1. Company Handbook Dunlaw Engineering Limited Dated: 21st
June 2007
DUNLAW ENGINEERING
LIMITED
COMPANY HANDBOOK
Product Development Centre
Unit 3, Atworth Business Park,
Bath Road, Atworth,
Wiltshire, SN12 8SB
T +44 (0)1225 703329
F +44 (0)1225 708118
Head Office
Thainstone Business Centre
Inverurie
Aberdeen AB51 5TB
T +44 (0)1467 641183
F +44 (0)1467 641185

2. Company Handbook Dunlaw Engineering Limited Dated: 21st
June 2007
Index
1a) Introduction to Handbook
1b) Senior Managers and Safety Officer
2) Policies, Procedures and Rules
3) Paternity Leave
4) Time off for Dependants
5) Compassionate Leave
6) Jury Service
7) Reserved Armed Forces
8) Training/Study leave
9) Medical and Dental Appointments
10) Smoking, Drug and Alcohol Policies
11) Personal Telephone Calls
12) Dress
13) Employee Relationships
14) Social Events
15) Disclosure
16) Media Communications Policy
17) References
18) Company Equipment and other Property
19) Staff Development and Training
20) Performance Appraisal
21) Training and Development
22) Equal Opportunities Statement
23) Procedures for Dealing with Harassment
24) Performance and Conduct Procedure
25) Sickness/Ill Health Procedure
26) Grievance Procedure
27) Personal Details
28) The Right to Live and Work in the United Kingdom
29) Security
30) Leaving Employment
31) Leaving Procedures
32) Health and Safety Statement
33) Standards of Conduct
34) E-mail and Internet Policy
35) Whistleblowing
36) Parental Leave Policy
37) Maternity Policy
38) Redundancy Procedures
39) Hours of work / Overtime

3. Company Handbook Dunlaw Engineering Limited Dated: 21st
June 2007
1a) Introduction to Handbook
Dunlaw is a rapidly expanding company engaged in the design and manufacture of elastomers
for the marine industry. This Handbook sets out the policies, procedures and rules relating to
your employment with Dunlaw Engineering Limited. None of these policies, procedures and
rules form part of your contract of employment and they must be varied at the absolute discretion
of the Company. All alterations will be issued in writing in a controlled manner by a Senior
Manager.
1b) Senior Managers and Safety Officer
For the purposes of this handbook and as at the date hereof and until intimated further in writing
as a supplement of this handbook the undernoted Senior Managers and Safety Officers are the
parties to whom you require to report in any given matter contained herein:-
John Baxevanidis – Technical & Production Manager
Chris King – Production Manager
Stephen Hinton – Senior QHSE Engineer
2) Policies, Procedures and Rules
You are expected to comply with all of the Company’s policies, procedures and rules that are in
force.
3) Paternity Leave
4) Time off for Dependants
5) Compassionate Leave
6) Jury Service
7) Reserve Armed Forces
8) Training/Study Leave
9) Medical and Dental Appointments
10) Smoking, Drug and Alcohol Policies
11) Personal Telephone Calls
12) Dress

4. Company Handbook Dunlaw Engineering Limited Dated: 21st
June 2007
13) Employee Relationships
14) Social Events
15) Disclosure
16) Media Communications Policy
17) References
18) Company Equipment and other Property
19) Staff Development and Training
20) Performance Appraisal
21) Training and Development
The Company maintains a Training Plan, which is developed on the basis of individual and
Company development requirements.
Copies of all qualifications and certificates should be forwarded to the Company in order that
individual training records can be maintained.
Personnel may be required to undertake training as prescribed by the company as part of the
development programme or in the interest of ‘health and safety at work’.
22) Equal opportunities Statement

5. Company Handbook Dunlaw Engineering Limited Dated: 21st
June 2007
23) Procedures for dealing with harassment
23.1)
Harassment on the grounds of sex, race, age, religion, sexual orientation, size, martial status or
disability is unacceptable. Harassment is conduct, which is unwanted or offensive to the
recipient. It creates an intimidating, hostile or humiliating working environment for the recipient,
which can have a damaging effect on both the victim and the whole office environment. The
Company will not tolerate any form of harassment (whether or not harassment is carried out by a
member of staff more senior to victim) whether the harassment is based on sex, race, age,
religion, sexual orientation, size, martial status or disability, or whether it takes the form of
general bullying of staff.
23.2)
Harassment can occur in a variety of ways, including physical contact, verbal comments,
physical gestures, looks, or the placing of items of a certain nature within view of employees.
23.3)
If you are harassed, whether by a fellow employee (at whatever level), a supplier, customer or
client, if possible, address the problem with the person whom you believe has harassed or is
harassing you. Tell him or her, in writing verbally, that his or her conduct is unacceptable.
23.4)
If you feel unable to do this, or if the action suggested above has no or insufficient effect, you
should contact a Senior Manager.
23.5)
Any contact made with a Senior Manager will be treated in confidence unless and until you
consent to the matter being disclosed and if appropriate being dealt with formally by the
Company. If it is appropriate for the alleged harasser to be subjected to disciplinary proceedings
you will be asked before these are commenced whether or not you wish the matter to be put to
him or her.
However, it should be noted that disciplinary action cannot be taken without your full co-
operation.
23.6)
If the Company’s Performance and Conduct procedure is formally invoked against your alleged
harasser your complaints will be investigated with due consideration to your feelings and
concerns. Provided you are acting in good faith and with good reason the fact that you have
made an allegation against another member of staff will not affect your position within the
Company.
23.7)
It may be necessary to ask you to stay at home on special paid leave whilst investigations are
being conducted and the matter is being dealt with through the appropriate procedure.

6. Company Handbook Dunlaw Engineering Limited Dated: 21st
June 2007
23.8)
The Company believes that every employee should take responsibility for ensuring that
colleagues are not subjected to harassment. If you observe harassment immediately, or if you are
aware of the possibility that another employee may be a victim of harassment either at the hands
of a fellow employee, supplier, client or customer, then you should notify a Senior Manager
immediately. Your allegations will be treated in confidence unless and until you authorise their
disclosure. Provided you act in good faith and with good reason the fact that you have so acted
will not affect your position within the Company.
23.9)
Employees in supervisory positions have a responsibility for managing other employees and
must exercise particular care in performing that role to ensure that this responsibility is not
abused by actual or apparent harassment or other discrimination of any employee under your
control. Supervisors may not instruct a member of staff or bring pressure to bear on them to
discriminate against or victimise another individual. Nor may they suppress any complaint of
discrimination or victimisation or harassment. Any such conduct will be regarded as misconduct
by the Company.
23.10)
Any employee who does complain of harassment with good reason is entitled to do so in the
confidence that they will be victimised afterwards for doing so. Any such victimisation will in
itself constitute a disciplinary offence and could result in dismissal. An employee who makes an
allegation of harassment maliciously and/or without good reason will be subject to disciplinary
action.

7. Company Handbook Dunlaw Engineering Limited Dated: 21st
June 2007
24) Performance and Conduct Procedure
24.1)
This procedure is designed to help all employees to achieve and maintain standards of conduct,
capability, performance and competence. The Company aims to ensure that there is fair
treatment for all employees, whatever their level of seniority. The procedure will apply to all
employees, whatever their level of seniority. The procedure will apply to all employees (once
they have completed their probationary period). This procedure will be reviewed by the
Company on a regular basis and may be amended from time to time.
24.2)
The policy sets out the procedure that will be followed where an employee conducts him or
herself in a manner, which is inappropriate or unacceptable. Or where his or her attitude to work,
attendance at work, competence or performance does not reach the required level.
Examples of the performance and conduct which would lead to the Company following this
procedure are detailed below and fall into three main categories:
 Gross Misconduct
 Misconduct
 Performance
24.3)
The Following are examples of Gross Misconduct, this list is intended as a guide and is not
exhaustive:
 Failure to comply with reasonable and lawful instructions.
 Failure to comply with the Company’s policies, procedures, rules or working practices.
 Unauthorised and/or unreasonable absence or consistently poor time keeping.
 Dishonesty.
 Violence or damage to property.
 Negligence or irresponsibility in carrying out duties.
 Abuse of status or responsibilities.
 Incapability through alcohol, non-prescribed drugs or other substances.
 Improper dealings in shares or securities and/or breach of any undertaking to the
Company in relation to compliance and regulation which you may have signed on joining
the Company.
 The use of or copying of unauthorised computer software.
 Intransigent or unreasonably negative attitude to management or fellow employees.
 Any form of harassment, including sexual and racial harassment or bullying of employees
or others.
 Inappropriate use of foul or abusive language in the workplace.
Failure to comply with the Company’s sickness notification and certification procedures.

8. Company Handbook Dunlaw Engineering Limited Dated: 21st
June 2007

24.4)
The following are examples of Misconduct, this list is intended as a guide and is not exhaustive:
 Poor Performance
 Incapability
 Incompetence
 Lack of application
 Principles of the procedure
24.5) Investigation
24.5.1)
All complaints or concerns about an employee will be fully investigated and considered before a
decision is taken under this procedure
24.5.2)
The Company has the right to suspend on full pay and benefits an employee against whom a
complaint is made while that complaint is investigated. Such suspension is not considered to be
disciplinary action. During any period of suspension you will continue to receive your salary and
benefits. In harassment cases it may be necessary for the complainant and the alleged harasser to
be suspended. During any such period of suspensions, the Company may require the employee
not to enter any premises of the Company and to refrain from contacting any clients, employees
or suppliers of the Company.

9. Company Handbook Dunlaw Engineering Limited Dated: 21st
June 2007
24.6) Hearings
24.6.1)
If after investigation the Company considers that formal disciplinary action may be appropriate,
it will hold a hearing. Normally, at least (one) working day before the hearing you will be given
details of the allegations made against you. The hearing will beheld during working hours at the
Company’s premises, unless otherwise agreed by you and the Company.
24.6.2)
If you have any documents, which you want the Company to consider at the hearing, you should
provide a copy to a Senior Manager in advance. You should let a Senior Manager know if you
are aware of any witnesses who may be able to provide evidence on the allegations made. You
should also inform a Senior Manager of any special arrangements needed at the hearing (for
example to cater for any language difficulty or disability).
24.6.3)
The employee, at an appropriate meeting or hearing, will be given the opportunity to put forward
his views and facts relating to the matters raised before a decision is taken under this procedure.
24.6.4)
You are entitled, on your “reasonable request”, to be accompanied at the hearing by a fellow
worker of your choice or a full time trade union official or a lay trade union official who has
been certified by the relevant trade union as having experience or having received training in
acting as a companion in disciplinary matters. A request to be accompanied by a colleague who
is otherwise involved in the proceedings (for example, as a witness) or who is not based on site
(where a suitable alternative companion is available on site) would not be a “reasonable request”.
If you wish to be accompanied by a fellow worker, that worker will be entitled to take a
reasonable amount of time away from his or her duties to discuss the matter with you and
accompany you at the hearing without loss or pay or benefits. You must notify a Senior Manager
of the name and status of the person whom you wish to accompany you before the hearing.
24.6.5)
The worker or trade union representative who accompanies you may address the hearing on your
behalf and confer with you, but may not answer questions on your behalf.
24.6.6)
If your chosen companion cannot attend the hearing at the time proposed, you may offer an
alternative time, which must be within five working days after the time originally proposed,
provided the alternative time is reasonable (bearing in mind the availability of the relevant
Manager.
24.6.7)

10. Company Handbook Dunlaw Engineering Limited Dated: 21st
June 2007
At each stage of the procedure the employee will be fully advised as to the nature of the
complaint or concern about him and told whether or not any meeting or hearing may lead to
dismissal.
24.6.8)
If appropriate, the hearing may be adjourned either during or after the hearing and prior to
reaching a decision. The decision reached will be confirmed in writing.
24.7) Appeals
24.7.1)
The employee will have the right to appeal against any decision taken under this procedure.
24.7.2)
An employee wishing to appeal against a decision under the procedure must inform the
Company in writing within (5) working days of having been notified of the decision he is
appealing against. The notification must include the employee’s grounds of appeal. Where
possible, appeals will be determined by a Senior Manager who was not involved in the
disciplinary decision from which the appeal is made.
24.7.3)
The result of any appeal will be final. The employee will be notified in writing of the outcome.
No further appeal may be made.
24.7.4)
If you appeal from a decision to dismiss, your dismissal will be effective as at the date specified
in your dismissal letter unless your appeal is upheld, in which case you will be reinstated and
your employment will be deemed to have continued during the period until the appeal was heard.
24.8) Sanctions for gross misconduct and misconduct
The following sanctions will apply in case of alleged misconduct or gross misconduct. The
Company may move straight to the second, third or fourth stage of the procedure in appropriate
cases.
24.8.1)
Stage One – Oral
If an employee’s conduct is not of an acceptable standard, he will be warned orally of this. The
employee will be given reasons for this as well as suggestions, if appropriate, on how to improve
standards of conduct.
24.8.2)
Stage Two – Written
If an employee’s conduct does not improve, or any further unacceptable conduct occurs, the
employee will be warned of this in writing and informed of the nature of the Company’s
concerns about his conduct and what action is required to remedy the situation.

11. Company Handbook Dunlaw Engineering Limited Dated: 21st
June 2007
24.8.3)
The Company may begin with stage two of the procedure for a first instance of unacceptable
conduct if the matter is considered by the Company to be sufficiently serious.
24.8.4)
Stage Three – Final Written
If an employee’s conduct does not improve, or any further acceptable conduct occurs, then the
employee will be warned of this in writing and informed that should his conduct not reach an
acceptable standard his employment may be terminated.
24.8.5)
The Company may begin with stage three of the procedure for a first instance of unacceptable
conduct if the matter is considered by the Company to be sufficiently serious.
24.8.6)
Stage Four – Dismissal
If an employee’s conduct, does not improve, or any further unacceptable conduct occurs, then
the dismissal of the employee normally follows, after the full consideration of the matter at an
appropriate meeting or hearing. Dismissal may be with or without notice depending on the
circumstances. Where it appears that there may be grounds on which the employment of the
employee may be terminated summarily (e.g. because of gross misconduct) the Company will
normally begin with this stage of procedure.
24.9) Sanctions for poor Performance
The following procedure will apply in cases of poor performance.
24.9.1)
First Warning: In the first case of poor performance, you will normally be given a first warning.
This warning will be given to you in writing and will specify the nature of the poor performance
and the nature of the improvement required. The warning will also state that your performance
will be reviewed at a set date after the date of the warning. If appropriate, you may be offered
training and/or other assistance to help you achieve the required standard of performance.
24.9.2)
Final Warning: In the second case of poor performance or where you fail to achieve the
improvement required by the first warning by the set date, you will normally be given a final
warning. This warning will be given to you in writing and will state the nature of the poor
performance and the nature of the improvement required. The warning will also confirm that,
unless your performance improves to a specified standard within a specified period after the date
of the warning, your employment may be terminated. If appropriate, you may be offered training
and/or other assistance to help you achieve the required standard of performance.
24.9.3)

12. Company Handbook Dunlaw Engineering Limited Dated: 21st
June 2007
Dismissal: If you fail to achieve the improvement required by the final warning within the
specified period, you will normally be dismissed. The decision to dismiss you will be notified to
you in writing.
24.9.4)
In exceptional cases where the actual or potential consequences of a single negligent act or
omission are or could be very serious, the Company may decide that it is not appropriate to
follow the above procedure and the Company may in such cases dismiss you without giving
prior warnings and with immediate effect (without any right to notice or payment in lieu of
notice).
24.9.5)
Subject to satisfactory performance and conduct, any warning under this procedure for poor
performance will lapse after (12) months or such other period as the Company specifies in the
warning.
25) Sickness / Ill Health Procedure

13. Company Handbook Dunlaw Engineering Limited Dated: 21st
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26) Grievance Procedure
26.1) Introduction
The purpose of this formal grievance procedure is to enable employees who have a problem,
concern or grievance about their work, working environment or working relationships to have
that problem dealt with formally at the appropriate level in the organisation within as short time
as practical. This procedure applies to all employees regardless of their length of service.
26.2) Informal Procedure
You may be able to resolve any grievance you have by way of an informal discussion with a
Senior Manager. If this is not possible or appropriate, however, you should use the following
procedure.
26.3) Formal Procedure
26.3.1) Stage 1
If you wish to raise a formal grievance, you should put your grievance in writing. In the first
instance (except where the grievance relates to your immediate Manager) all grievances should
be submitted to a Senior Manager, who will attempt to deal with the matter after making such
consultations as are necessary.
26.3.2)
If a Senior Manager considers it appropriate, he/she will where possible within (5) working days
of the receipt of a grievance arrange for you to attend a grievance hearing with him/her to be held
within the next (5) working days.
26.3.3)
At the hearing you will be given the opportunity to state and discuss your grievance with your
immediate superior.
26.3.4)
Further investigation may be made as a Senior Manager deems appropriate and action may be
taken.
26.3.5)
A Senior Manager will confirm his/her response to the grievance in writing normally within (5)
working days of the hearing or, if no hearing is held, within (5) working days of receipt of the
written grievance.
26.3.6)
If the grievance relates to your immediate Manager, it can be raised (in writing) with another
Senior Manager.

14. Company Handbook Dunlaw Engineering Limited Dated: 21st
June 2007
26.3.7) Stage 2
If your grievance is not resolved to your satisfaction by a Senior Manager (or the Manager
dealing with the grievance), you should raise it with the next level of management.
26.3.8)
You must set out your grievance and the reasons for your dissatisfaction within the previous
decision in writing.
26.3.9)
Where possible, within (5) working days of the receipt of a grievance, the person dealing with it
all will arrange a grievance hearing to be held within the next (5) working days to discuss your
grievance.
26.3.10)
Further investigation may take place as the person considering the grievance deems appropriate
and action may be taken.
26.3.11)
A decision will normally be given to you within (10) working days of the hearing or such further
period as is agreed. The decision will be final and the grievance procedure is exhausted at this
stage.
26.4) Request to be accompanied at the grievance hearing.
26.4.1)
At all stages of the procedure you are entitled on you “reasonable request” to be accompanied at
the grievance hearing by a fellow worker of your choice or a full time trade union official or a
lay trade union official who has been certified by the relevant trade union as having
experience/training to act in such matters. A request to be accompanied by a colleague who is
otherwise involved in the proceedings or who is not based on site would not be a “reasonable
request”.
26.4.2)
If you wish to be accompanied by a colleague, that colleague will be entitled to take a reasonable
amount of time away from his or her duties to accompany you at the hearing. You must notify a
Senior Manager of the name and status of the person prior to the hearing.
26.4.3)
If your chosen companion cannot attend the hearing at the time proposed, you may offer an
alternative time, which must be within (5) working days after the time originally proposed,
provided the request is reasonable.
26.4.4)
Your companion may address the hearing on behalf and confer with you, but may not answer
questions on your behalf.

15. Company Handbook Dunlaw Engineering Limited Dated: 21st
June 2007
26.5) Records
Where possible, records will be kept detailing the nature of the grievance and action taken as a
result, if any. These records are confidential and shall be treated as such by all persons involved
in the grievance procedure.
26.6) Collective Grievances
27) Personal Details
28) The right to live and work in the United Kingdom
29) Security
30) Leaving Employment
31) Leaving Procedures
31) Health & Safety Statement
31.1)
The Company fully accepts its responsibility for you health and safety in accordance with the
requirements of the Health & Safety Act 1974, and the associated codes of practice.
31.2)
The Company will do all that is reasonably practicable to protect your health and ensure your
safety when you are at work, paying particular attention to the following:
 the safety of equipment and systems at work;
 the safety of arrangements for the use, handling, storage and transport of articles and
substances;
 the provision of sufficient information, instruction, training and supervision to enable all
employees to avoid hazards and allow them to contribute positively to their own health and
safety at work: and
 the creation of a healthy working environment
32.3)
Details of the Health and Safety Policy together with all statutory Health and Safety related
documentation are available upon request from the Safety Officer.
32.4)
You will find specific safety information (e.g. fire precautions, first aid procedures) posted
around the building. Accident prevention needs constant vigilance and your own involvement is

16. Company Handbook Dunlaw Engineering Limited Dated: 21st
June 2007
vital. You should report any hazards or defects that you may discover in the building, or in any
equipment, to the Health and Safety Advisor without delay. This is a legal obligation imposed
upon you by section 7 of the Health and Safety at Work Act 1974.
32.5)
Section 7 of the Act places upon you and consequently you are under a duty of care for your own
safety and that of your colleagues.
32.6)
Health and Safety practices are under continual review and the Company welcomes suggestions
from employees that may enhance or improve procedures. These suggestions should relayed to
you’re a Senior Manager in the first instance.
32.7) Fire Precautions
32.8) Accidents
There are qualified first aiders throughout the building. A Senior Manager will give you the
name of the first aider nearest to you. You must report any accident that occurs, either in the
building or whilst on Company business, to the Safety Manager for their records.
32.9) Eyesight Tests
32.10) Display Screen Equipment Assessments
33 Standards of Conduct
You must ensure the safe custody and accuracy of documents, records, money and other items
which, come into your possession during the course of your work, which are the property of the
company, an employee, a customer of or supplier to the Company. You must at all times observe
strict confidentiality with regard to the affairs of the Company and in particular you must not
make any statement concerning the business of the Company in circumstances in which it is
likely to become public other than where you have specific authority to do so.
You must at all times strive to avoid any actual or potential conflicts of interest with the
Company. Conflicts of interest may arise when an employee has a direct or indirect interest in a
news source, customer, supplier or other Company dealing with the Company including
shareholders of such companies where, in the Company’s determination, such interest affects the
employee’s actions in making judgements or decisions for the benefit of or on behalf of the
Company.
In the event that any employee has or should know of any such actual or potential conflict of
interest, he or she should inform a Senior Manager thereof immediately.
34) E-mail and Internet Policy
Introduction
This policy sets out the Company’s approach to the use by its employees of e-mail, Internet and
telephone facilities. These facilities are a vital part of the Company’s business and should be

17. Company Handbook Dunlaw Engineering Limited Dated: 21st
June 2007
used appropriately and in the best interests of the Company. Improper use not only wastes the
Company’s resources but can also expose it (and you) to significant potential liabilities (e.g. for
breaches of copyright, defamation, harassment and some criminal offences). It is therefore
essential that you follow this policy at all times. Failure to observe any aspect of this policy may
lead to disciplinary action being taken against you. Such action could include summary dismissal
(in the most serious cases) or suspensions of e-mail or Internet facilities.
a. Monitoring of Communications
b. Security
Any attempt (whether successful or not) to gain unauthorised access to, or to tamper with, any
computer system or software or installation will be regarded as gross misconduct. This includes
the malicious deletion or alteration of documents created by you or others in the course of your
duties. You may also be liable to prosecution under the Computer Misuse Act 1990, even where
no damage results from your action.
Your password is confidential and should be kept as such. When leaving the office, you must log
out of the system to prevent unauthorised access through your terminal. This also enables the
virus checks on your computer to be updated. Unauthorised use of a password without good
reason will also be treated as gross misconduct.
c. Virus Checks
d. Copyright Infringement
e. Screensavers and Software Installation
f. Use of e-mail
As e-mail is not a totally secure system of communication and can be intercepted by third
parties, external (and internal) e-mail should be normally be used in relation to confidential
transactions. A Senior Manager should be consulted before external e-mail is used for
confidential matters.
E-mail messages do not cease to exist when you delete them from your terminal. They remain on
the Company’s hardware and can be retrieved if required by the Company or the courts. The
content of e-mails may be relevant to legal action against the Company and therefore e-mails
may have to be disclosed. Messages sent on the e-mail systems for business purposes should
therefore accord, in both
the form and content of language used, to the high professional standards applied by the
Company to all other written forms of communication. Where appropriate, hard copies of
outgoing and incoming e-mails should be retained, as should confirmation (if this is available)
that important outgoing messaged have been received and opened by the intended recipient. Care
should be taken tom avoid entering into binding contractual relations inadvertently, making
negligent statements or breaching any confidentiality obligations.

18. Company Handbook Dunlaw Engineering Limited Dated: 21st
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E-mails must never be used to send abusive, sexist, racist, disability-biased or defamatory
material, including jokes, pictures or comments which are potentially offensive. Such use may
constitute harassment and/or discrimination and will lead to disciplinary action up to and
including summary dismissal. If you receive unwanted messages of this nature, you should bring
this to the attention of a Senior Manager (in accordance with the Company’s equal opportunities
policy/grievance procedure).
All e-mail messages should be concise. General messages to a wide group should only be sent
where necessary. (Personal e-mails with pictures, video or sound clips attached may not be sent
in any circumstances as these cause considerable delays to the system.)
Reasonable use of the internal and external e-mail systems for purposes other than the duties of
your employment is a discretionary privilege given to you by the Company but should be kept to
a minimum. Disciplinary action will be taken where this privilege is misused or abused. This
privilege may be withdrawn from any person at any time without notice or explanation.
g. Internet Access
You must not use the Company’s Internet facilities to visit, bookmark or download material from
obscene, pornographic or otherwise offensive (within the meaning of our harassment policy)
Websites on the Internet. This could infringe copyright, incur expense for the form or expose it
to criminal penalties or liability for harassment or defamation. Some use constitutes misconduct
and will lead to disciplinary action up to and including summary dismissal in serious cases.
Reasonable personal use of the Internet is a discretionary privilege given to you by the Company
but should be kept to a minimum. Disciplinary action will be taken where this privilege is
misused or abused. This privilege may be withdrawn from any person at any time without notice
or explanation.

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35) Whistleblowing
The Public Interest Disclosure Act 1998 protects workers who blow the whistle about
wrongdoing. All employees are expected to maintain the highest standards of integrity and good
faith. This Policy is intended you provide you with guidance as to the circumstances under which
such protection is available and the steps to be taken should you feel that a matter of public
interest is at sake.
Although disclosure may be made to a certain public authorities, the conditions under which this
may be done in order for the employee to be protected are limited. The Company’s policy is
therefore that disclosures should be made in the first instance to the Company.
The nature of the disclosure
Only certain kinds of disclosure qualify for protection and are therefore termed “qualifying
disclosures”. They are disclosures which, in the reasonable belief of the worker making the
disclosure, tend to show one or more of the following:
 A criminal offence
 The breach of a legal obligation
 A miscarriage of justice
 Danger to the health and safety of any individual
 Damage to the environment
 That information of the type set out above has been or is likely to be deliberately
concealed.
If you become aware of any information of this nature which causes you concern, you may wish
to raise the matter informally with a Senior Manager and discuss with him or her the next steps
which should be taken to bring the matter to the attention of Senior Management.
The Company will ensure that any disclosure made is kept as confidential as possible; however,
you should be aware that it may be necessary to divulge such information during the course of
any investigation. If an investigation into the allegations is thought necessary, you will be
informed that the allegations will be out to the person accused of wrongdoing.
You will be informed of the progress and outcome of any investigation in to the allegations.
If you are unhappy with the way in which your disclosure is received or dealt with, you should
immediately raise that concern with Senior Management, and if necessary at the highest level
within the Company. The Company is committed to ensuring that no employee is subjected to
any detriment, or victimised, by reason of having made a protected disclosure in good faith, and
will do everything within its power to investigated the matter fully and take the appropriate
action against any wrongdoer. You should also be aware that provided certain conditions are
met, you are protected by the law against suffering any detriment – for example – by reason of
having made the disclosure.
However, if you make a disclosure which you do not believe or which is made maliciously or
with some ulterior motive (such as a grudge against a fellow employee), this may be treated as a
disciplinary matter to be dealt with under the Disciplinary Procedure.

20. Company Handbook Dunlaw Engineering Limited Dated: 21st
June 2007
36) Parental Leave Policy
37) Maternity Policy
38) Redundancy procedures
There will be individual consultation at the earliest possible opportunity and before any notice of
dismissal is given. We will ensure that informal and formal consultations take place before any
redundancy notice is given.
If redundancy is inevitable a Senior Manager will explain to individual employees the reason for
the redundancy(ies), explain the selection process (if relevant), explain requirements during the
notice period including the right to time off to look for alternative work and the possibility of any
assistance such as out placement counselling to be provided by the employer. Finally another
attempt will be made to explore with the employee ways of avoiding redundancy such as
retraining for other work.
Following on the consultation procedure we will then give notice of dismissal to terminate the
employment of an employee who has been selected for redundancy.
Notice will only be given after consultation.
Where an employee has been employed for 2 years or more he is entitled to 1 weeks notice for
each completed year of continuous employment up to a maximum of 12 weeks notice. This
means that if the employee has been employed for under 4 years but more than 2 then he would
be entitled to 3 weeks notice.
Where the employee has been continuously employed for 2 years then he has a statutory right to
reasonable time off with pay during working hours to look for new employment or to make
arrangements for training for future employment.
What is reasonable in the circumstances will depend on the following factors:
(a) the employee’s length of service and attendance record.
(b) when the dismissal will take effect.
(c) how easy/difficult it would be for the employee to find another job.
(d) the timing of the request for time off and the proposed arrangements i.e. how much time and
when.
(e) how the time off will affect the employers work schedule.

21. Company Handbook Dunlaw Engineering Limited Dated: 21st
June 2007
39) Hours of work / Overtime
Working hours within Dunlaw are 0800 till 1600 with the provision for a half hour lunch break
between the hours of 1230 and 1300 for shopfloor staff.
For office based staff the hours are 0830 to 1700 with the provision for a 1 hour lunch break
taken between the hours of 1100 and 1400. It may be necessary on occasion to shorten the break
to 30 minutes depending on workload.
For paid overtime see Job Contract if applicable.
Occasionally discretionary days in lieu will be given. There is no provision for half days or hours
taken off in lieu.