1. [SnL Removals] recognises that all employees have a right to work in an environment in which the dignity of individuals is respected and which is free from harassment and bullying. It is committed to eliminating intimidation in any form.
2. The Policy applies to harassment on the grounds of disability, gender, marital status, sexual orientation, age, creed, colour, race or ethnic origin.
3. Harassment breaches [SnL Removals] Policy as outlined and it is classified as a serious offence which may result in disciplinary action including summary dismissal under the Disciplinary Procedure.
4. The Policy applies to all staff employed by [SnL Removals].

1. Harassment is generally described as "unwanted conduct which affects the dignity of women or men at work; it encompasses unwelcome physical, verbal or non-verbal behaviour which denigrates or ridicules or is intimidatory". The essential characteristic of harassment is that the action(s) is unwanted by the recipient.
2. The following interpretations and examples of harassment may be helpful in determining whether harassment has taken place.

"Harassment can take many forms and may be directed in particular against women and ethnic minorities or towards people because of their age, disability, gender / gender reassignment, marriage / civil partnership, pregnancy / maternity, race, religion or belief, sex, or sexual orientation. It may involve action, 

behaviour, comment or physical contact which is found objectionable or which causes offence; it can result in the recipient feeling threatened, humiliated or patronised and it can create an intimidating work environment."

"Sexual harassment can be defined as an uninvited, unreciprocated and unwelcome behaviour of a sexual nature which is offensive to the person involved and causes that person to feel threatened, humiliated or embarrassed. Examples of sexual harassment are:

• requests for sexual favours, including implied or overt promises of preferential treatment or threats concerning present or future employment status;
• offensive gestures or comments;
• sexually-orientated jibes, innuendo or jokes;
• unwanted physical contact;
• the display of sexually offensive visual material such as calendars, photographs, books or videos.

Sexual harassment may be experienced by men or women as a result of the conduct of men or women. It applies equally regardless of grade or level of job and may also occur when dealing with external clients and/or members of the public".

"In the workplace, racial or sectarian harassment may take the form of actual or threatened physical abuse or it may involve offensive jokes, verbal abuse, language, graffiti or literature of a racist or sectarian nature or offensive remarks about a person's skin colour, physical characteristics or religion. It may also include repeated exclusion of a person from an ethnic or religious minority from conversations, patronising remarks, 

unfair allocation of work or pressure about the speed and/or quality of their work in a way which differs from the treatment of other employees."

“Bullying is the intimidation or belittling of someone through the misuse of power or position which leaves the recipient feeling hurt, upset, vulnerable or helpless. It is often inextricably linked to the areas of harassment described above. The following are examples of bullying:

• Unjustified criticism of an individual’s personal or professional performance, shouting at an individual, criticising an individual in front of others. 
• Spreading malicious rumours or making malicious allegations. 
• Intimidation or ridicule of individuals with disabilities and /or learning difficulties. 
• Ignoring or excluding an individual from the team / group “

1. Every manager has an obligation to prevent harassment / bullying and to take immediate action once it has been identified, whether or not a complaint has been made.
2. Allegations of harassment or bullying, received either informally or formally, must be dealt with promptly and sensitively.
3. It is important that managers recognise that sexual harassment is any sexual advance unwanted by the recipient or behaviour which causes offence to the recipient. Similarly, racial harassment is behaviour which is racially offensive to the recipient. Managers must therefore take care to ensure that they do not pre-judge situations based on their own sexual or racial attitudes and perceptions.
4. It may not always be appropriate for a line manager to be involved with specific complaints. For example, if the complainant is male and wishes to speak to a male, but the manager is female, or, if the complaint relates to the conduct of the line manager. The procedure below sets out the alternatives for such instances.

1. Every employee has a personal responsibility NOT to harass or bully other members of staff.
2. An employee who becomes aware of harassment or bullying occurring should bring the matter to the attention of his/her manager.

1. An employee who feels that he/she has been harassed or bullied has a right to seek redress via the procedures set out below.

1. Every Customer has a personal responsibility NOT to harass or bully our members of staff.
2. A Customer who fails to abide by this policy will result in a job being Terminated with a refund to not be applicable. Payment for the job up to the termination is required.

1. An employee who feels that he/she is being subjected to harassment or bullying may attempt to resolve the matter informally in the first instance. In some cases it may be possible and sufficient for him/her to explain clearly to the person(s) engaged in the unwanted activities that the behaviour is unwelcome, that it offends or makes him/her uncomfortable.

• If at the initial informal discussion stage the circumstances are too difficult or embarrassing to approach the harasser alone, the complainant may wish to be accompanied by a friend or colleague;
• the complainant may wish to write a letter to the harasser (research has shown this to be very effective);
• the complainant should keep a record of any incidents, detailing when, where, what occurred, and witnesses (if any);
• in some cases victims of harassment or bullying may not be sufficiently confident to tell the harasser that his or her behaviour is unacceptable. The Company emphasises therefore that staff are not required to approach the harasser in an attempt to resolve the problem informally, and are entitled to report the matter immediately if they so wish.

1. Where the steps outlined above are unsuccessful or inappropriate, the complainant should raise the matter informally and in confidence with his/her manager. Alternatively, the matter may be raised with a more senior manager (if felt necessary this could be of the same sex as the complainant).
2. If the complaint relates to the conduct of the complainant's manager, the complainant may choose to discuss the matter with his/her manager's line manager.
3. The Manager will discuss the matter with the complainant and agree a course of action. The complainant may be accompanied by a representative or work colleague at these meetings. The alleged harasser will also have the right to state their version of events to the manager and to also be accompanied by a representative or colleague.
4. The complainant must be assured that he/she will not be discriminated against or victimised for raising the complaint. Confidentiality will be observed throughout and the need for any disclosure of the details of the case will be discussed and agreed.
5. At any stage of the process the complainant, the manager dealing with the complaint or the accused may feel that they need the help of an independent person before deciding on the best course of action. The Company will seek the advice of a suitable trained persons who can give confidential advice and assistance, including:

• advising on the nature of harassment;
• offering guidance on resolving harassment problems, including acting as an independent broker

1. If the situation cannot be resolved informally then the complainant has the right to pursue his or her complaint formally via the Company's Grievance Procedure.
2. Where management consider that there may be evidence of harassment, they may consider it appropriate to undertake a full investigation of the circumstances. In this case a manager not connected with the department involved, or an individual external to the Company will be commissioned to undertake this investigation. Best practice in relation to confidentiality will be maintained during this investigation; and both the complainant and alleged harasser will have the opportunity to have their say. The investigator will also interview and take statements from any appropriate witnesses to the alleged harassment.
3. Where there is evidence that harassment has occurred, prompt and corrective action will be taken, including disciplinary action where appropriate. Harassment is a serious offence which may result in summary dismissal.

1. All staff will be informed of the Harassment and Bullying Policy and Procedure. They must be re-assured regarding:

• fear that others will consider the behaviour trivial and not take complaints of harassment seriously;
• fear that no action will be taken against a person guilty of harassment;
• fear of retaliation or victimisation in registering a complaint either informally or formally through the Grievance Procedure.

1. The Harassment and Bullying Policy will be part of staff induction. 

1. Training will be provided for those employees who have a specific responsibility for implementing this Procedure or who may be involved in dealing with complaints which arise. 

1. In order to assess the effectiveness of the Procedure, statistics will be maintained in respect of the complaints of harassment. Strict confidentiality will be maintained and the monitoring process will comply with the Data Protection Act.
2. The effectiveness of this policy will be reviewed regularly.

1. [SnL Removals] is committed to encouraging and maintaining good employee relations within a working environment which fosters team working and encourages employees to give of their best.   Everyone in the Company and those who have dealings with the Company has a responsibility to maintain good working relationships and not use words or deeds that may harm the wellbeing of others.  In addition to the obligations placed upon both employers and employees by equality and human rights legislation, everyone has the right to be treated with consideration, fairness, dignity and respect.  This contributes to a workplace environment in which individuals feel safe and can work effectively competently and confidently.
2. [SnL Removals] policy applies to all staff working within the organisation and to all employees working off the premises.  It extends to include non-permanent workers such as secondees, contractors, agency, temporary staff, consultants and any other workers.  The policy, in addition, covers the behaviour of staff outside working hours which may impact upon work or working relationships.
3. The Company has a “zero tolerance” policy and will investigate vigorously any allegations of bullying or harassment, regardless of whether the matter has been raised formally or informally.

1. The Company will provide and sustain a safe working environment in which everyone is treated fairly and with respect.  Those working or dealing with [SnL Removals] must not encounter harassment, intimidation or victimisation on the basis of gender, race, colour, ethnic or national origin, sexual orientation, marital status, religion or belief, age, trade union membership, disability, offending background or any other personal characteristic.
2. Everyone carries a personal responsibility for their own behaviour and for ensuring that their conduct is in accordance with the principles set out in this policy.  In addition, each person has a responsibility to report any instance of bullying or harassment which they witness or which comes to their attention.  Employees have a responsibility to act as role models, pro-actively addressing instances of bullying and harassment.  Managers should also make themselves aware of their responsibility.
3. Harassment may be defined as any conduct which is:

• unwanted by the recipient
• is considered objectionable
• causes humiliation, offence, distress or other detrimental effect.

1. Harassment may be an isolated occurrence or repetitive; it may occur against one or more individuals.  Harassment may be, but is not limited to:

• Physical contact – ranging from touching to serious assault, gestures, intimidation, aggressive behaviour.
• Verbal – unwelcome remarks, suggestions and propositions, malicious gossip, jokes and banter, offensive language.
• Non-verbal – offensive literature or pictures, graffiti and computer imagery, isolation or non-co-operation and exclusion or isolation from social activities.

1. Bullying is unlikely to be a single or isolated instance.  It is usually, but not exclusively repeated and persistent behaviour which is offensive, abusive, intimidating, malicious or insulting.  Bullying includes but is not limited to:

• Conduct which is intimidating, physically abusive or threatening
• Conduct that denigrates, ridicules or humiliates an individual, especially in front of colleagues
• Humiliating an individual in front of colleagues
• Picking on one person when there is a common problem
• Shouting at an individual to get things done
• Consistently undermining someone and their ability to do the job
• Setting unrealistic targets or excessive workloads
• “cyber bullying” i.e. bullying via e-mail or social media.  (This should be borne in mind where employees are working remotely and are managed through online means.  Care and sensitivity should be practised with regard to the choice of context and language).
• Setting an individual up to fail e.g. by giving inadequate instructions or unreasonable deadlines.

1. Harassment and bullying may be summarised as any behaviour that is unwanted by the person to whom it is directed.  It is the impact of the behaviour rather than the intent of the perpetrator that is the determinant as to whether harassment or bullying has occurred.
2. Any employee who wishes to make a complaint of harassment or bullying is encouraged to first discuss matters informally with their line manager, provided that they feel able to do so.  Should the issues not be resolved at this stage, or the employee feels unable to raise the issue informally, then a formal resolution should be sought.  
3. When a complaint of harassment or bullying is brought to the attention of a manager at any level, whether informally or formally, prompt action must be taken to investigate the matter.  Corrective action must be taken where appropriate and this may require an investigation under the Company’s Disciplinary Procedure.
4. If it is considered that one of the parties concerned in a harassment or bullying case should be moved from their current workplace, then as a matter of principle the Company will normally remove the alleged perpetrator rather than the complainant.  However, the final decision on who should be moved should reflect the particular circumstances of the case and advice from senior management.  It should be noted and explained to those concerned that the moving of either party is not an implication of guilt or culpability and no detriment to either party will be construed as a consequence.
5. All matters relating to the investigation of complaints of harassment or bullying will be treated in strict confidence.  Any breach of confidentiality in this regard may render those responsible liable to disciplinary actions.  However, it will be necessary that any alleged perpetrator is made aware of the allegations against them and the name(s) of those making the allegations together with the name(s) of any witnesses.  
6. No employee will be victimised or suffer detriment for making a complaint of harassment or bullying and no manager shall threaten either explicitly or implicitly that an employee’s complaint will be used as the basis for decisions affecting that employee.  Such conduct will be treated as a very serious disciplinary offence.  Similarly, managers are required to act on any complaint of harassment or bullying.  Failure to do so will be regarded as misconduct which if proven, will result in disciplinary action.

All complaints of harassment or bullying whether raised formally or informally must be notified by the recipient of the complaint to Head Office.

1. This policy and procedure will be reviewed periodically giving due consideration to any legislative changes.

1. Very often people are not aware that their behaviour is unwelcome or misunderstood and an informal discussion can lead to greater understanding and agreement that the behaviour will cease.
2. Complainants are therefore encouraged to try, if they feel able to do so, to resolve the problem informally by making it clear to the alleged harasser that his/her actions are unwanted and should not be repeated.  This may be done verbally or in writing in which case the complainant should keep a copy of the documentation and, where possible, the times and dates of incidents should be recorded.  
3. If the complainant feels unable to approach the alleged harasser, a work colleague, or Trade Union representative could be asked to speak to the alleged harasser on the complainant’s behalf.  A note should be made of the action taken and the matter notified to senior management.
4. An individual who is made aware that their behaviour is unacceptable should:

• Listen carefully to the complaints and the particular concerns raised;
• Respect the other person’s point of view; everyone has a right to work in an environment free from harassment/intimidation;
• Understand and acknowledge that it is the other person’s reaction/perception to another’s behaviour that is important;
• Agree the aspects of behaviour that will change;
• Review their general conduct/behaviour at work and with workplace colleagues.

1. If the alleged harassment continues, the complainant feels unable or unwilling to deal with the matter informally, or the allegation is so serious as to prevent use of the informal procedure, a complaint should then be raised formally.
2. Normally, details of the complaint should be submitted in writing to the employee’s line manager.  However, if the employee feels unable to do this they should submit the complaint in writing to a more senior manager within their Department or Directorate.  In exceptional circumstances, allegations may be raised directly with the relevant senior manager / Director, who will with other appropriate senior managers, arrange for the matter to be progressed in accordance with this policy and procedure.
3. When dealing with a complaint of harassment under the Formal Resolution Procedure, the relevant manager should:

• Take full details of the incidents in writing from the complainant and their representative (if appropriate);
• Take full details from any witnesses/other complainants who come forward and may have witnessed the alleged behaviour
• Inform the alleged harasser of the complaints against him/her, advise the alleged harasser to seek representation and invite him/her to a meeting in order that they can comment on the allegations against them.
• Keep all parties informed of expected timescales.
• Inform all parties in writing of the outcome and any action that may be required.

1. If the allegations and the working situation warrant it, the alleged harasser may be suspended during the investigation (in accordance with established disciplinary procedure) or transferred temporarily pending the outcome of the inquiry to another Department.
2. Should there be a case to answer against the alleged harasser, the manager who has dealt with the complaint will communicate this to an impartial manager who will conduct a separate disciplinary investigation.  The normal disciplinary procedure for misconduct/gross misconduct should then be followed.  However, the following points should be taken into account:

• The complainant will normally be required to attend the disciplinary hearing as a witness, unless there are exceptional circumstances which prevent them from doing so;
• If the complainant is required to attend, they are entitled to be accompanied by either a Trade Union representative or work colleague and have any questions directed through that person.

1. If the complaint is upheld at the disciplinary stage, there are a number of possible outcomes for the harasser, depending on the evidence presented and the circumstances.  These could include, but are not limited to:

• Dismissal
• A formal warning
• A recommendation of redeployment of the harasser, either on a temporary or a permanent basis.  This will not be on any less favourable terms and conditions of employment.
• Implementation of other sanctions as detailed in the Company’s Disciplinary Policy.
• Making arrangements for both parties to work as separately as possible within the same workplace.

1. In addition to the above, the harasser may be required to attend any training courses as deemed necessary by the Company.
2. It should also be noted that the complainant may wish to move department/section depending upon the nature of the complaint and the people involved.  Appropriate consideration should be given to this request and the outcome with reasons provided to the complainant.
3. With any allegation, the need for a thorough and objective investigation is paramount. Consequently, if through the course of the investigation evidence demonstrates that the allegation has been made frivolously, maliciously, or for personal gain, then the individual making the complaint will be subject to Disciplinary proceedings as outlined in the Company’s Disciplinary Policy.

1. Appeals against decisions taken under the Prevention of Bullying and Harassment at Work Policy and Procedure shall be dealt with as follows:-

• Appeals against a disciplinary sanction will be dealt with in accordance with the appeals process in the Disciplinary Procedure.
• Appeals by a complainant about the outcome of any inquiry will be dealt with in accordance with the appeal process in the Grievance Policy.

1. Where the complaint is informal and resolved at this stage, no record will be kept on personal files.
2. Following formal investigation, where the complaint is not substantiated, no records will be retained.
3. Where a complaint is substantiated or partially substantiated but does not proceed to disciplinary, a letter confirming the outcome will be retained on the perpetrator’s personal file and supporting documentation retained in a separate file for a period of 12 months.
4. Where the matter proceeds to a disciplinary hearing then the storage of records should be in accordance with the disciplinary procedure.