Training Policy & Procedure Page 1 of 11

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1 Training Policy & Procedure Page 1 of 11 Training & Development Policy Purpose Training Commitment This policy outlines dnata UK s ongoing commitment to ensuring that all employees have access to learning, development and training opportunities which enable them to be suitably knowledgeable, skilled and competent to carry out their roles within the organisation. dnata UK is also committed to the further development of all employees talents in any way that fits with the organisation s development to meet its current and future strategic objectives. By providing consistent, auditable learning to all employees, dnata UK can meet its legislative and statutory obligations whilst protecting the business interests of the company. Terms and Conditions This policy does not form part of the Terms and Conditions of employment. Aims The main aims of this policy are to: Scope ensure that employees are supported and enabled to meet the changing demands of the organisation and its service users, so that all employees can effectively contribute towards achieving the organisation s strategic objectives facilitate employee development and/or personal development through assisting employees to broaden, deepen and thereby further enhance their existing skill base provide a working environment where continuous learning and development takes place, which helps employees to: be more productive and efficient gain more enjoyment from their roles maintain or increase their levels of motivation pursue a long term career with dnata This policy relates to all employees at all grades within dnata UK, including directors, managers, employees, apprentices, graduates, home workers, trainees, temporary, part-time and fixed term

2 Page 2 of 11 employees (collectively known as employees in this policy). This policy also applies to contractors and agency workers. dnata UK is committed to ensuring equality of learning opportunity to all employees, in alignment with dnata UK s Equality policy. Employees will be given access to relevant training opportunities appropriate to their role. Responsibilities The Executive Team The Executive Team is responsible for actively encouraging learning and development as a means to enable dnata UK to meet its business objectives and for ensuring that sufficient investment in time and money is made for this purpose. VP s are responsible for agreeing the learning and development budget on an annual basis in consultation with the Senior Vice President - Human Resources and Central Training Manager. Training Managers The co-ordination of the learning and development process is the responsibility of the company Training Managers. They will, therefore, regularly evaluate learning activities by liaising with Line Managers, their respective VP s and the Central Training Manager, so that any identified needs are addressed accordingly. Line Managers Line Managers are responsible for: identifying and addressing the learning needs of their employees and reviewing these needs on a regular basis, so that employees are able to meet business objectives whilst achieving job satisfaction monitoring and evaluating employees who have undergone training and to then provide feedback on effectiveness of the learning to the organisation, including quality, behavioural change and cost effectiveness providing guidance to employees on the implementation and necessity of the skills that have been gained through training Line Managers will notify their training team of any changes in learning requirement of their employees. Employees dnata UK believes that employee development is most effective when the individual employee takes responsibility for identifying any opportunities for self-development which will enhance work performance through increased skills and knowledge.

3 Page 3 of 11 Learning needs and opportunities will also be identified through the support, supervision and performance management process, to meet business needs. All employees are expected to take a proactive approach to furthering organisational wide learning and development. A number of training opportunities are also available via the dnata UK intranet. Routes to Learning & Development Options for learning & development may include: On the job learning; including learning from other employees Job shadowing, mentoring, in-house skill sharing, employee away days etc. Secondments and placements/visits to other departments/organisations Setting up job development opportunities such as public speaking, in-house presentations at team meetings etc. Attending internal or external training days/workshops Attending conferences, forums etc. An external course of study Web based e-learning utilising learning platforms such as dnata s My Learning Zone and the British Safety Council s Complywise Self-directed study such as books, manuals, online information dnata UK is committed to sharing the learning and lessons gained by employees throughout the organisation. This will be accomplished by: Giving time in team meetings to share core lessons from training Networking with partner and same sector organisations and incorporating their literature, reports and research documents into source libraries/materials Key Professional and Skills Based Learning The organisation aims to prioritise learning that focuses on areas which: provide employee safety in the workplace enables the fulfilment of company strategic objectives pertain to any organisational statutory/contractual obligations are essential in order to generate and maintain income enable effective responses and management of legislative changes

4 Page 4 of 11 develops IT skills to meet business needs are essential to guarantee the quality of service provision enable employees to meet their responsibilities in completing continuous professional development required by relevant professional bodies enable management development in relation to those who have managerial or supervisory responsibilities enable employee development in relation to career progression Core Learning There are specific areas of learning which are essential for all employees and cover a rolling programme of needs which have been identified as part of a continuous programme of learning and development. Core learning will therefore cover the following areas: Induction All new employees are given a timely programme of induction including introduction to the organisation and all policies and procedures. This is an essential part of employee learning and development, and integration into the working environment. Required Skills All employees are given training to enable them to perform in their duties to the expected company operational standards; in alignment with each employee s role description and in accordance with all appropriate legislative requirements. Health and Safety All employees are given training to enable them to perform in their duties to the expected company safety standard; in alignment with each employee s role description and in accordance with all appropriate legislative requirements. Refresher/Remedial All employees will receive refresher training to enable them to perform in their duties to the expected company operational and safety standards; in alignment with corporate and all appropriate legislative requirements.* * Corporate or legislative guidelines may state that recurrent training is held at set intervals for all employees as best practise, to ensure all employees are current with any legislative changes that may occur. dnata UK will adopt best practise, in these situations, wherever practicable and where remedial training is deemed an unacceptable alternative. Remedial training will be carried out should there be any change to Standard Operating Procedures (SOP) or practice, or in the event an individual has a near-miss or is audited and observed to be non-compliant with the written process.

5 Page 5 of 11 ICT Skills It is essential that all employees working in an appropriate environment, are given opportunities to enhance their ICT skills base. dnata UK is committed to ensuring that all relevant employees have competent grounding in the use of ICT in the wider context of their professional roles. Employees are positively encouraged to become familiar with the intranet, internet, , other electronic facilities and computer software packages at their disposal. When required, information and training will be provided on commencement of the employee s role or when any technology changes occur. Developmental All employees will be given the opportunity to enhance their work skills through the provision of developmental training provided by or through dnata UK. This developmental training will be offered to help the employee improve performance in their current role or to assist in preparing them for future responsibilities within the company. The structure for the provision of developmental training and the training opportunities available to employees are listed on the dnata UK intranet. Assessment of competence Evidence of competence Where required*, dnata UK will assess an employee on completion of a training programme. The results of the assessment will be retained on the employee s training file, as evidence that the employee has achieved the required level of competence/knowledge, to allow them to safely, effectively and confidently perform their duties. * By legislative or corporate mandate Recognised assessors Assessment will be undertaken by the company training department or a registered training organisation. Demonstration of competence The evidence required from the employee, to demonstrate competency and understanding of the training, will be relevant to and satisfy all of the learning objectives and performance criteria of the training module. This will be achieved through one or both of the following processes: Completion of an assessment; achieving or exceeding the minimum pass mark* Completion of an observational audit; achieving or exceeding the minimum pass criteria * Unless otherwise directed by an external regulating body, all dnata UK assessments will have minimum pass mark/criteria of 80%

6 Page 6 of 11 Training materials To assist employees in demonstrating competence, access to the following resources will be provided, as appropriate: Equipment relevant to the training module Applicable documentation, including workbooks, workplace procedures, regulations and codes of practice Unsuccessful assessment attempts Should an employee achieve an assessment score that does not meet the required pass criteria, they will be allowed one further opportunity to re-attend the course within an agreed timeframe with the course facilitator, to allow a further attempt at achieving the requisite pass mark. Should the employee score less than the required pass criteria on their second attempt, the employee s suitability for the role will be reviewed and corrective action will be taken*. Note: dnata UK reserve the right to refuse candidates the opportunity of a re-sit if: their conduct on the course was deemed unprofessional and/or obstructive to the learning experience; or if the candidate s lack of competence/knowledge in the subject material could jeopardise the safety or commercial value of the dnata UK product and also that of its customers. * This action may result in employee demotion, relocation or termination of employment. Recording, Monitoring & Evaluating Learning The Senior Vice President - Human Resources is responsible for ensuring that a central record of employee learning is established and maintained, and that all learning and development activities are monitored and evaluated in terms of suitability, effectiveness and value for money. Training Managers have responsibility for reporting on the effectiveness of any employee development programmes to their respective VP s and the Senior Vice President - Human Resources. These reports will detail the level of learning achieved by the programme s participants and the impact of the subsequent behavioural change to the business. Management Development dnata UK has implemented a management development strategy that is primarily focused on providing a robust, structured development programme to enhance and strengthen the performance and behaviours of all employees working in strategic, tactical or operational leadership/management roles within the business. Note: For the purposes of this section Line Manager refers to the senior manager and employee refers to a junior manager.

7 Page 7 of 11 Performance Management Performance management is an ongoing communication process, which involves both the Line Manager and their employee in: identifying and describing essential job functions and relating them to the strategic and operational objectives of the organisation identifying targetable performance improvements using the competency framework giving and receiving feedback about performance participating in constructive performance appraisals planning learning and development opportunities to sustain, improve or build on employee work performance Regular progress meetings/communications facilitate this process. Any developmental needs that arise from the process, that require the external provision of training, will be discussed between the Line Manager, the Training Manager and the Central Training Manager where applicable, who will then source and cost an appropriate programme for the Line Manager s employee. Appraisals Appraisals are an essential component of dnata UK s performance management framework for managerial development and are supported by regular progress meetings between Line Managers and their employees throughout the course of the year. The appraisal process allows for the employee to be formally appraised with their Line Manager through a structured discussion on work performance over the previous year. This must also incorporate the employee s learning and development needs for the following year. It is an opportunity to build on strengths and address areas which require support; enhancing the potential skill base of the individual employee. Supervision and Appraisal Process for Managerial Development: dnata UK has a culture of effective informal mentoring on an ongoing basis; this is based around continuous support. The formal aspects to this are: Progress meetings are held at mutually agreed intervals with the employee and their Line Manager on an individual basis A full appraisal is then carried out by the Line Manager through discussion with the employee on an annual basis A Performance Management Plan (including Objectives, Competencies and Personal Development) for the year is then created

8 Page 8 of 11 Non-managerial employee review An annual Employee Performance Review is currently utilised to evaluate employees not working in leadership/management roles for dnata UK. This process focuses predominantly on the individual s punctuality, attendance, appearance, performance and behaviour. Unlike the Performance Management programme, the Employee Performance Review is not an objective/competency focused process. Employees operating in non-leadership roles can still be provided with developmental opportunities or placed on the Management Development programme. To begin this process approval and authorisation from the employee s Line Manager will be required. Performance, Development & Succession Planning dnata UK s Performance, Development & Succession Planning programme has been designed to attract, develop, motivate and retain productive, engaged employees. The goal of the Performance, Development & Succession Planning programme is to create a high-performance, sustainable organisation that meets its strategic and operational goals and objectives. Note: For the purposes of this section Line Manager refers to the senior manager and employee refers to a junior manager. The Line Manager is responsible for continuously monitoring the performance and behaviours of their employees through observation, feedback and their involvement in each employee s performance management review; to enable them to identify those displaying high levels of business potential. Employees identified as high potential will be those individuals who show an aptitude for making a difference to organisational performance, by demonstrating through their behaviours, the values of the company i.e. Safety & Security, Performance Driven, Service Excellence, Delighting Customers, Innovation and Respect. This information will be communicated by the Line Manager to the Central Training Manager and local HR during the Performance, Development & Succession Planning bi-annual interview sessions. The Central Training Manager is responsible for communicating the outcome of the Talent Management bi-annual interview sessions to the VP s. The Central Training Manager s presentation will highlight any employees that have been identified as high potential, high performers, solid performers and positions where action is required. The findings of the process will include recommendations for individual employee s development and/or advancement within the business. The VP s, in conjunction with their managers, are responsible for utilising the data provided through the Talent Management programme to effectively plan the development and/or career pathing of the company s most engaged employees; to use this data to formulate strategic movement of these employees, to best benefit the future objectives and goals of the business.

9 Page 9 of 11 Training & Development Procedures Requests for Training All requests for training must be authorised by the Departmental Manager. Requests for Funded Training dnata UK will provide developmental training to employees. However, prior to dnata UK providing funding for the training, the following criteria must have been met: The course is relevant to the employee s current role Or the course is relevant to the role directly senior to the employee Or the employee s learning will offer value to the business regardless of role The course is NOT available on an e-learning platform The course is NOT being provided at a time that will be detrimental to the dnata UK operation Approval from the Departmental Manager for funding has been authorised Booking Funded Training For course bookings: Prior to booking any course, employees must confirm they are eligible (see 12.1) A Request Form must be raised by the Departmental Manager or Administrator, displaying the name of the learner, the course title and intended date of attendance in the description Once authorised by the Departmental Manager, the Purchase Order should be forwarded to the course organiser On receipt of the Purchase Order, the course will be booked and joining instructions forwarded Non-attendance of Funded Training Employees may be charged for any funded course they fail to attend. This charge may also include any additional costings incurred relating to the course e.g. examinations, provisions etc.* * This would be evaluated on an individual case basis, and does not mean that the charge/penalty will definitely be levied. Notification of Training Once a training request has been confirmed, employees will be sent joining instructions which will advise of the dates and times, location, facilities and, if not provided by dnata UK, the company delivering the course.

10 Page 10 of 11 Training Times Course times will generally be scheduled on weekdays and within standard office hours, i.e. start at 0900, finish at 1700; however, some training may be better suited to weekends and/or hours to match employee rosters. Attendance of employees on courses will normally be coordinated to coincide with working schedules/rosters. Should this not be possible, dnata UK may compensate employees, financially or with time in lieu, to attend a course outside of the employee s scheduled working times. However, if a course is requested by an employee that is deemed "beneficial to role", rather than "required by role", it may be decided, by the Line Manager, that attendance of the course is only permitted during the employees own time, and no compensation from dnata UK will be made. Other arrangements and agreements may be arranged dependent on the specific requirements of that particular department. Learning Agreements & Training Expenses Learning Agreements Due to the level of company investment and financial outlay required to provide an employee with specialist developmental training, an employee may be required to commit to a Learning Agreement (Training Contract) with dnata UK. This agreement will stipulate the duration of the contract and the conditions/penalties for breaching the agreement. Due to the terms of the agreement, should an employee participate in training and then leave the company (other than from TUPE or redundancy) within the specified duration of the contract, dnata UK will be in a position to reclaim the full course cost, or part thereof, from the employee, as per the stipulation in the Learning Agreement. Training Expenses Where expenses are incurred as part of the training process, the company may agree to assist with the following: Course, conference or seminar fee Travel expenses (incl. parking) Meal expenses Accommodation costs Course materials (incl. course books) Examination fees first sitting only All expenses need to be reclaimed as per dnata UK s standard expense reclaim procedure.

11 Page 11 of 11 Return to Work Extended absence process Competence Evaluation Any employee returning to work after an absence in excess of 3 months will be required to prove job competence, prior to them resuming their workplace duties. Evaluations of competence will include: workplace/environmental procedures and safety practises; use of machinery or job specific equipment; any expired or required mandatory safety or security trainings (see 16.2). This overall evaluation of the returning employee will be achieved through classroom or computer based training and/or on-the-job assessment and will be regulated by a company trainer or other registered training organisation. Security Refresher Training Any employee returning to work after an absence in excess of 3 months will be required to re-sit and pass security training relevant to their position within the company i.e. GSAT, CASP, CO, COS, CS, CM, prior to them resuming their workplace duties. This is in accordance with both UK National Aviation Security Programme and Commission Regulation (EU) No This security training must be completed regardless of employee s date of previous security training or stipulated duration of validity as both will be considered void by dnata UK, when a 3 month absence period from the workplace has been exceeded.

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