiser*, ensuring all departments and shifts are appropriately represented.

In Express, there should be one Usdaw Rep and one Usdaw Health & Safety Rep per store. The number of Union Learning Reps will be determined on a group basis depending on requirement. This will be agreed by the Operations Manager and the Area Organiser*.

* If they are unable to agree, the matter will be referred to the Group Personnel Manager and Divisional Officer/Deputy Divisional Officer.

The Usdaw Rep (also referred to as shop Steward)

The role

Usdaw Reps are the elected representatives of Usdaw members in their store or customer fulfilment centre, representing and voicing the views of individuals and the membership.

Each store will have varying numbers of Usdaw Reps, depending on the size and headcount, ensuring all departments and shifts are covered to provide support and representation to members.

The key elements of the Usdaw Rep role are to:

• ADVISE and REPRESENT members
• SOLVE PROBLEMS at work
• PARTICIPATE in the Forum process
• RECRUIT and ORGANISE new members

Usdaw Reps:

• Work in partnership with managers to help resolve problems at work
  
• Represent Usdaw members at all stages of the disciplinary and grievance procedures, including helping members to prepare for the meetings
  
• Ensure policies and processes are followed by all parties
  
• Represent the views and interests of members formally and informally
  
• Help integrate new policies
  
• Support and champion improvements and agreed changes to terms and conditions
  
• Assist in communicating key information to members
• Support the Forum process, by promoting it as an effective avenue of listening and communication, and by representing the views and ideas of colleagues and members at the Forum (see Booklet 2: Our Forum)
  
• Organise the workplace by recruiting Tesco colleagues to the Union, including attending the new starter induction to introduce Usdaw and recruit new members (see Booklet 6: Facilities for Usdaw)
  
• Attend a Rep Team Meeting in store every month (see Booklet 6: Facilities for Usdaw)
  
• Attend management team meetings to receive briefings and give updates on Union activities
  
• Support and coach new Usdaw Reps
  
• Support in the process of acquisitions
  
• Have regular communication with the Personnel Manager and Area Organiser
  
• Assist in a way that helps to continually make what matters better for customers, colleagues, Tesco and Usdaw members
  

Solving problems

Usdaw Reps play a central role in helping colleagues to resolve problems at work. See Booklet 7: Solving Problems at Work for more information on their role in the Solving Problems process and their entitlements when representing members.

The Usdaw Health & Safety Rep

The role

Health & Safety Reps play an important role by helping to achieve a safer workplace for customers, colleagues and visitors.

The key elements of the Usdaw Health & Safety Rep role are to:

• ADVISE and REPRESENT members in health and safety matters
• PARTICIPATE in the Forum process
  
• REVIEW, INVESTIGATE and INSPECT health and safety issues
• RECRUIT and ORGANISE members
  

Additional essential qualities

In addition to the essential qualities for all reps, a successful Health & Safety Rep should:

1. Have a keen interest in health and safety legislation
2. Have a keen interest in looking after the safety and wellbeing of colleagues, customers and visitors

The Usdaw Union learrong Rep

The role

Union Learning Reps encourage and support colleagues to get involved in learning, ensuring learning is on the workplace agenda and that all colleagues have the opportunity to get back into learning, at a time and in a place that best suits them.

The key elements of the Union Learning Rep role are to:

• ADVISE and SUPPORT members with learning opportunities
• PARTICIPATE in the Forum process
• ENCOURAGE and SUPPORT learning
• RECRUIT and ORGANISE members
  

Union Learning Reps:

• Give Usdaw members and colleagues within their store information and advice about learning and training opportunities
• Guide members and colleagues to further sources of advice on learning for personal, work or career development
• Encourage and promote learning, by raising awareness of the value of learning and helping to organise courses in the workplace, for example through Check Out Learning events
• Identify learning and training needs
  
• Work in partnership with management and local providers to develop learning initiatives for colleagues, and improve access to learning by arranging courses in or close to the workplace
• Work with local colleges and other providers to make learning accessible and affordable
  
• Attend the Rep Team Meeting to update Usdaw Reps on learning activities (see Booklet 6: Facilities for Usdaw)
  
• Promote the value of Usdaw membership and contribute to Usdaw’s recruitment and organising agenda

Additional essential qualities

In addition to the essential qualities for all reps, a successful Union Learning Rep should:

• Have good literacy and numeracy skills, and basic IT skills
• Have a keen interest in continued learning
• Build rapport with managers, Union members and local education providers
• Be skilled at influencing and negotiating with management to develop learning initiatives for members

The Usdaw Rep Election process

The term of office for all in-store Usdaw Reps is three years.
Every three years, all Usdaw Reps will be subject to re-election, following an agreed timetable.

Stores will be notified before the elections take place via myActions (email in Express).

1. The Store Manager / Express Personnel Manager and Area Organiser decide how many reps are required
2. Election campaign begins The Area Organiser and Usdaw Reps organise the election Campaign materials are displayed
3. The Area Organiser circulates nomination forms and role specifications
   Existing in-store Usdaw Reps and stand-Down Reps (where applicable) talk to candidates about the role
   
4. Candidates who fulfil the eligibility criteria and demonstrate the essential qualities put their names forward
5. Nominations must be supported by 2 Usdaw members that the successful rep may represent. For example, 2 Usdaw members from the store

Midterm elections

If a rep leaves their post midterm, an election will be held, unless this is within three months of a planned election. Reps taking up their post midterm will be advised that their post will be subject to re-election at the next scheduled set of rep elections.

If a rep moves store, the below process will be followed:

• The Store Manager and Area Organiser will review the number of reps in the store to agree whether there is a need for an additional rep.
  
• If there is already the required amount of that type of rep in the store, the rep will be required to stand down. They may stand at the next election or when a vacancy occurs.
  
• If there is a vacancy for that type of rep in store, the rep will be able to continue in the role until the next election.

1. Required number of reps nominated
2. More than the required number of reps nominated Area Organiser runs an election
3. All Usdaw members in the store are eligible to vote
4. The personnel Manager with assistance of an Usdaw member (not a candidate for election) takes responsibility for ensuring the integrity of the ballot process
5. The Area Organiser confirms the outcome of the nomination/election to the store Manager/ Express Personnel Manager in writing
6. The successful candidate will be notified by the Area Organiser and their Induction arranged

2. SECONDED REPS

To support Usdaw’s recruitment, organising and learning agenda, Tesco facilitate and agree to second reps to Usdaw for an agreed period of time. This can either be on a full-time or part-time basis.

There are four types of seconded rep roles:

• Usdaw Mobile Union Learning Rep
• Usdaw Lifelong Learning Project Worker
• Usdaw Organising Officer - Academy¹
• Usdaw Organising Officer - Academy²
  

Whilst a rep is on secondment, their job must be kept open. The store will receive the required payroll to cover the rep’s hours for the duration of the secondment.
This payment will come from Tesco’s office.

The Usdaw Mobile Union Learning Rep

An Usdaw Mobile Union Learning Rep is seconded to Usdaw for a number of hours per week to support several stores within their area. They use their skills to coordinate and promote Lifelong Learning across these stores.
During their secondment, Usdaw Mobile Union Learning Reps are managed by and report to the Divisional Lifelong Learning Project Worker.
Usdaw Mobile Union Learning Reps generally operate within the company; however, at times they will support national initiatives across other companies.

The role

Usdaw Mobile Union Learning Reps:

• Co-ordinate and support the Lifelong Learning agenda
  
• Coach and support existing Union Learning Reps
  
• Identify and encourage potential Union Learning Reps
  
• Support the network of Union Learning Reps in their region
  
• Support and develop learning initiatives, raising awareness about the value of learning and organising courses in the workplace
  
• Assist Union Learning Reps to arrange learning with providers and liaise with providers to monitor attendance on courses
  
• Support local funding projects
  
• Work with the Union Learning Reps to identify learning and training needs
  
• Link with in-store Usdaw Workplace Reps to ensure the learning initiative is integrated into the efforts to promote Union membership
  
• Ensure learning activities are part of the Rep Team Meetings (see Booklet 6: Facilities for Usdaw)
  

Additional essential qualities

In addition to the essential qualities for all reps, a successful Mobile Union Learning Rep should:

1. Have a keen interest in continued learning
2. Have good retail sector knowledge and experience
3. Have a record of successful activity as a Union Learning Rep (where applicable)
4. Build rapport with managers, Union members and local education providers
5. Be skilled at influencing and negotiating with management to develop learning initiatives for members
6. Show initiative, be a self-starter and be able to work unsupervised
7. Be mobile and flexible, to suit the requirements of the role
8. Have good literacy and numeracy skills, and basic IT skills

The selection process

1. Each Usdaw Division may have several Usdaw Mobile Union Learning Reps (on a full-time equivalent basis) per year
2. Each Usdaw Division may have several Usdaw Mobile Union Learning Reps (on a full-time equivalent reps
3. The Area Organiser will then agree with the Group Personnel Manager/ Personnel Manager in Express who the Mobile Union Learning Rep will be and the arrangements for release
4. Usdaw’s National Lifelong Learning Coordinator will check the programme and give final approval
5. The release of the successful reps will be confirmed by the Area Organiser, Store Manager and Personnel Manager
   

Release

The secondment typically lasts from six to 12 months. Because of the specialist nature of the role, it may be extended for further periods, following a review and discussion with the Store Manager, Group Personnel Manager/Express Personnel Manager and Area Organiser.

Reps will spend a minimum of one day each week working in store in their usual role.

Reps will return to their store for Christmas, from their first contracted shift of December to 2nd January (3rd January for Scotland).

Stores may request for Mobile Union Learning Reps to return to store for Easter and bank holiday weekends, giving full consideration to their programme of work. Where this is the case, the following will apply:

• Easter: Wednesday before Good Friday (if a contracted shift) to Wednesday after Easter Monday
• Bank Holidays: Friday before the bank holiday (if a contracted shift) to Tuesday after the bank holiday

All dates will be agreed before their secondment begins.

The Usdaw Lifelong Learning project worker

Under special circumstances, Usdaw may request a 12 month full-time secondment as a Lifelong Learning Project Worker. They are responsible for promoting and supporting Usdaw’s Lifelong Learning Campaign within a given area.

At the end of the 12 months, the National Lifelong Learning Coordinator and National Officer will review the position, and may agree an extension to the secondment with Tesco’s Employee Relations Team.

The Usdaw organising Officer - Academy 1

The role

The Usdaw Academy¹ gives reps the opportunity to spend six months out of their store, working with Usdaw on recruitment and organising projects in their division.

The Academy¹ involves the following:

• Participating in a major organising and recruitment campaign
• Supporting Usdaw Reps to organise their workplaces
• Recruiting Usdaw members during workplace visits and inductions
• Planning campaigns
  

During their time on the Academy¹, the Organising Officers will work from a local Usdaw office and throughout stores in the area.

The Organising Academy¹ training programme is an accredited course through Ruskin College. The reps compile a portfolio of their work over the six months, which contributes towards a Level 2 National Open College Network qualification.

Organising Officers:

• Recruit and organise Usdaw members across all Usdaw’s sectors
  
• Identify potential Usdaw Reps
  
• Help Usdaw Reps organise their workplaces
  
• Coach, encourage and support new and existing Usdaw Reps
  

During their secondment, reps will report to an Area Organiser, who will offer guidance, support and coaching.

Additional essential qualities

In addition to the essential qualities for all reps, a successful Organising Officer should:

• Have an active commitment as an Usdaw Rep
• Have a proven track record of successful recruitment activity
• Be able to work on their own initiative and as part of a team
• Be flexible and willing to work evenings and weekends
• Be willing to attend residential training courses, involving overnight stays
• Be willing to travel to a number of stores within the division
• Have the potential to recruit and organise in a range of environments
• Have the ability to influence and organise other representatives
• Have an understanding of the Organising Model of Trade Unionism

When

Academy¹ runs from May to November to avoid the key trading periods of Easter and Christmas.

Release

Stores may request for Academy Reps to return to store for bank holidays. Where this is the case, they must return on the Friday before the bank holiday (if a contracted shift) to the Tuesday after the bank holiday.

All dates and arrangements will be agreed before the secondment begins.

The selection process

1. Nationally, 30 reps can be released each year to attend Usdaw's Organising Academy¹
2. Usdaw advertises the academy in November
3. Usdaw Reps can apply by completing an application form, which should be returned to Usdaw's Deputy General secretary by the end of January
4. esco should confirm release has been authorised within 14 days of receiving details of the successful candidates
5. Usdaw will confirm the details of the secondment to the Employee Relations team, who will then cascade the details to store
6. The Usdaw Divisional Management Team will shortlist applicants for interview
7. Shortlisted candidates will attend an interview or a development centre* in their division.
   *Release to attend the interview or development centre is unpaid but stores should support with paid release where possible or offer the colleague paid options such as holiday, shift swap, etc.
8. Usdaw will forward details of the successful candidates to the Employee Relations team in the office
9. The Employee Relations team will notify the store that the rep has successfully gained a place on Usdaw's Organising academy
10. The rep will seek release from their store Manager, and confirmation will be sent to the Employee Relations team. In every instance, the store should aim to support the Union with release, taking into account operational requirements
    

The Usdaw organising Officer - Academy 2

The role

Academy² is a six month programme, open to reps who have successfully completed Academy¹ in a previous year and are still active as Usdaw Reps.
Organising Officers on Academy² work towards an accreditation, through Ruskin College, which contributes towards a Level 3 National Open College Network qualification.

The programme covers:

• Supporting organising campaigns
• Developing and evaluating organising skills
• Giving feedback/coaching
  

Organising Officers will focus on:

• Recruitment of members
• Coaching and developing reps
• Establishing regular Rep Team Meetings
  

During their secondment, reps will report to an Area Organiser, who will offer guidance, support and coaching.

Additional essential qualities

In addition to the essential qualities for all reps, a successful Academy² Rep is expected to:

• Have demonstrated excellent performance on Academy¹
• Have a continued involvement in organising and recruitment activity since completing Academy¹
• Be committed to fully participating in the second programme
• Be located in an area where there is an identified need for further organising work to be carried out

When

Academy² runs from March to September to avoid the key trading period of Christmas.

Release

Stores may request for Academy Reps to return to store for Easter and bank holidays. Where this is the case, the following will apply:

• Easter: Wednesday before Good Friday (if a contracted shift) to Wednesday after Easter Monday
• Bank Holidays: Friday before the bank holiday (if a contracted shift) to Tuesday after the bank holiday

All dates and arrangements will be agreed before the secondment begins.

The selection process

1. Nationally, 20 reps can be released each year to attend Usdaw's Organising Academy²
2. Selected reps will attend an interview* in their division. Each division will then make recommendations as to who should take part in the programme, for consideration by the Deputy General secretary.
   *Release to attend the interview is not paid. However, stores should support with paid release where they can, or by offering options such as shift swap, holidays, etc.
3. Usdaw will forward details of the successful candidates to the Employee Relations team in the office
4. The Employee Relations team will notify the store that the rep has successfully gained a place on Usdaw's Organising academy
5. The rep will seek release from their store Manager, and confirmation will be sent to the Employee Relations team. In every instance, the store should aim to support the Union with release, taking into account operational requirements
6. Tesco should confirm release has been authorised within 14 days of receiving details of the successful candidates
7. Usdaw will confirm the details of the secondment to the Employee Relations team, who will then cascade the details to store

Secondment Processes

Usdaw will give stores at least 4 weeks’ notice of secondment arrangements, including proposed dates of when the secondment will begin and end.

Before the secondment begins, the rep will attend a meeting with their Personnel Manager (Store Manager in Express) to confirm:

• The outline of the programme
• The agreed start and end date
  
• Any agreed days they will be returning to work, for example key trading periods or non-secondment days
• Any pre-booked holidays which fall within the secondment period
• Supporting Your Attendance and Holiday policies for during the secondment
• How the rep wishes to be contacted during the secondment, for example by phone, email or coming into the store for a meeting
  

Before the secondment is due to end, the Personnel Manager (Store Manager in Express) and rep should meet to confirm:

• Arrangements for return to store
  
• The shifts to be worked in their first week back - Personnel Managers/Store Managers and reps may agree to change these for the first week so that the rep can work alongside a team member
• What training is required before the rep begins working on their department, such as legal and departmental training
  
• What meetings the rep will attend to welcome them back to the store, such as the weekly managers’ meeting or Team 5
  

Supporting Your Attendance and Holidays

During the secondment, normal Supporting Your Attendance and Holidays policies and procedures will apply. For authorised and unauthorised absences where leave is paid (such as sickness, bereavement leave, holidays, bank holidays, etc.), Usdaw will pay if the day falls on a secondment day. If the rep was due to be in store that day, the store will pay the leave.

Time in Lieu

Any time in lieu accrued during the secondment should be taken before the secondment ends. This cannot be taken once the rep returns to store.

3. STAND-DOWN

Throughout the year, in-store reps may be appointed to the Union as specialist recruitment reps. This is referred to as ‘stand-down’.

The Usdaw Stand-Down Rep

The role

Usdaw Stand-Down Reps are appointed to be specialist recruitment and organising reps across a division of the Union. Stand-Down Reps work on organising recruitment campaigns within a number of stores. Their role is to visit Tesco stores within the division and recruit new members. They also help to identify potential Usdaw Reps, and offer coaching and support to new and existing Usdaw Reps.

Stand-Down Reps:

• Recruit members at new starter inductions (see Booklet 6: Facilities for Usdaw)
  
• Recruit and organise members in stores where a need has been identified
• Identify potential Usdaw Reps
• Assist Usdaw Reps in organising their stores
• Coach, encourage and support new and existing reps
• Work on national and divisional Usdaw recruitment campaigns
  

Each Stand-Down Rep can be seconded to Usdaw for up to 12 weeks in any calendar year (running from 2nd January (3rd January in Scotland) to the first contracted shift in December). The arrangements for release and hours of stand-down are agreed between the Usdaw Area Organiser and the Store Manager.

During stand-down, the reps will report to the Area Organiser.

Additional essential qualities

In addition to the essential qualities for all reps, a Stand-Down Rep should:

• Be a standing, recognised Usdaw Rep
• Have achieved high levels of membership in their own workplace
• Have an organised workplace
• Be an effective recruiter
• Have the ability to influence and organise other Usdaw Reps
• Have shown a strong capability for coaching and developing new reps
• Be willing to work hours that suit the programme.

The selection process

1. Usdaw is entitled to approximately 100,000 hours of stand-down time nationally each year. This is equivalent to approximately 48 weeks stand-down time per group/area.
2. Usdaw divides this time up and allocates it to each of its seven divisions as appropriate.
3. Area Organisers will identify prospective stand-Down Reps, based on their recruitment abilities. Release will be agreed with the store Manager and personnel Manager.
4. The relevant Usdaw Deputy Divisional Officer will check the programme and get final approval from Usdaw's Deputy General secretary.
5. The details of the programme will then be confirmed with the store, including start and end date. stores will be given at least four weeks' notice of release.

Release

Reps can be stood-down for up to 12 weeks in any one year. The 12 weeks do not have to be consecutive. If Usdaw wishes to extend this, it must be discussed and agreed by the Store Manager, Personnel Manager and Usdaw Area Organiser/Deputy Divisional Officer.

Each store may only have one rep on stand-down at any one time. Where stores are able to accommodate additional numbers of reps on stand-down, this may be agreed locally, in particular to support Usdaw’s National Membership Weeks*

*Usdaw runs a number of National Membership Weeks during the year, details of which are published in advance. Tesco will support release of additional Stand-Down Reps during these weeks, where stores are able to accommodate this.

Stand-Down Reps will return to their store for the following key trading periods:

• Christmas: First contracted shift in December to 2nd January (3rd January for Scotland)
• Easter: Wednesday before Good Friday (if a contracted shift) to Wednesday after Easter Monday
• Bank Holidays: Friday before the bank holiday (if a contracted shift) to Tuesday after the bank holiday

A rep may not complete Academy 1 or 2 in the same year as being on stand-down, except in the instance where the stand-down period has been four weeks or less.

Whilst a rep is on stand-down, their job must be kept open. The store will receive the required payroll to cover the rep’s hours for the duration of stand-down. This payment will come from Tesco’s office.

Stand-Down Processes

Before stand-down begins, the rep will attend a meeting with their Personnel Manager (Store Manager in Express) to discuss:

• The details of the programme
• The agreed start and end date
  
• Any days they will be returning to work, for example key trading periods or non stand-down days
• Any pre-booked holidays
  
• Details for contacting them during the secondment
  

Reps must attend a Christmas Working Arrangements meeting when they are due with their manager, to agree with the store their working arrangements over Christmas and New Year.

Supporting Your Attendance and Holidays

During stand-down, normal Supporting Your Attendance and Holidays policies and procedures will apply.

For authorised and unauthorised absences where leave is paid (such as sickness, bereavement leave, holidays, bank holidays, etc.), Usdaw will pay if the day falls on a stand-down day. If the rep was due to be in store that day, the store will pay the leave.

Time in Lieu

Any time in lieu accrued during the period of stand-down should be taken before stand-down ends. This cannot be taken once the rep returns to store.

GUIDELINES FOR TIME OUT OF STORE FOR STAND-DOWN AND SECONDED REPS

Stores may release the below number of reps at any one time, subject to agreement between the Store Manager and Area Organiser:

• Express, Metro and Homeplus stores: No more than one rep on either stand-down or a secondment at any one time
• Superstores with up to 150 colleagues: No more than two reps out of store at any one time. This should be one rep on stand-down and the other on a secondment
• Superstores with over 150 colleagues, Extra stores and Customer Fulfilment centres: No more than three reps out of store/centre at any one time. This should be one rep on stand-down plus two reps on secondment
• Reps may not attend Academy 1 or 2 and be on stand-down in the same 12 month period, except in the instance where the stand-down period has been four weeks or less.

The above is subject to agreement by the Store Manager. In certain circumstances, the store may not be able to release the maximum number of reps; however, every effort will be made to support release wherever possible.

Training for Representatives

INTRODUCTION

NEWLY APPOINTED REPS

In order to ensure that all new reps receive the support they need in the early stages of their appointment, an induction plan will be put in place:

INFORMAL LEARNING

Usdaw Reps can also further their development through informal learning by:

• Shadowing a more experienced rep as they carry out their duties or attend meetings
  
• Learning from the experience of others at Rep Team Meetings
• Seeking coaching or mentoring from a more experienced rep, their Personnel Manager, Line/Team Manager or Area Organiser
• Asking for feedback from colleagues, the Personnel Manager or Area Organiser
  

Additionally, Usdaw offer a number of specialist courses to aid rep development (see page 17 for more information).

NOTE: Until reps have completed the required training, they should seek the guidance of their Personnel Manager and Area Organiser before carrying out their duties.

OVERVIEW OF CORE TRAINING

Forum Reps

• Core Skills
• Connecting With Others
• Forum Representative workshop
  

Usdaw Reps

• Core Skills
• Connecting With Others
• Solving Problems
• Supporting Your Attendance
• Moving People’s Hours
• Usdaw Rep Training Part 1 (3 days)
• Usdaw Rep Training Part 2 (3 days)
• Usdaw Rep Training Part 3 (2 days)

Usdaw Health & Safety Reps

• Core Skills
  
• Connecting With Others
  
• Managing a Safe Place to Work and Shop
  
• Usdaw Health & Safety Rep Training Part 1 (3 days)
  
• Usdaw Health & Safety Rep Training Part 2 (3 days)
  
• Usdaw Health & Safety Rep Training Part 3 (2 days)
  

Union Learning Reps

• Core Skills
• Connecting With Others
• Union Learning Rep Training Part 1 (5 days)
  
• Union Learning Rep Training Part 2 (5 days)
  

Mobile Union Learning Reps

• Mobile Union Learning Rep training
  

Stand-down Reps

• Stand-Down Rep training

Overview of Tesco Training

Usdaw Training

Usdaw provides reps with training that gives them the knowledge and skills to deliver their role. The training is in addition to the core training offered by Tesco.

Release for training

As part of the induction process for all Usdaw Reps, Health & Safety Reps and Union Learning Reps, the Area Organiser and Personnel Manager agree release for reps to attend Part 1 of the training courses. In Express, this would be agreed between the Area Organiser and the person conducting the induction, which will be either the Personnel Manager or the Training Manager. The agreement for release is then followed-up in writing to the store. The Personnel Manager (Store Manager in Express) should:

• Give a copy of the letter to the department manager, to ensure rotas reflect this
  
• Give a copy of the letter to the Wages Clerk (Manager or Admin Assistant in Express)
  
• Give a copy to the rep, so that they are clear of the dates of the courses
• File the original copy on the colleague’s Personnel File
  

At the Review Meeting, which takes place with the Area Organiser and the rep following Part 1 training, release for Part 2 and Part 3 (where applicable) is discussed. This is then confirmed with the Personnel Manager (Store Manager in Express).

In order to support our colleagues when they are off work sick, we would not expect them to carry out work-related tasks for Tesco. It would not be seen as appropriate for a colleague to attend any training courses whilst off sick, unless these were part of an agreed Support Plan to facilitate their return to work.

*Accommodation paid by Usdaw and reimbursed by Tesco centrally. Booked in line

USDAW SPECIALIST TRAINING

Usdaw provides a number of specialist training courses to help reps in their development. Tesco recognises the importance of these courses and managers should support with paid options where possible, such as rescheduling days off or holiday etc. where courses are unpaid.

*Where release is unpaid, Managers and Personnel Managers (Store Managers in Express) should support with paid options where possible, such as rescheduling days off or holiday.

Facilities for Usdaw

INTRODUCTION

Tesco recognises and values the independent role Usdaw Reps have, and provides facilities to support the work of Usdaw Reps.

RECRUITMENT OF USDAW MEMBERS

Tesco recognises that the recruitment of new members helps Usdaw to remain a successful organisation, able to make an independent contribution to the Partnership. Tesco therefore provides Usdaw with facilities to recruit new members and supports membership of Usdaw for colleagues who choose to join.

New Starter Inductions

The main focus of Usdaw’s recruitment is new starter inductions. The Personnel Manager/Training Manager running the induction should therefore positively endorse Usdaw’s efforts to recruit new members at inductions as a normal part of the business. Usdaw Reps are invited to a section of all inductions, to introduce themselves and the Union to new starters.

Personnel Managers/Training Managers will give Usdaw Reps at least one week’s notice of any inductions taking place. Reps will be provided with a list of all new starters and any membership forms that may have been completed.
The Usdaw Reps will decide amongst themselves who will come along to the induction. In Express, the Training Manager will notify the Division of any inductions and they will then arrange for someone to cover the induction. This may be an Usdaw Rep on the group, an Usdaw Rep from another format, an Area Organiser or a rep on Stand-Down or the Academy.

Each induction session will include a 30 minute slot on the benefits of the Partnership Agreement and Union membership. The Personnel Manager/Training Manager should open the session, talking positively about the benefits of the partnership between Tesco and Usdaw and how the Union’s activity helps to support Tesco colleagues. An Usdaw Rep will cover the remainder of the session. This may include talking about the benefits of Usdaw membership, playing the Usdaw and Partnership Agreement sections of the Induction DVD, distributing Usdaw information packs, responding to any questions and handing out membership forms. Colleagues who choose to join Usdaw will be given time to complete and return Usdaw membership forms.

Notification of New Starter Inductions

Usdaw offices liaise with the Personnel Manager/Training Manager via email each Monday to request details of any planned inductions. The Personnel Manager/Training Manager should respond to confirm this information by 12 noon Tuesday, in order that a fully trained Usdaw Rep or Area Organiser can cover all inductions.

Once Usdaw is notified of an induction, the Area Organiser will make arrangements to ensure the induction is covered. If stores do not have an Usdaw Rep, the Area Organiser/Deputy Divisional Officer will make alternative arrangements. In exceptional circumstances, an Usdaw Rep may be asked to cover an induction at a local store.

Where none of the above options are possible, and with agreement from the Divisional Officer and Personnel Manager/Training Manager, arrangements can be made for the induction to run with no Usdaw Rep.

In this case, the Personnel Manager/Training Manager will:

• Talk positively about the benefits of the Partnership between Usdaw and Tesco
• Tell colleagues who their Usdaw Reps are and talk about the work they do on behalf of colleagues
  
• Play the Usdaw and Partnership Agreement sections of the Induction DVD
  
• Give colleagues who choose to join Usdaw time to complete an Usdaw membership
  form
  
• Collect any completed membership forms and hand them to the Usdaw Rep for processing
  

When a new store is due to open, Area Organisers will be given as much notice as possible of induction sessions in order that they can arrange cover. The format for the induction will be the same as those in existing stores.

Area Organisers will discuss the New Starter Induction process regularly with the Personnel Manager. At the Store Director Forum Preparation Meeting (see Booklet 2: Our Forums), the Group Personnel Manager/Lead Personnel Manager and Lead Area Organiser will address any concerns and agree next steps.

Other recruitment opportunities

To assist with recruitment, the following arrangements will apply consistently across the
company:

• Usdaw membership forms will be given out with the new starter packs.
  
• Area Organisers, with advance notice to Personnel Managers/Store Managers, may visit stores to talk to colleagues about the Union during their breaks. They will be provided with reasonable facilities during their visit, for example a suitable space in which to work.
  
• At times, Usdaw runs national or divisional campaigns which are agreed at a national level with Tesco.
  
• Organising Officers and Stand-Down Reps will be appointed to support recruitment and organising initiatives.
  
• Usdaw runs a number of National Membership Weeks during the year, details of which are published in advance. Tesco will support release of additional Stand-Down Reps during these weeks, where stores are able to accommodate this.
  

Membership contributions

Members of the Union pay a weekly subscription to Usdaw. This is deducted centrally from a colleague’s salary through payroll, after written authorisation (a signed membership form) has been received by the Union.

GENERAL FACILITIES

Usdaw Reps are entitled to the following:

• An Usdaw Notice Board, on which Usdaw materials can be displayed, in compliance with the What Good Looks Like Guide
  
• Space to meet with a colleague to prepare for representation
  
• A secure locker or drawer to file Union materials and documents
  
• Access to a telephone - this will either be access to a telephone in the
  Confidential Room or use of the Personnel Manager’s work phone (the store phone in Express)
  
• A photocopier, where available

THE REP TEAM MEETING

The Rep Team Meeting enables all in-store reps to get together to:

• Share information and best practice
• Plan and review Usdaw activity
  
• Receive updates or development from the Area Organiser
• Receive briefings from the Store Manager and Personnel Manage where appropriate
  

The Rep Team Meeting is held once a month (except in December) for two hours.

Attendees

• All in-store Usdaw Reps
  
• Seconded and Stand-Down Reps may attend if this is part of their workplan
• The Area Organiser will attend where possible
  
• On occasion, reps may invite the Personnel Manager and/or Store Manager* to attend, to help with company briefings, discuss any issues and engage positively with the reps
  
• Usdaw Reps from small stores may, where appropriate, join the Rep Team Meeting of a local store, to create a larger, more effective meeting

*In Express, with agreement from the Lead Area Organiser, Usdaw Reps on the group may join together for the Rep Team Meeting, or they may join the meeting of a local Metro store. They may invite their Personnel Manager and/or a Store Manager to the meeting, if they’re holding their meeting on the group.

Agenda

The agenda is decided by the reps, covering matters relevant to the store (or group in Express). Items may include reviewing membership levels, organising recruitment activity, discussing any upcoming Union activity, reviewing Usdaw newsletters and solving any store issues.

The Area Organiser may choose to use the time to up-skill reps, for example on representation skills, recruitment or policy changes.

At times, confidential grievance and disciplinary cases may be discussed to share learnings and offer support and advice. This information should be treated in the strictest confidence.

Each Rep Team Meeting should have a chair and note-taker. The note-taker records an overview of discussions and agreed next steps.

Scheduling meetings

It is important that all reps can attend the Rep Team Meeting. At the Rep Team Meeting in November, all dates and times for the year ahead should be planned.

Meetings should not be arranged on key trading days or at key trading periods.

Reps and their Area Organiser should decide the dates and times, and notify their Store Manager and Personnel Manager in writing to ensure release is agreed. If the Store Manager or Personnel Manager identifies any concerns with the dates or times, they should discuss this with the Area Organiser and agree a more suitable date and time.

In Express, if the reps hold the Rep Team Meeting on the group, they should agree the dates with the Area Organiser and Personnel Manager. If they join a local Rep Team Meeting, they must let their Store Manager know the dates and times as soon as possible.

The dates of all meetings for the year should be circulated to all Usdaw Reps and Managers, to ensure maximum attendance and minimum disruption to the store operation. The dates should then be displayed on the Usdaw Board.

Reps who work nights are also expected to attend the Rep Team Meeting. For release arrangements, refer to page 17 of this booklet.

If reps have holiday scheduled when a Rep Team Meeting is due to be held, they may choose to attend. They should give their Manager as much notice as possible of their intentions. Arrangements should be made for reps to take the time back in lieu.

In order to support our colleagues when they are off work sick, we would not expect them to carry out work-related tasks for Tesco. This would include attending the Rep Team Meeting.

Refer to page 16 for arrangements for release.

USDAW MEETINGS

The following section describes the different meetings and events that Usdaw hold throughout the year. Details for release, travel and accommodation are included in the following tables.

* Where release is unpaid, Managers and Personnel Managers (Store Managers in Express) should support reps by rearranging days off or holidays, where possible

ARRANGEMENTS FOR RELEASE OF USDAW REPS

Release

Tesco is committed to helping Usdaw Reps arrange time off when they are required to attend meetings and training.

On these occasions, reps and managers need to work together to agree the appropriate arrangements, using the following principles as a guide:

• Ensuring reps arrive at the meeting or training able to give their best
• Recognising individual needs and circumstances
  
• Ensuring arrangements will allow reps to feel comfortable that they can return home at a reasonable hour
• Recognising the need to maintain service to our customers
  

Reps should give as much notice as possible to their Managers and Personnel Managers (Store Managers in Express) of pending training or meetings so that schedules can be amended to maintain customer service

In order to support our colleagues when they are off work sick, we would not expect them to carry out work-related tasks for Tesco. This would include carrying out duties as a rep, such as attending meetings and training.

Paid time off

If release to attend a meeting or training is paid, and falls on a non­contractual day, the following options will be available, with the most suitable option agreed between the rep and the manager:

• Time back in lieu
• Rearranging working hours
• Rearranging days off
• Authorised overtime
  

If release is paid, everyone will receive a minimum of contractual pay °n the day the training or meeting falls.

If release is paid, everyone attending meetings or training courses lasting five days will be paid for 36.5 hours.

Reps may request time off in lieu of payment. The Personnel Manager (Store Manager in Express) may authorise this where the business needs allow.

Night representatives

Night representatives who are required to attend meetings or training during the day will be given reasonable time off to ensure that their sleep patterns are not unnecessarily disturbed. Where the meeting is a full day (or a half a day, and involves travel) this should be the full shifts before and after the meeting. Where the meeting is half a day or less, this may be either the shift before or the shift after the meeting.

Where appropriate, night reps may agree with their manager to move their shifts so that they can attend the meeting within their working hours, such as starting earlier or later so that the meeting falls within their shift. This would only be appropriate if it was still possible to ensure the minimum of 11 hours break between shifts. In all cases, mutual agreement should be reached giving full consideration to the health, safety and wellbeing of the

Travel

It will normally be possible to travel on the day of the training session or meeting. When this isn’t possible, reps will need to travel the evening before. If they are contracted to work the day before, they should complete as much of their shift as possible before travelling. Reps will need to make some °f the journey in their own time as payment will not be made for every hour of travelling time.

The Personnel Manager (Store Manager in Express) and the rep should discuss travel arrangements for each training session or meeting, so that plans can be agreed in advance.

Unpaid time off

Usdaw Reps may request to take unpaid release to attend Union activities, such as additional training and conferences.

Personnel Managers and Managers (Store Managers in Express) may offer paid alternatives, such as rescheduling days off, shift swaps or using holiday days.

Reps should give their Managers and Personnel Managers (Store Managers in Express) at least four weeks’ notice if they wish to attend these events.

Reps should be aware that, although every effort will be made to support unpaid time off, there may be occasions where time off may not be authorised due to operational needs.

Solving Problems At Work

INTRODUCTION

This section of the Partnership Agreement outlines the Solving Problems process that Tesco and Usdaw follow when issues arise. It covers the policies and procedures that come under the Solving Problems process and sets out the commitment of Tesco and Usdaw to work together throughout to ensure colleagues are treated fairly.

SOLVING PROBLEMS

We want to create a great place to work, where we treat everyone how we like to be treated. We want Tesco to be a happy, honest and inspiring place, where relationships are based on shared values and respect. However, we recognise that, at times, colleagues may need help to resolve issues at work.

In most cases, a colleague and manager will be able to resolve any problems together informally, by listening, discussing the situation and exploring all possible solutions to reach an agreement. It is important that this route is followed before any formal process (if appropriate), as this will resolve matters quickly in most cases.

However, in some cases, it’s not possible to resolve problems informally. On these occasions, the formal processes will need to be followed.

THE FORMAL PROCESSES ARE:

1. The Grievance Procedure: enables colleagues to raise their concerns to the appropriate level of management (outlined on p6)
2. The Disciplinary Procedure: identifies when a colleague's performance has fallen below the required standard, either as a result of conduct or capability, and deals with this in a fair and appropriate manner (outlined on p15)
3. The Appeals Procedure: allows colleagues to have the opportunity to appeal against a decision made as part of the Disciplinary Procedure (outlined on p22)

The Solving Problems procedures ensures that problems are dealt with effectively and at the earliest opportunity, and that everyone is treated fairly, reasonably and consistently. This section covers the grievance and disciplinary processes, including right to representation, timeframes, how to raise concerns and the right to appeal.

REPRESENTATION

All colleagues have the right to be represented at every stage of the Solving Problems procedures. Our policy also provides for colleagues to be accompanied by a rep at all investigatory meetings if they wish. Representatives must be either a recognised Usdaw Rep and/or a colleague. Usdaw members have the right to be represented by an Usdaw Rep or by a colleague.

If a store does not have any Usdaw Reps, the Personnel Manager will arrange for an Usdaw Rep from another store to attend the meeting.

Usdaw Reps have the right to be represented by the Area Organiser. The Personnel Manager will contact the Area Organiser to agree a mutually convenient date. Due to the commitments of Area Organisers, a meeting may not always be scheduled within the timescales as outlined in the procedures. In this instance, the rep may agree to have the meeting postponed until the Area Organiser can attend.

Colleagues are not entitled to be represented by legal representatives or by family members (unless the family member also works for Tesco), with the exception of colleagues under 16 years old or those with a specific need for such representation, e.g. those with special needs or learning difficulties. In these circumstances and in addition to the recognised representative, we will request the presence of a parent or guardian during the meetings to accompany and support the colleague.

In certain instances, colleagues may require an interpreter to fully understand the procedures. Where possible, this should be a Tesco employee. The interpreter’s role is in addition to the recognised representative and they are there to provide language support only.

In Dignity at Work cases, a colleague may feel more comfortable having a person of the same race, sex, religion, etc. or someone who is familiar with the circumstances, to accompany them. This is in addition to the representative. In this instance, the colleague should speak to the Personnel Manager. This person’s role would be to provide support; they cannot speak on behalf of the colleague during the meeting.

Usdaw Reps

In their role as a representative, Usdaw Reps have the right to:

• Reasonable paid time off to help their member to prepare for meetings
• Represent and speak on behalf of their member
• Support their member throughout the process
• Access all relevant documents relating to the issue
• Be a witness and take notes of the procedure
• Confer with their colleague during the meeting
  
• Adjourn the meeting at any point if they need to consult the colleague to clarify an issue or to seek advice
• Call on the legal advice of the Union, where required
  

The rep is entitled to speak for and ask questions on the member’s behalf. They can address the hearing to put forward their colleague’s case and respond on behalf of the colleague to any views expressed during the hearing. They should put forward the views of members accurately and reliably.

Reps are not entitled to answer questions that are specifically directed at the colleague. Colleagues are entitled to call an adjournment to a meeting at any time to clarify an issue or seek advice.

Colleagues are permitted to request a specific rep to represent them at meetings. Where possible, colleagues should choose a rep from their store and their shift (for example, night colleagues should choose a night rep). If their requested rep is not available, the meeting can only be delayed for up to 7 consecutive days. After this, they would be expected to select an available rep. Only in exceptional circumstances should a rep from a different shift or store be chosen.

CONFIDENTIALITY

We all have an important duty to respect any information that is relevant to our colleagues. We should therefore ensure that any information such as meetings, notes, statements, files, etc. are fully protected and handled responsibly. The trust of our colleagues is important and therefore all managers, colleagues, Usdaw Reps and anyone else involved in any stage of the grievance or disciplinary procedures must treat all matters discussed with the strictest confidence.

CODE OF BUSINESS CONDUCT

Our Code of Business Conduct covers some of our most important individual responsibilities and obligations as we go about our work and all colleagues must follow it. The Code can guide colleagues if they face complicated or sensitive issues, and is one of the ways we can put our Tesco Values into practice.

The Code of Business Conduct can be read in full at www.OurTesco.com and a summary can be found in the Colleague Handbook .

THE GRIEVANCE PROCEDURE

Tesco recognises that, on occasions, colleagues will want to raise issues or concerns.
We always aim to deal with any issues promptly, fairly and consistently.

Grievances tend to fall into one of the following categories:

• Terms and Conditions: issues regarding the contract of employment
• Dignity at Work: issues covering bullying, harassment, victimisation or discrimination
• Health and Safety: issues regarding the health, safety and welfare of colleagues, customers and visitors
• General: issues not covered by any of the categories above
  

The aim throughout is to agree the most appropriate steps to address the concerns raised, and conduct a thorough investigation to establish the facts and the basis of the complaint. This should be done within 14 days from when the grievance is received, unless both parties mutually agree to an extension, or if it is reasonable to extend this timeframe to allow further investigation. However, this should be done without undue delay.

All parties will work together to resolve grievances in the spirit of the Partnership.
Normal working and Terms and Conditions will be maintained during the process.

Informal Resolution

Tesco and Usdaw are committed to finding effective solutions to colleagues’ problems as quickly as possible.

In most cases, colleagues should raise their concerns with their manager in the first instance so that the manager can support the colleague in identifying the most appropriate solution to the problem as quickly as is practical. This should be no longer than 14 days, unless both parties have agreed to extend this period.

For reference purposes only, a signed record of the discussion along with any next steps agreed should be placed in the colleague’s personnel file to accurately reflect the discussion.

Formal Procedure

If the issue cannot be resolved informally, or if the issue or incident is too serious to be resolved informally, the Grievance Procedure can be used as the formal way to refer the problem to the most appropriate level of management. The colleague will put their concerns in writing, clearly setting out the nature of the grievance and describing what outcome they hope to achieve. This can either be a letter or a grievance form, which is available from the Personnel Manager or Usdaw Rep.

The Process

When a grievance is received, the relevant manager will arrange a meeting with the colleague to hear the grievance. If the grievance has first been raised with a manager informally and it has not been resolved, a different manager should hear it formally.

If the grievance is against the colleague’s manager, they should discuss this with the Personnel Manager.

1. The relevant manager hears the grievance
2. The meeting is adjourned so that the manager can consider the case
3. If further investigations are required, the reconvened meeting will be scheduled for a later date
   
4. At the reconvened meeting, the manager informs the colleague of their decision and the reasons
5. If the colleague does not consider the decision appropriate, they may refer the matter to the next stage
   

N.B. For Health & Safety Stage 2 grievances, the manager and colleague may agree to refer the mat ter to the Store Forum. This may be a more effective wa y of resolving the problem.

For information on timescales, see PAGE 13

Collective Grievances

Where an identical grievance is raised by two or more colleagues, this can be addressed as one grievance hearing, as a sensible and practical way of dealing with the collective concern. All colleagues involved must be in agreement for a collective grievance to go ahead.

If the colleagues are all members of Usdaw, an Usdaw Rep can raise the grievance on their behalf. Alternatively, the colleagues can agree that one of them will represent the collective group. Each colleague’s name should be listed on the grievance form/letter. All colleagues involved should be notified of the outcome at each stage.

Due to the number of people involved, it may be necessary to extend the timeframes. This will need to be agreed with all involved.

Mediation

In the vast majority of cases, Usdaw Reps will help to facilitate a resolution. However, there may be times when both parties agree that independent mediation may help. Mediation is a voluntary process and is available to all colleagues.

Dignity at Work Grievances

Tesco is committed to its values of ‘We treat everyone how we like to be treated’, ‘Building relationships based on shared values and respect’ and ‘Creating a great place to work: happy, honest and inspiring’.

The actions described above will be considered unacceptable behaviour.
Dignity at Work grievances are dealt with sensitively and confidentially, either informally or through the formal Grievance Procedure, with particular emphasis on seeking to reach the most appropriate resolution.

• If the person involved is a Tesco employee, proven acts of discrimination,
  harassment or bullying will result in disciplinary action, which could result in their dismissal.
  
• If the person involved is a contractor or supplier, Tesco will refer the matter to the company concerned to use their own investigatory and disciplinary procedures, and will support any investigations where necessary.
  
• If the person involved is a customer, the decision maker will choose the most appropriate action to take. This may include informing the customer that their behaviour is unacceptable and unwelcome, and can result in excluding the customer from the store.
  

The aim of the process is to conduct a thorough investigation and to agree the most appropriate solution to address the concerns identified.

Informal Resolution

Colleagues who feel that they’re being bullied, harassed or discriminated against should initially try to make it clear to the person involved that their behaviour is unacceptable and unwelcome and ask them to stop. If they find this difficult, a Line/Team Manager, Personnel Manager or Usdaw Rep may be able to help by talking to the person on the colleague’s behalf.

The normal informal grievance process will be followed.

Formal Procedure

If an informal solution cannot be reached, the colleague should approach their Personnel Manager to raise a grievance formally.

The Personnel Manager will investigate the complaint in a timely and sensitive manner in order to resolve the problem as quickly as possible. At no time should the complainant and the person against whom the allegation has been made be interviewed jointly.

N.B. If the complaint is against the Personnel Manager, the colleague should approach the Store Manager or the Lead Manager for their department (where applicable).

If the complaint is against the Store Manager, the Personnel Manager will contact their Group Personnel Manager.

The Process

1. The Personnel Manager will inform the alleged harasser/bully that a formal grievance has been raised and that no discussions should be entered into with the complainant until the matter has been investigated
2. The Personnel Manager hears the grievance
3. The Personnel Manager will interview any witnesses and analyse any documentary evidence

Where the initial investigation shows sufficient grounds for concern, the manager investigating the grievance may consider reasonable changes including moving the hours, department or store of the people involved or in certain circumstances consider suspending the colleague on full pay whilst the matter is fully investigated. In most cases, the person against whom the allegation is made would be the one who is moved. However, there may be certain circumstances where it is appropriate and fair to move both. It must be made clear that this is in no way a disciplinary measure and care must be taken to avoid unnecessary distress to all parties.

If the colleague has any pre-booked holidays during the suspension period, they can choose to postpone their holiday and make themselves available for any investigatory/disciplinary meetings, or they can choose to take their pre-booked holiday and the period of suspension will resume on their return.

Any deliberate, malicious or irresponsible allegations of bullying, discrimination or harassment will be treated as a disciplinary offence, and any person acting in this way may face disciplinary action.

1. The Personnel Manager will interview the alleged harasser/ bully, describing the accusations and allowing the individual to put across their case
2. If disciplinary action is considered necessary, the case should be handed over to the relevant manager. This should be a different manager to the one who carried out the investigation. This could result in dismissal
3. At the reconvened Grievance Hearing, the Personnel Manager will inform the colleague who brought the grievance of the decision and the reasons. Details of any disciplinary action taken are confidential and should not be disclosed
4. If the colleague is not satisfied with the outcome, they may refer the grievance to the second stage
5. The second stage will be referred to the Group Personnel Manager / A Lead Personnel manager

For information on timescales, see PAGE 13

Grievances: Who hears what and the timescales

* If your manager is the Store Manager/Customer Fulfilment Centre Manager, stage 2 will be heard by a different Store Manager/Customer Fulfilment Manager.

If a grievance has been raised with a manager informally but not resolved, a different manager will hear the grievance formally.

*A Lead Personnel Manager is a named Personnel Manager who is an expert in grievance and disciplinary matters. This only applies in Convenience.

If a grievance has been raised against a Store Manager/Customer Fulfilment Centre Manager, the following would apply:

If a grievance has been raised against a Personnel Manager, the following would apply:

THE DISCIPLINARY PROCESS

Tesco encourages our colleagues to maintain the required standards of conduct (behaviour) and capability (job performance), to meet our Values deliver for our customers and make Tesco a great place to work.

Where a colleague’s conduct or performance has fallen below the required standard, the manager will informally work with the colleague to address the issue. The formal Disciplinary Procedure will only be used when the informal process has been exhausted.

The aim throughout is to carry out a thorough investigation and agree the most appropriate steps to address the concerns identified. This should be done within a reasonable timeframe to allow for the most thorough investigation possible. This should take a maximum of 14 days, unless both parties mutually agree an extension, or if it is reasonable to extend this timeframe to allow further investigation. However, this should be done without undue delay.

Conduct

This refers to a colleague’s behaviour or actions. When this falls below the standard expected by Tesco because it is unreasonable, unacceptable, goes against a policy, does not comply with the Code of Business Conduct or is not within the bounds of reasonable behaviour expected of people, it is considered misconduct.

Capability

This refers to a colleague’s ability to carry out their job. When a lack of skill, intellectual or physical capability prevents a colleague from performing to the required standard, they may be considered incapable of fulfilling their role.

Conduct versus Capability

It can sometimes be difficult to distinguish between what is misconduct and what is incapability. A job not done correctly may be the result of someone purposely not performing (misconduct) or because they are not capable of performing (incapability).The difference is the level of control a colleague has over their actions:

• If they could perform better but will not, it is considered misconduct
• If they cannot perform better no matter how hard they try, it is considered incapability

Informal Procedure

In the first instance, the manager will discuss the decline in the required standard of conduct or capability with the colleague informally. Tesco and Usdaw expect the majority of issues to be resolved informally. The manager will work with the colleague to understand why there has been a decline in conduct or capability. Together, the manager and colleague should identify what can be done to bring the performance or behaviour back to the required level and the manager will give the colleague as much coaching and support as possible.

The required improvement and assessment process should be explained to the colleague, as well as the period of time over which the required standard/improvement should be achieved. Timescales, next steps and outcomes will be jointly agreed with the colleague. For reference purposes only, a signed record of discussions along with any next steps and agreed timescales will be placed in the colleague’s personnel file to accurately reflect the discussions.

Formal Procedure

If the issues cannot be resolved informally or through the next steps and agreed timescales, or if the situation becomes too serious, the Disciplinary Procedure will be the formal way for a manager to raise the concern with the colleague. This is not to punish the colleague but to help them take the necessary corrective measures to improve their conduct or capability.

Disciplinary Stages

Please note, a separate process applies for Supporting Your Attendance

The stages described overleaf would normally be followed in sequence. However, if the offence is sufficiently serious, disciplinary action can be taken at any of the stages. Colleagues can appeal against any action taken at all stages of the disciplinary process.

Where more than one disciplinary warning is issued, it may be that they are considered to be linked if they are all matters of conduct or all matters of capability. This means that a colleague will not have multiple verbal warnings (if they are both issues of conduct or capability) and instead go from verbal to first written for unrelated matters.

If, following a full investigation of the facts and discussion, there are insufficient grounds for disciplinary action, the case will be dismissed.

Copies of meeting notes should be given to the colleague once the investigation is complete, and prior to any disciplinary meeting. This is to review their case and prepare for the disciplinary meeting. The Usdaw Rep will be able to support colleagues with this.

In certain circumstances, it may be necessary to protect a witness by withholding their identity, if we feel that there is a real risk of serious repercussions against the individual. However, this is rare and the Personnel Manager should take advice prior to making this decision.

If there are grounds for disciplinary action, the disciplinary stages overleaf may apply:

STAGE 1: VERBAL WARNING

If, despite informal discussions and guidance, conduct or performance does not meet the required standard, a colleague may be given a formal verbal warning.
A verbal warning will remain live on the colleague’s personnel file for a period of 8 weeks, after which the documentation will be disregarded for disciplinary purposes.

STAGE 2: FIRST WRITTEN WARNING

If, despite a verbal warning, conduct or performance has not improved or still does not meet the required standard, a colleague may receive a first written warning. If the offence is more serious, the colleague may move straight to a first written warning.
A first written warning will remain live on the colleague’s personnel file for a period of 13 weeks, after which the documentation will be disregarded for disciplinary purposes.

STAGE 3: FINAL WRITTEN WARNING

If there is still no improvement in conduct or performance, or the required standard has still not been met, a colleague may receive a final written warning. If the offence is more serious, the colleague may move straight to a final written warning.
A final written warning will remain live on the colleague’s personnel file for a period of 26 weeks, after which the documentation will be disregarded for disciplinary purposes.

STAGE 4: SUSPENSION/DEMOTION/DISMISSAL.

If there is still no improvement in conduct or performance, or the required standard has still not been met, a colleague may be dismissed. If the offence is so serious in itself, for example gross misconduct, a colleague may be dismissed without going through the above stages. In exceptional circumstances, the Disciplinary Manager may instead decide that a demotion or an unpaid disciplinary suspension of no more than 5 days is more appropriate. Where an unpaid disciplinary suspension is issued, it will remain live on the colleague’s personnel file for a period of 52 weeks, after which the documentation will be disregarded for disciplinary purposes.

Time Limits for Warnings

Exceptionally, there may be circumstances where the misconduct is so serious - for example, a Dignity at Work issue - that it cannot realistically be disregarded for future reference. In these circumstances, it’s important for us to be aware of any history of this type of behaviour. This helps us to establish whether the colleague was aware that the behaviour was unacceptable, and may be taken into consideration with regard to any disciplinary process.

Details of Disciplinary Action

On conclusion of a disciplinary procedure, the colleague will be given confirmation in writing of:

• The stage of the disciplinary action issued, e.g. verbal warning
• The reason for the disciplinary action
  
• The required improvements in conduct or performance, and a timescale for those improvements
  
• The next stage of the procedure, should the required improvement not happen
• The right of appeal and who this should be sent to
  

In the case of dismissal/suspension/demotion, the colleague will be advised of the reasons for the action and the exact terms of the dismissal, demotion or disciplinary suspension as applicable.

Supporting Your Attendance

For information on the Supporting Your Attendance procedure, refer to the Supporting Your Attendance Guide which is available from your Personnel Manager.

Gross Misconduct

The following is a non-exhaustive list of serious breaches of Tesco rules and standards, that are likely to constitute gross misconduct:

• Theft of Tesco or other colleagues’ or customers’ property
• Fraud, including:
  • Stealing by deception
  • Stealing money or property by falsifying our processes or data
  • Using Clubcard points or vouchers intended for someone else
• Assault, including harmful or offensive contact with another person or threatening to harm someone
  
• Deliberate disregard or abuse of a Tesco procedure, for example:
  • Misuse of the Privilegecard - including allowing someone else to use the card, supplying people who are not immediate family living at the same address, and selling goods on to other parties
  • Falsification of Tesco or statutory documentation
  • Clocking a fellow colleague in or out
  • Refusal to comply with the Right of Search procedure
• Consumption of Tesco products without permission, including products due for disposal
  
• Posting offensive and/or inappropriate material on any social networking sites
• Deliberate refusal to carry out a reasonable management instruction
• A serious breach of the Code of Business Conduct
• A serious breach of our Group Bribery and Corruption policy and procedure
• An act of discrimination, harassment or bullying
  
• A serious and/or deliberate breach of Health & Safety procedures, including smoking in a non-smoking area
  
• Any serious act outside work that brings Tesco into disrepute or affects internal relationships
• Physical or serious verbal abuse of colleagues, managers or customers
  
• Deliberate damage to Tesco or other colleagues’ name or property
  
• Conviction of any legal offence considered damaging to Tesco or its employees
  
• Incapacity whilst on duty brought on by alcohol or by illegal drugs and dealing in such drugs
  
• Serious breach of confidence (subject to the Public Interest (Disclosure) Act 1998), e.g. passing on confidential company information
  
• Serious negligence which causes unacceptable loss, damage or injury
  
• Unauthorised entry to computer records
  
• Any other action which, on a common sense basis, is considered a serious breach of acceptable behaviour
  

In addition, for Dotcom Drivers this would include the following:

• Driving at more than 20 miles over the speed limit
• Smoking in a Dotcom van
• Refusal to take part in an alcohol test

THE APPEALS PROCEDURE

At all stages of the Disciplinary Procedure, a colleague can appeal against the disciplinary action.

Grounds for Appeal

If a colleague feels that the disciplinary action taken against them is unfair, they may appeal on the following grounds:

• The penalty was too harsh
  
• The penalty was inconsistent with action taken in a previous similar case
• The investigation was not complete
• The colleague was not given a fair hearing
• New evidence needs to be considered

The Process

If a colleague wishes to appeal against disciplinary action, they should do the following:

• Discuss the outcome of the meeting with their Usdaw Rep/colleague and identify the grounds for appeal
• Prepare a case with their Usdaw Rep/ colleague
• Put the appeal in writing, including the grounds for appeal. This can be a letter or using the appeals form, which is available from the Personnel Manager or Usdaw Rep
• Attach a supporting sheet giving as much detail as possible about the grounds for appeal, which will help the Appeals Manager to consider the case prior to the meeting
• Lodge the appeal within the timescales

Times cales for Lodging and Hearing Appeals

(in calendar days)

Guidelines: In certain circumstances, it may be necessary to extend timescales. This will be done by joint agreement and a date will be set as near as possible to the original timeframe.

There may be situations where further investigation or consideration is required and in these circumstances, an adjournment may be jointly agreed and a date set for the reconvened meeting

Disciplinary and Appeals Process Tables

 

*For Team/Line Managers whose manager is the Store Manager/Customer Fulfilment Centre Manager, a Lead Manager will carry out the stages up to dismissal

† A Lead Store Director is a named Store Director who is an expert in disciplinary matters, and who can hear the appeal only in the instance where a Regional Director is not available within the timescales. This only applies in Large Stores.

SUPPORTING INFORMATION

Overlapping Grievances and Disciplinary Cases

If a colleague raises a grievance during the disciplinary procedure, the disciplinary process may be temporarily suspended in order to deal with the grievance.

However, where the grievance and disciplinary cases are related, it may be appropriate to deal with both issues at the same time.

Involvement of Team Leaders/Team Supports and Options Trainees to Grievance and Disciplinary Meetings

Team Leaders/Supports

Team Leaders/Supports should not be involved in any stage (informal or formal) of the procedures, which includes taking notes or taking part in any investigation.

Options Trainees

Options trainees are permitted to take notes in investigatory meetings, providing they are on their 12 week placement, have completed the Note Taking Workshop and subject to approval from the Personnel Manager. They may not take notes in disciplinary meetings for conduct or capability.

They should not be involved in the grievance procedure at any point in the process.

NOTE: Options trainees may also take notes in Attendance Review Investigatory Meetings and in Supporting Your Attendance disciplinaries.

Attending Investigatory/Disciplinary Meetings Whilst off Work

Sick Leave

If a colleague is off sick for a short period of time, investigatory and disciplinary meetings will ordinarily be postponed until their return.

If a colleague is off with prolonged absence, they may be asked to attend an investigatory or disciplinary meeting. The colleague can choose not to attend, but they should be made aware that a decision could be made in their absence that could lead to disciplinary action, up to and including dismissal.

At all times, managers should act sensitively, taking into account the reasons for absence.

Maternity Leave

If a colleague is on maternity leave, they may be asked to attend an investigatory or disciplinary meeting. However, they are under no obligation to attend and the meeting can be postponed until they return following their leave.

Suspension During Investigation

If the initial investigation shows sufficient grounds for concern, the investigating manager may make the decision to suspend the colleague on full pay while the matter is fully investigated. It must be made clear that this is in no way a disciplinary measure and care must be taken to avoid unnecessary distress to all parties.

If the colleague has any pre-booked holidays during the suspension period, they can choose to postpone their holiday and make themselves available for any investigatory/ disciplinary meetings, or they can choose to take their pre-booked holiday and the period of suspension will resume on their return.

Terms and Conditions

INTRODUCTION

This section gives information on a number of terms and conditions, which will help reps when they represent colleagues in discussions with managers.

For more information, refer to Policies for Our People which is available from your Personnel Manager.

CONTRACT TYPES

It’s important that we’re able to respond quickly to trade patterns and that our colleagues are working the right hours at the right times to deliver great service and availability to our customers.

Permanent contract - full-time and part-time

Permanent contracts are the most common type of contract used in our stores, and can be either full-time or part-time. Permanent contracts operate on the principle of a colleague having fixed core hours and days which are worked consistently every week. Any additional hours worked above the specified number of fixed hours will be worked as overtime.

Full-Time Permanent Contract

• Based on core hours of 36.5 over a 5 day period
• The days and times of shifts do not change from week to week
• Working additional hours is entirely voluntary

Part-Time Permanent Contract

• Any colleague on a permanent contract of under 36.5 hours
• The days and times of shifts do not change from week to week
• Working additional hours is entirely voluntary
• Holiday entitlement and pay is based on core hours only
• Sick entitlement and pay is based on core hours only
  

Temporary contract - full-time and part-time

• Temporary contracts can be full-time or part-time
• They are based on a set number of core hours
• The days and times of shifts do not change from week to week
• Working additional hours is voluntary
• Holiday entitlement and pay is based on core hours only Sick entitlement and pay is based on core hours only
• For contracts under 4 weeks, there is no notice period
  
• For contracts of more than 4 weeks and less than 12 weeks, the colleague has a 1 week notice period
  
• For contracts of more than 12 weeks, the colleague has a 4 week notice period
  

Inclusive contract - full-time and part-time

Inclusive contracts are based on the same principles as a standard contract, but require colleagues to work a set number of Sundays and/or bank holidays, excluding Christmas Day, Boxing Day and New Year’s Day (and 2nd January in Scotland) bank holidays. Inclusive contracts are available for part-time and full-time colleagues. Colleagues will agree with their manager which Sundays and/or bank holidays they will work. A minimum of 13 Sundays and/or 4 bank holidays will be agreed.

The colleague receives the appropriate premium payment (based on start date) for any hours worked on a Sunday and/or bank holiday. Payment for working Sundays is averaged out over the year. For bank holidays, the premium will be paid in the next pay as with a standard contract, rather than being averaged in their pay. Additional Sundays worked over and above the inclusive contract are voluntary and paid as overtime.

Flexible Contract

Flexible contracts operate on the basis of colleagues working a core set of hours and additional hours within an agreed ‘Availability Window’. Additional hours can be adjusted and varied each week to meet the needs of the business and/or the colleague.

There are three flexible contract types:

1. Part-time
2. Full-time
3. On day (Customer Fulfilment centres only)

Flexible contracts can also be offered as a temporary contract.

Whilst colleagues will be expected to work additional hours that fall within their Availability Window, flexibility should be a two-way process. This means that colleagues can request not to work additional hours where sufficient notice is given. Colleagues should be able to make such requests even if the hours form part of the normal Availability Window. Such requests should be given proper consideration by the store and reasonable requests should be agreed where possible.

Part-time flexible contract

A colleague employed on this contract type will have a core set of hours, which will not change each week, and additional hours within an agreed ‘Availability Window’, which will vary depending on the needs of the business.

Colleagues should agree when they will be available to work additional hours, up to a maximum of 48 hours per week. This will be their ‘Availability Window’. Any additional hours worked must fall within this Availability Window. However, they will only ever be expected to work up to a maximum of 36.5 hours a week (core and additional hours combined).

Any additional hours the colleague is required to work should be communicated with 7 days’ notice. If this isn’t possible, a minimum of 24 hours’ notice should be given; however, this should be the exception rather than the norm. Colleagues will be expected to work additional hours when they fall within their agreed Availability Window, providing they have been asked to work these hours within the required notice period. The minimum number of stand-alone additional flexible hours offered per day is 3.

Core hours can be contracted for Sunday but additional hours should not be scheduled for Sundays. Colleagues can volunteer for normal overtime on a Sunday.

Core hours may fall on a bank holiday. Additional hours, however, should not be scheduled for a bank holiday and colleagues should volunteer for normal overtime on a bank holiday.

The appropriate premium payments will be paid if hours are worked during the night, or on a Sunday or bank holiday.

All colleagues, regardless of contract type, should have an equal opportunity to work overtime on a Sunday or bank holiday.

Full-time flexible contract

Colleagues are contracted to 36.5 hours per week over 5 days. The hours and days may vary each week. Colleagues will be asked to work shifts within the days and hours that they have agreed they are available to work (their Availability Window). The Availability Window must be discussed and agreed at interview and confirmed in writing with the job offer, and will form part of the terms and conditions of their contract.

A colleague’s Availability Window should be no less than 50 hours per week, with no upper limit. However, they will only be asked to work 36.5 hours per week from the range of hours they have agreed. Core hours can be scheduled for a Sunday, providing this was agreed at the interview stage. The appropriate premium payments will be paid if hours are worked during the night, or on a Sunday or bank holiday.

Ideally, colleagues should be given 4 weeks’ notice of their weekly shift pattern. On occasions, this may not be possible, in which case a minimum of 7 days’ notice should be given. This should be the exception and not the norm.

On Day flexible contract - part-time and full-time (Customer Fulfilment centres only)

On Day contracts allow customer fulfilment centres to ask their colleagues to work additional hours that day, with a minimum of 2 hours’ notice. This allows the centre to quickly respond to the number of orders they have received that day.

Colleagues are contracted to work 3.75 core hours on any single day and are contracted to work 3 to 5 days per week. These hours are fixed and do not change from week to week.

Colleagues need to be available to work a further 3.75 hours on the days their core hours are contracted. Colleagues will be expected to work the additional hours if they have been given a minimum of 2 hours’ notice.

The number and times of the additional hours worked will vary each week. Colleagues may be asked to work the full 3.75 additional hours or part of these hours.

The core contracted hours and additional hours combined will be no more than 36.5 hours in any given week. Once all additional hours have been assigned, colleagues will be offered overtime.

The appropriate premium payments will be paid if hours are worked during the night or on a Sunday or bank holiday.

PAY

Method of Payment

Colleagues are paid every 4 weeks, normally on a Friday.
Payment is made directly into the colleague’s bank or building society account.

Rate of Pay

A colleague’s pay is detailed in their offer letter. Pay can be made up of some or all of the following:

• Basic Pay:This is the hourly rate of pay multiplied by the number of contracted hours. Basic Pay is paid according to length of service:

  • Starter rate is paid from the date of joining until 9 months’ service
  • Established rate is paid from 9 months’ service.
• Market Supplement (where applicable): This is used to attract and retain colleagues in stores with difficulties recruiting particular skills or roles. This is an additional payment attached to a specific job code and store. The amount of the payment should be reviewed regularly by the Store Director and Group Personnel Manager. The Market Supplement can be applied, amended or discontinued at the date of review; however, all colleagues that currently receive it will continue to do so even if it has been discontinued for new starters.
  
• Development Rate (where applicable): This is paid to maintain the current salary of a colleague who is developing skills to move into a bigger role. The Development Rate is the difference between the old salary and their new lower salary. It is removed once they are promoted or return to their original role.
  Pay may also involve other elements that are due to company changes:
  
• Location Pay:Tesco recognises that it is more difficult to recruit and retain
  colleagues in certain areas; therefore, some stores pay an additional hourly amount. This additional payment is reviewed annually and payment may be added or removed each year based on changing market conditions in each store’s location. Colleagues will receive 12 months’ notice of any reduction in Location Pay.
  
• Protected Element: Where a job has changed as a result ofjob evaluation and the new salary is lower, the difference will be paid as a Protected Element. The protected element will be reduced by:
  • 100% of any pay increase allocated outside of those agreed in the Annual Review
  • 100% of any promotional increase
  • 100% of any length of service related increase
  • A maximum of 50% of the negotiated Annual Review increase, including any increase to Location Pay as part of the Annual Review. This also includes any increases agreed as part of the Annual Review that are actioned at a later date.
• Personal Rate: Used where a colleague moves to another role in the following situations:
  • As the result of restructuring, rescheduling, a company initiative or at the company’s request
  • Due to changes to pay policy
  • When an alternative role is accepted following a potential redundancy situation The colleague will be paid the new rate, and the difference between the current and new salary, up to a maximum of 25% of the new rate, is paid as a Personal Rate. The Personal Rate is reduced by any pay increase and is reviewed annually on anniversary to ensure a reduction of at least 25% each year.

Buyouts

A voluntary buyout is, at times, offered to colleagues who receive a Protected Element or a Personal Rate.

Colleagues have the option to accept a lump sum payment instead of continuing to receive the pay element. If a buyout is accepted, that pay element is no longer made to the colleague.

If the colleague leaves within the following year, a relative proportion of the buyout must be repaid.

Company Approved Pay

Company approved pay is made up of basic pay, current location pay, market supplement and development rate, and is used in the payroll system to calculate overtime payments for colleagues, as per their date of joining.

Premiums

A number of additional premiums are paid on top of basic pay and are calculated on when the hours are worked.

 

Night Premiums

Any night hours that fall on a Sunday (either 10 pm to midnight on a Sunday night or midnight to 6 am on a Sunday morning) will also attract the Sunday premium at the applicable rate, in addition to the night premium.

Night premiums are still paid when colleagues are off sick and are included within the holiday pay calculation.

First Aid Payments

Appointed First Aiders with a valid (in date) qualification receive a weekly First Aid payment. This payment is still made when colleagues are off sick and is included within the holiday pay calculation.

Emergency First Aiders in Express receive an annual payment to recognise their contribution.

Current First Aider/Emergency First Aider pay should be displayed on the Forum Board.

Deputising Pay

Customer Assistant/Team Leader/Team Support to Line/Team Manager (excluding Express)

• Customer Assistants and Team Leaders/Team Supports who deputise for a Line/ Team Manager for a full week or more will be paid the difference between 90% of the appointment rate of the higher grade role and the colleague’s role.
  
• Any premium payments for the hours worked should be paid at their normal rate.

• Rates are calculated weekly.
  
• Grade B, C, D and E colleagues and Team Leaders/Supports may deputise for all Line/Team Manager roles.
  
• Grade F employees should not deputise.

Line/Team Manager to Lead Manager (excluding Express)

Line/Team Managers who deputise for a Lead Manager for a full week or more will be paid 90% of the appointment rate for the Lead Manager in that category store.

Customer Assistant/Team Leader to Line Manager in Express

Express Customer Assistants/Team Leaders who deputise for a Line Manager will be paid:

An additional £2 per hour during trading hours

An additional £1 per hour during forecourt non-trading hours

Payment for Options trainees

Colleagues going onto an Options programme will not be disadvantaged in terms of their pay, for example if they are on a D grade prior to signing on to Options, they will remain on this grade throughout their Options programme, even if placed in a lower grade role during their training/placement.

Deputising pay is not made where trainees are completing a pre-planned placement for less than 12 weeks, as this is seen as part of their development programme.

Deputising Pay (as on the previous page) is paid where:

• The Options trainee performs a manager’s role due to an emergency and it is not a pre-planned placement
• The trainee has been signed off and is covering for another manager, at any time
• The trainee is covering for a manager for more than 12 weeks (payment only made from the 13 th week onwards).
  

Payments are for a minimum of one week.

Key Holder Pay

Key Holder Pay is made to Line/Team and Lead Managers (Managers, Team Leaders and Customer Assistants in Express) who hold the keys when the store is closed on specific days.

The payment is only applicable on the specific dates outlined below and is paid whether or not the colleague is called out to the store.

• Christmas Day
• Boxing Day
• New Year’s Day
• 2nd January (Scotland only)
  
• Sundays when the store is closed for the whole day
• Bank Holidays when the store is closed for the whole day
  

Current Key Holder Pay rates should be displayed on the Forum Board.

2 people must attend the store in a callout; therefore, the payment is made to both keyholders.

If a keyholder is holding the keys for a part day, i.e. 12 hours, then the pay would be halved.

Key Holder Pay is not paid to managers who hold the keys when a store is only closed during the evening or night. Callout payments, where applicable, should be paid in these circumstances. The exception is Express stores who are still entitled to the payment on the above mentioned days, even when the store is open for part of the day. In this instance, they would receive half the amount.

Callout Payments

Callout payments are made to Line/Team and Lead Managers (Line Managers, Deputy Managers and Store Managers in Express) who may be called out to the store outside of their normal working hours, when the store is closed.

The hours paid should be at the colleague’s hourly rate, taking into account premium payments and appropriate overtime rates, and should include the travelling time between the store and the colleague’s home. Any travelling expenses incurred for the callout should also be reimbursed.

Relief Pay

Where more than one Customer Assistant role at different grades is performed, the weekly hours at each grade are compared and, if more than 50% of the hours are worked in the higher grade role, payment for the whole of the weekly hours is made at the higher rate.

Sick Pay

Tesco has the right to withhold Company Sick Pay if:

• There is a reasonable belief that the absence is not genuine;
  
• The colleague does anything deliberately or negligently to make the illness or injury worse; or
  
• The colleague causes their own illness or injury.
  

The Company is legally bound to withhold Statutory Sick Pay for the first two reasons mentioned above and, in addition, disciplinary action may be taken.

If the colleague is sick on their last working day prior to taking either a holiday or bank holiday, the day(s) will be coded as sick and the colleague will be able to reschedule their entitlement for another point within the holiday year.

If the colleague was not sick on their contractual shift prior to a holiday or bank holiday, the holiday or bank holiday days taken will be deducted from their entitlement, even if they declare or bring proof that they were sick during the holiday or bank holiday.

However, if a colleague was sick and will not have had at least 20 days (pro-rata) statutory holidays over the year, the holiday may be reinstated. The colleague must supply a Doctor’s Certificate and follow the normal notification procedures.

PAY REVIEW

The employment package is reviewed annually and changed in agreement with Usdaw. Therefore, the 12 National Forum Reps that sit on the Pay Review Team will be Usdaw members. The Pay Review Team takes accountability for reaching agreement through a process of negotiation with Tesco and continual consultation with their colleagues on the National Forum.

The decision-making process involves all the National Forum Reps working together on behalf of store colleagues. The proposals will be voted on by Usdaw members on the National Forum and if accepted by a majority of them, these proposals will form the final agreement.

To deliver the Pay Review, activities and meetings take place across the year. The full cycle is outlined below:

Who’s involved?

At each meeting of the Pay Review Team, there are a number of attendees:

• Support Office Director
• UK Operations Personnel Director
• 12 National Forum Reps
• Representatives from the Tesco Reward Team
• Representatives from the Employee Relations Team
  
• Representatives from Usdaw (National Officer, Divisional Officer, Area Organiser, Research Assistant)

In rare and exceptional circumstances, guidance may be sought from the UK Operations Director and the Usdaw General Secretary and/or a jointly agreed independent third party, if at any point during the continued debate it is mutually agreed necessary.

HOLIDAYS

Holiday entitlement

Tesco’s holiday year runs from 1st April to 31st March.

A new starter’s holiday entitlement is based on the number of days a week they work and the point in the holiday year that they joined the company. This is calculated as follows:

The total will be rounded up to the nearest whole day.

A colleague’s holiday entitlement increases with length of service and is prorated from their anniversary of joining. If the anniversary of joining falls part-way through the holiday year, the increased number of holidays will be prorated for the remainder of the holiday year.

If a colleague changes the number of days they work, their holiday entitlement will change on a pro-rata basis.

The below calculation shows how to work out how many days’ holiday a colleague is entitled to if their anniversary of joining falls part-way through a holiday year:

The total will be rounded up to the nearest whole day.

Colleagues on a Flexi contract receive an entitlement based on the number of core days they are contracted for per week.

Any outstanding holiday entitlement at the end of the holiday year cannot be carried forward into the following year, nor can a colleague be paid in lieu of outstanding holiday.

Colleagues who are on a Prolonged Absence from work at the end of the holiday year due to sickness, and have not been able to take all of their holiday entitlement, may (dependent on the circumstances) be paid for any holidays outstanding. In this instance, the colleague would have to have been off work on Prolonged Absence for a period of 4 or more continuous weeks and still be off sick on 31st March, in order to qualify.

Colleagues who are on maternity, adoption or additional paternity leave at the end of the holiday year will have any outstanding holiday entitlement paid to them. Alternatively, they may request some of their holiday to be carried over to the new holiday year.

Requesting Holiday

Holidays must be requested in writing (using the Holiday Request Form where possible) to the manager, with as much notice as possible but a minimum of 1 week. A manager must respond to the request within 7 days. If they fail to do so, the colleague can presume that the holiday has been authorised.

The holiday booking window runs from 1st April to 31st March each year, during which all holiday and bank holiday entitlement for the following holiday year should be booked. In February or March each year, all colleagues will attend a one-to-one Holiday Review Meeting with their manager to ensure that their holiday and bank holiday entitlement is fully booked for the forthcoming year.

Three weeks’ holiday should be taken between 1st April and 31st October, with the remainder of the entitlement being taken between 1st November and 31st March. Colleagues with six weeks’ holiday entitlement should ideally take four weeks’ holiday between 1st April and 31st October.

Holiday in excess of 2 weeks needs to be authorised by the Store Manager.

Holiday may be taken from a colleague’s date of joining but is restricted to one working week in the first three months of service. The payroll system automatically defaults to one week paid holiday and therefore any additional days taken will be unpaid.

Holiday entitlement and pay

Holidays will be paid at the current weekly contractual earnings rate including premiums but excluding any overtime or ad-hoc payments.

For colleagues on full-time flexible contracts, holiday entitlement and pay is calculated in the same way as those on standard contracts.

For colleagues on part-time flexible contracts, entitlement is calculated using the number of core days worked. Holiday pay is calculated using the average weekly earnings over the past 12 weeks, or the average weekly earnings in the last tax year, whichever is higher.

Holiday entitlement for On Day flexible contracts is calculated using the number of core days worked. Holiday pay is calculated using the average weekly earnings over the past 12 weeks, or the average weekly earnings in the last tax year, whichever is higher.

When a colleague on a part-time flexible or On Day flexible contract requests a full weeks’ holiday, they are not expected to work additional hours that week.

If ‘odd days holiday’ is requested, they may be required to work additional flexible hours on other days that week, but not on the days requested as holiday. Colleagues on these contracts will only need to use their holiday allowance to cover their core hours/days.

Additional flexible hours will not be scheduled on a bank holiday.

Holiday Schemes

Historically, there are 5 holiday schemes. Colleagues will be on the holiday scheme that applied at the time they joined.

1. Current Year Scheme

Colleagues who joined on or after 12th January 2003 will be on the Current Year Holiday Scheme. Entitlement is calculated on the number of days worked each week and how much service could be achieved in the current holiday year, between 1st April and 31st March.

Colleagues on this scheme can take paid holidays from their date of joining, restricted to one working week paid in the first 3 months of service.

2. Banking Scheme

This applies to colleagues who joined between 6th October 1996 and 11th January 2003. The colleague would not have been able to take any paid holiday during the first 3 months of employment. The holiday earned during this period was banked and will be paid to the colleague when they leave Tesco, at their current rate of pay. The number of days banked will not be adjusted to reflect the number of days worked at the point of leaving, but will always reflect the number of days at the point they were earned.

3. Current Scheme

Colleagues who joined between 1st April 1992 and 5th October 1996 will be on the Current Scheme, whereby holiday allowance is given up front at the beginning of the holiday year, according to length of service.

If a colleague were to leave part-way through the year, their holiday allowance would be based on the number of days they have worked in the current holiday year. This may result in a colleague paying back any holiday which has been taken in excess of the holiday they have earned.

4. Accrued Frozen Scheme

This applies to colleagues who joined stores between 1st April 1991 and 31st March 1992. Colleagues on this scheme accrued a part-year allowance.

This part allowance was ‘frozen’ and will be paid to colleagues when they leave the company, at their current rate of pay. The number of days banked will not be adjusted to reflect the number of days worked at the point of leaving, but will always reflect the number of days at the point they were earned.

5. Accrued Scheme

This applies to all colleagues who joined on or before 1st April 1991. Entitlement is based on the length of service at the end of the previous holiday year.

On leaving the company, outstanding holiday will be paid at the colleague’s current rate of pay.

Extended Holiday Leave

Requests for unpaid extended holiday leave will be considered using the following guidelines:

• Up to 4 weeks unpaid leave may be taken after 1 year’s service
• To be granted no more than once every two years
  
• The manager should be given as much notice as possible, and a minimum of 4 weeks’ notice, of the extended leave dates
  
• The colleague’s contract is continuous during the leave and pension contributions can be made up on their return to work
• All benefits will be retained during the leave period as they would be during normal holiday
  
• Only one period of either Lifestyle Break or Extended Holiday Leave can be taken in any given holiday year.
  

Sickness before holidays

Colleagues who have been off work sick immediately before they are due to go on holiday must notify the store that they are fit to return to work before their holiday starts.

If a colleague is sick on their last day immediately before their holiday is due to start, the holiday can be postponed or re-arranged. Holiday is defined as starting from the end of the last working day before the holiday.

BANK HOLIDAYS

Bank holiday entitlement

All colleagues receive a bank holiday entitlement in days at the beginning of the holiday year, dependent on the number of days they are contracted to work per week. This is irrespective of whether or not they are contracted to work on a particular bank holiday.

If a colleague joins part-way through the year, they will be allocated a prorated entitlement based on the number of days remaining in the holiday year.

Colleagues on a Flexi contract receive an entitlement based on the number of core days they are contracted for per week.

Colleagues with a non-fixed shift pattern will be treated as if they are scheduled to work the bank holiday. Bank holiday working will still be voluntary and if they do not work, a day will be deducted from their bank holiday entitlement.

Bank holiday entitlement days are used to take bank holidays off that either fall on a contractual day of work if the colleague does not wish to work, or if the store is closed.

If a colleague does not have sufficient bank holiday entitlement to take off all the bank holidays that fall on their contractual working days, they have the following options:

• Take the day as annual holiday
  
• Rearrange their hours to a mutually agreed time within 4 weeks of the bank holiday
  
• Take the day unpaid
  
• Take their Personal Day (if eligible).
  

If contractual working days do not fall on the bank holiday, colleagues will have their entitlement to take at another time, by mutual agreement with their Manager.

Night workers

Night workers will have a designated 24 hour period that will replace the bank holiday, commencing from either 12 noon on the day before the bank holiday or 12 noon on the day of the bank holiday, and running until 12 noon the following day.

This will be agreed following consultation between the management team, Usdaw representatives and members of the night team.

Changes to bank holiday entitlement

When a colleague changes the number of days per week they work, the bank holiday entitlement should be calculated according to the number of days they work before the change and after the change, and the two figures added together:

The bank holiday rounding principle is then applied, which is to round up to the nearest full day if the calculation is 0.5 or higher or round down to the nearest full day if the calculation is 0.49 or lower.

Bank holidays

The following bank holidays will apply in different areas of the UK.

* Scotland has 9 recognised bank holidays and colleagues receive an entitlement of 8 days (pro-rata for part-time colleagues). Colleagues should therefore use their Personal Day (if they qualify) to cover 2nd January (see page 25 for more information on Personal Days).

** The Isle of Man has 10 recognised bank holidays and colleagues receive an entitlement of 8 days (pro-rata for part-time colleagues). Colleagues should therefore use their Personal Day(s) (if they qualify) to cover TT Day and Tynwald Day (see page 25 for more information on Personal Days).

Working on a bank holiday

If a colleague joined before 26th January 2009, working on a bank holiday is voluntary, unless they’re specifically contracted to work on bank holidays (e.g. on an Inclusive Contract). If a colleague joined on or after 26th January 2009 and there are insufficient volunteers to work on a bank holiday, they may be required to work up to five bank holidays, excluding Christmas Day, Boxing Day and New Year’s Day (plus 2nd January in Scotland), if normally scheduled to work. Colleagues requested to do so must be given four weeks’ or 28 days’ notice. Colleagues in Northern Ireland may select an additional day to also be excluded from being required to work. In these circumstances, at least four weeks’ notice will be given.

Sickness over a bank holiday

Scheduled colleagues:

Scheduled colleagues who have volunteered to work the bank holiday but are then sick:

• Will receive normal sick pay (if eligible) for the scheduled hours that they would normally have worked on that day
• The length of the shift that the colleague had volunteered to work, or the normal contracted hours (whichever is shorter) will be included for the purpose of Supporting Your Attendance in calculating the individual absence level
• Bank holiday entitlement will be unaffected
  

Scheduled colleagues who have chosen not to work the bank holiday and are then sick:

• Will have their bank holiday entitlement to reschedule, if they are sick on the last working day prior to the bank holiday and complete a Welcome Back Meeting to confirm that they were still sick over the bank holiday
• If a colleague was not sick on the last working day prior to the bank holiday, they will not have their bank holiday entitlement day to reschedule, even if they declare they were sick on the bank holiday
  

Non-scheduled colleagues:

Non-scheduled colleagues who volunteer to work the bank holiday but are then sick:

• Won’t receive sick pay and the absence will be treated in the same way as absence on an overtime shift
  
• The period of absence won’t be included for the purposes of Supporting Your Attendance in calculating the individual absence level
• Bank holiday entitlement will be unaffected
  

Non-scheduled colleagues who choose not to work the bank holiday and are then sick:

• Won’t need to notify the store as they are sick on their day off
• Won’t receive sick pay and the absence will not be included for the purposes of Supporting Your Attendance in calculating the individual absence level
• If they are still sick on their next scheduled shift, they should follow the normal notification procedure
  
  

PERSONAL DAY

If a colleague joins on or before 28th October each year, they’ll be entitled to take an additional paid day off called a ‘Personal Day’. This can be taken between 1st December and 31st January, or outside of these dates if agreed with their Manager.

Scotland: If a colleague is scheduled to work on 2nd January and does not wish to work, they should use their Personal Day.

Isle of Man: If a colleague joins on or before 31st March, they will receive two Personal Days. If they joined between 1st and 30th April, they will only be entitled to one Personal Day and if they join from 1st May they will not be entitled to any Personal Days in the current holiday year. The Personal Day(s) should be used on TT and/or Tynwald Day if the colleague is scheduled to work and does not wish to work.

ADDITIONAL LEAVE

• 
  

Hours of work

Breaks

All breaks are unpaid and apply to all colleagues. The timing of when breaks can be taken and the length of the break may vary depending on the store operation, but must remain within the below guidelines.

Managers will confirm when colleagues need to take their breaks, taking into consideration both the needs of the colleague and the business.

Where colleagues work split shifts (two separate shifts on the same day), the break between the two shifts will be no less than one hour.

Dotcom drivers have the following break entitlements:

Hours of work for dotcom drivers

• If more than 4 hours of a colleague’s working day is spent driving, the maximum number of hours that the colleague can work in total is 11.
  
• The maximum number of hours a colleague can continuously drive is 10 (this excludes any breaks and time for loading/unloading of the vehicle).
  

Rest Entitlements

• 
  

Tesco cannot lawfully require colleagues to work during rest periods.

CHILDREN AND YOUNG WORKERS

Young Workers

Young workers are colleagues who are above minimum school leaving age but below the age of 18 years.

Young workers are subject to the following restrictions on their working week:

1. They may not work more than 40 hours in any week. There is no provision for a young worker to opt out or to average their hours over a reference period.
2. They may not work more than 8 hours (paid) in any one day.
3. They must take a minimum of 30 minutes break for every 4.5 hours worked and they cannot opt-out.
4. They must have a minimum of 12 hours rest period between shifts.
5. They may not work after 11 pm or before 6 am. If they work between 10 pm and 11pm, this must be contractual and must not be ad hoc overtime. If they are contracted to work between 10 pm and 11 pm, they may not work before 7 am on any day.
6. They must have a minimum of 48 hours rest in each seven day period, and this should be taken as two consecutive days where possible.
7. They may not clean any dangerous machinery or unload vehicles.

Children

Children are colleagues who are below minimum school leaving age. The definition differs in England and Wales, Scotland, and Northern Ireland, and is subject to local by-laws. For more information, speak to your Personnel Manager.

MOVING PEOPLE’S HOURS AROUND THE BUSINESS

In order to respond to a fast moving and changing retail environment, Tesco continually reviews the way we do things to ensure they are better for our customers, simpler for our colleagues and cheaper for our business.

Change is constant and can be driven by many factors, including the introduction of new technology, customer demands and the different ways customers are choosing to shop with us, new business initiatives and the economic climate.

At times, this can affect our colleagues’ hours or job roles due to:

• Replacing one role with another
• Discontinuation of a role
• Changes to an existing job role/content
• Changes to hours including improvements to ways of working
  

‘Moving People’s Hours’ is the policy used to manage change, to ensure we have the right people in the right place at the right time to serve our customers and complete routines effectively. We do this by meeting with colleagues to find out when they can work, what hours they can work, what is important to them and what concerns they may have.

By following this successfully, we ensure that we treat people how we like to be treated and we get it right first time for our colleagues. We work together to reach a mutual agreement that helps the business, whilst listening to and considering the colleague’s individual circumstances and commitments.

What good looks like

• Individual circumstances are considered
  
• All options are explored to reach mutual agreement
• Our colleagues fully understand the business need for the change
• Usdaw Representatives attend colleague briefings and one-to-one meetings to support and accompany members
• Our colleagues feel they have had sufficient consultation to make an informed decision
• Through the partnership we work together with Usdaw to consult and manage change
• Managers and Usdaw Reps are equipped to support the process
• Any grievances raised are resolved in a timely manner

Every effort will be made to support colleagues through the process, with a view to reaching agreement.

In the event that a mutual agreement cannot be reached within the consultation process, and where the business feels confident that what we are asking is reasonable, we will consider giving colleagues the required written notice to change.

Further details of the full policy, process and tools can be found in the reference library of Policies For Our People. Usdaw Reps should also refer to the Usdaw Reps’ Guide to Moving People Around the Business.

SECURITY OF EMPLOYMENT

Tesco and Usdaw recognise that security of employment is of great importance to colleagues.

However, in a retail environment that is constantly changing due to many factors, it may be necessary to make changes within the business that could potentially result in a redundancy situation.

Notification

Tesco undertakes to advise Usdaw as soon as is practical of the likelihood of a redundancy situation. Written notification will include the reasons for the redundancy, and the numbers and description of employees to be placed at risk of redundancy.

Selection Criteria

Where a redundancy is declared, selection for such redundancy will consider all colleagues within the grade, department or location affected (whichever is applicable). We will also consider the level of skill, expertise, performance, attendance and disciplinary record of the colleagues concerned, and apply any appropriate weighting to these.

Consultation

The timescales for consultation are as follows, at one establishment:

• A minimum of 45 days where 100 or more colleagues are at risk
• A minimum of 30 days where 20-99 colleagues are at risk
• No notice required where 1-19 colleagues are at risk
  

Where the business proposes to make changes on a national basis, or where the consultation process cannot be reasonably achieved within the minimum timescales, Tesco and Usdaw may extend the consultation period, subject to agreement.

Usdaw will be consulted at the earliest opportunity to discuss ways of avoiding a redundancy situation or minimising the numbers involved.

Tesco will take all reasonable steps, in the context of potential redundancy situations, to plan recruitment and project vacancies.

Tesco and Usdaw will work together to:

• Identify and distribute all appropriate alternative vacancies that may be available
• Match colleagues to jobs where suitable alternatives exist
• Support retraining programmes
  
• Encourage and support colleagues to consider and move to other roles,
  departments, stores, customer fulfilment centres, distribution centres or offices
  

Alternative Employment

Colleagues who are declared redundant will receive written notice of termination of their contract once the full consultation period has been completed.

During their notice period, colleagues will be entitled to four half days off work with pay to seek alternative employment, attend interviews, etc. which needs to be in agreement with their manager.

Colleagues will be supported in the most sensitive way and will receive help and advice from the company during this period, which may include the following:

• Assisting in compiling a CV
  
• Advice on the completion of application forms
  
• Coaching on interview procedures and techniques
  

Redundancy Payment

Appropriate redundancy payments will be paid by the company in line with our redundancy pay policy and in consultation with Usdaw.

STORES TRANSFER POLICY

We want to encourage and support our colleagues to move to existing and new store and customer fulfilment centre vacancies to ensure skills, experience and talent can move freely across our business.

Therefore, attendance, disciplinary and performance criteria will not be used as a barrier to prevent a colleague from transferring to an existing or new store. Furthermore, any terms and conditions that are related to a colleague’s length of service will transfer with them. This will include, for example, Sunday/bank holiday premiums, overtime premium, holiday and Company Sick Pay. However, payments not related to length of service, for example location pay, will differ from store to store.

Existing and new stores will have a mix of standard and flexible contracts; therefore colleagues will have a choice of positions they can apply for. The hours and contract type will be set for the advertised vacancies and may not match the existing contract of the colleague wishing to transfer. Colleagues need to take this into consideration before applying.

All vacancies in existing and new stores will be advertised on www.ourtesco.com for 14 days prior to being advertised externally on the careers website. Colleagues will be made aware of any vacancies through Team 5 messages and posters displayed in the store. Stores will also display promotional materials when new stores are opening in the area.

If a colleague applies for a store transfer for the exact same role but different hours, the colleague can be internally transferred without an interview. The transfer meeting between the colleague and the manager at the recruiting store will be a meet and greet. If more than one colleague applies for the role, then selection criteria should be applied.

If a colleague applies for a different role to what they currently do, they will attend a transfer meeting and a work sample.

There are some departments/roles that have specific skill requirements or qualifications and therefore a straightforward internal transfer does not apply. These are:

To apply for a Customer Delivery Assistant role, colleagues must have a full UK driving licence, with no more than 6 points (or no more than 3 points for external applicants), or any ‘DR’ offences on their licence.

If a colleague does not have the required qualifications or they do not pass the assessment centre, they will not be offered the role.

How the Forums operate in the different formats

These format structure charts and Forum diagrams are a visual aid to help you understand how the Forums operate in the different formats. They can be used alongside the Our Forum and Forum Representatives Booklets.

LARGE STORES FORMAT STRUCTURE

The Large Stores format is made up of Extra stores, Superstores and Homeplus stores.

1. STORES Each store has one Store Manager and one Personnel Manager.
2. STORE DIRECTOR GROUPS Stores are arranged in geographical groups. There is one Store Director and one Group Personnel Manager per group. Each group contains a mixture of Extra stores, Superstores and Homeplus stores.
3. REGION Each group falls into a region. There are three regions across the country:
   North, South and Central

HOW THE FORUMS WORK IN LARGE STORES

THE STORE FORUM

Each store holds a Store Forum. It is led by the Store Manager and Personnel Manager. Forum Reps are elected from each department/shift.

THE STORE DIRECTOR FORUM

The Store Director and Group Personnel Manager lead the Store Director Forum.
It is attended by one Forum Rep from each store on the group.

THE NATIONAL FORUM

Each group is represented by a National Forum Rep.

CONVENIENCE FORMAT STRUCTURE

Convenience is made up of Express and Metro stores.

METRO STORES

Each Metro store typically has one Store Manager and one Personnel Manager.

EXPRESS STORES

Each Express store typically has one Store Manager and one Deputy Manager.

EXPRESS OPERATIONS MANAGER GROUPS

The Express stores are arranged into groups. Each group contains approximately 20 stores. There is one Operations Manager per group.

STORE OPERATIONS MANAGER AREAS

There is one Store Operations Manager per area. Each area contains a number of Metro stores and Express stores.

REGION

Each area falls within a region. There are four regions across the country:
North, South, Central and London.
There is one Store Director and one Group Personnel Manager per region.

HOW THE FORUMS WORK IN CONVENIENCE

THE STORE FORUM

Each area holds a Store Forum. It is led by the Store Operations Manager and a Personnel Manager, and attended by 1 Forum Rep from each store in the area. The Store Operations Manager may hold two Store Forums due to the number of
attendees.

THE STORE DIRECTOR FORUM

The Store Director and Group Personnel Manager lead the Store Director Forum.
It is attended by four Forum Reps from each area within the region.

THE NATIONAL FORUM

Each Store Director Forum has four National Forum Reps.

CUSTOMER FULFILMENT FORMAT STRUCTURE

CENTRES

Each centre has one Customer Fulfi lment Centre Manager and one
Personnel Manager.

CUSTOMER FULFILMENT OPERATIONS DIRECTOR GROUP

The Customer Fulfi lment Centres come together under one group. This group has one Operations Director and one Group Personnel Manager.

FORMAT

The Customer Fulfi lment Centres group forms part of the Customer Fulfi lment format.

HOW THE FORUMS WORK IN CUSTOMER FULFILMENT

THE CENTRE FORUM

Each centre holds a Centre Forum. It is led by the Centre Manager and the Personnel Manager. Forum Reps are elected from each department/shift.

THE OPERATIONS DIRECTOR FORUM

The Operations Director and Group Personnel Manager lead the Operations Director Forum.
It is attended by one Forum Rep from each centre on the group.

THE NATIONAL FORUM

The Customer Fulfi lment Centre group is represented by one National Forum Rep.