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New Zealand Tourism Company – Policies and Procedures Handbook
New Zealand Tourism Company – Policies and Procedures Handbook
www.ServiceIQ.org.nz
Your comments and feedback on this workbook are welcome at [email protected]
©ServiceIQ 2009
Edition 3, May2013
WARNING
All rights reserved.
No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form, or by any means including
electronic, mechanical, photocopying, recording or otherwise, without the prior permission of ServiceIQ.
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Contents
Welcome Aboard! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Mission Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Company Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Policies and Rules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Health and Safety Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Employment Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10
Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10
Rostering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10
Payment of Wages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10
Overpayment of Wages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10
Payments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10
Company Documents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10
Email, Internet and Intranet Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11
CCTV Cameras . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11
Vehicles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
Personal Cell Phones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
Personal Phone Calls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
Private Mail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
Private Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
Smoking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
Visitors in Employee Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
Media Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
Annual Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
Alternative Holidays . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
Public Holidays . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
Work on Public Holidays . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
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Payment for Work on Public Holidays . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
Sick Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15
Bereavement Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15
Parental Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15
Maternity Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15
Jury Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16
Grievances . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16
Employee Responsibilites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
Professionalisim . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
Work Ethic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
Customer Privacy and Confi dentiality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
Written Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
Performance Appraisals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18
Appearance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18
Time Keeping . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19
Calling in Sick . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19
Tidiness of the Workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19
Leaving your Work Area . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19
Eating and Smoking in Public Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19
Answering Phones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19
Computer Etiquette . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
Finding Lost Property . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
Customer Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21
Customer Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21
Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21
Handling Unhappy Customers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22
Written Feedback . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
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Employment Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23
Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23
Accident Reporting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23
Hazard Identifi cation and Reporting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24
Legislative Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24
Material Safety Data Sheets (MSDS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25
Sun Protection and Hydration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25
Emergency Situations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26
Bomb Threats. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26
Armed Hold Ups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26
Fire Evacuation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27
Accident/Crisis Procedure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27
Power Failure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28
Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28
Code of Conduct . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29
Workplace Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29
Alcohol and Drugs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29
Harassment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29
Sexual Harassment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29
Email, Intranet and Internet Policiy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29
Disciplinary Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30
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I warmly welcome you to The New Zealand Tourism Company (NZTC) team!
You are now part of a team of dedicated people who are committed to providing a world class experience for our valued customers. It is great to have you aboard!
We have employed you because we believe you have the skills, knowledge and attributes required to positively contribute to NZTC and to exceed the expectations of our customers.
The following handbook will provide you with a wealth of information about NZTC. Read it carefully and please see your manager or supervisor if you require any clarifi cation or if you have any questions.
I hope you thoroughly enjoy your time at NZTC. I am certain it will be a positive, challenging and rewarding experience.
General ManagerThe New Zealand Tourism Company
Welcome Aboard!
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To be New Zealand’s leading tourist attraction through the provision of a world class tourism experience and a team of friendly, dedicated and knowledgeable staff.
• To provide a unique and special experience for our customers• To provide a safe and enjoyable environment for both customers and staff• To provide outstanding value for money• To provide a positive return on investment for all fi nancial stakeholders• To develop strong associations with suppliers and community partners• To conduct all business operations with honesty and integrity• To provide a great place for our staff to work.
Mission Statement
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Policies and Rules As an employee you must observe and comply with all company policies and procedures as outlined in the NZTC policies and procedures handbook.
NZTC is entitled from time to time to amend, cancel or introduce such rules, policies and procedures as it considers necessary. Any employee who breaches any of the rules, policies or procedures in the handbook may be subject to disciplinary action, which may result in the termination of their employment.
Company Goals
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Health and Safety Statement
New Zealand Tourism Company management is committed to ensuring a proactive and prudent approach to Health and Safety, complying with Health and Safety legislation to provide a safe and enjoyable environment for both staff and customers.
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Employment Information
Training Training will consist of an induction programme, followed by specifi c departmental training.
It is essential that you commit yourself to the training process to ensure all Health and Safety and Operational procedures are followed. Commitment to training will also ensure that you understand all aspects of your work role.
Please ask or seek clarifi cation from your supervisor or manager if you are not sure of something.
Rostering The roster will be put on the notice board at least two weeks in advance.
To change a shift once the roster has been posted you will need to complete a Shift Change Form which must be signed by your supervisor or manager.
Once a Shift Change Form has been signed by the person acquiring the shift it is deemed to be their shift and they then become responsible for that shift.
Payment of Wages All wages will be paid by direct credit to your nominated bank account on a weekly basis.
Please ensure your bank details are correct and notify your supervisor or manager of any changes to your account details.
Overpayment of Wages In the event of an overpayment of wages to you, NZTC reserves the right to recover the amount of overpayment by way of deduction from any subsequent payment due to you.
NZTC will provide written notifi cation of any intention to recover any such overpayment in accordance with the Wages Protection Act 1983.
Payments At NZTC we accept a variety of payment forms including cash, eftpos and all major credit cards.
Personal cheques from customers are not to be accepted and company cheques are only to be accepted with two forms of ID, one of which must be photo ID.
Company Documents All documents and forms must be completed in an accurate and timely manner in accordance with relevant legislation or company policy. These include, but are not limited to:
• Time sheets • Hazard sheets• Rosters• Shift availability• Cash balancing reports• Incident reports• Accident reports.
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Email, Intranet and Where the employee uses a personal computer for business use, the employer may access Internet Policy the relevant electronic information on that computer to ensure that this policy is being adhered to.
All electronic information stored or used in the course of the employee’s employment may be accessed by the employer.
The employee must comply with all systems established by the employer with regard to email, Intranet and Internet use. This includes instructions relating to protection from computer viruses.
Email, Intranet and the Internet are business resources to be used for business purposes only. Although email is provided specifi cally for business related activity, personal use of NZTC email system is allowed provided that:
• It is only to be used during a designated meal or rest break• Such use is of an incidental nature and does not impact on your ability to do your job
effectively• It is not detrimental in any way to NZTC.
The following uses for email are not acceptable:
• Sending unsolicited mail, including accessing staff lists• Disclosure of messages, internally or externally, solely for the purpose of embarrassing
the sender• Sending pornographic or inappropriate content• Subscribing to pornographic or inappropriate content via mailing lists• Passing on chain letters• Using the mail system for personal gain.
Email and Intranet messages become part of the employer’s computer system and are the employer’s property. NZTC reserves the right to intercept and read any email messages being sent or received by any employee.
The employer may access all email and Intranet information, or review backup facilities, for the purpose of ensuring this policy is adhered to.
NZTC reserves the right to utilise email content security systems which scrutinise the content of email messages. Any activity reports produced by such systems may be used by NZTC for the purpose of ensuring that this policy is adhered to.
Unauthorised and/or inappropriate email, Intranet, and/or Internet use is prohibited.
CCTV Cameras CCTV cameras are located in various positions around the premises. They are for your safety and protection.
CCTV cameras may be used by NZTC to investigate losses, as a deterrent, or for safety and security reasons. Cameras may be concealed or in plain view.
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The employee is aware that he or she may be monitored by surveillance cameras while working for NZTC. The employee consents to the collection of information in this way. NZTC will comply with the provisions of the Privacy Act 1993 when collecting and storing such information.
Covert cameras may be used by NZTC if there are reasonable grounds for suspicion of wrong doing. In such circumstances NZTC is not required to consult with the employee about the introduction of surveillance technology.
Vehicles If a vehicle is assigned to, or used by any employee, the following responsibilities apply:
• Any costs incurred as a result of a traffi c offence, including speeding infringements, must be met by the employee
• To keep the vehicle clean and tidy and not to smoke in the vehicle• To drive courteously and safely and not to use a cell phone while driving• To wear a seatbelt and comply with all driving laws• To ensure only authorised people drive the vehicle• To ensure the vehicle is not used for private use without the General Manager’s
permission.
Personal Cell Phones Cell phone usage in the workplace can be a distraction which could be a health and safety issue.
Cell phones are not permitted in the workplace unless it is an allocated business cell phone or you have the express permission of your supervisor or manager and there is a legitimate reason for carrying your personal cell phone.
If you need to be contacted urgently at work for any reason, please let reception staff know so they can contact you via your supervisor or manager.
Personal Phone Calls Personal phone calls cannot be taken during work hours. Reception will notify your supervisor or manager of any urgent matters.
Local phone calls can be made during your rest or meal break. Long distance or cell phone calls may be made through reception where the number and duration of the call will be recorded. NZTC reserves the right to charge you for these calls.
Private Mail NZTC’s address is not to be used for private mail without the written consent of the General Manager.
Private Work No private work is to be conducted on NZTC premises without the permission of the General Manager.
No equipment or materials belonging to the employer are to be used for non-work related tasks without the permission of the General Manager.
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Smoking Smoking is not permitted in the workplace except in designated smoking areas and while you are on an authorised meal break.
Visitors in Employee Employee areas are for employees only. Areas
Visitors are not permitted in employee areas unless permission is given by your supervisor or manager.
All visitors, including family and friends, must report to reception.
Media Policy Under no circumstances are you to speak to the media in relation to any matters involving NZTC, unless you have the express written permission of the General Manager.
It is NZTC policy that all media enquiries be referred to the General Manager.
Leave All leave requests are required to be submitted to your supervisor or manager on the NZTC Leave Application Form. Leave application forms are available from your supervisor or manager.
All leave requests are to be signed by your departmental manager and countersigned by the Operations or General Manager.
The provisions of the Holidays Act 2003 are to be read as part of your employment.
Information on this Act is available from the Department of Labour by calling 0800 20 90 20 or visiting their website at www.dol.govt.nz.
Annual Leave Salaried employees are entitled to 4 weeks annual leave per annum.
Employees who receive an hourly wage, including part time and casual staff will receive 8% of their hourly rate as holiday pay. Holiday pay will be paid when annual leave is taken or when employment ceases.
Employees are required to give two weeks written notice of leave requirement on the NZTC Leave Application Form.
Annual leave may not be granted in peak periods such as weekends, school or public holidays, or due to operational requirements.
Alternative Holidays Alternative holidays are days that an employee is entitled to have off, if they work on a public holiday, where that day is regarded as their regular day of work.
An alternative holiday can be taken at a later date on agreement of both parties.
All other conditions are in accordance with the Holidays Act 2003.
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Public Holidays Public holidays are set out by the Holidays Act 2003 and include: Christmas Day, Boxing Day, New Years Day, 2nd January, Good Friday, Easter Monday, ANZAC Day, Labour Day, Queen’s Birthday, Waitangi Day and Anniversary Day.
Work on Public Public holidays shall be taken and paid in accordance with the provisions of the Holidays Holidays Act 2003.
NZTC shall give reasonable notice to the employee whenever possible if the employer requires the employee to work on a public holiday.
Payment for Work on Where an employee works on any part of a public holiday, the employee will be paid the Public Holidays greater of:
The portion of the employee’s relevant daily pay, less any identifi able additional amount that is paid for working on a particular day or particular type of day (for example a weekend or public holiday) that relates to the time actually worked on the day, plus half that amount again, or
The portion of the employee’s relevant daily pay including any identifi able additional amount that is paid for working on a particular type of day that relates to the time actually worked that day.
If the employee works on any part of a public holiday and that is a day the employee would normally work then the employee is entitled, in addition to the above, to receive a paid alternative holiday (day in lieu).
The alternative day is paid at the relevant daily pay rate the employee earns. The payment of penal rates (i.e. time and a half) will not avoid the need to provide a paid alternative holiday.
If an employee works on the day the public holiday falls and the employee does not normally work on that particular day the employee is entitled to be paid at time and a half for the public holiday. No alternative day is provided by the employer.
Where the employee is required, or has agreed to work on a public holiday, but is unable to do so because the employee, his/her spouse or dependant is sick or injured, or the employee suffers a bereavement, the public holiday is not treated as a public holiday and the employee is entitled to be paid his/her relevant daily rate, and not in accordance with the public holiday pay calculation above, and the employee does not become entitled to any alternate day in lieu.
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Sick Leave Following the completion of six months employment the employee shall be entitled in each ensuing period of twelve months to fi ve days paid sick leave.
This applies if the employee has worked an average of 10 hours per week or no less than 40 hours per month during that period.
Such sick leave may be taken only when:
• The employee is sick or injured• The spouse of the employee is sick or injured• A dependant child or dependant parent of the employee or the spouse of the
employee is sick or injured• Unused sick leave can be accumulated to a total of 20 days• Unused sick leave, including accumulated sick leave, is not paid by the employer if
employment ends• The employer may require the employee to produce proof of sickness or injury for
sick leave• All other conditions are as per the Holidays Act 2003.
Bereavement Leave The employee is entitled to three days bereavement leave where the bereavement results from the death of the employee’s spouse, parent, child, brother, sister, grandparent, grandchild, father-in-law or mother-in-law.
The employee is entitled to one days bereavement leave, where the bereavement results from the death of any other person, only in agreement with the employer where the employer will take into account the closeness of relationship.
All other conditions are as per the Holidays Act 2003.
Parental Leave An employee is eligible for unpaid parental leave pursuant to the Parental Leave and Employment Protection Act 1987, after 12 months continuous service.
Maternity Leave Maternity leave can be applied for after 12 months continuous service pursuant to the Parental Leave and Employment Protections Act 1987.
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Jury Service Where an employee is obliged to undertake jury service or is subpoenaed to appear before the court as a witness, the difference between the fees or witness expenses paid by the court will be made up by the employer at the employer’s discretion, provided that:
• The employee produces the court expenses voucher to the employer• The employee returns to work immediately on any day they are not actually serving
on a jury or required as a witness. Such payments shall be made up to a maximum of fi ve days in respect of each separate period of jury service.
Grievances If you have an employment relationship problem please see your supervisor or manager in the fi rst instance.
If you consider you have grounds for a personal grievance you must raise the grievance with NZTC, or a representative of NZTC.
The grievance must be raised within a period of 90 days beginning with the date in which the action alleged to amount to a personal grievance occurred or came to the notice of the employee, whichever is the latter, unless the employer consents to the personal grievance being submitted after the expiration of that period. All other conditions relating to personal grievances are in accordance with the Employment Relations Act 2000.
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Overview It is your responsibility to follow the training guidelines and instructions outlined by your employer.
Safety is of paramount importance. Always remember to follow correct guidelines and procedures and have the safety of our customers and our staff at the forefront of your mind at all times.
Your employment is based on information provided by you in your application form, resumé, pre-employment questionnaire and job interview. If you have supplied any false or misleading information, or suppressed any material fact, you may be dismissed for serious misconduct.
Professionalism Professional behaviour, integrity and honesty are essential qualities for all employees of NZTC.
During your working hours you shall devote the whole of your time, attention and abilities to carrying out your duties.
You are required to carry out your duties, faithfully and diligently, providing the employer the full benefi t of your experience and knowledge.
Our customers deserve to be treated with respect and consideration, so try not to bring your personal problems to work.
Work Ethic Work hard!
Your work ethic will determine the level of respect in which you are held as well as being a determining factor for your prospects for future advancement within the company.
Take the opportunity that has been presented to you with two hands!
Customer Privacy and Any information received about a customer must be kept confi dential in accordance with Confi dentiality the Privacy Act 1993.
An employee shall not remove or copy any confi dential or commercially sensitive and commercially valuable information, including client or customer information, from the employer’s premises without the consent of the General Manager.
Written Communication All formal written communication should be on company letterhead and otherwise in accordance with all company policies and procedures.
Authority must be sought before sending out any form of written communication on behalf of the company unless your job specifi cally authorises you to send such written communication.
Employee Responsibilities
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Performance Appraisals The employee agrees to participate fully in any formal performance appraisal programme that shall be conducted by NZTC.
Various business strategies formulated by management to enhance productivity will also be fully participated in by employees. This may include the setting of goals for individual employees to achieve such productivity.
Appearance Your appearance has a bearing on the way in which our customers view our organisation.
If your personal appearance is not of an acceptable standard you will be required to remedy it in your own time or conversely you will not be permitted to work.
Grooming The general rule is to think clean, simple and natural. The following is a guideline of what NZTC expects of you as far as personal grooming is concerned:
• Hair below shoulder length should be neatly tied back• Males should be clean shaven unless they have an established beard or moustache• No tattoos to be visible• Piercings to be restricted to two per ear• Name badge and ID tag must be worn at all times when working• Sunglasses may be worn when appropriate. Mirror glasses will not be permitted • Jewellery, which could be a health and safety issue, will not be permitted. What is
excessive will be determined by your manager.
Uniform You will be issued with the following uniform items:
• 3 x uniform shirts• 2 x trousers• 1 x jacket or coat• 1 x rain jacket• 1 x hat• 1 x name badge.
It is your responsibility to wash and iron your uniform to keep it clean and neatly presented.
Normal wear and tear is acceptable. Lost uniform items will need to be replaced at your own cost.
Your uniform must be worn as follows:
• Shirt collar tucked down• Under-shirts are not to be visible• Shirts tucked in• Shirt sleeves and trousers not to be rolled up• Name badge and company ID tag to be worn at all times.
Your uniform must be returned when your employment ceases. A deduction from your fi nal pay will be made for items not returned.
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Time Keeping It is your responsibility to turn up for your rostered shift on time. Failure to turn up for your rostered shift on time, without good reason and without having notifi ed your supervisor or manager, may result in disciplinary action.
Persistent lateness without good reason may result in disciplinary action.
Falsifying a time card for yourself or any other person may result in disciplinary action.
Calling in Sick If you are sick for a rostered shift it is essential you call your supervisor or manager as soon as possible, prior to the commencement of your shift. This will enable your supervisor or manager to organise a replacement or take some other form of action.
Make sure to phone your supervisor or manager and speak with them in person rather than sending a text message or relaying a message through someone else.
If you are sick for a period of three consecutive days or more you may be required to produce a medical certifi cate.
Tidiness of the Out of consideration to your work mates, please keep your work space tidy. A tidy Workplace workplace is also a safe workplace.
Leaving your Work Area During a shift you may not leave your work area unless you have the permission of a supervisor or manager or unless it is due to an emergency situation.
Eating and Smoking in To ensure we present a professional image to our customers we ask you do not eat in Public Areas front of our customers. Please use the staff room.
Smoking is only permitted during meal breaks at a designated staff smoking area.
Answering Phones The phones can get extremely busy. Please assist reception by answering incoming calls during busy times. Answer in a polite and professional way, stating the name of the company, your name and then “How may I help you?”
Your initial training will ensure you are familiar with most customer enquiries likely to be received over the phone.
It is company policy that the phone is answered within three rings.
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Computer Etiquette As part of your role at NZTC you are likely to use a computer at some stage.
It is essential when communicating outside the company by computer, whether through email or by attachment such as a Word Document, that you are totally professional and always undertake to uphold the image and professionalism of NZTC.
Simple things such as correct grammar and spelling can positively affect how our customers view our company.
Computer Viruses If you have any doubts about an attachment, ensure it is virus checked before it is opened. If unsure please check with the NZTC information and technology representative.
Finding Lost Property At NZTC we will do whatever we can to ensure any found property is returned to the rightful owner.
If you fi nd lost property please notify your supervisor or manager as soon as possible.
Think how much you would appreciate it if your lost wallet or purse was returned to you!
Unclaimed items will be kept for a period of six months before being donated to a local charity.
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Customer Service Our customers are the life blood of our organisation. Without them we don’t exist! If our customers have a great time they will tell other people, if they didn’t have a great time they will tell twice as many people!
Most word of mouth marketing stems directly from customers’ interpretations of a business. There is a direct correlation between the quality of the service customers receive and whether their word of mouth marketing is likely to be positive, negative or indifferent.
Treat our customers with courtesy and respect and be open, honest and friendly. Treat them how you expect to be treated yourself.
Engage with our customers and make them feel special. Do what you can to exceed their expectations.
It is our staff that will determine whether a customer has a fantastic experience or just an average experience.
Remember ‘it only takes fi ve seconds to make someone’s day.’
Communication Communication with customers, colleagues and suppliers is an integral part of any tourism organisation whether written, verbal, or through actions or body language.
Communication in one type of situation might not be appropriate in another situation. It is important to always be aware of whom you are communicating with and assessing whether or not the communication approach you are using is appropriate to the situation.
Communication is a very important process, crucial to our company, the service we provide and the image we portray. It is essential that communication is interpreted by our customers in a positive way.
Some key points to note are:
• Address customers by their name if possible and if it is appropriate• Avoid using slang and jargon• Maintain eye contact at an appropriate level• Use open body language and ensure that your body language is consistent with what
you are saying• Listen actively when the customer is speaking and don’t assume you know what they
are going to say• Never interrupt a customer when they are talking• Avoid stereotyping.
Handling Unhappy Dealing with unhappy customers can be challenging.Customers
Customer Relations
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A good way to approach an unhappy customer situation is to approach it in a positive way. Challenge yourself to see if you can turn the situation around by following these steps:
Front Line Staff • Listen to the complaint• Remain composed and be empathetic• Allow the complainant to speak• Acknowledge the problem and agree on a solution if you can• Apologise for the problem if appropriate. Be careful not to admit liability if you are not
sure what caused the problem• Thank the customer for bringing the matter to your attention• Refer to a supervisor or manager if the matter cannot be simply resolved.
Useful tips:
• Try not to take the complaint personally as it is not necessarily against you• Check with your supervisor or manager to clarify the boundaries of your authority if you
are not sure• Try not to be intimidated if approached by an angry customer. Do what you can to
resolve the problem, but seek the assistance of a supervisor or manager if the matter appears to be un-resolvable or getting out of hand
• You are not expected to deal with aggressive or abusive guests. Do what you can to calm the situation and immediately advise your supervisor.
Supervisor/Manager • Introduce yourself and offer to shake hands• Offer the customer the opportunity to speak in a quiet area such as an offi ce• Give the customer the opportunity to outline their concern(s).• Listen• Clarify any points by asking questions• Take notes as required• Explain your course of action which could be immediate or could involve further
investigation• Record complainants details for follow-up• Take any remedial action as required e.g. offering a refund• Thank them for their time and for bringing the matter to your attention.
Written Feedback All incoming written feedback will be answered in writing by the Operations Manager or General Manager.
Overview NZTC management and staff are committed to ensuring NZTC complies with all Health and Safety legislation in order to provide a safe environment for both staff and customers.
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Employees should take all practicable steps to ensure their own safety while at work and that no action or inaction by an employee while at work causes harm to any other person.
Employees are to ensure safety procedures are followed at all times. It is your responsibility to ensure that you are familiar with NZTC’s health and safety rules and procedures.
If you have any concerns in regard to your safety, or the safety of others in the workplace, you must report them to your supervisor or manager who will take all practicable steps to provide and maintain a safe work environment.
Accident Reporting It is a legal requirement under Health and Safety legislation that all employers shall maintain (in the prescribed form) a register of accidents and serious harm pursuant to section 25 (1) of the Health and Safety in Employment Act 1992, and must record in the register particulars relating to:
• Every accident that harmed, or may have harmed any employee at work; or• Any person in a place of work controlled by the employer; and• Every occurrence of serious harm to an employee at work, or as a result of any
hazard to which the employee was exposed while at work, in the employment of the employer
• The employer must ensure work place accidents are reported in accordance with section 25 (3) of the Health and Safety in Employment Act 1992.
If there occurs a serious harm or an accident occurs, the employer must:
• As soon as possible after the occurrence becomes known to the employer notify the Department of Labour of the occurrence; and
• Within seven days after the occurrence, or, if the occurrence is not known to the employer within that period, as soon as possible after it becomes known, give the Department of Labour written notice, in the prescribed manner, of the circumstances of the occurrence.
Hazard Identifi cation A hazard is defi ned as an activity, arrangement, circumstance, event, occurrence, and Reporting phenomenon, process, situation, or substance (whether arising or caused within or
Employment Information
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outside a place of work) that is an actual or potential cause or source of harm, and includes:
• A situation where a person’s behaviour may be an actual or potential cause or source of harm to the person or another person; and
• A situation resulting from physical or mental fatigue, drugs, alcohol, traumatic shock, or another temporary condition that affects a person’s behaviour.
Hazard identifi cation is the responsibility of everyone in the company. If you see a hazard it is your responsibility to record it on a Hazard Register form or inform your supervisor or manager of the hazard. Hazard Registers are kept in the lunch room and in all staff work areas.
When recording a hazard, make sure to be specifi c as to the nature and location of the hazard, the date you identifi ed the hazard and your name.
All hazards will be addressed at Health and Safety Committee meetings, held every six weeks, or more frequently as required.
Urgent hazards must be reported to your supervisor or manager immediately.
Legislative To ensure the safety of yourself, our staff, our customers and our suppliers, it is essential Responsibilities you follow all procedures as outlined in your induction and training manuals.
As an employee of NZTC, you have a responsibility under Section 19 of the Health and Safety in Employment Act 1992, which states:
Every employee shall take all practicable steps to ensure the employee’s safety while at work, including using suitable protective equipment provided by the employer (or employee), and:
• That no action or inaction of the employee while at work causes harm to any other person; and
• That safety is taken seriously as failure to do so could result in serious harm or even death.
‘Fooling around’ while at work is not acceptable behaviour. Such actions create a poor impression with our customers and could seriously compromise safety. Behaviour such as this may result in disciplinary action.
Material Safety Care must me taken when handling any poisonous or toxic substance. Material Data Sheets (MSDS) Safety Data Sheets are incorporated into your training programme as appropriate.
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It is very important you are familiar with the content of these sheets and you handle all substances with extreme care.
All Material Safety Data Sheets will be kept by your supervisor or manager.
Sun Protection When working outside remember to:and Hydration
• Apply sunscreen regularly• Drink plenty of water• Wear your uniform hat• You will be provided with a drink bottle, so ensure you fi ll it during your meal or rest
break.
There are a number of emergency situations that could occur in the workplace. It is extremely important in all situations to remain calm and to ensure the safety of all staff and customers.
Bomb Threats Any bomb threat received must be treated as genuine.
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Emergency Situations
If you receive a bomb threat over the phone remain calm. Try and keep the offender on the phone for as long as possible and attract the attention of a work colleague if you can.
Record as much information as you can about the bomb threat, such as location of the bomb and the type of bomb. Obtain as much information from the offender as you can without jeopardising the safety of yourself or any other person.
Record as much information about the offender as you can, such as accent, gender and any background noise. This information may be useful for the police. Use the ‘bomb threat’ checklist at reception to guide you through what useful information you could obtain.
Notify the duty manager as soon as possible. The duty manager will be responsible for notifying the police and determining the appropriate course of action.
Do Not’s:
• Do not activate a manual alarm point or any electrical switch or use a cell phone, these may activate the device
• Do not panic. Notify your duty manager as soon as it is safe and practicable to do so• Do not touch or pick up any suspicious objects or packages. Remember a bomb can
be created to resemble almost anything.
Armed Hold Ups If you are the subject of an armed hold up it is very important to do the following:
• Stay calm and remain composed• Act passively – no sudden movements• Listen and cooperate – e.g. give the offender the money• Memorise evidence.
The action you should take after the robbery is as follows:
• Notify your duty manager• Secure premises• Notify police if delegated• Preserve evidence• Retain witnesses.
Refer any media requests to the General Manager as per NZTC’s media policy.
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Fire Evacuation In the event of a fi re:
• Contact the duty manager• Activate the manual call point• Use the fi re extinguisher if practical to do so• Evacuate the immediate area as required• Establish cordons so as to stop people entering the danger area• Monitor environmental conditions such as wind direction• Remain calm and in control• Wait for the ‘all clear’ from wardens or duty manager• Use initiative and common sense at all time.
Make sure you are fully aware of where all manual call points, extinguishers and emergency exits are located. These are all outlined in your training manual.
Accident/Crisis In any accident or crisis situation always try to remain as calm and composed as possible. Procedure Remember, you will be familiar with our environment, our customers may not be. Your knowledge of our surroundings may be vital.
Steps to follow:
• The fi rst step in any crisis situation is to notify your supervisor or manager • Your supervisor or manager will assess the situation and determine if extra help is
required such as police, ambulance, fi re, or search and rescue• Care for any injured people is the next priority. Administer fi rst aid and care for any
injured or sick people as required• Injured persons should only be moved if there is an inherent risk of leaving them in
their current position• Talk to injured persons (if appropriate) and/or witnesses to try and ascertain what
happened• Hold witnesses as long as possible and make certain to record contact details of all
witnesses before they leave the scene. This will ensure witnesses can be contacted at a later date if required
• An Accident Report must be completed for all accidents• Under no circumstances should staff admit liability for any accident or emergency• Under no circumstances should staff make any comments to the media or answer
any media questions. Any media requests should be directed to the General Manager as per NZTC’s media policy.
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Power Failure In the event of power failure, remain calm and composed and remember to:
• Contact your supervisor or manager via your radio transmission unit or by phone. Both have a backup battery in case of power failure
• Assist any customers and if evacuation is required evacuate according to company guidelines
• Contact maintenance personnel and/or the power company to ascertain the cause of the power failure.
Security Always be aware and report any suspicious activity to your supervisor or manager as soon as possible.
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Workplace Practices Employees must report to work in such a condition that they are able to perform duties properly and safely.
Deliberate or unreasonable wasting of time is not accepted and may be subject to disciplinary action.
Alcohol and Drugs Arriving to work, or working under the infl uence of alcohol or non-prescribed drugs is a serious offence and will be treated as a serious disciplinary matter.
Harassment Harassment is any form of behaviour that is not wanted, not asked for and causes offence, humiliation and/or intimidation. Harassment can be verbal, written, gestures, email or phone text.
Harassment will not be tolerated in the workplace and will be subject to disciplinary action.
Sexual Harassment Sexual harassment is when a person makes an unwelcome sexual advance, request for a sexual favour or engages in other unwelcome conduct of a sexual nature, which offends, humiliates or intimidates. Sexual harassment can be verbal, written, gestures, email or phone text.
Sexual harassment will not be tolerated in the workplace and will be subject to disciplinary action.
Email, Intranet and Failure to comply with the NZTC email, Intranet and Internet policy may result in Internet Policy disciplinary action.Unauthorised and/or inappropriate email, Intranet, and/or Internet use is prohibited and will be treated as serious misconduct.
Code of Conduct
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Disciplinary Process An employee who fails to comply with their conditions of employment at NZTC may be subject to disciplinary action.
Before entering into the formal disciplinary process however, the employee will be given a reasonable opportunity to improve.
Before considering any form of disciplinary action, an investigation into the alleged misconduct will be carried out promptly.
Prior to any disciplinary meeting, the employee will be advised of the specifi c allegation and of the likely consequences should the allegation be found to be true. The employee will also be advised they are entitled to have a support person at the formal disciplinary meeting. During the meeting the employee will be given an opportunity to explain or deny the allegation. The employee’s explanation and any mitigating circumstances will be considered before a decision is made on the appropriate course of action.
If the employer decides to issue a warning, this will be formally and clearly issued and confi rmed in writing. The Employee will be advised of any corrective action that is required and the consequences of continued or further instances of misconduct or substandard job performance.
There are four steps in the disciplinary process that will generally be followed:
• Verbal Warning• Written Warning• Final Written Warning• Dismissal.
Warnings are not limited to repetitions of the same or a similar offence but may be applied to offences of a different nature.
All warnings will remain effective for a period of six months.
Where misconduct or substandard work performance is considered serious enough, a written warning, fi nal written warning, or dismissal may be issued without a verbal or written warning preceding it.
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The following are examples of types of behaviour which could result in a warning being issued:
• Failure to perform work to the required standard• Unauthorised absence• Boisterous, disruptive or irresponsible behaviour• Partaking in malicious gossip or gossip which adversely affects positive or
harmonious working relationships or work environment• Failure to report any accident or personal injury occurring at work, no matter how
minor the incident• Poor time keeping, including arriving late for work or from rest or meal breaks• Careless or indifferent performance of duties• Being discourteous to other employees, suppliers or customers• Aggressive or argumentative behaviour• Failing to be at the assigned place of work during working hours without the
permission of your supervisor or manager• Smoking in a smoke free area• Failing to wear uniform in full and correctly• Driving a company vehicle on public roads not being a holder of the appropriate
licence classifi cation or without the appropriate permission• Failure to abide by any other NZTC policy or procedure.
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Instant Dismissal Instant Dismissal will result if your behaviour is regarded as serious misconduct.
Examples of types of behaviour which may result in instant dismissal include, but are not limited to:
• Unauthorised possession and/or movement of property belonging to the company or supplier or other workers
• Falsifi cation or being party to falsifi cation of any company or supplier document or record. This includes time/wage/accident/expense/leave record
• Unauthorised use of company equipment• Irresponsible use of fi re protection or safety equipment• Acts which may cause injury or damage• Wilful damage to; or threats of damage to property, equipment or products• Refusal to obey a lawful and reasonable instruction; this includes refusal to perform
assigned work• Failure to follow safety requirements. This includes failure to use or wear safety
equipment and/or protective clothing• Sexual harassment of another employee, customer or supplier• Intimidation of another employee, customer or supplier• Fighting with and/or verbal abuse of another employee, customer or client• Consuming alcohol on company or supplier premises or during working hours without
managements’ consent• Being in possession of, or using drugs while at work, other than prescription drugs
personally prescribed by your doctor.
Suspension NZTC may suspend the employee from his or her duties if necessary where serious misconduct is alleged or being investigated. NZTC will seek the employees input before considering suspension. Suspension will be on full pay.
Abandonment of Employment
Where an employee is absent from the workplace for a continuous period of three working days, without having contacted their supervisor or manager, the employee shall be deemed to have abandoned their employment.
NZTC acknowledges that before an employee is deemed to have abandoned his/her employment, there is a duty on NZTC to take reasonable steps to fi nd out why the employee has not contacted the employer and will take reasonable steps to contact the employee.
