4  Other Policies

  Bonuses
  Borrowing Tools & Equipment
  Bulletin Boards
  Communications
  Community Activities
  Company Meetings
  Computer Software (Unauthorized Copying)
  Contributions
  Conversion Privileges
  Department Meetings
  Discounting
  Dress Code/Personal Appearance
  Employee Referral/Recruitment Bonus
  Entering & Leaving The Premises
  Entry After-Hours
  Exit Interviews
  Expense Reimbursement
  Fire Drills
  First Aid
  Gifts
  Grievances
  Housekeeping
  Inspection of Packages
  Labor Unions
  Layoff & Recall
  Life-Threatening Illnesses
  Managers
  Open Door Policy & Counseling
  Outside Activities
  Parking Lot
  Payroll Advances
  Personal Phone Calls & Mail
  Personal Property
  Personal Use of Company Property
  Promotion Policy
  Property & Equipment Care
  Recycling, Waste Prevention & Conservation
  References
  Reinstatement
  Resignation
  Restricted Areas
  Return of Company Property
  Safety Rules
  Safety Rules When Operating Machines & Equipment
  Security
  Seniority
  Service Awards
  Smoking
  Solicitations & Distributions
  Substance Abuse
  Suggestions
  Theft
  Traffic Violations
  Transfers
  Uniforms
  Use of Company Vehicle
  Visitors
  Violations of Policies



List of Additional Policies Not Included in This Manual

Bonuses

[]  You may choose to omit this policy if you have a profit sharing
plan in place.

It has been a practice of [Company] to distribute annual merit bonuses
when profits permit. Bonuses are determined on the basis of
attendance, attitude, cooperation, efficiency, initiative, knowledge,
performance, salary and length of service as evaluated by your
manager. While this is not a "policy" which applies to all, and is not
guaranteed or automatic, we will continue this practice so long as
possible.

Borrowing Tools & Equipment

See "Personal Use of Company Property" later on in this section.

Bulletin Boards

[]  Though you may think this item is unimportant, a company bulletin
board is looked upon legally as an official "business practice" for
keeping employees informed.

[]  State that this is an official means of communication with
employees, and that only authorized people may put up, take down, or
alter items on the board. Don't let items on the board get outdated;
otherwise people will stop reading the announcements.

Bulletins and bulletin board(s) are our "official" way of keeping
everyone informed about new policies, changes in procedures and
special events. Information of general interest is posted regularly on
the bulletin board(s). Please form the habit of reading the bulletin
board(s) regularly so that you will be familiar with the information
posted on it.

Only authorized personnel are permitted to post, remove or alter any
notice on the bulletin board(s). If you want to have notices posted on
[Company] bulletin board(s), see your manager for instructions.

Communications

Successful working conditions and relationships depend upon successful
communication. Not only do you need to stay aware of changes in
procedures, policies and general information, you also need to
communicate your ideas, suggestions, personal goals or problems as
they affect your work.

In addition to the exchanges of information and expressions of ideas
and attitudes which occur daily, make certain you are aware of and
utilize all [Company] methods of communication, including this
Employee Manual, bulletin boards, discussions with your manager,
memoranda, staff meetings, newsletters, training sessions, etc.

You will receive other information booklets, such as your insurance
booklets, from time to time. You may take these booklets home so that
your family may know more about your job and your benefits.

In addition, you may receive letters from [Company]. There is no
regular schedule for distribution of this information. The function of
each letter is to provide you and your family with interesting news
and helpful information which will keep you up-to-date on the events
here at [Company].

Community Activities

[Company] recognizes the importance of community participation. Our
business is dependent upon the community for employees and for
customers, and the community is dependent on our business for
employment opportunities and for our [products/services].

[Company] encourages and supports your participation in service
activities that contribute to the community. We will reimburse up to
three (3) hours per month at your regular hourly rate, and allow you
to take three (3) hours of normal work time to participate in an
approved community service activity. The time must be scheduled at
least two (2) weeks in advance and approved by your manager.

For reimbursement, provide your manager with a voucher from the
community organization where you served, indicating the date and
amount of time contributed. Some eligible service activities might
include:

*  Blood drive

*  Community health screening

*  Community clean-up projects

*  Big Brothers/Big Sisters activities

*  Food drive

*  Toys for Tots

*  United Way drives

*  Community recycling center

*  Local museum

*  Red Cross

*  Assisting physically challenged or confined individuals (This must
be through a community organization.)

*  Assisting elderly citizens  (This must be through a community
organization.)

Company Meetings

[]  Wage & Hour laws are stringent on this issue for non-exempt
employees.

On occasion, we may request that you attend a company sponsored
meeting. If this is scheduled during your regular working hours, your
attendance is required. If it is held during your non-working hours
and you decide to attend, you will be paid for the time you spend
traveling to and from the meeting as well as for time spent at the
meeting, but only if you are one of our "non-exempt" employees. (If
you are qualified for overtime pay by virtue of working more than
forty hours that same work week, then you will receive your overtime
rate.)

If you are a "non-exempt" employee, you are under no obligation to
attend a company meeting which is held outside of regular working
hours. No one in management is permitted to exert any degree of
pressure on you to attend.

Computer Software (Unauthorized Copying)

[]  For more information contact: Business Software Alliance (800) 688-
2721

[Company] does not condone the illegal duplication of software. The
copyright law is clear. The copyright holder is given certain
exclusive rights, including the right to make and distribute copies.
Title 17 of the U.S. Code states that "it is illegal to make or
distribute copies of copyrighted material without authorization"
(Section 106). The only exception is the users' right to make a backup
copy for archival purposes (Section 117).

The law protects the exclusive rights of the copyright holder and does
not give users the right to copy software unless a backup copy is not
provided by the manufacturer. Unauthorized duplication of software is
a Federal crime. Penalties include fines of as much as $250,000, and
jail terms of up to five years.

Even the users of unlawful copies suffer from their own illegal
actions. They receive no documentation, no customer support and no
information about product updates.

1.  [Company] licenses the use of computer software from a variety of
outside companies. [Company] does not own this software or its related
documentation and, unless authorized by the software manufacturer,
does not have the right to reproduce it.

2.  With regard to use on local area networks or on multiple machines,
[Company] employees shall use the software only in accordance with the
license agreement.

3.  [Company] employees learning of any misuse of software or related
documentation within the company shall notify the department manager
or [Company] legal counsel.

4.  According to the U.S. Copyright Law, illegal reproduction of
software can be subject to civil damages and criminal penalties,
including fines and imprisonment. [Company] employees who make,
acquire or use unauthorized copies of computer software shall be
disciplined as appropriate under the circumstances. Such discipline
may include dismissal.

Contributions

[Company] makes donations to worthwhile charities and colleges in its
own name. Contributions considered worthwhile include the United Way,
health drives and community youth activities.

Contributions are made only in communities where we have a store
location or where our employees benefit from these contributions. We
make no contributions to churches or other organizations where such
contributions will only benefit the members of that organization. The
general rule is that the cause must be for the good of the entire
community. All decisions concerning contributions are made by an
officer of [Company]. [Company] does not exceed its budgeted allowance
for contributions.

Please make others aware of this policy should you be asked to solicit
[Company] for contributions which don't meet these standards.

Conversion Privileges

[]  Employees' health, medical and other insurance policies vary in
conversion options beyond their termination. (COBRA law applies.)

At your exit interview or upon dismissal, you will learn how you can
continue your insurance coverage and any other benefits you currently
enjoy as an employee who is eligible for continuation.

Department Meetings

From time to time, your manager will schedule department meetings
before, during, or after work. It's to your advantage to be at these
meetings. They give you and your fellow workers a chance to receive
information on [Company] events, to review problems and possible
solutions, and to make suggestions about your department or your job.

If your attendance at Department Meetings is mandatory, you will be
informed in writing. Failure to attend may involve a penalty.

Note: See "Company Meetings" earlier in this section for further
information.

Discounting

[]  Abuse of the employee discount system and "no charging" customers
are very serious forms of business/workplace abuse (same as theft) in
many firms. It is easy for employees to rationalize discount abuse,
because discounting is not considered "stealing."  Compounding this
perception is the fact that companies often promote a discounting
program without nearly enough emphasis on the program's limitations.

[]  One way to demonstrate your concerns is to distribute a memo
addressing the issue of discounting. A copy of this policy has been
converted into a sample memo that might be used (with appropriate
revisions) to meet the specific needs of your organization. The sample
Discounting memo is included on diskette and in the Forms & Memos
section of the EmployeeManualMaker Reference Guide.

Employees giving discounts to friends is one of the most common abuses
any company can face -- we understand that it can be tempting to give
friends a "good deal."

Yet, for every free or reduced-price item that a customer receives,
there's yet another dent in the company's profitability. Remember, the
smaller that this profitability becomes...

     *  the less merchandise we can afford to buy;
     *  the higher the prices we will have to charge;
     *  the less likely we can afford to increase your pay;
     *  the fewer employees we can afford to keep; and
     *  the lower the chances that we can hire some much needed help.

This is our company's policy concerning employee discounting:

The discount privilege is offered for the use of employees and the
members of their immediate family. Under no circumstances should
company products be removed from the premises unless accompanied by a
receipt from [Company]. Employees are permitted to buy company
products at a discount for personal use or to give as gifts, but it is
an abuse of the discount privilege to buy items from [Company] on
behalf of people outside your immediate family. [Company] considers
such behavior a form of theft and violators will be treated
accordingly.

When faced with the temptation to give discounts to friends, please
decide against it. If you're being pressured, explain that you could
lose your job over it (you could!).

If you become aware of a fellow employee about to give a friend (or
customer) an unauthorized discount, drop a hint -- tell him or her
something like "I don't think that's a good idea," or "Remember, that
discount's just for employee use."  If you know of others who have
discounted or given away items in the past, please discuss the matter
with your manager at your convenience.

We must continually work together to remove the threats posed by
unauthorized discounting. This is a [Company] priority.

Note:  See "Theft" later on in this section for further information.

Dress Code/Personal Appearance

[]  Codes for grooming, dress, and behavior may be enforcedas long as
they're not used to hinder the advancement of any particular group
(according to Professor Theodore J. St. Antoine of the University of
Michigan Law School). Consult your attorney and you'll likely find
that interpretations of labor laws have been softened in recent years.
This allows for staff development policies and programs with the best
interests of your company, employees and customers in mind.

[]  You may want to send employees to special seminars or bring in
consultants to assist your employees in improving their personal image
-- just assure them that your interest is a reflection of their value,
not a concern about their shortcomings. Investing in your company's
image and that of your employees can help you to successfully
differentiate yourself from your competitors. Employees' loyalty may
be increased toward a company that makes this kind of investment in
their professional development.

Please understand that you are expected to dress and groom yourself in
accordance with accepted social and business standards, particularly
if your job involves dealing with customers or visitors in person.
Each manager or department head is responsible for establishing a
reasonable dress code appropriate to the job you perform. However,
sun dresses with bare backs and/or shoulders, men's undershirts, and
shorts, for men or women, are not appropriate.

[]  If shorts are acceptable or desirable attire, you may need to
include some guidelines regarding length, freedom of movement while
wearing them, and finished edges (e.g. no frayed cut-offs).

A neat, tasteful appearance contributes to the positive impression you
make on our customers. You are expected to be suitably attired and
groomed during working hours or when representing [Company]. A good
clean appearance bolsters your own poise and self-confidence and
greatly enhances our company image. When working at a customer's site,
please observe what the customer is wearing and dress appropriately.

Personal appearance should be a matter of concern for each employee.
If your manager feels your attire is out of place, you may be asked to
leave your workplace until you are properly attired. You will not be
paid for the time you are off the job for this purpose. Your manager
has the sole authorization to determine an appropriate dress code, and
anyone who violates this standard will be subject to appropriate
disciplinary action.

Employee Referral/Recruitment Bonus

[]  Consider the risks in using this method: you may incur some hurt
feelings when you have to turn down a relative or close friend of one
of your present employees. However, employee referrals have been
proven to be an effective method of recruiting.

[]  You may not want to post all openings.

Open positions will be posted on our bulletin board. You are
encouraged to recommend and refer qualified candidates for employment
with [Company]. If you know of someone who would like to work here, we
will be glad to consider them for appropriate openings. Notify your
manager and be sure the individual mentions your name when contacting
[Company].

Should your candidate be hired by [Company] to a full-time position,
and that person satisfactorily completes six (6) months of employment,
you will receive a $[x] (bonus amount) bonus for an exempt position
referral or a $[x] (bonus amount) for a non-exempt position referral.
This bonus entitlement does not apply to individuals who are normally
responsible for the recruiting and hiring functions, nor to corporate
executives.

Entering & Leaving the Premises

[]  The specifics of entry and departure should be spelled out in a
written document, and included in a collection of company memos or
procedures (Standard Operating Procedures).

At the time you are hired, you will be advised about the proper
entrances and exits for our employees. You are expected to abide by
these rules at all times. Failure to do so will lead to disciplinary
action.

Entry After-Hours

[]  You may want to eliminate this policy if your employees regularly
need to come into the office during non-business hours.

You are not allowed to enter [Company] property after normal working
hours for any reason without the express approval of your manager or
the manager on duty.

Exit Interviews

[]  This interview can provide significant insights into management
flawsthe employee is leaving and therefore may be more comfortable
"clearing the air." Hopefully, you will be able to gather this kind of
information and act on it long before any other employees have a
problem.

[]  Additional background information on Exit Interviews is available
in the Employer's Survival Guide section at the back of the
EmployeeManualMaker Reference Guide.

In instances where an employee voluntarily leaves our employ,
[Company] management would like to discuss your reasons for leaving
and any other impressions that you may have about [Company]. If you
decide to leave, you will be asked to grant us the privilege of an
exit interview. During the exit interview, you can express yourself
freely. It is hoped that this exit interview will help us part
friends, as well as provide insights into possible improvements we can
make. All information will be kept strictly confidential and will in
no way affect any reference information that [Company] management will
provide another employer about you.

Expense Reimbursement

You must have your manager's written authorization
(requisition/purchase order, etc.) prior to incurring an expense on
behalf of [Company]. To be reimbursed for all authorized expenses, you
must submit an expense report/voucher accompanied by receipts and
approved by your manager. Please submit your expense report/voucher
each week, as you incur authorized reimbursable expenses.

If you are asked to conduct company business using your personal
vehicle, you will be reimbursed at the rate of [x] (mileage
reimbursement rate) per mile. Please submit this expense on your
weekly expense report/voucher.

Fire Drills

We schedule drills throughout the year for employee safety. Your
manager can answer any questions you may have about what to do.

First Aid

[]  Be sure you have all required OSHA posters on display in your
facilities. If you have more than 11 employees, you are required to
complete Form 200, which summarizes your injuries and illnesses. The
Form should be signed by a company officer to certify the data.

[]  For posters, forms, or more information, contact the OSHA office
nearest you or call the Occupational Safety & Health Administration
offices in Washington, D.C. at (202) 219-8576.

[]  For information on SafetyPlanBuilder(tm), JIAN's software for
producing a comprehensive written health and safety plan, see the
Catalog section in the back of the EmployeeManualMaker Reference
Guide.

Federal law ("OSHA") requires that we keep records of all illnesses
and accidents which occur during the workday. The [x] (name of state)
state Workers' Compensation Act also requires that you report any
illness or injury on the job, no matter how slight. If you hurt
yourself or become ill, please contact your manager for assistance. If
you fail to report an injury, you may jeopardize your right to collect
workers' compensation payments as well as health benefits. OSHA also
provides for your right to know about any health hazards which might
be present on the job. Should you have any questions or concerns,
contact [x] [Title/Department] or your manager for more information.

We have made an arrangement with [x] [name of medical clinic] to
provide first aid in medical emergencies.

Gifts

Advance approval from management is required before an employee may
accept or solicit a gift of any kind from a customer, supplier or
vendor representative. Employees are not permitted to give gifts to
customers or suppliers, except for certain promotional "premiums" (t-
shirts, coffee mugs, pens, key chains, etc.) imprinted with the
[Company] logo or sales information.

Grievances

[]  Your company should have some way for an employee to appeal if he
or she believes that a manager's decision or the application of
company policy is unjust, without having to take his or her complaint
to a lawyer, the EEOC, a union organizer, or other outside third
party.

[]  Having a suitable vehicle for employees to communicate complaints,
grievances and proposed solutions to problems helps moral
considerably.

[]  All Union contracts provide for a grievance procedure. If your
employees are unionized, refer them to the details of their grievance
procedure contained in the union contract.

[]  Two policies are outlined below: a traditional "open-door" policy
and a formal system of "Peer Review." Additional background materials
as well as forms and memos to help you implement a "Peer Review"
program are contained within the Employer's Survival Guide section of
the EmployeeManualMaker Reference Guide. Please read the background
materials thoroughly before deciding to use the Peer Review option
outlined below. Many options are available to you in implementing this
type of program.

Our goal is to maintain a comfortable working environment for
everybody. We do this in several ways:

*  By treating each of you as an individual and encouraging your
maximum development;

*  By recognizing that each of you is essential to the success and
growth of [Company]; and

*  By maintaining direct communications with all of our employees and
ensuring that each and every one of you can speak directly and openly
with our management team.

We believe that this type of communication, without interference from
any outside party, is best for all concerned. Therefore, when you wish
to express your problems, opinions, or suggestions, you will always
find an open door and an attentive ear.

As time goes by and [Company] grows, we will continue to listen and
respond to your questions and comments.

Resolving Problems

Whenever you have a problem or complaint, we expect you to speak up
and communicate directly with us. You can take the following steps:

1.  First, talk to your immediate manager. Your manager is most
familiar with you and your job and is, therefore, in the best position
to assist you. Your manager works closely with you, and is interested
in seeing that you are treated fairly and properly.

2.   If your manager cannot help you resolve the matter, you can speak
to [x] who will give your problem or complaint prompt consideration.

3.   If [x] feels that the situation warrants further review, he/she
will ask [x] for assistance.

Remember -- it is always best to resolve problems right away. Little
problems tend to turn into big problems; facts become confused;
resentment and anger builds up. It is always best to get things off
your chest before they get out of hand.

  -- OR --

An efficient, successful operation and satisfied employees go hand in
hand. If you ever have a problem, or if there is something bothering
you, we encourage you to talk it over with your direct manager.

If the issue that concerns you involves the application of a company
policy, or the administration of discipline, or some other formal
complaint, you may present your complaint or grievance to a Peer
Review Panel.

The Peer Review process provides for a simple and straightforward
series of steps for resolving day-to-day workplace problems,
complaints and grievances. It will also provide for an innovative
final step if initial problem solving efforts are unsuccessful: a
panel made up of three of the employee's peers and two managers will
hear the complaint and render a final and binding decision.

For additional information regarding [Company]'s Peer Review program,
ask your manager, or contact the Human Resources department.
