Quest Policies
Quest Policies
Asset Management Policy
Asset Management Policy
Quest Claims Solutions, hereafter referred to as “the Company” has implemented the following Asset Management Policy.
Purpose:
The Company’s asset management policy provides direction for the management, control and accountability of assets owned or controlled by the Company. It aims:
- To ensure effective, efficient, and economical use of existing company assets; and
- To emphasize a culture of accountability and reporting regarding company resources.
Scope:
This policy applies to all employees of the Company.
Asset Management and Control Measures
When a company asset is issued to an employee, the employee understands that:
The issued company assets, equipment and consumables are work tools provided by the Company for the fulfilment of their daily duties and responsibilities as outlined in their employment contract.
The Company assets, equipment and consumables should be transported in the Company issued carry bag and stored carefully so it is not susceptible to damage. Employees may not make any permanent personally identifying marks on the Company assets, equipment and consumables including adhesive stickers/labels.
- The Company assets, equipment and consumables should never be left unattended after office hours, weekends, holidays etc.
- The Company assets, equipment and consumables should not be left unattended in any public area.
- The Company assets, equipment and consumables should not be left inside a vehicle where temperature extremes can cause temporary or permanent damage to any unit and/or any its components, or in such manner that it may be visible resulting in theft.
- Any data corruption or configuration errors caused by the installation, or downloading, of unauthorized or illegal software may result in a loss of all data on company assets, equipment and/or systems due to the need for a complete reload. No such data which is communal or pornographic in nature may be stored on Company assets, equipment and/or systems.
- Upon termination of employment in whichever manner such termination may come about, the Company assets, equipment and consumables will be returned to the Company in the best condition possible and will be inspected prior to the conclusion of my last day at the Company.
Damage, Loss and Theft
In the event of damage, loss or theft of the Company assets, equipment and consumables, employees understand that they are:
- Responsible for reporting the incident to the Company within 24 hours by notifying your supervisor and to file an incident report with the SAPS.
- To assist the Company in its investigation and to provide as much information as possible regarding the damage, loss or theft of the Company assets, equipment and consumables.
Accountability and Disciplinary Consequences
In the event of any damage or abuse of the Company assets or equipment due to negligence and failure to follow the guidelines as outlined, employees will be held liable for the damages incurred and will be subjected to a disciplinary procedure as per the Company’s Disciplinary Code of Conduct. The cost implications for damaged assets and equipment are listed below:
Locks and Drawers: R50.00
Headset: R500.00
Laptop/PC: R5000.00
Code of Conduct and Ethics Policy
Code of Conduct and Ethics Policy
Index:
Policy:
1. STATEMENT OF INTEGRITY / MESSAGE FROM THE DIRECTORS
1.1 Quest Claims Solutions vision in becoming the industry leader in insurance related recovery and liability claims is founded in the application of best practices in good corporate governance and is premised on the nature of every business transaction conducted by every employee on a daily basis. It is built on an inherent set of values which aim to inspire our employees to maintain the highest ethical standards in all their dealings with our clients and stakeholders, as well as their relationships within the organisation.
1.2 The success of our business is dependent on the trust and confidence we earn from our employees, customers and shareholders. We gain credibility by adhering to our commitments, displaying honesty and integrity and reaching company goals solely through honourable conduct. It is easy to say what we must do, but the proof is in our actions. Ultimately, we will be judged on what we do.
1.3 In an effort to build our brand as a responsible business entity; to enhance our reputation (all our employees have to be committed to maintaining the highest level of ethical conduct in their actions and relationships.
1.4 The Quest Claims Solutions (QCS) Code of Conduct has the full support of myself and the Executive Management and staff. It is aimed to reflect the organisation’s personal integrity, honesty, respect for human dignity, equal opportunity, and the rights of others. It reflects our commitment to what is right, fair, reasonable, legal, and just.
1.5 When considering any action, it is wise to ask: Will this build trust and credibility for QCS Will it help create a working environment in which QCS
can succeed over the long term? Is the commitment I am making one I can follow through with? The only way we will maximize trust and credibility is by answering “yes” to those questions and by working every day to build our trust and credibility.
1.6 We believe that it is the only way to conduct our business.
2. CODE OF ETHICS
2.1 A Guide to Doing the Right Thing…
2.1.1 Ethics shapes everything we do in our personal lives, and it is something that we should consider in every decision we make.
2.1.2 Applying ethics to our everyday lives is something most of us do almost without thinking about it.
2.2 What’s Right when Doing Business?
2.2.1 It is always in a company’s best interest to see to it that its business is conducted ethically. It’s about doing the right thing.
2.2.2 Ethical business practice is part of a company’s obligation towards its stakeholders – including shareholders, customers, employees, business partners, competitors, the authorities, and the wider community.
2.2.3 Research has also shown that both employees and customers are more easily drawn to an ethically and socially responsible company. In the long run, ethical organisations are more sustainable, and successful.
2.2.4 Issues involving ethics filter into every aspect of our daily activities at work. Taking photocopy paper, or company stationery for personal use is unethical. So is procuring a contract for a personal friend in your department. So is running a small business on the side from your office. Disrespect for somebody’s race or gender is unethical, and so is showing up late for a meeting.
2.3 QCS has a Code of Ethics that was formulated to provide a guide for each employee on how to do the right thing when doing business and this is
underpinned by the QCS’ values.
2.3.1 Making the Right Decision
2.3.2 Making an ethical business decision isn’t always the easiest thing to do. There is often more than one competing interest involved and deciding which one would be in the company’s best interest can boil down to a truly difficult choice.
2.4 Here are seven important questions you can ask yourself as a guide to make the right choice:
2.4.1 Is this decision or action legal?
2.4.2 Am I acting in terms of the conditions of my employment contract?
2.4.3 Does this decision or action comply with QCS’ policies and procedures?
2.4.4 Is the decision or action consistent with QCS’ values and behaviours?
2.4.5 Does this decision or action feel right?
2.4.6 Would I be happy if my manager, supervisor, or colleagues knew about this decision or action?
2.4.7 Would I be happy to have this decision or action published on the front page of a newspaper?
2.5 If you can give an unqualified “yes” to all of the above, you are most probably doing the right thing. If you can’t, go to your manager, or a compliance officer or risk manager for guidance.
3. QCS ETHICS POLICY
3.1 QCS is committed to a policy of fairness, transparency, honesty, impartiality, objectivity, credibility, integrity and, above all, accountability, in the conducting of all its business affairs, both inside and outside the organisation. This commitment is based on a fundamental belief in honest, fair, and legal conduct in all business activities. Therefore, we trust all our employees to share this commitment to high moral, ethical and legal standards. The purpose of this document is therefore to lay down a strict ethical code with which each permanent or contract employee is required to comply.
3.2 Failure to comply with this Policy will amount to misconduct and will be dealt with in terms of the QCS’s Disciplinary Code.
4. ETHICS AND VALUES
4.1 Ethics involve the ability to distinguish right from wrong and a commitment to do what is right. Values are core beliefs which create individual attitudes. Although individual values may differ, this does not imply a choice about behaving ethically in the business environment at QCS. Our Code of Conduct, as well as the Constitution of South Africa and the national laws and regulations, prescribe legal conduct that embodies values based on ethical principles, while taking into account and respecting cultural diversity in South Africa.
5. ETHICAL CONDUCT
5.1 Ethical conduct refers to standards of conduct or the ways in which we should behave, based on our moral values that arise from principles about what is right and wrong in our business environment.
5.2 Individual ethical behaviour refers to actions by an employee which are intended to further the common good of the organisation, as determined by its policies, procedures, and business objectives. Collective ethical behaviour is that which is perceived by the QCS external clients and stakeholders about our commitment to the common good based on the actions of our employees.
5.3 Ethical conduct is fostered and maintained when individual employees act with integrity, honesty and in good faith in all their business dealings. It is reflected in behaviour that adheres to this policy, adopts its principles, and follows its guidelines.
5.4 We believe that a reputation for honesty and integrity attracts and retains customers and will ultimately have a direct bearing on the success of the business. Furthermore, we believe that having strong ethical values and consistently displaying them in all our activities, we derive added benefits,
such as:
5.4.1 Improved business management;
5.4.2 increased productivity;
5.4.3 avoidance of litigation;
5.4.4 an enhanced organisation image that attracts talent;
5.4.5 earning the respect and support of all our business partners and stakeholders alike; and
5.4.6 Building a sustainable business which guarantees business continuity and longevity.
6. ETHICS ON THE JOB
6.1 This section describes responsibilities for protecting confidential information andassets and the need for fair and honest reporting of
information internally, and external to, the organisation.
6.1.1 Confidential Information:
• During the course of our work, employees may have access to confidential information, including business plans, financial information, personnel, and salary information. Disclosure of confidential information outside of QCS, especially to competitors, could be harmful to the overall success and lifespan of the organisation. Consequently, confidential information should be used only for the purpose for which it was intended and respecting the confidentiality of corporate or personal information is an absolute requirement that each employee should comply with, without any exception. Confidential information should preferably – where only available in hard copy format – be kept in locked files and storage areas and should eventually properly and responsibly be disposed of.
6.1.2 Asset Protection (This clause includes physical assets and the organizational funds:
• QCS employees must always ensure that the organisation’s assets are used only for legitimate organizational business purposes. Where an employee’s position requires organisational funds to be spent, it is the individual’s responsibility to use good judgement on behalf of the organisation and to ensure that appropriate value is received by the organisation for such expenditures.
7. ETHICS IN CONDUCTING BUSINESS
7.1 This section describes QCS’s commitment to quality, safety, employee
development and society.
7.1.1 Commitment to Employees:
• One of the QCS’s core values is being people oriented. Employees are treated in the most human way and a professional work ethic is promoted.
• As the employer, QCS is committed to honouring the values of respect, dignity and equal opportunity; fully subscribes to employee development; participation and empowerment; and provides a safe and healthy working environment.
7.1.2 Commitment to Safety:
• QCS is committed to promoting and ensuring the safety of our employees and customers in the work environment. Safety is defined as to include physical safety and gender sensitive, professional security.
• It is the responsibility of all QCS employees and contract staff to ensure that they;
• Don’t risk the health and safety of our employees and community.
• Avoid harming the lives of local and indigenous people.
• Support diversity and inclusion.
8. ETHICS OF THE JOB
8.1 This section describes ethical standards that employees should adhere to.
8.1.1 Conflicts of Interest:
• The organisation expects employees not to use their position or knowledge gained through their position within QCS for private and/or personal gain or to conduct business in such a manner that a conflict or even a perceived conflict arises between the organisation’s interest and any employee’s personal interest.
• A conflict of interest exists when an employee has a personal interest that could interfere with his/her objectivity in performing his/her duties as a QCS employee.
• For instance, a potential conflict could occur where an employee, a member of an employee’s family or a business with which the employee or family is associated, obtains a gain, advantage or profit by virtue of the employee‘s position with the organisation or information gained through using that position.
• Employees should therefore avoid any real or perceived conflict of interest with QCS as its employer.
8.1.2 Outside Employment and Directorship:
• Whilst QCS promotes diverse participation of their employees in professional bodies and community organisations, employees should not, without prior authorisation in terms of QCS’s contract of employment, acquire any business interest or participate in any activity outside the organisation which could lead to any of the following:
An excessive demand of the employee’s time and attention which would deprive QCS of the employee’s best efforts on the job employed for.
8.1.3 A conflict of interest, i.e., an obligation, interest or distraction which would – or could – interfere or appear to interfere with the independent judgement in QCS’s best interests.
8.1.4 It is regarded as a contravention of this Policy for employees to take up additional outside employment without prior authorisation by the
Executive team. Employees who are offered Directorship positions outside of their QCS employment are required to seek Executive approval prior to accepting any such offer.
8.1.5 The provisions around Outside Work, as contained in the QCS contract of employment, should accordingly at all relevant times strictly be followed by every employee and the required declarations of interest be signed and/or updated annually.
8.1.6 Conflicts of interest also include:
• External work for clients, suppliers, vendors, or competitors.
• Accepting a project for personal gain, the nature of which is similar to the work being done for QCS.
• Accepting exclusive or preferential discounts from an employee or representative of a supplier or client.
• Dealing directly with or through a spouse or family member who is a supplier, vendor, client, or competitor, or is employed by one.
8.1.7 Political Involvement:
• QCS believes in the country’s Constitution and thus will not willingly and consciously violate it. Individual employees have a right to participate in political processes and activities, as long as these do not deprive the organization of their work. QCS will not attempt to influence any such activity provided
there is no disruption to workplace activities, and it does not contribute to industrial unrest.
• QCS funds and/or services must never be used to contribute to political activities in any way.
8.1.8 Relationship with Customers, Clients and Suppliers:
• When dealing with clients, customers and suppliers, employees should ensure that they are independent and are seen to be independent, from any business organisation having a contractual relationship with the organisation, providing goods or services to the organisation.
9. BUSINESS TRANSACTION PAYMENTS
9.1 Relationships with suppliers, contractors, and consultants.
9.1.1 The following applies particularly to employees who have direct contact with outside suppliers or who are indirectly involved in source selection, evaluation, and procurement.
9.1.2 Restricted, proprietary, or sensitive information about QCS may not be revealed to a supplier or potential supplier without the proper and prior authorisation from the QCS Executive team.
9.1.3 QCS will not accept any form of improper influence, inducement, bribery or unethical conduct by suppliers or clients. Such conduct will be immediately reported to the relevant employee’s supervisor or Manager, who, through the involvement of the relevant Human Resources Manager, will institute the appropriate action.
9.1.4 Employees who make or could influence procurement decisions, must not be involved in the solicitation, on behalf of charitable, civic or other organisations, of gifts, money or time from current or potential suppliers.
9.1.5 Payments to employees by suppliers, contractors, and consultants
9.1.6 No contractor, supplier or consultant should make any payment or provide anyform of reward to any QCS employee to obtain any business or contract, to take any action, or in respect of any contract or order awarded, or for any other reason. This could amount to bribery and corruption under certain circumstances and any supplier, contractor or consultant who attempts to embark upon such activities should be immediately reported to QCS’s executive team.
9.1.7 Payments to other persons
9.1.8 Payments for non-commercial purposes may be made only were authorised inadvance by the relevant Senior Manager.
10. EMPLOYEE ACCOUNTABILITY
10.1 Bribes and kickbacks
10.1.1 No bribes or kickbacks of any type may be paid to or accepted by any employee.Paying or receiving a bribe constitutes criminal behaviour and will be prosecuted to the full extent of the law.
10.1.2 In South African law, bribery is defined as “the giving, agreeing to give or offering to give, any reward or consideration in return for future or past action, in the course of an employee’s official duties.” The employee who receives or agrees to receive the reward or consideration, also commits bribery, and contravenes the Corruption Act.
10.2 Solicitation of payments, gifts, or loans
10.2.1 Employees may not use their position at QCS to solicit any form of favour, payment, overseas travel, gifts or loans from suppliers or other stakeholders.
10.2.2 Solicitation places the supplier or stakeholder in a position where he or she feels obliged to provide the favour or gift to avoid losing QCS business or receiving poor service. These practices are strictly forbidden.
11. GETTING TO GRIPS WITH ETHICS
11.1 QCS Code of Conduct applies equally to all employees and other representatives of the organisation. Compliance with the Code by all
employees and representatives is mandatory. Should you be in doubt about the application of the Code, discuss the matter with your immediate superior or the human resource practitioner within the organisation.
11.2 These guidelines will help you to perform your tasks at QCS with confidence andin an ethical and irreproachable manner. It will guide and support you
in identifying, considering, understanding, and appropriately responding to business ethics issues in the workplace.
11.3 The guidelines address a range of common business issues and practices that could present employees with ethical problems and set out the ethical
requirements in dealing with them. They are not intended to add to orto alter QCS’S contract of employment. Their benefits to employees lie in the
provision of clarity and certainty about responsibilities in terms of business ethics.
12. EVERY EMPLOYEE’S ETHICAL RESPONSIBILITIES AND RIGHTS
12.1 Familiarise yourself with this policy and its guidelines.
12.2 Request that you are familiarised with the full QCS Code of Conduct and your responsibilities in terms thereof.
12.3 Request to be made aware of and be sensitive to situations that could lead to unethical or illegal behaviour and avoid such situations.
12.4 Do not tolerate and report unethical behaviour in others.
12.5 Treat people with fairness, courtesy, and sensitivity to their rights.
12.6 Perform your duties with honesty and integrity, to the best of your ability and the good of QCS.
12.7 Communicate openly and honestly and act with commitment to achieve a fair, transparent and a responsible end result.
12.8 Take responsibility and accept accountability for your actions and decisions.
12.9 Obtain authority for any public statement that may be interpreted as an official comment from QCS.
13. RESPONSIBILITIES OF QCS MANAGEMENT
13.1 In addition to their ethical responsibilities and rights as QCS employees, team managers and senior managers have additional responsibilities
resulting from their managerial/supervisory duties:
13.1.1 A personal commitment to act according to the QCS’s Code of Conduct, communicate this commitment to your employees and lead by example;
13.1.2 maintain a work environment that encourages open communication about business ethics, issues and concerns, and one that promotes compliance with such ethics;
13.1.3 regularly review standards of conduct during team huddles and management check-ins; ensure that the Code of Conduct is communicated clearly and available to all your employees; ensure that appropriate ethics sensitisation and training is provided;
13.1.4 identify areas of risk in your business activities and establish ways to address potential contraventions of the Code of Conduct; 13.1.5 take responsibility for the conduct of your staff and ensure that serious or recurrent misconduct is dealt with appropriately; and
13.1.6 do not delegate discretionary authority to those employees who are unaware of or insensitive to the requirements of the ethics policy or guidelines.
14. SUMMARY OF GUIDELINES FOR ETHICAL CONDUCT
14.1 These guidelines serve as a barometer for ethical behaviour in your relationships with peers and colleagues in QCS and in conducting business with the organisation’s clients and stakeholders alike:
14.1.1 Perform your duties with honesty, integrity and to the best of your ability.
14.1.2 Communicate openly and honestly and demonstrate a sense of purpose and a commitment to achieving the optimum outcome, even under adverse conditions.
14.1.3 Accept accountability for your actions and decisions. Behave in away that is beyond reproach.
14.2 At all times, comply with the policies, procedures, and guidelines of QCS and the manner in which it conducts its business.
14.3 Use information obtained from the QCS work environment or resulting from your position as an employee of QCS, only for the purpose for which it is intended to the good of the organisation.
14.4 Treat the assets and property, its employees, its clients and stakeholders and its suppliers with the same respect as you would your own.
14.5 Do not waste QCS resources, including time.
14.6 Declare in writing, any information you may have about a personal or corporate conflict of interest.
14.7 Refuse any gifts that could be regarded as an attempt to exert undue influence over you to the detriment of the organisation.
14.8 Challenge others that you notice acting in an unethical way, report behaviour in conflict with the Code of Conduct and do not tolerate any form of retribution against those who speak up.
15. RESOLVING ETHICAL PROBLEMS: A STEP-BY-STEP GUIDE
15.1 Acting ethically often means being able to choose the correct decision or course of action when faced with a number of conflicting alternatives.
Having to accept responsibility and accountability for decisions and being able to prove that these decisions were ethical is what makes ethical behavior in the business environment so critical.
15.2 In order to best resolve an ethical dilemma, it is best to break the problem down into its components by asking a number of ethical questions. Some of the generic questions are listed below (these will not always address the specifics of every situation). Follow this step-by-step approach to help you to work through a business ethics problem:
15.2.1 Analyse the Situation:
• How did it occur?
• What must be decided?
• Who can make the decision – you or someone else?
• What are the implications of the decision?
• What written instructions should be consulted?
• Does an existing policy of procedure throw light on the situation?
• Who should be consulted?
• What are the ethical alternatives and the rationale for each?
15.2.2 If any of the choices require that an ethical principle be compromised, evaluate the facts and assumptions carefully. Is there room for a compromise that would not violate QCS’s standards of integrity? Finally, would another employee agree with your ethical judgement?
15.2.3 Consider the Possible Outcomes:
• Which outcome would be ethically preferable?
• Who could be hurt/who could be helped by the decision?
• To what extent could the persons affected be hurt or helped? What alternatives would be ethically permitted?
• Of the choices identified, which are the most effective in reducing harm; which are the most effective in providing help; which are the most aligned with QCS’s corporate values; and which most strongly preserve the rights of those involved?
Ask the Following Questions:
• Would I be proud to tell my family about my actions or have my actions madepublic?
• If I were on the other side of the table, would I consider it fair?
• Would my actions be viewed as proper by my peers?
• Will my decision still seem correct a year from now; five/ten years from now?
• Will my action contravene a law or guideline?
16. CONTRAVENTION OF THE CODE OF CONDUCT / ETHICS
16.1 The organization has several policies that serve to guide and regulate employee business conduct. These policies serve to protect the organization and the employee. All employees within the employ of QCS are expected not to transgress these policies.
16.2 Non-adherence to the policy and guidelines of the QCS Code of Conduct or transgression of the ethics will result in disciplinary action being taken.
16.3 However, should an employee require clarification on any policy, he/she is encouraged to seek information from Senior Management.
Grievance Policy and Process
Grievance Policy and Process
Purpose of our Grievance Policy
The purpose of this grievance policy is to enable you, if you are dissatisfied in any way with your employment, the opportunity to raise the matter formally and have it dealt with fairly and within a reasonable timeframe.
This policy applies to and should be read and understood by all staff.
This grievance policy is not contractual and does not form part of your terms and conditions of employment. Quest Claims Solutions’ (QCS) procedures for addressing any grievance you may have is aimed at mirroring best practice, based on the principles in the ACAS Code of Practice and the statutory procedures.
As all grievance situations are different, it may not always be possible, or appropriate to comply with this grievance policy. Therefore, although this grievance policy provides guidance as to the way that grievances will be dealt with at QCS, QCS reserves the right to depart from the requirements of this grievance policy where the situation requires. We will, however, deal with all grievances raised fairly, consistently, promptly and in accordance with our legal obligations.
All employees are cautioned to the fact of raising false grievances, which may result in a counter grievance of the initial complaining party and further disciplinary action.
Further to the above-mentioned the complainant must also refer to the companies policies before opting to follow the grievance route.
Policy Statement
At QCS we encourage open dialogue between you and your manager so that issues can be raised and resolved quickly, and to the satisfaction of all concerned.
We recognise that from time-to-time matters cannot be resolved fully through informal means and we encourage the use of our grievance procedure in these instances.
You will not suffer any detriment as a result of invoking our grievance procedure unless you act in bad faith.
Informal Approach
If you have a grievance related to your employment, you should first try to resolve it informally. In the first instance, you should raise the matter with your line manager or, if this is not possible, with Senior Management. The grievance can then be discussed informally and confidentially. All reasonable efforts will be made to investigate the matter if necessary and to resolve the grievance informally.
If you have tried and failed to resolve the matter informally or for some reason it is not appropriate to deal with the matter informally, you should follow the grievance procedure.
The focus of the grievance procedure is an open inquiry and investigation into your grievance, with a view to resolving it to the satisfaction of all concerned. Resolution may mean helping you to understand the points of view or constraints on others involved or it may mean taking action that redresses your grievance. In most cases, the aim of the procedure will be to ensure that the grievance is resolved, and the parties involved can continue to work productively together in the future.
If you have raised a grievance you will be entitled to be supported through the process by a separate party within QCS (i.e. another manager/ senior member of staff, or member of Senior Management not involved in the grievance process) to ensure that you have a point of contact to clarify the process ,outcome, queries or to provide general support to you in the completion of your normal duties while your grievance is being investigated.
You should note that if your grievance is that you have been dismissed or that QCS is contemplating dismissing you or taking other disciplinary action, in most cases, this will be dealt with as part of the disciplinary procedure.
However, if your grievance is that the dismissal or other disciplinary action which has been taken or contemplated is either:
(a) discriminatory; or
(b) is not being taken against you for the reasons stated by QCS but for some other reason then, even if
your employment with QCS has ended, you should raise a grievance unless it is no longer reasonably
practicable for you to do so and follow the 3-step grievance procedure set out below.
If your employment has ended, or in some other special circumstances, QCS can agree with you to go
through a modified 2 step grievance procedure.
Employees named in Grievances
If you, as an employee, have had a grievance raised against you by another employee, or you have been named in a grievance raised by another employee, you will also be entitled to be supported through the process by a separate party within QCS; i.e., another manager/ senior member of staff, or Senior Management not involved in the grievance process. This is to ensure that you have a point of contact to clarify the process or outcome queries or to provide general support to you in the completion of your normal duties while the grievance is being investigated. The same rules of accompaniment apply to any meetings you must attend as part of this process.
The Right to be Accompanied
You have a statutory right to be accompanied by a colleague if you are required to attend a grievance hearing. You must make a reasonable request to either your manager and/or SENIOR MANAGEMENT to be accompanied. Colleagues do not have to accept a request to accompany you and they should not be
pressured to do so.
A grievance hearing is a meeting where QCS will consider your complaint with you. This includes any appeal meetings or any grievance meetings which take place after you have left employment. Informal discussions or counselling sessions do not attract the right to be accompanied unless they could result in formal warnings or other actions. Meetings to investigate an issue are not grievance hearings. If it becomes clear during such a meeting that the meeting is one to which the employee has a right to be accompanied, the meeting should be ended, and a formal hearing arranged at which you will have the
right to be accompanied.
When you are choosing a companion, it is unreasonable to insist on being accompanied by a colleague whose presence would prejudice the hearing or who might have a conflict of interest. Nor would it be reasonable for you to ask to be accompanied by a colleague from a geographically remote location when someone suitably qualified is available on site. The request to be accompanied does not have to be in writing.
If an employee from QCS has agreed to accompany you, he/she is entitled to take a reasonable amount of paid time off to fulfil that responsibility. This should cover the hearing and to allow for some time for your companion to familiarise themselves with the case and confer with you, both before and after the
hearing.
Applying the Right to be Accompanied
Where possible we will allow your companion to have a say in the date and time of the hearing. If your companion cannot attend on a proposed date, you can suggest an alternative time and date if it is reasonable, and it is not more than 5 days after the original date.
Before the hearing you should tell your manager and/or SENIOR MANAGEMENT who you have chosen as a companion.
Your companion will be allowed to address the hearing in order to:
- put your case;
- sum up your case; and
- respond on your behalf to any view expressed at the hearing.
Your companion can also confer with you during the hearing and can participate as fully as possible in the hearing, including asking questions. However, your companion has no right to answer questions on your behalf, to address the hearing if you do not wish them to do this, or to prevent QCS from explaining their case or to prevent any other person at the hearing from making his or her contribution or disrupt proceeding.
You will not be disadvantaged in any way for using your right to be accompanied or for being a companion.
Formal Action / Procedure
The standard grievance procedure consists of 3 steps as outlined in detail below:
Step 1 – Inform us of the problem
If you have a grievance arising from your employment you should set out the details of and basis for your grievance in writing to your manager/Senior Management. Setting out a grievance in writing is not easy and if your first language is not English or you have difficulty expressing yourself on paper you can seek help from a work colleague. In circumstances where a grievance may apply to more than one person it may be appropriate for one letter to be sent collectively and signed by all parties.
When setting out your grievance, it is important that you explain your complaint as fully as you can, so that the manager dealing with it will understand the issues you are raising. If relevant, it may also be appropriate to enclose any documentation which might assist QCS in investigating and reaching a decision in respect of your grievance.
Step 2 – We will hold a meeting to discuss the problem
On receiving a formal grievance your Manager or Senior Management will invite you to a meeting in writing to discuss the matter as soon as practicable. You will also be notified of your right to be accompanied. If the manager who will hear the grievance does not consider that you have provided the details of your grievance and the basis for it, then you may be asked to provide further information before the meeting takes place. This is to ensure that everyone involved understands your complaint and to ensure that the meeting can be run as effectively as possible. After receiving your grievance, the Manager hearing your grievance will need a reasonable opportunity to consider a response to the information you have provided. He/ she may need to obtain additional information or paperwork from other managers or from Senior Management in order to fully understand your complaint.
Where possible the timing and location of the meeting will be agreed with you and your grievance will be treated confidentially.
If your companion cannot attend on a proposed date, you can suggest another date if it is reasonable and is not more than 5 working days after the date proposed by us.
The 5-day time limit may be extended by mutual agreement. You must take all reasonable steps to attend this meeting.
At the meeting you will be allowed to explain your complaint and say how you think it should be settled. If we reach a point in the meeting where further investigation and/or advice is necessary, the meeting will be adjourned.
Normally both QCS and you will be expected to go through the grievance procedure unless either party has reasonable grounds to believe that by doing so, they might be exposed to a significant threat such as violent, abusive, or intimidating behaviour or they will be harassed.
This exemption will only apply where QCS or you reasonably believe that they would come to some serious physical or mental harm; their property or some third party is threatened, or the other party has harassed them, and this may continue.
Equally the grievance procedure does not need to be followed if circumstances beyond the control of either party prevent one or more steps being followed within a reasonable period.
After the meeting we will inform you in writing of our response and/or decision to your grievance. This will normally be within 5 working days but if it is not possible to respond within this timeframe then we will give you an explanation for the delay and tell you when a response can be expected.
If you are unhappy with the decision after a grievance meeting you have the right to appeal.
Step 3 – Your right to appeal
If you wish to appeal then you must notify your line manager and/or Senior Management in writing, setting out why the decision is wrong, within 5 working days of receiving the response to your grievance meeting. We will invite you to a further meeting which you must take all reasonable steps to attend.
You have the right to be accompanied at the appeal meeting Where reasonably practicable, the appeal will be dealt with by a more senior manager other than
the manager who attended the first meeting (unless the most senior manager attended that meeting). If practicable the appeal may be dealt with by a more senior manager in another division or be external/independent to QCS.
After the appeal meeting, we will inform you of our final decision in writing. This will normally be within 5 working days but if it is not possible to respond within this timeframe then we will give you an explanation for the delay and tell you when a response can be expected.
The appeal meeting is the final stage in the grievance procedure. You have no further right to appeal.
Grievance Rules
- The procedure is designed to make it easy for you to raise issues with management and should:
- enable your Manager to deal informally with a grievance, if possible;
- keep proceedings confidential although this cannot be guaranteed;
- and allow you to have a companion at meetings. Issues that may cause grievances may include:
- terms and conditions of employment;
- health and safety;
- work relations.
- bullying and harassment;
- new working practices;
- working environment;
- organisational change;
- and equal opportunities.
Overlap with Disciplinary Procedures
Appeals against disciplinary decisions should be channeled through the disciplinary appeals procedure, not the grievance procedure. However, if employees wish to raise a grievance about the way in which a manager handled a disciplinary hearing or conducted the investigation (for example, if it is considered that they had ulterior motives for deciding on a particular disciplinary sanction, have behaved in a discriminatory manner, or have not followed due process without explanation) you should use the above procedure. QCS will take appropriate action and, if necessary, suspend the disciplinary procedure for a short period until your grievance can be considered. It may be that in certain circumstances where you raise a grievance before an appeal has been heard in relation to the disciplinary sanction, that we may use the appeal hearing to also consider your grievance. You will be notified if this is going to happen. Once the grievance process is concluded then the disciplinary procedure may be resumed.
Recruitment Policy
Recruitment Policy
Policy Brief & Purpose
Quest Claims Solutions (the “Company”) employee recruitment policy details the process for selecting both internal, and external, job candidates. This recruitment policy serves as the procedure for Managers and Human Resources (“HR”) to use for the implementation of an effective hiring process. The Company is committed to equal opportunity at every selection stage. Hiring panels will aim for a well planned and discrimination-free hiring process.
Scope
The recruitment policy applies to all employees who are involved in the hiring process for the Company. It also refers to all potential job candidates.
Policy Elements: What is the recruitment process?
The following steps must be adhered to:
1. Identify need for a vacancy
2. Acquire approval for the vacancy from the Operations Director and Managing Director
3. Decide whether to hire externally or internally
4. Review the job description and compose a job advertisement
5. Select appropriates sources (external or internal) for posting the opening
6. Decide on the selection stages and timeframe
7. Review resumes
8. Source candidates
9. Shortlist applications
10. Proceed through all selection stages
11. Run background and reference checks
12. Select the most suitable candidate
13. Acquire approval to make an official offer of employment from the Operations Director and Managing Director
14. Make an official offer
The hiring panel can remove/add steps as appropriate. However, the first six stages, and point 13, are mandatory in every hiring process.
Creating Job Descriptions
HR will partner with Management to create a full job description for each role. Job descriptions must be clear
and accurately represent the vacant position. The job descriptions will be consistent with the Company’s
values. It will be addressed in a polite, professional, and engaging tone.
It will include:
- A short summary of the role’s purpose
- A list of responsibilities
- A list of requirements
- How to apply
Posting Job Vacancies
HR will post a job vacancy internally before recruiting externally. Details of the vacancy will:
- Be communicated through email only
- Provide a job description
- Have a deadline for all applications
Should an internal candidate apply for a vacancy, their Senior Manager must be notified of the application to
ensure transparency and allow for contingency planning.
Employee Selection Stages
The Company’s standard hiring process according to a role’s requirements involves:
- Resume screening
- Interview
The hiring panel will be allowed to add stages depending on the role they’re hiring for. For example, they can
add the following selection stages/methods:
- Assessments
- Group interviews
- Competency/Knowledge Tests
- Referrals Evaluation
Should a candidate be referred to the company by any employee, approval must be acquired by the Managing Director, or Operations Director, to proceed with the interview process.
Interview Feedback
HR must always inform candidates they interviewed that they have decided to reject them and provide relevant feedback. Feedback must be brief, respectful, and job-related as the general rule for writing feedback emails to candidates.
Once a decision has been made to hire a candidate, an offer will be made conditionally on the completion of the required background checks and testing. Background checks will vary depending on the position and may include criminal history, credit history, driving record or any other relevant information for the job.
Once HR receives satisfactory results from all required background checks, candidates will be provided with a final job offer. If a candidate fails to accept an offer of employment within 5 working days, the offer may be rescinded by the company.
Revoked Offers
When a formal offer for employment has been revoked, HR must draft and sign an official document. This document must include a legitimate reason for revoking the offer. Legitimate reasons include:
- Candidate is proved to not be legally allowed to work for our company at a specific location
- Candidate has falsified references or otherwise lied about a serious issue
- Candidate doesn’t accept the offer within the specified deadline (deadline must have been included in the offer letter)
Sexual Harassment Policy
Sexual Harassment Policy
Company Statement
Quest Claims Solutions (the “Company”) is committed to providing a safe environment for all its employees free from discrimination on any ground and from harassment at work including sexual harassment. The Company will operate a zero-tolerance policy for any form of sexual harassment in the workplace, treat all incidents seriously and promptly investigate all allegations of sexual harassment. All complaints of sexual harassment will be taken seriously and treated with respect and in confidence. No one will be victimised for making such a complaint.
Introduction
Sexual harassment in the workplace is a form of sexual discrimination which negatively affects the working environment, undermines gender equality at work, creates unfair practices in employment, and adversely impacts the dignity and well-being of workers. It creates psychological anxiety and stress for victims and if ignored, can result in high costs for companies through loss of productivity, low worker morale, absenteeism, and staff turnover.
What is sexual harassment?
“Sexual harassment” is defined as any behaviour of a sexual nature that affects the dignity of women and men, which is considered as unwanted, unacceptable, inappropriate, and offensive to the recipient, and that creates an intimidating, hostile, unstable or offensive work environment.
“Quid pro quo” (this for that) sexual harassment is committed when an employer, supervisor, manager, or co-worker, undertakes or attempts to influence the process of recruitment, promotion, training, discipline, dismissal, salary increment or other benefit of an existing staff member or job applicant, in exchange for sexual favours.
Forms of sexual harassment?
Sexual harassment in the workplace can be physical, verbal, or non-verbal, and include the major forms as follows:
Physical conduct
- Physical contact including patting, pinching, stroking, kissing, hugging, fondling, or
inappropriate touching without any form of consent. - Physical violence, including sexual assault.
- The use of job-related threats or rewards to solicit sexual favours.
Verbal conduct
- Comments on a worker’s appearance, age, private life, etc.
- Sexual comments, stories, and jokes – whether direct or indirect.
- Sexual advances.
- Repeated and unwanted social invitations for dates or physical intimacy.
- Insults based on the sex of the worker.
- Condescending or paternalistic remarks.
- Sending sexually explicit messages (by phone or by email).
Non-verbal conduct
- Display of sexually explicit or suggestive material.
- Sexually suggestive gestures.
- Whistling.
- Leering.
What are your rights?
Anyone can be a victim of sexual harassment, regardless of their gender and the gender of the harasser. The Company recognises that sexual harassment may also occur between people of the same gender. What is
prudent is that the sexual conduct is unwanted and unwelcome by the person against whom the conduct is
directed.
The Company recognises that sexual harassment is a manifestation of power relationships and often occurs
within unequal relationships in the workplace, for example between manager or supervisor and employee.
Anyone, including employees of the Company, clients, customers, casual workers, contractors, or visitors who
sexually harasses another will be reprimanded in accordance with this internal policy.
All sexual harassment is prohibited whether it takes place within the Company’s premises or outside,
including at social events, business trips, training sessions or events organized by the Company.
Your rights as an employee of the Company:
- To work in a space that is free from sexual harassment.
- To be treated with dignity and respect at work.
- To be treated equally, and not to be discriminated against because of race, gender and/or religion.
- To report sexual harassment without fear of victimization (ill-treatment).
- To have your complaint treated seriously and confidentially.
Guidelines on how to proceed when you feel sexually harassed.
Anyone who is subject to sexual harassment should, if possible, inform the alleged harasser that the conduct is unwanted and unwelcome. Our company recognises that sexual harassment may occur in unequal relationships (i.e. between a supervisor and his/her employee) and that it may not be possible for the victim to inform the alleged harasser.
If a victim cannot directly approach an alleged harasser, he/she can approach one of the designated staff members responsible for receiving complaints of sexual harassment. This person could be a colleague, a manager, or the Director/s of the company.
When a designated person receives a complaint of sexual harassment, he/she will:
- immediately record the dates, times, and facts of the incident(s).
- ascertain the views of the victim as to what outcome he/she wants.
- ensure that the victim understands the Company’s procedures for dealing with the complaint.
- discuss and agree the next steps: either informal or formal complaint, on the understanding that choosing to resolve the matter informally does not preclude the victim from pursuing a formal complaint if he/she is not satisfied with the outcome.
- keep a confidential record of all discussions.
- respect the choice of the victim.
- ensure that the victim knows that they can lodge the complaint outside of the company through the relevant country/legal framework.
Informal complaints mechanism
If the victim wishes to deal with the matter informally, the designated person will:
- give an opportunity to the alleged harasser to respond to the complaint.
- ensure that the alleged harasser understands the complaints mechanism.
- facilitate discussion between both parties to achieve an informal resolution which is acceptable to the complainant or refer the matter to a designated mediator within the company to resolve the matter.
- ensure that a confidential record is kept of what happens.
- follow up after the outcome of the complaints mechanism to ensure that the behaviour has stopped.
- ensure that the above is done speedily and within 3 days of the complaint being made.
Formal complaints mechanism
If the victim wants to make a formal complaint or if the informal complaint mechanism has not led to a satisfactory outcome for the victim, the formal complaint mechanism should be used to resolve the matter. The designated person who initially received the complaint will refer the matter to a manager to instigate a formal investigation. The Senior Manager may deal with the matter him/herself, refer the matter to an internal or external investigator or refer it to a committee of three others in accordance with this policy.
The person carrying out the investigation will:
- interview the victim and the alleged harasser separately.
- interview other relevant third parties separately.
- decide whether the incident(s) of sexual harassment took place.
- produce a report detailing the investigations, findings, and any recommendations.
- if the harassment took place, decide what the appropriate remedy for the victim is, in consultation with the victim (i.e.- an apology, a change to working arrangements, a promotion if the victim was demoted because of the harassment, training for the harasser, discipline, suspension, dismissal).
- follow up to ensure that the recommendations are implemented, that the behaviour has stopped, and
that the victim is satisfied with the outcome. - if it cannot determine that the harassment took place, he/she may still make recommendations to ensure proper functioning of the workplace.
- keep a record of all actions taken.
- ensure that all records concerning the matter are kept confidential.
- ensure that the process is done as quickly as possible and in any event within 3 days of the complaint being made.
Sanctions & Disciplinary Measures
Anyone who has been found to have sexually harassed another person under the terms of this policy is liable to any of the following sanctions:
- Verbal or written warning.
- Suspension.
- Dismissal.
The nature of the sanctions will depend on the gravity and extent of the harassment. Suitable deterrent sanctions will be applied to ensure that incidents of sexual harassment are not treated as trivial. Certain serious cases, including physical violence, will result in the immediate dismissal of the harasser.
Dress Code Policy
Dress Code Policy
Purpose
The Company’s dress code policy outlines how we expect our employees to dress at work. Employees should note that their appearance matters when representing the Company in the presence of clients, visitors, or other parties.
Scope
This policy applies to all employees of the Company.
Policy Elements
The below dress code rules will always apply:
– All employees must be clean and well-groomed. Grooming style dictated by religion and ethnicity will not be restricted.
– All clothing must be work-appropriate. Clothes that are typical for workouts and outdoor activities will not be allowed.
– All clothing must project professionalism. Clothes that are too revealing or inappropriate will not be allowed.
– All clothing must be clean and in good shape. Discernible rips, tears or holes will not be allowed.
– Employees must avoid clothing with stamps or symbols that are discriminatory, derogatory, or inappropriate.
Clothing:
The Company’s official dress code is business casual. Business casual relates to a traditional business attire, with a few casual elements incorporated. The below confirms the business casual attire accommodated by the Company every Monday to Thursday:
– Formal Shirts;
– Golf Shirts;
– Blazers and Jackets;
– Pullovers;
– Smart Jeans or Chinos;
– Sneakers or Trainers;
– Knee length skirts or dresses (No shorter than 4 fingers above the knee); and
– Blouses and button-downs.
The below will not be accommodated by the Company:
– T-Shirts;
– Shorts;
– Flip Flops or Slippers;
– Offensively tight clothing;
– Plunging necklines that reveal cleavage;
– Short skirt or dresses;
– Shirt dresses; and
– Track pants or Joggers;
The Company does allow for “Casual Friday” where employees can wear more casual clothing. However, this will not apply if employees are in meetings with clients and other external parties. It is prudent to note that the attire for Friday is still aligned with the company standards as stipulated above, with the exclusion of T-Shirts.
The Company may also change the dress code in special cases. For example, we may require employees to wear casual attire for an event.
Disciplinary Consequences
The employee is expected to abide to this policy as it applies to the nature of their employment. When an employee disregards the Company’s dress code policy, their supervisor will reprimand them. In the event of a dress code violation, supervisors will ask employees to return home to change. Any time taken off work will constitute as unpaid time. In the event of repeated dress code violations, the supervisor will follow a disciplinary procedure aligned to the Company’s Disciplinary Code of Conduct.
Addendum:
The below images confirm the attire that is appropriate and inappropriate, for the Company:
Social Media Policy
Social Media Policy
Purpose
Quest Claims Solutions (the “Company”) recognizes the use of technology and encourages its employees to utilize new technology tools.
For the purposes of this policy, “social media” is defined as media designed to be interactive, including, but not limited to any site or platform that incorporates user generated content, such as:
- blogs;
- microblogs (e.g: Twitter);
- social networking (e.g: Facebook, TikTok, LinkedIn, Instagram, MySpace);
- instant messaging, video sharing and voice-over internet protocol platforms (WhatsApp, WeChat, Signal, Messenger);
- audio, photo, video sharing (e.g., YouTube, Flickr); and
- virtual world software (e.g., Second Life)
Whilst nothing in this policy should be construed as limiting employees’ rights, the Company believes that employees should separate personal and professional relationships in online communities and platforms.
This policy is intended to regulate the use of social media by employees, including employees’ personal use of social media, only when that use:
- interferes with the work of the Company;
- harasses coworkers or other members of the community;
- creates a hostile work environment;
- breaches confidentiality obligations of the Company’s employees;
- disrupts the work process;
- harms the goodwill and reputation of the Company;
- violates the law, board policies and/or other Company rules, and other Insurance laws, rules and regulations; and
- facilitates inappropriate contact with clients or their families.
Expectations
Employees will be expected to follow the same professional conduct guidelines online as they would in the workplace and may be personally liable for any content that they post to social media sites and platforms. As such, employees must adhere to the following Code of Conduct when using social media, including for personal activity:
1. Protect Confidential, Proprietary, and Sensitive Information.
Employees are not permitted to use or disclose personally identifiable client information and/or information contained in client’s records. Employees should not disclose or post information that is protected by law, or that is confidential or proprietary to the Company or its employees.
2. Avoid Discrimination.
When employees are engaged in personal social media activity, the content that they post can easily become public and impact the Company and its employees. Employees may not, whether online or on the job, violate the Company’s policies involving employee conduct, violate South African law, or disrupt the work environment. As always, the policies against workplace harassment, discrimination and retaliation must be observed. Employees should be aware that all existing policies and behaviour guidelines extend to work related activities in the online environment, as well as on the Company’s premises.
3. Do Not Use Company Logos.
Employees must not use the Company’s logos, or any other images or iconography, on personal social Media websites. Employees must not use the Company’s name to promote or endorse any product, cause, religion, political party, or candidate.
When employees are outside of the Company and wearing corporate wear, they should make sure that they conduct themselves in a respectful, descent and professional manner. The Company logo is worn, and thus marketing the Company brand.
4. Respect Professional Time and Property.
The Company’s computers and time at work are to be used for work related purposes. Employees should not use the Company’s hardware or software, nor should employees use personal electronic devices (e.g., iPads, cellular phones, etc.), to access social media sites during a workday for reasons unrelated to
work, unless permission has been granted.
Furthermore, employees must not use their work email accounts to access or for identification when engaging in any social media activity that is unrelated to their work. Employees are encouraged to obtain a personal email account and use personal time for such activity.
5. Ethical Responsibilities.
All employees’ online behaviour should reflect the same standards of honesty, respect, and consideration that are used face-to-face and be in accordance with the highest professional standards. Comments related to the Company should always meet the highest standards of professional discretion.
6. Be Cautious.
Employees must remember that they are responsible for any content they post online, and that such content may remain accessible to other users even if it appears to have been deleted from the site where employees first posted the content.
Employees should closely monitor their privacy settings, remembering that such settings are subject to change and may not fully protect their content, and that even anonymously posted content may be traced back to them. When posting, even under the strictest privacy settings, employees should act on the assumption that all postings are in the public domain.
7. Penalties.
Employees who violate any provisions of this policy do so at the risk of disciplinary actions, which may include, but are not limited to, termination of employment, legal action, and/or referral to law enforcement as appropriate.