• A message from your Branch President

    by Ahamed Saja | Nov 24, 2022

    As I come to the end of my term as President, it seems a sensible time to reflect on what has without doubt been a strange, challenging, upsetting and difficult time for a lot of people in a lot of ways. On a more positive note, it has also been a time of great innovation and change and a testimony to the human ability to adapt and survive and in a lot of cases thrive in the face of adversity. Whilst not wanting to over egg it, I think the CISI (and I include the local committee in that) has adapted very well and in particular upped it’s game in terms of the online offering including the new app (which if you haven’t used it, I would recommend you do as it’s excellent)

    When my term started in February 2020, I didn’t anticipate a situation where we wouldn’t have any face to face committee meetings before I handed over to my successor, Rebecca Keating! We have been able to hold regular committee meetings virtually and at times which have been more convenient for all of us – they have also more efficient in terms of time taken but clearly we have all missed the ability to interact face to face. That has also been missing from our CPD events and it is unsure at this stage when we will return to in person meetings in the future. It is certainly something we are keen to gain feedback on in terms of what members prefer and also what topics people would like to hear about. Please do get in touch and let us know as we want it to be useful and relevant to you all.

    I have enjoyed hosting a few virtual seminars and feel these have a ongoing part to play in delivering CPD sessions to members but personally wouldn’t want this to be the only way we do it. The social events we have held when we have been able have demonstrated people still like to meet in person and this is something as a committee we continue to discuss on a regular basis.

    As I type, I am listening to the Presidents Day meeting with Simon Culhane talking about changes and what the future might look like. I certainly look forward to being an active member of the committee and helping Rebecca Keating as she takes over as President next month. I have no doubt she will be a great success and wish her the best of luck in the new role! I am sure she will look forward to updating you before too long…..

    Charlie Thompson
    CISI Yorkshire President

  • Flu Vaccinations

    by HR HR | Oct 12, 2022

    The Institute arranges annual flu vaccinations for any members of staff who are interested, the cost of which is be covered by the Institute.

  • Tax Office

    by HR HR | Oct 12, 2022
    The address of the Inspector of Taxes dealing with employees is: -
    Chapel Wharf Area 
    Trinity Bridge House 
    2 Dearmans Place 
    Salford
    M3 5BS
    Telephone No: 0300 200 3300
    All enquiries should quote the reference number:
    951/GA42853

    National Insurance

    Compulsory contributions to the State National Insurance Scheme are deducted from salary payments in accordance with current legislation.

    The address of the National Insurance enquiry office is: -

    National Insurance Contributions Office
    Benton Park View
    Newcastle-upon-Tyne
    NE98 1ZZ

    Telephone 0191 213 5000

  • Confidentiality Agreement

    by HR HR | Oct 12, 2022

    Below is the standard confidentiality agreement which all staff sign and this forms part of your contract of employment 

    I hereby agree:

    1. That I will treat all information (in whatever form, whether written, electronic or otherwise) relating to the Institute's business, finances, transactions, affairs, suppliers, agents, employees, members, consultants, products and services, timetables, schedules, prices, research or other information of a confidential, sensitive, personal or financial nature that is not generally known or easily accessible to the public, as completely confidential and understand that I may not use (other than in the proper performance of my duties) disclose or permit to be disclosed such information, either orally, in writing, or by any other means to any person not authorised to receive it.

    2. With regard to CISI’s Qualifications and Examinations, that I:

    • Will treat examination materials and any information regarding the content of examinations at all times as confidential and I will not divulge any such information to a third party.
    • Will inform the Institute of any relatives/close friends who intend to sit any examination organised by the Institute.
    • Obtain written agreement before taking any Institute qualification. 
    • Understand that I am unable to sit Institute exams if my role requires me to have access to the question bank or I work in the Qualifications or Learning Resources departments.  (Employees who leave the Institute are permitted to take CISI exams after a minimum of two years from the date they leave.)  If you are based in the Qualifications area, you may be able to take CISI examinations at the discretion of the Director of Learning.
    • Will not remove any physical or electronic documents from the physical or electronic Qualifications area without permission of the Director or an Assistant Director.

    3. That I will treat information gained during my employment as confidential, even after the expiry of my contract of employment, without limitation in point of time. 

    4. That I will seek guidance from my manager regarding what information may or may not be divulged.

    I understand that breach of the above will be an act of serious misconduct and as such may be grounds for termination of my employment.


  • Appraisals

    by HR HR | Sep 28, 2022
    The CISI is committed to the personal and professional development of its staff and an effective way of doing this is by using a performance appraisal system.

    Appraisals are carried out each year during the first quarter of the year and a mid-term appraisal is conducted in August / September to review how the employee is working towards achieving their objectives for the year.

    Your appraisal is a formal opportunity for you and your manager to discuss your performance and review your objectives. It also offers you a chance to discuss training for your current role, development for future career aspiration, and wider work issues.

    In order to prepare for your appraisal, it may be useful to complete the self-assessment form.

    As part of the Quality initiative programme, all employees should have an objective which relates to improving customer service.  If any members of your team do not have a customer service objective, please can you add one as part of the interim review. The CISI Objectives for the year can be found on the front page of the intranet.

    Guidance

    The ‘Appraisals and Objectives form’ on which your objectives and performance reviews are recorded can be accessed via Cascade (HR database).

    • If you have regular one to ones with the employee, you do not have to arrange a separate meeting, however you should give them notice of the meeting and that their objectives are going to be discussed, and ask them to bring a copy of their CPD record
    • There should be a discussion on the progress they are making towards achieving their objectives. 
    • If an employee has moved jobs or departments, their new line manager should undertake the review with input from the previous manager
    • To adding an interim review, you do not need to create a new record on the ‘Appraisals and Objectives’ screen, please just edit the existing record you created when adding the objectives for that year. 
    • A new record should be created for each review year

    • Please inform your Director/ Assistant Director when you have completed all the interim reviews for your team so that they can login and check them on the Cascade HR Portal. 

    If you have any questions, please do not hesitate to contact HR@cisi.org. 

    Additional Resources for Managers

    Appraisal Form for Apprentices 
    Appraisers Preparation Sheet
    Request Feedback Form

     

  • Development & Training Policy

    by HR HR | Sep 28, 2022
    The Institute is committed to training employees to ensure that they have the skills to perform their role and it encourages employees to develop themselves to their fullest as individuals.
     
    The Institute provides employees with development opportunities including coaching; working on projects, attending briefing sessions, workshops, in-house training, Institute training courses, and the CPD scheme. This may also include external training courses, and long-term study leading to qualifications. Employees may discuss and agree development needs, and a training plan with their manager.
     

    1. Institute Training & Development

    CISI CPD Scheme
    The CISI has a CPD scheme for all employees accessed on the CISI website. There are a wide range of Professional Refreshers, CISI TV, webinars and other courses available covering a variety of topics.
     
    Learning about the Financial Services Industry
    New employees with less than five years relevant industry experience will need to pass the ‘Fundamentals of Financial Services’ within three months of joining the CISI, to learn about the Financial Services Industry. If a manager feels it is not appropriate, they can advise HR on why the employee does not need to complete Fundamentals. The employee will get paid time off to take the exam and one day’s paid study leave for the first sitting of the exam (which must be booked in advance).
     
    New Employees
    All new employees are required to take the following professional refreshers in order to pass their probationary period:
    • UK Bribery Act
    • General Data Protection Regulation (GDPR)
    • Cyber Security: How to Keep You and the CISI Safe
    • Diversity and Inclusion
    which are in addition to, ‘Integrity Matters’ Current Employees
    Each year employees are required to take the UK Bribery Act, General Data Protection Regulation and
    Cyber Security: How to Keep You and the CISI Safe Professional Refreshers which must be confirmed by their manager at their appraisal.
     
    In addition, it is recommended that employees in Business Development and Qualifications take the Regulatory Landscape Professional Refresher.
     

    2. External Training & Development

    When considering external training, it is essential to first determine whether the training requirement is relevant to the employee’s career at CISI. The training may not be currently relevant to their role; but instead opens opportunities for increased responsibility in the future. Determining relevance is the responsibility of the employee’s Line Manager and should be discussed with the department Director/HR if needed.
     
    As described in Section 1 above, the Institute has a wide range of training available in-house, so before opting for external training it is important to fully investigate the internal/ free options available. The below flow chart demonstrates this process.
     
     

    *Please see the table below for the equivalent amount in other offices *
     

    How to purchase training under £150 per annum

    Training under £150 per annum that has been agreed by a manager should be purchased by the individual attending the training. A valid receipt should then be submitted via webexpenses and allocated to training code 2160. If a charities discount is available, or if you have any questions, then please contact HR@cisi.org.
     

    Further details:

    Courses (between one hour and less than 5 days)- where work related
    • The Institute will pay for the course fees (see above flowchart for approval process)
    • The Institute will allow reasonable time off to attend the course
     
    Courses with Examinations (not CISI exams) (for a period up to one month) - where work related
    • The Institute normally contributes, on a one-time basis, to the course and examination fees
    • The Institute will provide an agreed allowance for time to attend the course and exam
    • The Institute will provide one day’s paid study leave for the first sitting of up to three exams. (Leave must be booked in advance)
     
    Membership of Professional Bodies
    The Institute may contribute to the membership fees for an employee (once they have completed their probationary period) to be a member of a professional body, where it is relevant for their job. It is unusual for the Institute to contribute more than the current CISI Fellow membership fee plus 10%.
     
    1. CISI will reimburse the subscription fees for an individual provided at least one of the below criteria are met;
     
    a. It is a statutory requirement for the employee to be a member, or a license or certificate of practice is required to perform their role;
     
    b. The membership is directly related to the role performed by an employee;
     
    2. The company will reimburse the cost of one professional membership unless it is required to have more than one membership to perform a particular role.
     
    3. The company will reimburse the cost of one professional membership that does not directly relate to an individual’s role, if approved by a Director. The value reimbursed will be up to a maximum value equal to the equivalent CISI membership.
     
    4. All reimbursements for UK employees need to be submitted and approved through the expense claim process, accompanied by an invoice/ receipt. UK employee professional memberships are not to be paid by corporate credit card (including virtual cards) or through the supplier invoicing process as the memberships are invoiced to the individual.
     
    5. International reimbursements can be submitted and approved through the expense claim process, accompanied by an invoice / receipt, or can be paid directly by submitting an approved invoice to accounts payable. This concession is due to the relative cost of some memberships internationally.
     
    6. The above is in addition to membership of CISI.
     

    3. Long-Term Study leading to a Qualification

    This applies to any courses / qualifications requiring more than one month of study.
     
    For an employee to be considered for support to undertake long-term study leading to a qualification the following criteria will apply:
    • Possess one year’s satisfactory service with the Institute as a permanent employee
    • Evidence of a good attendance record
     
    • The qualification is relevant to their job
    • The qualification should not take more than 3 years to obtain
     
    Support is available on the following basis
    • The cost of the qualification, in terms of time and money, are normally shared between both parties, as there are mutual benefits to both the individual and the Institute.
    • The Institute will provide an agreed level of paid time to attend classes (if applicable) and take exams
    • The Institute may provide up to one day’s study leave per exam, and two days for dissertation work
    • The maximum amount of support available is £2,000 per year (please see the table below for the equivalent amount in other offices).
    • The employee’s level of contribution towards the fees will depend on a number of factors including the relevance of the qualification, if paid time off is needed, the level of fees, their work performance, and if other training is needed
     
    The employee may be required to repay the full cost or a pro-rata proportion (depending on a number of factors including the relevance of the qualification and the level of Institute’s support and contribution) of the fees paid by the Institute in the following circumstances:
    1. They leave the Institute’s employment during the period they are undertaking the course;
    2. They do not complete the course;
    3. They leave the Institute within a set period after the end of the completion of the course/ qualification.
     
    Process for applying for long-term study support:
     
    The individual is required to make an application to their Director and to HR for support via the Cascade HR Portal “Training – request for long term support form”, outlining the benefits to the Institute, the benefits to the individual, the relevance of the qualification, details of the total finance costs, amount being sought, and time commitment.
     
    Where the course lasts more than one year, at the annual appraisal your line manager / Director will review the individual’s progress and the Institute reserves the right to defer or stop support if the individual no longer continues to meet the above criteria or where performance is no longer fully satisfactory.
    Final approval may be sought from the Chief Executive.
     

    Level of support by office

      UK -GBP Sri Lanka - LKR Dubai - UAD India - INR Philippines - PHP
    Line manager training limit per annum per employee 150 16,500 700 5,000 3,500
    Maximum support available for long-term study per annum 2,000 230,000 9,000 65,500 44,700

    *Approval limits are not pro-rated for part-time employees.

  • Statutory Parental Leave

    by HR HR | Sep 28, 2022
    The Maternity and Parental Leave Regulations 1999 created a right for employees to take time off work, unpaid, to look after a child or make arrangements for the child's welfare. This right operates independently of the right to maternity leave and applies to mothers and fathers (natural or adoptive) or anyone who has acquired formal parental responsibility for a child. 
     

    Entitlement 

    If you have at least one year's continuous service, you will be entitled to 13 weeks’ parental leave upon the birth of your child 
     
    If you have acquired formal responsibility for a child, e.g. guardianship, you have the same right to parental leave.
     
    If you adopt a child and have at least one year's continuous service, you will also be entitled to 13 weeks' leave provided the child is under the age of 18. The right to parental leave lasts for five years from the date on which the child is placed for adoption.
     
    If you have a disabled child you can take 18 weeks parental leave up until the child's eighteenth birthday.
     
    If you work part-time you will receive a pro-rated amount of leave.
     
    Any parental leave taken is unpaid.
     

    Procedure 

    You may not take more than four weeks' parental leave per year per child.
    You must give at least 21 days' notice of an intention to take parental leave and should specify the dates.
     
    Applications for parental leave must be made in writing and you may be required to provide evidence of their responsibility for the child and the child's age.
     
    You may not take parental leave in periods of less than one week (although parents of disabled children are allowed greater flexibility).
    Fathers may take time off immediately after the birth and parents immediately after an adoption provided that they give 21 days' notice of the expected week of the child's birth or adoption.
     
    It may be necessary to postpone parental leave for up to six months (unless it is being taken immediately after a child is born or adopted) if the Institute need is acute. The Institute will confirm this in writing, not later than 7 days after you have given notice to take leave, stating the reason for the postponement and setting out the new dates for the parental leave.
     
    You will remain employed during the parental leave period. Certain contractual terms continue to apply. In particular, the employer's obligation of trust and confidence, terms concerning notice, redundancy compensation, disciplinary and grievance procedures. Also, the employee's obligation of good faith and any express term prohibiting disclosure of confidential information or participation in a competing business.  You will continue to receive the same benefits, except salary, during this period.
     
    Where both parents are employed by the Institute, you will each be entitled to leave but you cannot both take parental leave at the same time.
     
    When you return from parental leave of four weeks or less you will return to your previous job.  In extenuating circumstances, parental leave may be extended at the Institute's discretion. If you return from parental leave of more than four weeks you will return to your previous job wherever possible or, if not offered similar jobs which have the same or better status, terms and conditions as the previous job.
     

  • Adoption Leave

    by HR HR | Sep 28, 2022
    Employees can take up to 52 weeks’ Statutory Adoption Leave. The first 26 weeks is known as ‘Ordinary Adoption Leave’, the last 26 weeks as ‘Additional Adoption Leave’. 

    Leave can start: 

    • On the date the child starts living with the employee or up to 14 days before the expected placement date (UK adoptions) 
    • When an employee has been matched with a child to be placed with them by a UK adoption agency
    • When the child arrives in the UK or within 28 days of this date (overseas adoption) 
    • The day the child’s born or the day after (parents in surrogacy arrangements) 

    Adoption Pay 

    If the employee is taking adoption leave as the primary caregiver, they will be entitled to the same pay as the enhanced maternity leave if they have been an employee of the CISI for at least two years at the start of adoption leave. 

    The maximum entitlement to pay is 39 weeks. Employees will receive a higher rate of pay in respect of the first seventeen weeks and SAP for the remaining 22 weeks. 

    • Higher rate pay is 100% of your normal weekly salary 
    • SAP is a flat rate set by the Government each year

    Standard Adoption Pay

    Employees who are not eligible for the enhanced pay will receive statutory adoption pay subject to meeting the criteria below. 

    The maximum entitlement to adoption pay is 39 weeks. 

    Weeks of payment at the lower rate may be lost if the employee does any work for the CISI during their maternity leave apart from the ‘keeping in touch days’.

    • Higher rate SAP is 90% of your average weekly earnings.
    • Lower rate SAP is a flat rate set by the Government each year. 

    Adoption pay will be paid in the same way as your salary on or around the 24th of each month and is subject to tax and National Insurance.

    For more information on Adoption leave and pay please contact HR. 

  • Shared Parental Leave

    by HR HR | Sep 28, 2022

    Length of Shared Parental Leave

    You and your partner may be able to get Shared Parental Leave (SPL) and Statutory Shared Parental Pay (ShPP) if you are having a baby or adopting a child.

    You can share up to 50 weeks of leave and up to 37 weeks of pay between you.

    You need to share the pay and leave in the first year after your child is born or placed with your family.

    You can use SPL to take leave in, up to three blocks separated by periods of work or take it all in one go. You can also choose to be off work together or to stagger the leave and pay..

    If the child’s mother, or the other adoptive parent, dies in the first year of the child’s life, your shared parental leave can begin at any time after the death and last until the child’s first birthday.

    To be eligible for Shared Parental Leave (SPL) and Statutory Shared Parental Pay (ShPP), both parents must:
    • share responsibility for the child at birth
    • meet work and pay criteria - these are different depending on which parent wants to use the shared parental leave and pay

    Notice of Shared Parental Leave 

    You must give the Institute at least eight weeks’ notice that you wish to take shared parental leave, and complete the relevant form available from HR. 

    Please also provide:
    • a copy of the child’s birth certificate
    • the name and address of your partner’s employer

    Payment during Shared Parental Leave

    In receive ShPP, which is paid in line with Statutory Maternity Pay (SMP), you need to meet the same conditions.   

    Shared Parental leave pay is paid at the maternity pay rate and you will need to meet the same requirement for the enhanced maternity pay or you will receive the statutory maternity pay rate.

    While on Shared Parental Leave

    While on shared parental leave, your contract continues, and you are entitled to your normal terms and conditions apart for salary.

    During this period the Institute may make reasonable contact with you to discuss for example, arrangements for your return to work, or to keep you abreast of developments in the workplace.

    Keeping in Touch Days

    There is the option for you to work take up to 20 days during your shared parental leave without affecting your rights to shared parental leave or pay.

    These would be arranged by mutual agreement and could be so that you can attend a conference, training or team meeting.  You would be paid at your daily / hourly rate of pay.

    Returning to Work after Shared Parental Leave

    Employees have the right to return to the same job on the same terms and conditions of employment. as if you had not been absent. if they take only 26 weeks of Shared Parental Leave.

  • Paternity Leave

    by HR HR | Sep 28, 2022
    You will be entitled to Statutory Paternity Leave if you satisfy the following conditions: -

    • You have or expect to have the main responsibility (apart from the child’s mother) for the child’s upbringing 
    • You are the biological father of the child or the spouse, civil partner or partner of either sex of the child's mother  
    • You have worked for the institute for 26 weeks continuously ending with the 15th week before the baby is due, and remain in continuous employment with the Institute until the week before the first week of the additional paternity leave
    • In the case of adoption, you have at least 26 weeks’ continuous employment, up to any day in the week they were matched with the child
    • taking time off to care for the child

    Paternity Leave 

    You can choose to take either one week or two consecutive weeks’ paternity leave, which can start: -
    • From the date of the child’s birth
    • From a chosen number of days after the date of the child’s birth
    • From a chosen date after the expected week of childbirth 

    The leave can start on any day of the week on or following the child’s birth but must be completed, within 56 days of the actual date of the birth of the child or due date if the baby is early. The start and end dates are different if you are adopting.

    Notification of Paternity Leave

    You need to give notice of your intention to take paternity leave at least 15 weeks before the week the baby is expected.

    You must inform the Institute in writing of the following:
    • The week the baby is due 
    • Whether you wish to take one- or two-weeks’ leave
    • When you want the leave to start.

    You can change your mind about the date on which you want to start leave or the length of leave providing you tell the institute at least 28 days in advance (unless this is not reasonably practicable).

    Payment during Paternity Leave

    During the paternity leave you will be paid Statutory Paternity Pay (SPP), which is paid at the same rate as lower Statutory Maternity Pay rate.  

    You must complete a self-certificate, available from HR, as evidence of your entitlement to SPP.

    The Institute will pay you an enhanced level of SPP if you meet the above conditions.  

    You will be eligible for 5 days paid paternity leave, at your normal rate of pay, which can be taken instead of one week of your statutory paternity leave.  

    Terms & Conditions while on Ordinary Paternity Leave

    While on paternity leave, your contract continues, and you are entitled to your normal terms and conditions apart for salary and you will return to the same job. 

    Paternity leave and Adoption 

    Eligible employees are entitled to paternity leave and pay if they are adopting a child.

    Eligibility

    To be eligible you must:
    • have been continuously employed for at least 26 weeks up to any day in the week you are matched with a child (UK adoptions)
    • have been continuously employed for at least 26 weeks by either the date the child arrives in the UK or when you want the pay to start (overseas adoptions)
    • confirm that your partner is getting Statutory Adoption Pay in writing or by submitting a copy of your partner’s form SC6 
    • meet the other eligibility conditions for paternity leave or pay

    Notice period

    You will need to give the Institute form SC4 for:
    • leave - no later than 7 days of your co-adopter or partner being matched with a child
    • pay - 28 days before you want your pay to start
    For overseas adoptions the form and notice period is different. The process is explained on form SC5.

    Leave start date

    You can take paternity leave because you are adopting:
    • on the date of placement
    • an agreed number of days after the date of placement
    • on the date the child arrives in the UK or an agreed number of days after this (overseas adoptions)
    For overseas adoptions leave must be taken within 56 days of the date of placement or the child’s arrival in the UK.

    Proof of adoption

    You will need to give the Institute proof of adoption to qualify for paternity pay, and paternity leave.  Proof can be a letter from their adoption agency or their matching certificate.

  • Maternity Leave and Pay

    by HR HR | Sep 28, 2022
    If you are pregnant you should contact HR to discuss your eligibility to maternity benefits, and the information you need to provide in order to receive these benefits.  

    Terminology


    EWC - Expected Week of Childbirth means the week, beginning with midnight between Saturday and Sunday, in which it is expected that childbirth will occur.

    QW - Qualifying week is the 15th week before the expected week of childbirth.  

    Ordinary Maternity Leave – First 26 weeks of your maternity leave. 

    Additional Maternity Leave – Additional 26 weeks of your maternity leave.

    Antenatal Care - You have the right to reasonable paid time off to receive antenatal care (for example, visiting antenatal clinics) prescribed by a registered doctor or midwife, or health visitor.
     
    You will be required to produce proof that antenatal appointments have been made (e.g. appointment card) before paid time off is granted (except in the case of first appointment).  

    You should advise your Manager in advance of the time you need to take off to attend antenatal clinics.  In addition, you should obtain from your doctor or midwife a medical certificate (MATB1 form) stating you are pregnant and the expected week of childbirth.

    Fathers and Partners

    Fathers and partners have the right to take unpaid time off to accompany expectant mothers to up to two antenatal appointments that have been made on the advice of a registered medical practitioner, nurse or midwife.  Each appointment can last for up to 6 and a half hours and there is no qualifying period required.

    You should advise your Manager in advance of the time you need to take off to attend these appointments, and book them on the CISI absent management system.

    Maternity Leave

     All employees are entitled to 26 weeks Ordinary Maternity leave, and 26 weeks’ additional maternity leave and must fulfil the conditions set out below. 

    You cannot start your maternity leave earlier than the 11th week before your EWC, unless childbirth has occurred.  It can commence at any time after that date up to the actual date of birth. 

    From the end of your 29th week of pregnancy, you will need to provide the Institute with regular certificates from your Doctor confirming that you are well enough to continue working.  You will be reimbursed for any charges made by the Doctor. If you are unable to provide certificates the options such as unpaid leave, paid leave, or starting maternity leave will be discussed.

    If you are absent due to a pregnancy related illness within the 4 weeks before your EWC, you will automatically transfer to maternity leave. 

    You must notify the Institute of your intention to take maternity leave by the end of the 15th week before your EWC, or as soon as reasonably practicable.  You must notify the Institute, in writing, that you are pregnant; the week the baby is expected to be born and when you want to start maternity leave. You must also provide medical evidence of your EWC in the form of a maternity certificate (MATB1 form). This is available from a registered doctor or midwife no earlier than 20 weeks before your EWC  and must be forwarded to the Institute as soon as possible but no later than three weeks after the start of your Maternity Leave. 

    No Statutory Maternity Pay (SMP) can be payable without this certificate or an acceptable alternative.

    If you wish to change the date you wish to start maternity leave, you must give the Institute at least 28 days’ notice in writing (unless it is not reasonably practicable). 

    Once you have given notice, the Institute will write to you, within 28 days, unless you have varied the date, in which case the Institute will response within 28 days of the start of maternity leave.  The Institute will set out the date on which you will be expected to return to work if you take your full entitlement of maternity leave. 

    You will need take all of your current year’s annual leave before you start your maternity leave. 

    Please inform HR of the date of birth of the baby at the earliest opportunity.

    You may not return to work within the two weeks' period following the actual date of birth.

    You do not have to give notice of your return to work unless you wish to return before the end of your full maternity leave.  However, it is helpful if you give the Institute an indication of your plans and keep in touch regarding your return to work. 

    If you wish to return early from your maternity leave period, you must give at least 8 weeks’ notice in writing to HR.  If you wish to change this date, you must give 8 weeks’ notice.

    If you fail to give 8 weeks’ notice of an early return, the Institute may postpone your return so that the Institute has the full benefit of the 8 weeks’ notice. However, your return will not be postponed beyond the end of your maternity leave. 

    If you are unwell at the end of your maternity leave, you must contact HR and submit a medical certificate confirming that you are suffering from a medical condition, which prevents you from working. The Institute’s rules of sickness absence will then apply.

    If you return to work after your Ordinary maternity leave, you have the right to return to your own job on the same terms & conditions of service. 

    If you return after Additional maternity leave, you are entitled to return to the same job or, if that is not reasonably practicable, to an alternative job of equal grade, pay and conditions on no less favourable terms.  

    Where you will be returning to an alternative job, you will be advised as soon as is reasonably practical and a meeting will be arranged with you to discuss the alternative job.

    If you do not wish to return to work after your ordinary and/or additional maternity leave period, you must give the Institute notice of termination as required by your Contract of Employment.  In certain circumstances, the Institute will accept shorter notice than your contractual notice if you do not wish to return to work.

    While on Maternity Leave

    While you are on maternity leave, the Institute may make reasonable contact with you to discuss for example, arrangements for your return to work, or to keep you abreast of developments in the workplace.  This will be discussed with you before you start your maternity leave.

    Keeping in Touch Days

    There is the option for you to work up to 10 days during your maternity leave without losing your statutory maternity pay and without bringing your maternity leave to an end.   These would be arranged by mutual agreement and could be so that you can attend a conference, training or team meeting, etc (not to do your job).  There needs to be a purpose and structure for the day(s). You would be paid at your daily / hourly rate of pay. This can be discussed and arranged with your line manager during your maternity leave. 

    Contract of Employment and Benefits

    You continue to be an employee throughout your whole maternity leave.  During this period, you are entitled to the benefit of your employer's implied obligation of trust and confidence and any terms relating to notice of termination by the employer, redundancy pay and disciplinary or grievance procedures. You remain bound by your implied obligation of good faith and any terms as to notice of termination by you, disclosure of confidential information, acceptance of gifts or other benefits and participation in any other business. 

    During ordinary and additional maternity leave

    Your contract continues during ordinary and additional maternity leave and all contractual benefits except wages and salary will continue.  Your contractual benefits could include life assurance and permanent health insurance, cover continues subject to the insurers terms, and membership of the private medical insurance.

    • You will continue to be eligible for the Travel and London office allowance, where applicable.  If you have an annual travel ticket, you may wish to return it, as you pay tax and national insurance contributions on its value. 

    • Your entitlement to your contractual paid holiday entitlement will accrue during your maternity leave.

    • In the spirit of the positive changes, we have made to maternity leave, we have decided that we will now treat the three days at Christmas, when the UK office is closed, as a contractual benefit and therefore three days will be added to the leave you accrue during maternity or shared parental leave.

    If you are a member of the Chartered Institute for Securities & Investment’s Pension scheme with Aviva the Institute will continue to make contributions to your pension, subject to the rules of the scheme and government limits on levels of contributions.  |Aviva must legally treat any period of unpaid maternity leave (e.g. when you are not receiving statutory maternity pay) as a contribution holiday.

    Maternity Pay


    Enhanced Maternity Pay

    To be eligible to receive the CISI’s enhanced maternity pay you must have been an employee of the CISI for at least two years at EWC. 

    The maximum entitlement to Maternity pay is 39 weeks. Employees will receive a higher rate of maternity pay in respect of the first seventeen weeks and SMP for the remaining 22 weeks. 

    Weeks of payment at the lower rate may be lost if the employee does any work for the CISI during their maternity leave apart from the ‘keeping in touch days’.

    • Higher rate maternity pay is 100% of your normal weekly salary 

    • SMP  is a flat rate set by the Government each year

    Standard Maternity Pay

    Employees who are not eligible for the enhanced maternity pay will receive statutory maternity pay subject to meeting the criteria below. 

    The maximum entitlement to Maternity pay is 39 weeks. Employees will receive higher rate maternity pay in respect of the first six weeks and SMP for the remaining weeks. Weeks of payment at the lower rate may be lost if the employee does any work for the CISI during their maternity leave apart from the ‘keeping in touch days’.

    • Higher rate SMP is 90% of your average weekly earnings.

    • Lower rate SMP is a flat rate set by the Government each year. 

    Maternity pay will be paid in the same way as your salary on or around the 24th of each month and is subject to tax and National Insurance.

    Employees who:
    (a) Are taken into legal custody, or
    (b) Work for another employer

    During their Maternity period must notify the Institute as soon as possible, as their entitlement to SMP may be affected.

    Entitlement to SMP is dependent on the following: -
    • You still being employed in the QW (the 15th week before your EWC); and 
    • At the QW you have at least 26 weeks’ continuous service; and 
    • You have given proper advance notification of your pregnancy; and 
    • You have provided a MABT1 certificate; and 
    • You have stopped work/left employment for a reason connected with your pregnancy; and 
    • You earn more than the national insurance lower earnings limit; and 
    • You are not excluded e.g. have been taken into legal custody.

    Miscellaneous Information

    If your pregnancy means that you are unable to do your job adequately, or where it is unlawful for a pregnant woman to do a particular job, or where a health and safety risk to you or your baby has been identified but cannot be eliminated, the Institute may have to suspend you on full pay. Before such action is taken, every effort will be made to change your hours of work or conditions if there is a health and safety risk, or to find suitable alternative work for you.

    You may continue working as close to your EWC as you wish, provided you continue to be capable of doing your job adequately. The Institute reserves the right to require you to be examined by the Institute doctor where it is felt that your health, or that of the baby, may be suffering as a result of your continuing to work.

    As the Contract of Employment continues during maternity leave, it is a condition of your continued entitlement to benefits during your maternity absence that you do not work for another employer during this time. Should you wish to take up other employment during your maternity absence you must contact the HR Department at least four weeks before you wish to start the work in question.

    Maternity Leave and Bank Holiday 

    If a bank holiday falls during the period when you are receiving SMP only, you will be paid for that day via the payroll.  This is pro-rata for part-time employees.

  • Harassment Policy

    by HR HR | Sep 28, 2022

    The Institute deplores all forms of harassment including, but not limited to sexual or racial harassment and harassment based on disability, age, sexual orientation, or religion and seeks to ensure that it does not permit or condone it within the working environment. Harassment is unlawful and both the Institute and the harasser may be held liable for such unlawful actions and be required to pay damages.  Women and men have the right to work in an environment free from harassment, bullying intimidation and all employees are expected to comply.  Intentional harassment may also be a criminal offence punishable by imprisonment or a fine.

    Examples of Harassment

    Harassment (whether based on sex, race, and disability or otherwise) is offensive and humiliating behaviour of a nature, which is uninvited and unwelcome by the person at whom it is directed.  It takes many forms, from relatively mild banter to actual physical violence.  It may be expressed: -

    a) physically - e.g. actual violence or insulting behaviour,
    b) verbally - e.g. insensitive jokes, comments, pranks or insulting words,
    c) by body language - e.g. abusive, threatening or unnecessary body contact, 
    d) on paper or screen - e.g. displays of offensive material, or abusive writing and pictures.
    e) detrimental treatment at work – e.g. loss of job or unwanted transfer.
     
    This is not an exhaustive list and what is acceptable to one person may not be to another.  Some of these actions are examples of gross misconduct, punishable by summary dismissal, and others may constitute gross misconduct depending on the circumstances.

    Management Responsibility

    The Institute expects all line managers to ensure that this policy and procedure is adhered to at all times and, where harassment does occur, that it is dealt with efficiently and effectively.

    Informal Remedy

    Employees who are victims of minor harassment are advised to make it clear to their harasser (either individually or with the support of a colleague) that the behaviour is unacceptable and must stop.  If an employee is unable to do this verbally then a written request (explaining the distress which the behaviour is causing) given to the harasser may be effective.

    Formal Procedure

    Where informal methods fail, or serious harassment occurs, employees are advised to bring a formal complaint.  The complaint should be made, in confidence, to an Executive Director or HR.  The employee will be asked to provide a written statement giving the following information:
    • name of the harasser
    • nature of the harassment
    • dates and times when harassment occurred
    • names of witnesses to any incidents of harassment
    • any action already taken by the complainant to stop the harassment.

    The Executive Director handling the complaint will ensure that a thorough investigation is carried out as quickly as possible, maintaining confidentiality at all times. All employees involved in the investigation are expected to respect the need for confidentiality.  Failure to do so will be considered a disciplinary offence. Witnesses will be encouraged to appear at the investigation.

    At each stage both the complainant and the employee accused of harassment have the right to be accompanied by an Institute employee of his or her own choice.   The alleged harasser will be given every opportunity to defend or explain his or her actions.

    Where the Executive Director concludes that harassment has taken place, the harasser will be dealt with under the Institute’s Disciplinary procedure.  Harassment of a serious nature may result in dismissal. 

    If a lesser penalty is appropriate then, where possible, action will be taken to ensure that the complainant is able to continue to work without embarrassment or anxiety e.g. the transfer of one party to another role or reorganisation of work.  The result of the investigation will be confirmed in writing to both parties.  

    If the complainant is not satisfied about the way his or her complaint has been handled, he or she may ask for it to be reconsidered by the Chief Executive.  Requests for reconsideration of the complaint should be made with 10 working days of the investigation.  The decision of the Chief Executive will be final.
     
    An employee who receives a warning or is dismissed for sexual or racial harassment may appeal against the penalty in accordance with the Institute's Dismissal appeals procedure as set out in the Disciplinary procedure.

    An employee who brings a complaint of sexual or racial harassment will not suffer victimisation for having brought the complaint.  However if the complaint is untrue and has been brought in bad faith (e.g. spite) disciplinary action may be taken.

  • Equal Opportunities Policy

    by HR HR | Sep 28, 2022
    The Institute is an Equal Opportunities employer and it is the Institute's policy that everyone should have full and fair consideration in all job vacancies for which they offer themselves as suitable applicants.  The Institute does not discriminate on the grounds of colour, race, nationality, religion, gender, sexual orientation or preference, marital status, age, trade union membership / non-membership or disability.  The sole criterion for selection or promotion in the Institute is the suitability of any applicant for the job.

    The Institute is committed to equality in all aspects of employee’s terms and conditions of service and opportunities for training, and that no individual or group should be disadvantaged.  Employees have a personal responsibility to comply with this policy.  Contravention will be met with disciplinary action.  Managers have a special responsibility to ensure that all the Institute’s policies and procedures outlined in this handbook are applied in an objective and systematic manner during day to day work and in other areas including recruitment, promotion and training of staff.  Please also see training and development section. 

    If you have any instance of doubt or questions, please contact HR.   

    If you have a complaint, this should be raised under the Institute’s Grievance Procedure. 

  • External Complaint Procedure

    by HR HR | Sep 27, 2022

    Complaints made against the Chartered Institute for Securities & Investment by any of its members or customers must be notified to your Manager.  The Institute takes seriously any complaints, which are all logged and reviewed by the Directors.  Your manager will explain the specific procedures you should follow in the handling of complaints.

  • Trade Union Recognition

    by HR HR | Sep 27, 2022

    The Institute has not given any Trade Union recognition to negotiate terms and conditions of employment on behalf of staff.

    However, all staff have a right to belong to a recognised independent Trade Union if they so wish, with reasonable time off during working hours to take part in union activities.  Such time off will be unpaid and must be agreed with your manager.

  • Speak Up Policy

    by HR HR | Sep 27, 2022

    Introduction


    The Institute is committed to ensuring that we always carry out our business in an ethical, honest, fair and respectful manner. However, if you become aware of circumstances in which we are not meeting our standards, we encourage you to speak up and tell us.

    CISI has a speak up culture in which employees should feel able to raise any matter of genuine concern internally, without fear of victimisation or discrimination. Employee concerns will be taken seriously, and the matters raised will be investigated appropriately. CISI will not tolerate retaliation against those who speak up. This policy sets out how employees may raise concerns about wrongdoing and our approach if such concerns are raised.

    What is speaking up?


    Speaking up is the act of raising concerns internally about wrongdoing related to the business. You are encouraged to speak up about suspected, or actual violations, of CISI’s values, or about any violations of the law. Concerns should be raised when it is in the public interest to do so (i.e. when it is in the benefit of CISI members, customers, stakeholders, fellow employees or the wider public to do so). Here are some examples of the kind of concerns which can be dealt with using the speak up policy:

    • Financial malpractice
    • Health and Safety concerns
    • Breach of policy
    • Breach of confidentiality
    • Data protection violations
    • Bribery and corruption

    Other Policies


    This policy can be used by any employee who wishes to speak up about wrongdoing related to the business. However, there are certain sorts of wrongdoing may be better dealt with under other policies (e.g. the grievance procedure, disciplinary procedure and harassment procedure). For example, if you have a direct personal interest in matters, it will normally be appropriate to use the grievance procedure.

    If you are unsure whether to raise your concern under this policy, you may approach one of the people mentioned below informally and ask for advice on what to do. The most appropriate ourse of action will be decided on a case by case basis.

    In any case, when considering concerns which have been raised, consideration will be given as to whether or not there is a more appropriate policy to deal with the matter. If your concern is to be dealt with under a different policy, this will be discussed with you.

    How to Speak Up Line Manager:

     
    In the first instance, you should consider raising concerns with your line manager. He/she has a responsibility to listen and respond to any matter that is important to you. Concerns can be raised verbally or in writing. They may be able to agree a way of resolving the matter quickly and effectively.

    Senior Manager/HR:
    If for any reason you feel as though you cannot speak with your line manager, you should consider raising your concerns with the head of your department or with HR.

    You can also raise concerns with the following individuals if you feel that doing so is appropriate, or if you feel your concern was not adequately dealt with at earlier stages:

    Where to go for advice

    • any Executive Director;
    • the Chief Executive; or
    • the Chairman.

    If you are not comfortable with the concern being addressed by the Executive Director/Chief Executive, an independent Director, Becky Taylor, has been appointed to look into concerns. Becky Taylor can be contacted by emailing her directly using the following email address: independentdirector@cisi.org

    When speaking up, you should state that you are following this policy.

    What will happen when you Speak Up?


    What will happen?
    Your line manager or senior manager will take a note of your concern and will try their best to resolve the problem themselves. If this is not possible, your concern may be escalated to HR, who may involve an Executive Director or the Chief Executive.

    Who will take charge?
    An Executive Director will be allocated to oversee the process and will be your key point of contact.

    How will the matter be resolved?
    In some cases, the investigation process may be limited, particularly where it appears that the concerns are minor or based on a misunderstanding. In other cases, the investigations will be more wide-ranging. Your point of contact will keep you informed through discussion where possible.

    How long will it take?
    It is not practicable to set out strict time-limits for investigations. Much will depend upon the particular issues. However, we recognise that it is important that matters are looked into without delay. You will be informed of progress wherever possible throughout the process.

    What happens next?
    Where possible you will be given feedback about the outcome. However, there may be circumstances where this is not appropriate, for example, where disciplinary proceedings or other action of a confidential nature are taken.
     

    Confidentiality


    If you wish your identity to be kept confidential, let this be known when you initially raise your concern. The CISI will keep the identity of staff members who speak up confidential, unless otherwise required by law.

    However, there may be circumstances where preserving confidentiality is not possible. For example, if the information in the report could only come from one source. If this is the case, please be assured that CISI take instances of victimisation as a result of speaking up very seriously. CISI staff members should not face retaliation as a result of speaking up.

    The CISI understands that some employees may wish to raise concerns anonymously. Any concerns raised in this way will not be dismissed out of hand, however, there are three things to consider before speaking up anonymously:

    • It will be much harder to investigate concerns that are raised anonymously, as it will not be possible to contact the person who raised the concern to ask for more information.
    • The CISI cannot effectively protect whistleblowers who raise concerns anonymously, for example by identifying if that person has been subject to victimisation or other problems
    • It is not possible to provide feedback to the whistleblower, or let them know what has happened regarding their concern if the initial concern was raised anonymously

    Protection of person speaking up


    CISI supports any employee speaking up about wrongdoing under this policy. If you believe that you are being victimised or disadvantaged as a result of the report, you should immediately tell an Executive Director/ Chief Executive or HR. You will not be victimised or disadvantaged for doing this. The only qualification to this is that, if your allegations are proven to be malicious and untrue, disciplinary proceedings are likely. Furthermore, any employee who obstructs an investigation is likely to be subject to disciplinary proceedings.

    The UK’s Public Interest Disclosure Act (PIDA) offers protection for whistleblowers who speak up. If you wish to find out more about PIDA, Protect offer a guide which can be found on their website https://protect-advice.org.uk

    Reporting externally


    The CISI are committed to supporting concerns that are raised internally, and hope you feel able to follow this internal policy rather than reporting to an external body. However, we recognise that there may be circumstances where you may wish to approach an external regulator. If this is the case, we encourage you to contact Protect, an external whistleblowing charity who run an advice line for employees, who will be able to provide advice and guidance. You can visit the website at https://protect-advice.org.uk or call the advice line on +44 (0)20 3117 2520

  • Grievance Policy

    by HR HR | Sep 27, 2022

    Introduction

    The Grievance Procedure provides a mechanism for dealing with problems and concerns as quickly and as fairly as possible and at the right level within the Institute’s hierarchy.   It is in everyone’s best interest to ensure that these problems and concerns are not allowed to fester and develop into major problems. Where the Institute’s hierarchy, your position within it, or the person you have a grievance about, does not allow the procedures envisaged to be followed strictly, the Institute will endeavour to provide an alternative procedure allowing you to raise your grievance and for it to be resolved quickly and fairly.

    Other policies

    This policy can be used by any employee who wishes to raise a grievance.  However, there are certain sorts of grievance which are better dealt with under other policies (e.g. speak up procedure and harassment procedure).  The Institute may discuss with you alternative action in appropriate circumstances.

    Confidentiality

    The Institute will make every effort to keep the fact and circumstances of your grievance confidential. However circumstances outside of its control may make this not fully possible e.g. if there was a public incident which resulted in the grievance.  All staff involved in any grievance proceedings are required to keep the information confidential.  Any member of staff who is found to have breached this requirement may be subject to disciplinary proceedings.   

    Right to be accompanied

    You have a legal right to be accompanied by a colleague or trade union official at any formal grievance hearings and appeal hearings, if you wish.  Your choice of person to accompany you must be reasonable.  The Institute may ask you to choose an alternative person if your request is not reasonable, for example, because the person you choose has a conflict of interest.  That right will not extend to informal meetings unless you specifically request to be accompanied at an informal meeting and your request is considered reasonable by the Institute.

    Informal procedure

    If you have a grievance or compliant you should, wherever possible, start by talking it over with your manager.  You may be able to agree a solution informally between you.

    Formal Procedure 

    If the matter is serious and /or you wish to make a formal grievance you should inform the Institute of your grievance in writing.

    You will be invited to attend a meeting to discuss your grievance as soon as possible and you have the right to be accompanied at this meeting.  You will be given an opportunity to explain your complaint.   After the meeting you will be notified in writing of the decision, and your right of appeal if you feel the grievance has not been satisfactorily resolved.

    Temporary move to another department

    In certain circumstances the Institute may decide to move you to work in another department while your grievance is being heard. The aim will be to remove a source of tension and / or ensure the smooth working of the department.  The Institute will aim to ensure that this is for as short a period as is necessary.

    This is not a sanction against you, does not imply that any decision has been made, or that a case has been proved.

    Appeal

    If you wish to appeal against the decision, you must inform the Institute in writing within five working days of the grievance decision against which you are appealing.  It would be helpful if you set out the grounds in writing on which you are appealing.  You will be invited to a meeting and you have the right to be accompanied at that meeting.

    A more senior manager will normally hear the appeal.   The person holding the appeal will review the evidence and make such enquiries as may seem appropriate.    You will be given an opportunity to state your case. 

    After the meeting you will be notified in writing of the decision.  This is the final stage of the grievance procedure and the decision is final.

  • Disciplinary Policy

    by HR HR | Sep 27, 2022

    This policy is designed to help and encourage all employees to achieve and maintain standards of conduct, attendance and job performance.  It will apply to employees after the satisfactory completion of their probation period.  It may be amended from time to time. 

    Dealing with matters informally

    If your performance falls below the standards expected, this may be dealt with informally, where appropriate, by your manager or may be discussed in performance reviews to resolve problems.   Informal warnings are not part of the formal disciplinary procedure.   

    Formal disciplinary procedure 

    General Principles

    • An investigation will normally be undertaken before any decision to hold a disciplinary meeting.
    • For formal action you will be advised of the nature of the complaint against you, the possible consequences /sanction and will be given the opportunity to state your case before any decision is made at a disciplinary meeting.
    • You will be provided, where appropriate, with written copies of evidence and relevant witness statements in advance of a disciplinary meeting.
    • At all stages of the formal procedure you will have the right to be accompanied by a trade union representative, or work colleague. Your choice of person to accompany you must be reasonable.  The Institute may ask you to choose an alternative person if your request is not reasonable, for example, because the person you choose has a conflict of interest.  
    • Your manager will normally conduct the disciplinary hearing (depending on the circumstances) and will be accompanied by a colleague (usually HR), plus there may be a  person who will take a written note of the meeting.
    • Only in the case of gross misconduct will the employee be dismissed for a first breach of discipline, when the penalty will be dismissal without notice or payment in lieu of notice.
    • You will have the right to appeal against any disciplinary action.
    • The procedure may be implemented at any stage if your alleged misconduct warrants it

    First stage of formal procedure - improvement note/ first written warning

    This will normally be either:

    ● An improvement note for unsatisfactory performance if your performance does not meet acceptable standards. This will set out the performance problem, the improvement that is required, the timescale, any help that may be given and the right of appeal.  You will be advised that it constitutes the first stage of the formal procedure. A record of the improvement note will be kept for six months on your file, but will then be considered spent – subject to achieving and sustaining satisfactory performance or

    ● A first warning for misconduct if conduct does not meet acceptable standards. This will be in writing and set out the nature of the misconduct and the change in behaviour required and the right of appeal. The warning will also inform you that a final written warning may be considered if there is no sustained satisfactory improvement or change. A record of the warning will be kept on your file, but it will be disregarded for disciplinary purposes after six months.

    Second stage - Final written warning

    If the offence is sufficiently serious, or if there is further misconduct or a failure to improve performance during the currency of a prior warning, you may be given a final written warning. This will give details of the complaint, the improvement required and the timescale. It will also warn you that failure to improve may lead to dismissal (or some other action short of dismissal) and will refer to the right of appeal. A copy of this written warning will be kept on your file but will be disregarded for disciplinary purposes after 12 months subject to achieving and sustaining satisfactory conduct or performance.


    Third stage - Dismissal or other sanction

    If there is still further misconduct or failure to improve performance the final step in the procedure may be dismissal or some other action short of dismissal such as demotion or disciplinary suspension or transfer.

    The decision to dismiss an employee can only be taken by the Chief Executive.

    You will be provided in writing with the reasons for dismissal, the date on which your employment will terminate, and the right of appeal.

    If some sanction short of dismissal is imposed, you will receive details of the complaint, a warning that dismissal could result if there is no satisfactory improvement, and advised of the right of appeal. A copy of the written warning will be kept on your file but will be disregarded for disciplinary purposes after 12 months subject to achievement and sustainment of satisfactory conduct or performance.

    Gross misconduct
    The following list provides some examples of offences which are normally regarded as gross misconduct:

    • theft, fraud, deliberate falsification of records or unauthorised entry to computer records
    • physical violence or bullying
    • deliberate and serious damage to property
    • misuse of the Institute’s property or name, or your property or that of your colleagues,  members or persons undertaking work on behalf of the Institute
    • deliberately accessing internet sites containing pornographic, offensive or obscene material
    • serious insubordination
    • unlawful discrimination or harassment
    • gross incompetence 
    • bringing the organisation into disrepute
    • serious incapability at work brought on by alcohol or illegal drugs
    • causing loss, damage or injury through serious negligence
    • a serious breach of health and safety rules
    • a serious breach of confidence
    • serious breaches of data protection
    • conviction of a criminal offence detrimental to the interests of the Institute
    • using your position in the Institute to act inappropriately, abusing the position of trust or accepting or offering bribes

    This list is not intended to be exhaustive.

    If, on completion of the investigation and disciplinary procedure, the Institute is satisfied that gross misconduct has occurred, the result will normally be summary dismissal without notice or payment in lieu of notice.

    Appeals

    If you wish to appeal against a disciplinary decision, you must do so in writing to HR within five working days of the disciplinary decision against which you are appealing.  

    If you request an appeal please specify the grounds on which you are appealing.

    HR will arrange for your appeal to be heard by someone more senior than the person who heard your disciplinary, and his/her decision is final.  At the appeal any disciplinary penalty imposed will be reviewed.

    Suspension

    In certain circumstances the Institute may decide to move you to work in another department or role during the period of the investigation.  The aim will be to remove a source of tension and / or ensure the smooth working of the department.  The Institute will aim to ensure that this is for as short a period as is necessary.

    This is not a sanction against you, does not imply that any decision has been made, or that a case has been proved.

    In certain circumstances the Institute may decide to suspend you from work as part of a disciplinary process.  Any such suspension will be on full pay.

    The Institute will aim to ensure that you are suspended only for as long as is reasonably required to carry out any investigations and arrange a disciplinary hearing if necessary.

    Suspension does not imply either your guilt or that the institute has made any decision as to whether a disciplinary sanction is appropriate in the circumstances.

  • Recognition Vouchers

    by HR HR | Sep 21, 2022

    The aim of this scheme is to recognise and reward employees where they have given that added extra, and for employees to receive the recognition within a short time scale.

    Who is included in the scheme?

    Members of the Executive Team & Country Heads are not eligible; all other employees including those on contract are eligible to receive a voucher.

    How the scheme works

    Anyone can nominate an employee if they feel the person has done something ‘above and beyond’ or been especially helpful. This could be within their department and across the Institute. Nominations, including information on the reason, should be passed to the employees’ Executive Team member and manager, and copied to HR. Usually, the Executive Team member or the employee’s line manager will inform the employee they have been awarded a voucher and the reason. The voucher or a cash amount, where it is not practical to give a voucher, for an appropriate amount is given to employees. It is normally one voucher per nomination. It is not expected that the same people will receive a voucher on a regular basis as the scheme aims to reward a wide number of employees and a range of achievements. HR keeps a list of the vouches issued, so the relevant voucher / cash amount can be given to the employee and the names of employees who have received a voucher appears in InCISIve.

    Giving out vouchers - HR will arrange

    • UK office – for the employee to receive a gift voucher (the Institute pays the tax and NI due on the voucher value via a PAYE settlement agreement with the HMRC)

    • Other offices - for the employee to receive the cash amount with their salary.

  • Internal Communications

    by HR HR | Sep 20, 2022

    You will be notified, via email, internal newsletters, the intranet or the staff notice boards of: -

    • changes in general conditions of employment;
    • vacancies (where appropriate);
    • general news items

     It is important that you read the information as this will keep you up to date with things that are happening within the Institute.