BRADFORD SCHOOL OF BUSINESS AND CARE requires CEOs, officers and employees to observe high standards of business and personal ethics in the conduct of their duties and responsibilities. As employees and representatives of BRADFORD SCHOOL OF BUSINESS AND CARE requires CEOs, officers and employees to observe high standards of business and personal ethics in the conduct of their duties and responsibilities. As employees and representatives of BRADFORD SCHOOL OF BUSINESS AND CARE, we must practice honesty and integrity in fulfilling our responsibilities and comply with all applicable laws and regulations.
This Whistleblower Policy is intended to encourage and enable employees and others to raise serious concerns internally so that BRADFORD SCHOOL OF BUSINESS AND CARE can address and correct inappropriate conduct and actions. It is the responsibility of all board members, officers, employees and volunteers to report concerns about violations of BRADFORD SCHOOL OF BUSINESS AND CARE code of ethics or suspected violations of law or regulations that govern our operations.
It is contrary to the values of BRADFORD SCHOOL OF BUSINESS AND CARE for anyone to retaliate against any board member, officer, employee or volunteer who in good faith reports an ethics violation, or a suspected violation of law, such as a complaint of discrimination, or suspected fraud, or suspected violation of any regulation governing the operations of BRADFORD SCHOOL OF BUSINESS AND CARE. An employee who retaliates against someone who has reported a violation in good faith is subject to discipline up to and including termination of employment.
BRADFORD SCHOOL OF BUSINESS AND CARE has an open-door policy and suggests that employees share their questions, concerns, suggestions or complaints with their supervisor. If you are not comfortable speaking with your supervisor or you are not satisfied with your supervisor’s response, you are encouraged to speak with the CEO or board member. Supervisors and managers are required to report complaints or concerns about suspected ethical and legal violations in writing to BRADFORD SCHOOL OF BUSINESS AND CARE designated employee or board member, who has the responsibility to investigate all reported complaints. Employees with concerns or complaints may also submit their concerns in writing directly to their supervisor, Managing Director or CEO. In case of emergency, CEO should be informed immediately for further actions.
BRADFORD SCHOOL OF BUSINESS AND CARE 's Compliance Officer is responsible for ensuring that all complaints about unethical or illegal conduct are investigated and resolved. The Compliance Officer will advise the CEO and/or the Board of Directors of all complaints and their resolution and will report at least annually on compliance activity relating to accounting or alleged financial improprieties.
BRADFORD SCHOOL OF BUSINESS AND CARE 's Compliance Officer shall immediately notify the CEO of any concerns or complaint regarding corporate accounting practices, internal controls or auditing and work with the committee until the matter is resolved
Anyone filing a written complaint concerning a violation or suspected violation must be acting in good faith and have reasonable grounds for believing the information disclosed indicates a violation. Any allegations that prove not to be substantiated and which prove to have been made maliciously or knowingly to be false will be viewed as a serious disciplinary offence.
Violations or suspected violations may be submitted on a confidential basis by the complainant. Reports of violations or suspected violations will be kept confidential to the extent possible, consistent with the need to conduct an adequate investigation.
Handling of Reported Violations BRADFORD SCHOOL OF BUSINESS AND CARE 's Compliance Officer will notify the person who submitted a complaint and acknowledges receipt of the reported violation or suspected violation. All reports will be promptly investigated, and appropriate corrective action will be taken if warranted by the investigation.
The Compliance Officer may be a board member, with the exception of the CEO, or a third party designated by the organisation to receive, investigate and respond to complaints.
This policy will be regularly reviewed, in the light of experience. Comments and contributions on the policy from staff, stakeholders and the public are welcome at any time.
BRADFORD SCHOOL OF BUSINESS AND CARE will complete risk assessments to ensure that all hazards to be found in the workplace are either eliminated or remedial actions implemented to reduce the level of harm to a minimum. Following the risk assessment, where required, safe working procedures will be written and provided to all appropriate personnel.
BRADFORD SCHOOL OF BUSINESS AND CARE will determine the hazards by:
For any hazards, the existing precautions will:
BRADFORD SCHOOL OF BUSINESS AND CARE will show that:
Records will be kept for future reference.
If there is a significant change in working practices, such as the purchase of new machinery or substances, employment of new employees, etc., that may present new hazards, then a new risk assessment will be undertaken. Amendments will not be made for trivial changes, only for significant ones.
Before risk assessments can be completed, the following steps must be taken:
The Health and Safety (First Aid) Regulations 1981 and the approved code of practice require employers to provide adequate and approved equipment, facilities and personnel to enable first aid to be given to students and employees if they are injured or become ill at work.
BRADFORD SCHOOL OF BUSINESS AND CARE will, therefore, ensure that first aid arrangements comply with current legislation and any additional guidance issued by the Health and Safety Executive from time to time. First aid will be available to employees and visitors to BRADFORD SCHOOL OF BUSINESS AND CARE and when members of the organisation are on organised off-site activities.
The CEO and Officers of BRADFORD SCHOOL OF BUSINESS AND CARE have responsibility for ensuring health and safety of the community and oversee day to day implementation of first aid.
Copies of the First Aid Policy are available on the web-site and offices. All staff should familiarise themselves with the policy so they are aware of their responsibilities and the prevailing procedures and practices.
First aiders hold a valid certificate of competence as recognised by the HSE and undergo regular retraining to ensure compliance with the legal requirements. As these are voluntary positions, appropriate arrangements will be made for staff to attend refresher and retraining courses as necessary.
BRADFORD SCHOOL OF BUSINESS AND CARE is a low risk institution and as such, there is only need for one qualified first aider per 50 to 100 people. The list of first aiders and locations for contact is found in the Appendix 1
There is a first aid kit located in the office. Other kits are available around the premises. The content of each kit is checked once every academic term and replenished as necessary.
The records of first aid treatment and the Accident book are located in the main office. The records are normally kept for three years. Instructions for the completion of these records books are located at the front of each book. The record of any accident or injury with a health and safety concern is passed to the CEO for review and appropriate action as necessary.
The location of the first aid kit in the office clearly marked, in line with current guidance.
If an employee member has a declared medical condition, this will be recorded in their employee file/profile and the CEO will be made aware (from the administration team). If an employee has a serious medical condition, such as epilepsy, then all staff members will be notified to ensure that in the event of an emergency everyone is aware. Staff member files are located in the administration department and when any member of staff becomes aware of a condition not recorded, they should inform administration to update the records.
Any member of staff in charge of an offsite visit must obtain medical information on participating staff members, including details of any medical requirements and appropriate emergency contact details prior to the activity taking place. This information can be obtained from the administration. If whilst on a trip, a staff member is to be on their own, they must have access to a telephone to summon help if needed.
It is BRADFORD SCHOOL OF BUSINESS AND CARE policy not to administer drugs or other forms of medication. However, individuals may be assisted by a qualified first aider to take their own medication if necessary, for example asthma pump. Special arrangements may be available for staff members with specific needs, but these must be discussed with BRADFORD SCHOOL OF BUSINESS AND CARE in advance.
First aid is an emergency treatment given to an injured or unwell person before professional medical care is available. The qualified first aider will assess the situation and decide on the level of treatment necessary. However, any individual who has received head injuries will be referred for urgent medical assessment with their GP or NHS A&E as appropriate. Where hospital treatment is necessary, next of kin are to be informed.
Any member of staff who feels unwell should report to the administration team and help will be called. Controlling the risk of infection from human bodily fluids
The success of BRADFORD SCHOOL OF BUSINESS AND CARE relies on its ability to attract the best staff and volunteers available. Recruitment methods must be fair, efficient, and effective.
The Staff Recruitment Policy has been established to ensure BRADFORD SCHOOL OF BUSINESS AND CARE has the opportunity to attract the best available staff and volunteers for all vacant positions. This policy relates to employment of all staff and volunteers other than the CEO.
BRADFORD SCHOOL OF BUSINESS AND CARE is committed to providing high quality programs and services to our community. To support the achievement of this objective we recognise the importance of employing the most suitable applicant for all vacant positions.
BRADFORD SCHOOL OF BUSINESS AND CARE will ensure it has the best opportunity to attract the best available staff by broadly advertising (internally and externally as deemed appropriate) all vacant remunerated positions and volunteer vacancies.
BRADFORD SCHOOL OF BUSINESS AND CARE will take all reasonable steps to ensure that applicants may be safely entrusted with the duties of their position.
BRADFORD SCHOOL OF BUSINESS AND CARE will internally advertise all vacant positions to current staff and volunteers to encourage career advancement and increase participation.
BRADFORD SCHOOL OF BUSINESS AND CARE is committed to providing a work environment that is free from harassment and discrimination.
All recruitment and selection procedures and decisions will reflect BRADFORD SCHOOL OF BUSINESS AND CARE’s commitment to providing equal opportunity by assessing all potential candidates according to their skills, knowledge, qualifications and capabilities. No regard will be given to factors such as age, gender, marital status, race, religion, physical impairment or political opinions.
It shall be the responsibility of the CEO to implement this policy and to monitor its performance. We will have a Human Resources Department when the number of staff is above 20. Up to 20 staff members we will use external advisors.
It is the responsibility of Managers and Supervisors to ensure that:
All Managers are aware of their responsibilities in the recruitment and selection process; Managers are given continuous support and guidance in regards to recruitment and selection issues.
When it becomes necessary to recruit for a position, Managers should carefully consider the requirements for the position, and the key selection criteria including skills, experience and qualifications.
If no position description exists for the available position, or if it requires revising, this is the responsibility of the appropriate Manager. Once the new position description or amendments have been drafted, it should be forwarded and approved by the CEO and/or Board. Selection criteria will be drawn up based on the basis of a position statement. Where the position description is for a new role, the Manager will review and evaluate the position and draw up a position statement that will then, if appropriate, be approved by the CEO and/or Board.
Prior to commencing the recruitment process, the responsible Manager is required to gain approval from the CEO / Board or delegated authority and forward this to the External Advisor.
In situations where a Manager wishes to promote an employee who meets the specific selection criteria for the vacant position into the internal vacancy, the appointment must be authorised by the appropriate Manager, and the approval is to be forwarded to the External Advisor and CEO.
Where appropriate, BRADFORD SCHOOL OF BUSINESS AND CARE will advertise all vacancies internally. Exceptions to this rule may occur when:
Upon receiving approval for the vacant position, CEO will advertise the available position internally. Internal advertisements should include the following:
All internal applicants should forward a current copy of their resume, together with covering letter, to the applicable manager for acknowledgement, consideration and processing.
Internal applicants who possess the required skills, qualifications and work-related experience, as specified in the internal advertisement, will be interviewed for the position by the relevant Manager or Supervisor.
Where a position cannot be filled internally or where it is appropriate to conduct an external recruitment campaign, the available position should be advertised through relevant networks, on relevant websites, and through local employment services.
Volunteer positions will be advertised as widely as deemed reasonable. All advertisements must be approved by the CEO.
If required, the External Advisor will prepare an appropriate recruitment advertisement for the position and submit it for review and approval by the relevant Manager. The External Advisor will administer the placement of the advertisement and monitor applications received.
If the External Advisor has been engaged to recruit for a position, they will be responsible for screening the applicants. Resumes must be screened against the position description so that assessments can be made of their suitability for the specific role. Applicants who are assessed as suitable will then be selected for interview.
Managers should consult with the CEO if they require any assistance with the selection process. Where appropriate, but particularly in positions of financial responsibility or in dealing with vulnerable clients / children, police checks may be arranged. Police checks shall be arranged only with the consent of the applicant concerned; however, if consent is refused this shall be taken into consideration in the selection process.
Previous employers and referees shall be contacted, and transcripts, qualifications, publications and other certification or documentation shall be validated.
Any checks which may form part of the selection process should be conducted prior to issuing an offer of employment.
The short-listing and interview process will be conducted by a selection panel which will be appointed by and will include the CEO or their nominee and the relevant manager or supervisor for the position.
If any member of staff finds that they are assessing any applicant where there is a perceived or actual conflict (eg. Where the applicant is a family member, friend or past colleague) they shall declare the perceived or actual conflict to the panel.
Managers are to ensure that, where possible, a minimum of two reference checks are conducted prior to an offer of employment being extended to a candidate.
Details of the reference checks should be attached to the candidate’s application for future reference.
If an internal candidate is selected, the Manager is required to notify the successful candidate and their Manager. If an external candidate has been selected, the Manager is to make a verbal offer to the candidate.
To authorise the commencement or transfer of an internal employee, the Manager must notify and provide confirmation of the CEO’s approval. The Manager should ensure that all recruiting documents are completed and returned to the External Advisor (later Human Resource Department) for filing.
The External Advisor (later Human Resources Department) will prepare a written letter of offer for the successful candidate. The letter of offer and or contract of employment will confirm the start date, salary (if any), position and the terms and conditions of employment pertaining to the employee.
Once the Manager has received the candidate’s signed letter of offer, the External Advisor (later Human Resources Department) is to notify all unsuccessful candidates. If an external recruitment agency has been used, the Manager is to notify the agency, who will notify the unsuccessful candidates.
The Manager is responsible for liaising with the External Advisor (later Human Resources Department) to ensure that the necessary documentation, equipment and access privileges are prepared for the new employee.
The Manager will forward an induction kit to the new employee for their completion.
All contact regarding the position is to be directed through reception, with all applications marked “Confidential” and posted to the CEO.
Letters/emails of acknowledgement should be posted to all applicants prior to the short-listing of final suitable applicants. Short-listed but unsuccessful applicants should be advised that their CV will be retained for future reference, unless the applicant advises otherwise.
Applicants who do not meet the key selection criteria and are not suitable to be short-listed for an interview should be sent a written letter advising them that their application has been unsuccessful.
Ethic - A moral principle or set of moral values held by an individual or group.
Values and ethics shape the way we view the world and how we behave in it. The purpose of this policy is to provide guidance to staff in assessing the many and sometimes complex decisions they have to make. It will also signal to users and observers of BRADFORD SCHOOL OF BUSINESS AND CARE that they can have confidence in what we do and the way that we do it.
This paper sets out our guiding principles, and how we intend to apply them, which together form the ethics policy of BRADFORD SCHOOL OF BUSINESS AND CARE. The policy applies to all aspects of our governance, operational and administrative activities. All those covered by the policy are personally accountable for operating within the scope and intent of the policy.
It covers all BRADFORD SCHOOL OF BUSINESS AND CARE staff, whether temporary appointees or permanent at any of our operational centres. We expect those organisations whose staff (temporary or otherwise) or volunteers attend BRADFORD SCHOOL OF BUSINESS AND CARE to respect the policy, and we reserve the right to refuse access to those who don’t. We expect those officers who serve on our decision-making and advisory bodies to respect the policy. We request organisations that we work with to respect our ethical positions.
All those covered by the policy are responsible for ensuring that activities for which they are responsible comply with this policy. People should raise concerns with line managers in the first instance. Similarly, clear breaches of the ethical policy should be referred to managers. Existing mechanisms within the organisation should be used to resolve concerns or refer onwards as appropriate. Serious or unresolved concerns should be referred to the Ethics Committee (ad hoc committee set up on demand).
The following principles provide the ethical framework that we aspire to whilst working in the UK and abroad. Our principles are to:
In relationships with others
The Ethics Committee will be a small team comprising the CEO, one member from management and a member of staff. Serious issues which cannot be resolved via existing mechanisms may be referred to the Board at any time. Breaches of the policy which cannot be dealt with in the line management system may also be referred to the committee.
The Committee may then convene, with appropriate additional expertise if needed, to consider the issue. The Committee’s decision will be final and it will have power to take action it deems necessary.
The policy will form part of the BRADFORD SCHOOL OF BUSINESS AND CARE induction process and adhering to the policy will be part of everyone’s terms and conditions of employment.
This policy sets out guidelines with a view to creating and maintaining a fair, just and non-discriminatory working environment within the perimeter of BRADFORD SCHOOL OF BUSINESS AND CARE. BRADFORD SCHOOL OF BUSINESS AND CARE is committed to promoting and celebrating diversity and equality of opportunity, we welcome diversity and differences as a great source of strength.
BRADFORD SCHOOL OF BUSINESS AND CARE promotes the ethos of the Equality and Human Rights Commission (EHRC) in that the College has adopted an approach to promote sensitivity to human rights and to prevent discrimination of any kind among and between its students and staff and in its dealings with other institutions and individuals.
The policy is based on the clear aims of the company to address the need of the modern multicultural society in the United Kingdom. It also asserts the acceptance by the company of existing government and non-government instructions for streamlining this potentially sensitive issue representing all races, backgrounds and diversities in our society. Racism, sexism or treating people unfairly because of their age, class, sexuality, religion, physical or mental differences are unacceptable. We reject any behaviour or ways of working - obvious or not – which allow discriminatory practices of any description.
The policy’s aim is to:
The organisation commits to:
This commitment includes training managers and all other employees about their rights and responsibilities under the Equality policy. Responsibilities include staff conducting themselves to help the organisation provide equal opportunities in employment, and prevent bullying, harassment, victimisation and unlawful discrimination All staff should understand they, as well as their employer, can be held liable for acts of bullying, harassment, victimisation and unlawful discrimination, in the course of their employment, against fellow employees, customers, suppliers and the public
Take seriously complaints of bullying, harassment, victimisation and unlawful discrimination by fellow employees, customers, suppliers, visitors, the public and any others in the course of the organisation’s work activities
BRADFORD SCHOOL OF BUSINESS AND CARE will meet all statutory obligations under relevant legislation and, where appropriate, anticipate future legal requirements. This will be informed by:
Disability is defined by the Disability Discrimination Act 1995 (DDA): "A person has a disability if he or she has a physical or mental impairment that has a substantial and long-term adverse effect on his or her ability to carry out normal day to day activities."
These seven "A"s are the theme though our procedure, internal training and practice.
BRADFORD SCHOOL OF BUSINESS AND CARE's procedure enables the policy to be implemented, reviewed and revised as appropriate. This procedure relates to the seven hey principles of the policy.
Awareness: Where an existing employee has a disability or becomes disabled they should advise their Departmental Manager so that the appropriate steps may be taken. Where this Company provides facilities for a disabled person, steps are taken to ensure that access to its site, employment and the provision of services and products is advertised. The CEO is accountable for ensuring that such awareness is in place. For wheelchair users a access ramp is sign-posted at the customer street entrance at eye level. The portable ramp will be brought to the customer entrance on the site of the building. There is a sign and bell (again at eye level for any wheelchair user) to gain attention.
Adaption: that employees recognise the needs of the disabled person and act accordingly. The employee requires support for such actions they should refer to their Departmental Manager. The accountability for the actions of employees rests with the CEO and Directors.
Accessibility: that any barriers to providing a full service or employment to a disabled person are identified, assessed and considered by the management team. Such consideration shall be documented either as part of an audit or risk assessment process. The accountability for any final decision rests equally with the managing director. For wheelchair users wishing to gain access to the building there is a portable ramp which is stored in a convenient location so as to minimise any delay to the customer. This is fitted to the door at the side of the building; such fitting will be undertaken by trained employees. The ramp is of a suitable gradient and finish to ensure both the effort required by the disabled person and risk of wheel slippage is kept to the minimum. Employees must not attempt to manoeuvre a wheelchair or provide any assistance other than at the express wishes of the disabled person as they may be offended or even cause an accident.
Aid: that any additional support (either internally or externally) to making the full service available to a disabled person is considered by the management team. The CEO is accountable for ensuring that such consideration is undertaken and includes awareness/ training to both customers and employees as appropriate. For those likely to be assisting wheelchair users there is a requirement to undertake the company's training on use of the portable ramp; once completed this is entered onto the company's Training Matrix under “Use of Access Ramp".
Assessment: that adherence to these principles is checked, be it thought either an audit or risk assessment. An audit relating to the Disability Discrimination legislation is conducted at least once every three years. Risk assessments are undertaken at the request of the CEO. Finding of audits or risk assessments, together with suggested corrective and preventative actions, are initially presented to the CEO. The results are presented to the management team at their bi-annual Health and Safety Management meeting. The accountability for ensuring that such audits and risk assessments are conducted rests with the CEO. Risk assessments are undertaken on the use of the portable access ramp to the building.
Appraisal: there will be, at least every 12 months, an individual face to face interview to review the effectiveness of this company’s “disability symbol” activities. Additionally, this will be tailored for disabled employees, to focus on what further support is needed for them to perform to the potential of their ability. A summary note of all relevant information will be discussed at this company’s biannual Health & Safety Management meeting to decide on any needed actions including the ongoing development of awareness. The minutes of these meetings are available to all employees; such minutes will be used to record and monitor further actions.
Available employment: where a vacancy is to be internally advertised, and providing the minimum requirements are met, anyone with a disability will automatically be guaranteed an interview. Also, where an interview is not to be undertaken, they will form part of the field for consideration. However, not all internal vacancies are subject to interview as these may be filled as part of a developmental move for an individual. Where an employee becomes disables, or their disability changes, all reasonable adjustments will be considered to allow them to continue in their existing role. Where this is not possible, consideration will be given to employment within this company in another role, requiring a new contact of employment. If, after examining all the options, the company is not able to retain an employee, it will assist them in finding suitable alternative employment. This will be though allowing reasonable paid time to undertake job searching through the Jobcentre Plus disability employment adviser.
BRADFORD SCHOOL OF BUSINESS AND CARE is committed to providing a high standard of communication to its shareholders and other investors to comply with its disclosure obligations under all markets in which it operates and that the market has available all information it reasonably requires to make informed assessments of BRADFORD SCHOOL OF BUSINESS AND CARE’s value and prospects.
To achieve this, BRADFORD SCHOOL OF BUSINESS AND CARE has established policies and procedures which place accountability at a senior management level.
The purpose of this document is to describe the methods by which BRADFORD SCHOOL OF BUSINESS AND CARE communicates with its shareholders, with the objective of providing them with ready access to balanced and understandable information about BRADFORD SCHOOL OF BUSINESS AND CARE.
Responsibility
The Company Secretary is responsible for communications and any other exchange on which its securities are listed, and compliance with its obligations under the various Listing Rules.
Methods of Communication
Annually, BRADFORD SCHOOL OF BUSINESS AND CARE produces the following reports to shareholders:
Shareholders may elect to be sent each of these by mail or alternatively be notified by email when these are available at BRADFORD SCHOOL OF BUSINESS AND CARE main office on 23 Austin Friars, EC2N2QP, London, United Kingdom.
BRADFORD SCHOOL OF BUSINESS AND CARE makes announcements to the shareholders of all material information that affects any of BRADFORD SCHOOL OF BUSINESS AND CARE’s activities in accordance with its continuous disclosure obligations and BRADFORD SCHOOL OF BUSINESS AND CARE’s policy. Information on the Company’s exploration, development and production activities is made on a regular basis including the following:
BRADFORD SCHOOL OF BUSINESS AND CARE holds an Annual General Meeting (AGM) normally in June of each year. The date, time and venue of the AGM is notified by the CEO.
The Notice of Meeting for the AGM is sent to shareholders with an explanatory memorandum providing information to shareholders to help them decide how they should vote on each item of business.
BRADFORD SCHOOL OF BUSINESS AND CARE welcomes and encourages shareholders to attend and participate at its AGM, either in person, by proxy or attorney or by other means adopted by the Board. At each AGM, the Chairman will allow a reasonable opportunity for members to ask questions of the Board. Members who are unable to attend the AGM will be able to view a webcast of the AGM (and of certain past AGMs). The proceedings of AGMs including the formal addresses will be sent through email to all shareholders. BRADFORD SCHOOL OF BUSINESS AND CARE requires that its auditor attends each AGM so as to be available to answer any shareholder questions about the conduct of the audit and the preparation and content of the auditor’s reports.
Following the full year and half year periods, BRADFORD SCHOOL OF BUSINESS AND CARE announces its results with a comprehensive report on the financial results and operations of the Company for the period.
From time-to-time BRADFORD SCHOOL OF BUSINESS AND CARE conducts analysts and investor briefings. This may include formal presentations made by BRADFORD SCHOOL OF BUSINESS AND CARE at different companies or conferences. A record of all meetings and briefings with investors or analysts are kept, including confirmation that no new material information was disclosed.
Shareholders with enquiries relating to their holding of BRADFORD SCHOOL OF BUSINESS AND CARE shares can contact BRADFORD SCHOOL OF BUSINESS AND CARE admin office. Contact details for the share registry and Investor Relations including email, telephone and facsimile contacts are provided in the Annual and Half Year reports to shareholders.
BRADFORD SCHOOL OF BUSINESS AND CARE is committed to responding to all shareholder and investor queries in a timely manner. BRADFORD SCHOOL OF BUSINESS AND CARE also offers shareholders the opportunity to register and receive the latest BRADFORD SCHOOL OF BUSINESS AND CARE reports and announcements by email.
Communications channels used to reach the student population include BRADFORD SCHOOL OF BUSINESS AND CARE system, social media, print and face-to-face.
Departments/Schools have the responsibility to distribute important messages using methods that will most effectively target the relevant audience. The use of verbal communication and face-to-face interactions are encouraged, as are other channels aside from BRADFORD SCHOOL OF BUSINESS AND CARE and email.
This document assumes that staff are not solely responsible for communication between ourselves and our students. However, all student-facing staff should have access to appropriate customer service training.
We expect our students to keep their personal contact details up to date, and to know where to look for, and how to find, information relevant to them. However, in order to do so, academic departments and support services should ensure that key information is made available to prospective students prior to joining and that Welcome information covers the use of email, notice boards, information screens, and SMS text messaging, where appropriate.
All BRADFORD SCHOOL OF BUSINESS AND CARE communications should be clear, courteous, accurate, appropriate, and timely and, whatever the media chose, the content should be jargon-free, without the use of colloquialisms, unexplained acronyms or complex phraseology.
Email/ System Communication BRADFORD SCHOOL OF BUSINESS AND CARE informs students that it is their responsibility to check their email account or login into the system at least twice a week during teaching periods.
Different types of information will require different channels of communication and will be the responsibility of different people to disseminate. Here are the main categories of messages within the staff of the company:
This includes information from senior management and committees regarding the overall management of BRADFORD SCHOOL OF BUSINESS AND CARE and its strategic direction. This may be updated on regular activities or committee decisions or it may be new information and activities that need to be communicated to staff in a timely and appropriate manner. This may involve communication of important information via management hierarchy.
This is the information staff members require to carry out their work day-to-day. It is the responsibility of individuals and their colleagues and line managers to communicate this information effectively.
This is information that all staff or large groups of staff will benefit from and can be generated by any function within the company. Such information may be news items, forthcoming events, useful advice or more formal notices.
"Corporate governance” refers to the oversight mechanisms and the way in which BRADFORD SCHOOL OF BUSINESS AND CARE is governed. The Board of Directors of BRADFORD SCHOOL OF BUSINESS AND CARE is elected by shareholders to supervise the management of BRADFORD SCHOOL OF BUSINESS AND CARE’s business and affairs with a view to enhancing long-term shareholder value. Corporate governance encompasses our processes and policies, how decisions are made and how the BRADFORD SCHOOL OF BUSINESS AND CARE deals with the various interests of, and relationships with, our many stakeholders, including shareholders, customers, employees and the broader community.
As a public institution, BRADFORD SCHOOL OF BUSINESS AND CARE recognises the need to adhere to best practices in corporate governance. Sound corporate governance policies and practices are important to the creation of shareholder value and maintaining the confidence of customers and investors alike
BRADFORD SCHOOL OF BUSINESS AND CARE’s Corporate Governance Policies (the “Policies”) are designed to ensure the independence of the Board and its ability to effectively supervise management's operation of the company. The Policies are reviewed on an annual basis in the context of changing regulation and emerging best practices with a view to enhancing BRADFORD SCHOOL OF BUSINESS AND CARE's governance.
The Board's primary responsibility is to supervise the management of BRADFORD SCHOOL OF BUSINESS AND CARE’s business and affairs. The Board’s responsibility is one of stewardship. Senior management is accountable for implementing the Board’s decisions and responsible for directing BRADFORD SCHOOL OF BUSINESS AND CARE’s operations. The Board must provide effective governance over BRADFORD SCHOOL OF BUSINESS AND CARE’s affairs. In doing so it must strive to balance the interests of BRADFORD SCHOOL OF BUSINESS AND CARE’s diverse constituencies around the world, including its shareholders, customers, employees and the communities in which it operates. In all actions taken by the Board, the Directors are expected to exercise independent business judgment in what they reasonably believe to be in the best interests of BRADFORD SCHOOL OF BUSINESS AND CARE. In discharging that obligation, Directors may rely on the honesty and integrity of the CEO, its outside advisors and auditors.
The Board has the authority to fix the number of Directors, which should be in the range of 2 to 10, with the flexibility to increase the number of members in order to accommodate an outstanding candidate or the Board's changing needs or circumstances. Candidates for the Board shall be and recommended to the Board for approval, in accordance with guidelines approved by the Board, taking into consideration the overall composition and diversity of the Board and the areas of expertise that new Board members can offer.
BRADFORD SCHOOL OF BUSINESS AND CARE's shareholders elect Directors at the annual meeting each year. Between meetings, the Board may appoint additional members. Term limits set out the maximum period of time that directors can stand for re-election, and do not provide guaranteed tenure. The Board believes that its term limits provide an appropriate balance between experience and fresh perspectives. The Board’s term limits, combined with director independence assessments and the Board evaluation process, enable the Board to confirm that effective and independent-minded directors are nominated for election and allow the Board to properly conduct its succession planning. The Board has approved the following term limits:
In an uncontested election of Directors of BRADFORD SCHOOL OF BUSINESS AND CARE, any nominee for Director who is not elected by at least a majority (50% + 1 vote) of the votes cast with respect to his or her election (a “Majority Withheld Vote”) shall immediately tender his or her resignation to the Chairman of the Board of Directors following BRADFORD SCHOOL OF BUSINESS AND CARE’s annual meeting
The Board shall consider the resignation offer and shall recommend to the shareholders whether or not to accept it. The Board shall be expected to accept the resignation absent exceptional circumstances which would warrant the applicable Director to continue to serve on the Board. In considering whether or not to accept the resignation, the Board will consider all factors deemed relevant by members of such Board including, without limitation, the stated reasons why shareholders “withheld” votes from the election of that nominee, the length of service and the qualifications of the Director whose resignation has been tendered, such Director’s contributions to BRADFORD SCHOOL OF BUSINESS AND CARE.
Any Director who tenders his or her resignation pursuant to this Policy shall not participate in the Board meeting, if he or she is a member of that Board, to consider the decision to recommend to the shareholders whether his or her resignation shall be accepted. However, if each member of the Board received a Majority Withheld Vote in the same election, or a sufficient number of Board members such that Board no longer has a quorum, then the independent Directors shall appoint a committee amongst themselves to consider the resignation offers and recommend to the shareholders whether to accept them. However, if the only Directors who did not receive a Majority Withheld Vote in the same election, all Directors may participate in the determination of whether or not to accept the resignation offers.
In the event that any Director who received a Majority Withheld Vote does not tender his or her resignation in accordance with this Policy, he or she will not be re-nominated by the Board of Directors.
The Board may adopt such procedures as it sees fit to assist it in its determinations with respect to this Policy.
One of the Board's most important responsibilities is to identify, evaluate and select candidates for the Board. The Directors and CEO are charged with reviewing the qualifications of potential Director candidates and making recommendations to the whole Board. The Board believes that its membership should be composed of highly qualified directors who demonstrate integrity and suitability for overseeing the management of BRADFORD SCHOOL OF BUSINESS AND CARE. Factors considered by the Board in its review of potential candidates include:
The Board believes that its membership should be composed of highly qualified directors from diverse backgrounds, who reflect the qualities enumerated above. To support this composition as part of the Board to sound and effective corporate governance practices, the directors and CEO will, when identifying candidates to recommend for appointment or election to the Board:
Directors shall be knowledgeable and informed about the business of BRADFORD SCHOOL OF BUSINESS AND CARE, the regulatory environment in which BRADFORD SCHOOL OF BUSINESS AND CARE and its subsidiaries operate, and their duties and responsibilities as Directors.
BRADFORD SCHOOL OF BUSINESS AND CARE shall assist Directors in their education about BRADFORD SCHOOL OF BUSINESS AND CARE and their duties and responsibilities as Directors. New Directors are provided with written information about BRADFORD SCHOOL OF BUSINESS AND CARE and their duties and responsibilities as Directors to assist them in their education and meet with the Chairman and Chief Executive Officer, and other Executive Officers, as required. All Directors have access to seminars and presentations on aspects of BRADFORD SCHOOL OF BUSINESS AND CARE’s business and operations and are provided with opportunities to visit domestic and international operations. Management regularly updates the Board on changing regulation and practices related to corporate governance.
The Corporate Governance Committee will consider the following guidelines in determining whether a potential Director candidate is able to devote the requisite time and attention to BRADFORD SCHOOL OF BUSINESS AND CARE’s affairs, prior to the Board’s approval of the individual’s appointment or nomination for election. Existing Directors are also subject to these guidelines and prior to joining another public company board of directors, will be asked to review their existing board commitments with the Chair of the Corporate Governance Committee in order to assess whether the Director will be able to continue to devote sufficient time to BRADFORD SCHOOL OF BUSINESS AND CARE’s affairs.
The Corporate Governance Committee shall consider the following guidelines, which include BRADFORD SCHOOL OF BUSINESS AND CARE’s Board of Directors in the calculation, in reviewing public company directorships held by potential Director candidates or existing Directors:
The Board shall assess each Director’s or potential candidate’s other public company board commitments with reference to these guidelines. The Board shall also consider Directors’ private company directorships (held outside of their employment) in assessing whether the individual has the requisite time for BRADFORD SCHOOL OF BUSINESS AND CARE’s affairs. In doing so, the Board shall take into account the complexity of the other companies’ businesses, other roles a Director may undertake on such boards and the time commitment expected of the Director with respect to such boards. The Board has the discretion to determine, in certain circumstances, whether a Director candidate or existing Director is able to hold public company directorships which exceed these guidelines and will report decisions to the Board of Directors.
No Director of BRADFORD SCHOOL OF BUSINESS AND CARE shall sit on more than three audit committees of public company boards without the consent of the Board. The Board also reviews interlocking board memberships to determine whether any common board memberships impair the ability of the involved Directors to exercise independent judgment as BRADFORD SCHOOL OF BUSINESS AND CARE Directors. No more than two Directors may sit on the same public company board without the consent of the Board.
No Director of BRADFORD SCHOOL OF BUSINESS AND CARE shall also be a member of the board of directors of an unaffiliated similar institution (which includes another learning system provider company or software company), without the prior approval of the Board and the confirmation of the CEO and Chairman and the Corporate Secretary.
A Director who makes a change in principal occupation in relation to BRADFORD SCHOOL OF BUSINESS AND CARE must immediately offer to resign from the Board in order to give the Board the opportunity to review the impact of the change on the composition of the Board. Board and Director Effectiveness
The Board shall conduct an annual review of its performance and may retain outside advisors to facilitate this annual review. Director peer evaluations shall be conducted every 2 years under the acceptance circumstance. The Board shall conduct an annual evaluation of its own performance. The results of these evaluations shall be summarised and presented to the Board which will then report on all these assessments to the shareholders. The Board may develop recommendations and/or an action plan, where determined necessary or desirable, to address issues raised as a result of such assessments, and will monitor the progress of the Board in addressing issues identified in the assessment process.
Directors are expected to attend meetings of BRADFORD SCHOOL OF BUSINESS AND CARE’s Shareholders, Board meetings on which they serve, and to spend the time needed to prepare for and to meet as frequently as necessary to properly discharge their responsibilities. Directors are required to attend a minimum of 75% of Board meetings held in a fiscal year. Those Directors who fail to meet this requirement must meet with the Chairman and CEO to discuss the reasons contributing to the Director’s attendance record and the Chairman will make a recommendation to the Board, as necessary, with respect to the Director’s continued role on the Board. In extraordinary circumstances where a significant number of special Board meetings are held in a fiscal year, the Chairman and CEO will consider extenuating circumstances that may prevent a Director from meeting the attendance requirement noted above and will report to the Board any exceptions to this requirement determined to be acceptable.
The Board recommends for shareholders approval a calendar of standard agenda items to be discussed at each meeting scheduled to be held over the course of the ensuing year. The Chairman and Chief Executive Officer, in consultation with the Corporate Secretary, shall establish the agenda for each Board meeting. Each Board member is free to suggest items for inclusion on the agenda or to raise subjects that are not on the agenda for that meeting. The non-management Directors shall meet in executive session at each Board meeting.
The Board is committed to always having a Non-Executive Chairman. The Board believes this structure is appropriate to ensure independent Board leadership and to have effective Board oversight of management. Access to Management and Subsidiary Directors
Directors shall have full and free access to senior management and other employees of BRADFORD SCHOOL OF BUSINESS AND CARE. Contact or meetings can be arranged for Directors through the Chief Executive Officer, the Corporate Secretary or directly by the Director. The Board welcomes regular attendance at each Board meeting by senior management of BRADFORD SCHOOL OF BUSINESS AND CARE.
The Board determines the form and amount of Director compensation based on the recommendation of the Board following an annual review of Director compensation in the marketplace. Directors are required to hold a significant level of equity in BRADFORD SCHOOL OF BUSINESS AND CARE and as set out below, must take a significant portion of their compensation in shares or share equivalents.
Directors who are also officers of BRADFORD SCHOOL OF BUSINESS AND CARE are not compensated in their capacity as Directors.
Directors are required to hold BRADFORD SCHOOL OF BUSINESS AND CARE common shares and/or director deferred share units (DDSUs) with a value of not less than £1000. This, however, will not be applicable to Non-Executive Directors although it is expected that they also take a minimum of £1000.00 worth of shares within one year of their joining the Board.
As the company grows the directors will endeavour to appoint various committees to form a strong executive management. The Human Resources Committee that shall review BRADFORD SCHOOL OF BUSINESS AND CARE’s senior level organisational structure and BRADFORD SCHOOL OF BUSINESS AND CARE’s management succession plan, including succession planning for BRADFORD SCHOOL OF BUSINESS AND CARE’s control function heads, at least once a year. The Risk Committee and Audit and Conduct Review Committee shall provide input to the Human Resources Committee on the succession planning for the control function heads that those Committees oversee.
The candidacy of all proposed Executive Officer appointments shall be reviewed by the Human Resources Committee and then submitted to the Board for approval. The Risk Committee may approve Executive Officer appointments in the period between Board meetings. All new senior management appointments shall be reported to the Board at least quarterly.
The Board shall review the mandates of BRADFORD SCHOOL OF BUSINESS AND CARE’s Executive Officers and job descriptions of the Chief Auditor, Chief Compliance and Regulatory Officer as established by the Human Resources Committee. These mandates shall define the duties, responsibilities and authority of the President and Chief Executive Officer and the other Executive Officers and control function heads of BRADFORD SCHOOL OF BUSINESS AND CARE. The Risk Committee shall also review the mandate for BRADFORD SCHOOL OF BUSINESS AND CARE’s Chief Risk Officer and the Audit and Conduct Review Committee shall review the mandate for BRADFORD SCHOOL OF BUSINESS AND CARE’s Chief Financial Officer and the job descriptions for the Chief Auditor, Chief Compliance and Regulatory Officer and Chief Anti-Money Laundering Officer, as set out in the Committees’ respective charters.
The Board shall have the authority to dismiss and replace the Chief Executive Officer if required as defined in the Articles of Association of BRADFORD SCHOOL OF BUSINESS AND CARE.
The Human Resources Committee shall annually assess the performance of the President and Chief Executive Officer and all other Executive Officers. In addition to this assessment, the Risk Committee shall assess the effectiveness of the Chief Risk Officer and the Audit and Conduct Review Committee shall assess the effectiveness of the Chief Financial Officer, Chief Auditor, Chief Compliance and Regulatory Officer and Chief Anti-Money Laundering Officer and the Committees shall convey their views on these assessments to the Human Resources Committee and management, in accordance with the Committees’ Charters. The Board Committees shall consider regulatory findings as part of their reviews of management.
The Human Resources Committee shall review and recommend to the Board for approval all material employee compensation and benefits plans and programs, including BRADFORD SCHOOL OF BUSINESS AND CARE’s employee pension plan. This review will include an assessment of whether BRADFORD SCHOOL OF BUSINESS AND CARE’s compensation plans are consistent with the sustainable achievement of BRADFORD SCHOOL OF BUSINESS AND CARE’s business objectives, the prudent management of its operations and the risks to which it is exposed, and will look for adherence to BRADFORD SCHOOL OF BUSINESS AND CARE’s processes, policies, procedures and controls.
The Human Resources Committee shall review and the Board shall approve the compensation for all Executive Officers, the Chief Auditor, Chief Compliance and Regulatory Officer and Chief Anti-Money Laundering Officer on an annual basis.
The Board shall establish the business objectives of BRADFORD SCHOOL OF BUSINESS AND CARE, consider and approve BRADFORD SCHOOL OF BUSINESS AND CARE’s business strategy and its business plans for significant operations, and review those things at least once a year to ensure that the strategic plans remain appropriate and prudent in light of BRADFORD SCHOOL OF BUSINESS AND CARE’s current and anticipated business and economic environment, resources, risks and results. The Board shall obtain reasonable assurance, on a regular basis, that there is an ongoing and effective process in place for ensuring appropriate strategic management of BRADFORD SCHOOL OF BUSINESS AND CARE.
The Board shall frequently evaluate BRADFORD SCHOOL OF BUSINESS AND CARE’s actual operating and financial results against forecast results, in light of BRADFORD SCHOOL OF BUSINESS AND CARE’s business objectives, business strategy, and business plans.
A sound system of risk management is critical to the profitability and ongoing viability of BRADFORD SCHOOL OF BUSINESS AND CARE. Directors must understand the significant risks to which BRADFORD SCHOOL OF BUSINESS AND CARE is exposed. The Board shall establish appropriate and prudent risk management policies. The Risk Committee shall oversee and have regard to the independence of BRADFORD SCHOOL OF BUSINESS AND CARE’s risk management function by annually reviewing and approving: the mandate of the Chief Risk Officer and the Charter of the Global Risk Management Department; sufficient resources and budget for the Global Risk Management Department; and the organizational structure of the Global Risk Management Department. The Committee shall assess the Global Risk Management Department’s effectiveness and shall also periodically request independent reviews of the Global Risk Management Department and review the results of such reviews prior to reporting to the Board.
The appointment and removal of BRADFORD SCHOOL OF BUSINESS AND CARE’s Chief Risk Officer shall be approved by the Risk Committee. The Risk Committee is responsible for overseeing that the Global Risk Management Department has unfettered access and a functional reporting line to the Committee.
BRADFORD SCHOOL OF BUSINESS AND CARE is committed to providing timely, accurate and balanced disclosure of all material information about BRADFORD SCHOOL OF BUSINESS AND CARE and to providing fair and equal access to such information.
The Board requires that management has processes in place to support its policy of full, true, plain and timely disclosure of financial results, significant developments and other material information to appropriate stakeholders such as shareholders, regulators, employees, rating agencies, analysts and stock exchanges as and when applicable.
BRADFORD SCHOOL OF BUSINESS AND CARE has produced this simple contents list for company annual reports, to assist those preparing reports.
The primary purpose of the annual report is to explain to shareholders and other investors how the company has performed over the past year, and how it generates and/ or preserves value over the longer-term. The following attributes are considered hallmarks of good practice in the preparation of annual reviews to shareholders.
Year-to-year, the format should be consistent so that shareholders are able to make easy comparisons with reports from prior periods. However, that does not mean reporting and business developments, which could improve the effectiveness of the reporting format, should be overlooked for the sake of consistency with prior year reports.
The annual review should be written on the assumption that shareholders are not industry or finance specialists.
Narratives should be concise and to-the-point, although this does not mean leaving out important material in order to meet any specific length limit.
The report should be written in plain English with a simple layout so that key messages are readily identified. Although this guide is focused on non-statutory annual reporting, the principles are equally relevant to other communications with shareholders such as half-yearly reviews and sustainability reports.
The annual report and accounts, taken as a whole, should be fair, balanced and understandable and provide the information necessary for shareholders to assess the company’s position and performance, business model and strategy.
The purpose of the strategic report is to inform members and help them assess how the directors have performed their duty to promote the success of the company. It must be approved by the board, signed separately and filed with the Registrar of Companies. The strategic report should include:
o. Chairman’s statement
p. Chief executive’s review
q. Chief financial officer’s review
If companies wish to include a CFO review this might include commentary on the financial results, dividends, balance sheet, capital position and going concern.
r. Directors’ report
Summary of information contained on the company’s website or in a separate report.
Profiles of the board of directors and the secretary and a link to the profiles on the company’s website.
a. Corporate governance statement
b. Directors’ remuneration report (for quoted companies)
6. Independent auditors’ report
7. Financial statements
Details of the financial statements are not covered in this list of contents but this section of the annual report should include:
BRADFORD SCHOOL OF BUSINESS AND CARE will aspire to invest at least 50% of its post-tax profits in further technology innovation and growing its market share for the first three years. Earnings will be retained to fund growth.
BRADFORD SCHOOL OF BUSINESS AND CARE may seek a public listing when market conditions are suitable and the company has proven trading performance with good future prospect and plans. BRADFORD SCHOOL OF BUSINESS AND CARE believes that this is unlikely to happen before 5 years of successful trading. Prior to financing the subscription for a new share issue, BRADFORD SCHOOL OF BUSINESS AND CARE will conduct a thorough analysis covering, among other things, the following:
BRADFORD SCHOOL OF BUSINESS AND CARE is expected to have general policies and guidelines approved by the Board or CEO to govern the criteria for financing the subscription for new share issues. Deviations from such general policies and guidelines should have the approval of the appropriate authority.
The initial public offering (IPO) requires a great deal of effort, cost and management focus. The preparation and execution of an IPO require the company, working closely with legal counsel, auditors and underwriters, to identify, analyse and resolve a myriad of legal, accounting and business issues. General considerations that an IPO candidate should evaluate to determine whether it is prepared for an IPO to include:
There are a number of other considerations that BRADFORD SCHOOL OF BUSINESS AND CARE should evaluate before contemplating an IPO, including restrictions on publicity before and during the offering; selection of underwriters; disclosure of related-party transactions; disclosure of executive compensation; prohibition on loans to directors and officers; structure of the board and board committees; adequacy of disclosure practices and procedures; ethics and conduct codes and procedures; accounting and corporate law matters; listing on a stock exchange. BRADFORD SCHOOL OF BUSINESS AND CARE believes that they will need a period of 3 to 5 years before seeking public offering. Until that time, BRADFORD SCHOOL OF BUSINESS AND CARE will make sure that they are fully prepared with all the legal requirements
Set out our responsibilities, and of those working for us, in observing and upholding our position on bribery and corruption; and Provide information and guidance to those working for us on how to recognise and deal with bribery and corruption issues
Bribery and corruption are punishable for individuals by imprisonment and if we are found to have taken part in corruption we could face substantial fines as well as property seizure, be excluded from tendering for public contracts and face damage to our reputation. We, therefore, take our legal responsibilities very seriously. In this policy, the third party means any individual or organisation you come into contact with during the course of your work for us, and includes actual and potential clients, customers, suppliers, distributors, business contacts, agents, advisers, and government and public bodies, including their advisors, representatives and officials, politicians and political parties.
BRADFORD SCHOOL OF BUSINESS AND CARE 's policy is to conduct all of our business in an honest and ethical manner. We take a zero tolerance approach to bribery and corruption and are committed to acting professionally, fairly and with integrity in all our business dealings and relationships wherever we operate and implementing and enforcing effective systems to counter bribery.
We will uphold all laws relevant to countering bribery and corruption in all the jurisdictions in which we operate. However, we remain bound by the laws of the UK including the UK Bribery Act 2010 in respect of our conduct both at home and abroad.
This policy applies to all individuals working at all levels and grades, including senior managers, officers, directors, employees (whether permanent, fixed-term or temporary), consultants, contractors, trainees, seconded staff, homeworkers, casual workers and agency staff, volunteers, interns, agents, sponsors, or any other person associated with us, or any of our subsidiaries or their employees, wherever located (collectively referred to as workers in this policy).
A bribe is an inducement or reward offered, promised or provided to gain any commercial, contractual, regulatory or personal advantage
Furthermore, gifts should not be offered to, or accepted from, government officials or representatives, or politicians or political parties, without the prior approval of a member of the Senior Management Team. We appreciate that the practice of giving business gifts varies between countries and regions and what may be normal and acceptable in one region may not be in another. The test to be applied is whether in all the circumstances the gift or hospitality is reasonable and justifiable. The intention behind the gift should always be considered.
It is not acceptable for you (or someone on your behalf) to:
We do not make, and will not accept, facilitation payments or "kickbacks" of any kind. Facilitation payments are typically small, unofficial payments made to secure or expedite a routine government action by a government official. They are not commonly paid in the UK but are common in some other jurisdictions.
If you are asked to make a payment on our behalf, you should always be mindful of what the payment is for and whether the amount requested is proportionate to the goods or services provided. You should always ask for a receipt which details the reason for the payment. If you have any suspicions, concerns or queries regarding a payment, you should raise these with a member of the Senior Management Team. Kickbacks are typically payments made in return for a business favour or advantage. All workers must avoid any activity that might lead to, or suggest, that a facilitation payment or kickback will be made or accepted by us.
We do not make contributions to political parties. We only make charitable donations that are legal and ethical under local laws and practices. No donation must be offered or made without the prior approval of a member of the CEO.
You must ensure that you read, understand and comply with this policy. The prevention, detection and reporting of bribery and other forms of corruption are the responsibility of all those working for us or under our control. All workers are required to avoid any activity that might lead to, or suggest, a breach of this policy
You must notify a member of the Senior Management Team as soon as possible if you believe or suspect that a conflict with this policy has occurred, or may occur in the future. For example, if a client or potential client offers you something to gain a business advantage with us, or indicates to you that a gift or payment is required to secure their business.
We must keep financial records and have appropriate internal controls in place which will evidence the business reason for making payments to third parties.
You must declare and keep a written record of all hospitality or gifts accepted or offered, which will be subject to managerial review.
You must ensure all expenses claims relating to hospitality, gifts or expenses incurred by third parties are submitted in accordance with our expenses policy and specifically record the reason for the expenditure. All accounts, invoices, memoranda and other documents and records relating to dealings with third parties, such as clients, suppliers and business contacts, should be prepared and maintained with strict accuracy and completeness. No accounts must be kept "off-book" to facilitate or conceal improper payments.
You are encouraged to raise concerns about any issue or suspicion of malpractice at the earliest possible stage. If you are unsure whether a particular act constitutes bribery or corruption, or if you have any other queries, these should be raised with a member of the Senior Management Team. Concerns should be reported by following the procedure set out in our Whistleblowing Policy
What to do if you are a victim of bribery or corruption It is important that you tell a member of the Senior Management Team as soon as possible if you are offered a bribe by a third party, are asked to make one, suspect that this may happen in the future, or believe that you are a victim of another form of unlawful activity.
Workers who refuse to accept or offer a bribe, or those who raise concerns or report another's wrongdoing, are sometimes worried about possible repercussions. We aim to encourage openness and will support anyone who raises genuine concerns in good faith under this policy, even if they turn out to be mistaken.
We are committed to ensuring no one suffers any detrimental treatment as a result of refusing to take part in bribery or corruption, or because of reporting in good faith their suspicion that an actual or potential bribery or other corruption offence has taken place, or may take place in the future. Detrimental treatment includes dismissal, disciplinary action, threats or other unfavourable treatment connected with raising a concern.
If you believe that you have suffered any such treatment, you should inform a member of the Senior Management Team immediately. If the matter is not remedied, and you are an employee, you should raise it formally using the Grievance.
Training on this policy forms part of the induction process for all new workers. All existing workers will receive regular, relevant training on how to implement and adhere to this policy.
Our zero-tolerance approach to bribery and corruption must be communicated to all suppliers, contractors and business partners at the outset of our business relationship with them and as appropriate thereafter.
The CEO has overall responsibility for ensuring this policy complies with our legal and ethical obligations, and that all those under our control comply with it.
The CEI has primary responsibility for implementing this policy, and for monitoring its use and effectiveness and dealing with any queries on its interpretation. Management at all levels is responsible for ensuring those reporting to them are made aware of and understand this policy and are given adequate and regular training on it.
The CEO will monitor the effectiveness and review the implementation of this policy, regularly considering its suitability, adequacy and effectiveness. Any improvements identified will be made as soon as possible. Internal control systems and procedures will be subject to regular audits to provide assurance that they are effective in countering bribery and corruption.
All workers are responsible for the success of this policy and should ensure they use it to disclose any suspected danger or wrongdoing.
Workers are invited to comment on this policy and suggest ways in which it might be improved. Comments, suggestions and queries should be addressed to the CEO. This policy does not form part of any employee's contract of employment and it may be amended at any time.
The following is a list of possible red flags that may arise during the course of you working for us and which may raise concerns under various anti-bribery and anti-corruption laws. The list is not intended to be exhaustive and is for illustrative purposes only.
If you encounter any of these red flags while working for us, you must report them promptly to a member of the Senior Management Team or using the procedure set out in the Whistleblowing Policy:
BRADFORD SCHOOL OF BUSINESS AND CARE welcomes feedback from students who are using BRADFORD SCHOOL OF BUSINESS AND CARE system because it is chiefly by listening to students’ views that we can monitor the service we are providing and ensure that we continue to provide students with the high level of service that they expect, but also better enable us to improve that service.
If in the student’s view, a complaint cannot be resolved informally then he or she may make a formal complaint within a reasonable period of time.
The purpose of this policy is to describe the basis upon which BRADFORD SCHOOL OF BUSINESS AND CARE can avail themselves of the intellectual property rights conferred upon them to operate the system.
This policy will be regularly reviewed, in the light of experience. Comments and contributions on the policy from staff, stakeholders and the public are welcome at any time
16. Staff Development Policy
Quality Code Chapter B3: Expectation Indicator 3
Learning and teaching practices are informed by reflection, evaluation of professional practice, and subject-specific and educational scholarship.
The aims of BRADFORD SCHOOL OF BUSINESS AND CARE staff development policy are to:
The Academy will invest time and resources in the development of its staff, both full and part-time.
Quality Code Chapter B4: Expectation Indicator 7
Higher education providers ensure staff who enable students to develop and achieve are appropriately qualified, competent, up to date and supported.
Members of staff will be appraised by their manager, who will complete a formal annual appraisal which will be based upon a discussion with the employee. Employees will have the opportunity to air their views, record any comments and discuss plans for their development.
All promotions are made solely on the basis of individual merit, and all suitable candidates will be considered regardless of their sex, race, religion, disability, sexual orientation or age.
An individual’s potential for promotion is assessed by considering many aspects of their past, current performance and future capabilities.
This policy is based upon a sample produced by ACAS
We are committed to improving the health, wellbeing and attendance of all employees. We value the contribution our employees make to our success. When any employee is unable to be at work for any reason, we miss that contribution. This absence policy explains:
The Academy’s absence policy is based on the following principles:
If an employee is going to be absent from work they should communicate this to their manager or deputy within an hour of their normal start time. They should also:
The manager will check with employees if there is any information they need about their current work. If the employee does not contact their manager by the required time the manager will attempt to contact the employee at home. An employee may not always feel able to discuss their medical problems with their line manager. Managers will be sensitive to individual concerns and make alternative arrangements, where appropriate. For example, an employee may prefer to discuss health problems with a person of the same sex.
Evidence of incapacityEmployees can use the Academy self-certification arrangements for the first five days absence. Thereafter a letter from a GP in the form of a ‘Statement of Fitness for Work’ is required to cover every subsequent day. If absence is likely to be protracted, i.e. more than four weeks continuously, there is a shared responsibility for the Academy and the employee to maintain contact at agreed intervals.
‘May be fit for some work’If the GP advises on the Statement of Fitness for Work that an employee ‘may be fit for work’ we will discuss with the employee ways of helping them get back to work. This might mean talking about a phased return to work or amended duties.
Return to work discussionsManagers will discuss absences with employees when they return to work to establish:
If an employee’s GP has advised that they ‘may be fit for work’ the return to work discussion can also be used to agree in detail how their return to work might work best in practice. A more formal review will be triggered by:
This review will look at any further action required to improve the employee’s attendance and wellbeing. These trigger points are set by line managers and are available upon request.
Absence due to disability/maternityAbsences relating to the disability of an employee or to pregnancy will be kept separate from sickness absence records. We refer employees to our Equal Opportunity Policy.
This policy is adapted from a sample policy produced by ACAS
Fraud is a serious potential problem for any institution, but particularly serious when dealing with public funding. The guidelines set out below aim to identify instances of suspected fraud early, so that they can be dealt with in a timely manner.
Fraud must not be accepted at any level, whether financial or academic. The Academy has a duty to promote the highest standards at all times, so any action or suggestion that fraud can be tolerated is absolutely inappropriate and will invoke the Staff Disciplinary Policy Staff Disciplinary Policy.
The senior management committee is responsible for the prevention, detection and investigation of irregularities, including fraud.
Fraud is primarily prevented through adhering to the Academy’s various adopted policies. Regular and ad-hoc audits of Academy functions also serve as a deterrent and an early warning of possible irregularities.
Matters of academic integrity, from admissions, to programme delivery, to certification are the remit of the Academy Registrar. An annual audit of academic functions in the Academy will be conducted by the Registrar, as well as ad-hoc audits as often as the Registrar deems necessary. All emails, files (paper and electronic) and database record shall be made available to the Registrar during such audits.
Quality Code Chapter B2: Expectation Indicator 4
Higher education providers monitor, review and update their recruitment, selection and admission policies and procedures, in order to enhance them and to ensure that they continue to support the provider's mission and strategic objectives.
Matters of financial irregularity, and all other irregularities in all areas of the Academy finances are the remit of the Academy Director. An annual audit of financial functions in the Academy will be conducted by, or arranged by, the Academy Director, as well as ad-hoc audits as often as the Academy Director deems necessary. All emails, files (paper and electronic) and database record shall be made available to the Academy Director during such audits.
Staff and students of the Academy are encouraged to be vigilant when applying the Academy policies at all times. They are also encouraged to raise any concerns that they may have in writing in confidence to the Academy Director in the first instance, or the Academy owner, if the concerns are regarding the Academy Director.
Staff should be made aware of this policy as part of their induction programme. Students should be made aware of the seriousness with which the Academy views irregularities and fraud, as well as the mechanism for raising concerns. Persons identifying irregularities will not be adversely affected as a result of ‘whistle blowing’ or identifying. If, however, upon investigation they are implicated in the irregularity, then they may face appropriate disciplinary measures. An individual gaining or seeking to gain inappropriate access to files, records or computer systems, which are not ordinarily part of that individual’s role, will be viewed as a potential instance of irregularity and will invoke an investigation, headed by the appropriate senior management team member, as identified above
At any point in time the Academy Director can invite an external auditor to conduct a limited or full audit of Academy functions.
The BRADFORD SCHOOL OF BUSINESS AND CARE aims to encourage improvement in individual conduct or performance. This policy sets out the actions which will be taken when disciplinary rules are breached.
If, after investigation, it is confirmed that an employee has committed an offence of the following nature (the list is not exhaustive), the normal consequence will be dismissal without notice or payment in lieu of notice:
While the alleged gross misconduct is being investigated, the employee may be suspended, during which time he or she will be paid their normal pay rate. Any decision to dismiss will be taken by the employer only after full investigation.
An employee who wishes to appeal against any disciplinary decision must do so to the Academy Director within five working days. The employer will hear the appeal and decide the case as impartially as possible.
