QUALITY ASSURANCE POLICY

Quality assurance policy

Internal Quality Assurance (IQA) is the process of ensuring that training delivering and assessment practice is monitored in order to ensure that they meet national standards.

Policy Aims:

To provide a continuous check on the consistency and quality of delivery and the consistency, quality and fairness of marking, grading and overall assessment of student’s work.

To meet the requirements placed upon us by the awarding bodies.

To ensure that valid assessment decisions are reached for all our students and that external requirements are fully met.

Policy.

It is epic training policy that until an award has direct claims status a minimum of 10% of each course will be internally quality assured and the first course will be 100% internally quality assured. (via desk top review)

Awards with direct claims status will be internally quality assured every 20 courses via desktop review and a direct observation will be completed once a year.
A full report will be issued for each quality assurance completed and a copy of this will be retained by the IQA and the centre and will be provided to the awarding body on request.

All recommendations by the IQA will be adhered to, however if there is a difference of opinion between the assessor and the IQA this will be taken to the awarding body for clarification.

To confirm, all learners will be required to complete an evaluation form at the end of the session, these will be reviewed quarterly to highlight any common areas of improvement.

Standardisation meetings will take place annually or on request whichever is sooner. All evaluation forms and IQA reports will be discussed at these meetings. These meeting will be minuted.

HEALTH AND SAFETY POLICY

SECTION A GENERAL STATEMENT OF POLICY

Our policy is to provide and maintain safe and healthy working conditions, equipment and systems of work for all our employees, and to provide such information, training and supervision as they need for this purpose. We also accept our responsibility for the health and safety of other people who may be affected by our activities.

The allocation of duties for safety matters and the particular arrangements which we will make to implement the policy are set out below.

The policy will be kept up to date, particularly as the business changes in nature and size. To ensure this, the policy and the way in which it has operated will be reviewed every year.

Signed Hazel Douglas
Date 18/09/2019
Managing Director

RESPONSIBILITIES

Overall and final responsibility for health and safety in the Company is that of:-
Name: Hazel Douglas
Position: Director

All employees have the responsibility to cooperate with supervisors and managers to achieve a healthy and safe workplace and to take reasonable care of themselves and others

Whenever an employee, supervisor or manager notices a health or safety problem which they are not able to put right, they must immediately tell the appropriate person named above. They may also tell an appointed safety representative.

Formal Health and Safety meetings will be held twice a year between management and employees.

The following people are responsible for: Safety training Carrying out safety inspections Investigating accidents. Monitoring maintenance of plant and equipment Maintaining accurately completed records
Name Hazel Douglas

SECTION B GENERAL ARRANGEMENTS
ACCIDENTS
FIRST AID
First aid at:

The First Aid Box is situated with the tutor. Appointed person responsible for first aid box: Hazel Douglas
Person responsible for reporting incidents as per the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995 RIDDOR
Name Hazel Douglas

Accident record is in the office at 5 St James Park, Chelmsford Essex CM12JG
And Accident record is in the office at 5 St James Park, Chelmsford, Essex, CM12JG

ACCIDENT REPORTING

All notifications under RIDDOR is to be made on form F2508 or F2508A which are available from the incident contact centre (HSE website)

Reportable major injuries are
1. Amputation
2. Dislocation of shoulder, hip, knee or spine
3. Loss of sight (temporary or permanent)
4. Chemical or hot metal burn to eye
5. Penetrating injury to the eye
6. Electric shock injury if unconsciousness followed requiring resuscitation 24 hours or more in hospital
7 Any other injury leading to:

1. 24 hour or more in hospital
2. hypothermia
3. heat induced illness
4. unconsciousness
5. requiring resuscitation

8 Unconsciousness from:

1. Asphyxia 2. Harmful substances
3. Biological agent
4. Inhalation, ingestion or absorption requiring medical treatment
5. Illness from biological agent or toxins requiring medical treatment

Over Seven Day Injuries

9 Employee etc a. Off work for more than 7 days b. Unable to do full range of normal duties for more than 7 days not counting the day of the injury Accident report form (F2508) within 10 days

10 Employee etc Suffers from a reportable work related disease Accident report form (F2508A) within 10 days

Reportable diseases include

1 Certain poisons
2 Some skin diseases Dermatitis etc
3 Some lung diseases Pneumoconiosis etc
4 Certain infections Leptospirosis etc
5 Other conditions Musculoskeletal disorders etc

Dangerous occurrence

This should be reported even if no reportable injury occurred but could have

Must be notified without delay (e.g. by phone) Accident report form (F2508) within 10 days

Reportable dangerous occurrences include:Records required:

Collapse etc of lifting equipment
Explosion of vessel or pipework
Plant etc contacting power lines
Electrical fire or explosion
Accidental release of biological agent Malfunction of breathing apparatus (includes testing)
Collapse of scaffold (qualified)
Collision of train with vehicle Building collapse
Release of certain flammable liquids
Certain explosions or fires

Details of all Information should include
i.Date & method of reporting
ii. Who you spoke to (if applicable)
iii.Date, time & place of event
iv.Details of all involved
v. Details of event etc

HOUSEKEEPING AND PREMISES

Cleanliness:
It is the responsibility of all staff to ensure that their workplace is kept reasonably clean and tidy No substances etc should be left on the floor or allowed to accumulate in a way that would present a hazard to anyone within that area. The workplace manager is responsible for ensuring that the contents of the cleaning schedule are adhered to and that the standard of cleanliness and hygiene are maintained at a reasonable level.

LIFTING AND HANDLING

Regulations
The Manual Handling Operations Regulations 1992 deals with handling activities which may result in employees suffering injuries. Employers have duties to avoid the need for hazardous manual handling as far as is reasonably practicable assess the risk of injury from any hazardous manual handling that cannot be avoided and reduce the risk of injury from hazardous manual handling.

Assessment
A member of staff should not lift any heavy load. Any orders that are above 10kg should be loaded where they are to be picked up by the carrier, or loaded on the trolley and pushed to the destination where they are to be collected.

General Introduction
The technique of lifting Understand the basic technique & use it
The load Assess the load, its size and shape etc
The distance to carry Both horizontally & vertically
The environment Look for potential risks
The Individual Have you been trained and are you fit to do the task?

Think before you start:
1. Consider warming up if the task warrants it Bend & stretch gently before lifting to avoid injury
2. Check the load Is it free from sharp or otherwise dangerous objects? Are you capable of lifting it safely, is it light enough? Is it stable and balanced?
3. Do you need help? Do you need some mechanical help? Do you need other people to help?
4. Plan the route Make sure you have organized a place to put the object down Find the safest route even though it may be longer If obstructions can be moved safely, then do so Rest when necessary
5. Wear the correct clothing Suitable glovesSuitable clothing and footwear
6. Grip the load firmly Decide how to grip before lifting Don’t change your grip once you have started lifting
7. Remember repetitive strain injuries Don’t do the same task for too long – share the task
8. Store items efficiently Store heavy objects where possible around waist height

General methods of lifting safely Single person lift

1 Consider the task prior to starting.
2 Stand as close to the load as possible with feet apart and one foot in front of the other.
3 Bend your knees (not too much) and maintain your back in a natural position.
4 Grasp the load firmly and as near to your body as comfortable.
5 Lift using your legs and not your back, in a single smooth movement.
6 Keep the load near to the centre of your body adjusting your feet as necessary

Alternative lift
To be used when lifting in awkward places
1 Stand as close to the load as possible with feet apart and one foot slightly in front of the other
2 Brace your knees against something firm and bend them if you can
3 Bend at the hips, keeping your head and back in a straight line
4 Lift gradually using the muscles in your legs, buttocks and stomach.

Carrying and unloading

1 Hold the load close to your body; tuck in your elbows.
2 Do not change your grip without supporting the load.
3 Do not twist your body; adjust your feet if necessary to change direction.
4 Look where you are going.
5 Do not obstruct your vision with a high load.
6 Use mechanical aid or other people to help when needed
7 When you reach your destination turn your feet, shoulders and hips in the direction of unloading.
8 Lower with the legs by bending your knees, back straight, load close to body.
9 Avoid trapping your fingers, don’t leave your fingers below the object when putting it down
10 Rest the load on the edge of surface selected then push it on with your arms and body.
11 Always slide a load into a tight space.
12 Ensure the load is secure before leaving it

Making Safety a Top Priority
Epic Training is committed to improving the safety by:
1 Reducing manual handling operations where possible.
2 Conducting risk assessments of tasks to ensure the health and safety risks of unavoidable operations are adequately controlled.
3 Providing information and training on correct handling techniques and the use of safe working methods.

14In order to assist with this aim you should:
1 Take part in any risk assessment as requested and report any hazards or avoidable risks to your supervisor at once.
2 Follow the control measures outlined in risk assessments.
3 Take your training seriously and use proper handling techniques at all times at work.
4 Tell your supervisor about any medical condition (illness, pregnancy, injury etc) that could affect your handling ability.

Lifting and handling in vehicle boot or from a vehicle
If it is not possible to lift in the manner outlined previously then the following procedure may be adopted:

1 Stand as close to the load as possible with feet apart and one foot slightly in front of the other.
2 Brace your knees against something firm and bend them if you can.
3 Bend at the hips, keeping your head and back in a straight line.
4 Lift gradually using the muscles in your legs, buttocks and stomach.
5 Do not change your grip without supporting the load.
6 Do not twist your body; adjust your feet if necessary to change direction.
7 Look where you are going.
8 Do not obstruct your vision with a high load.
9 Use a mechanical aid or other people to help if necessary.
10 On reaching your destination turn feet, shoulders and hips in the unloading direction.
11 Lower with the legs by bending your knees, back straight, load close to body.
12 Avoid trapping your fingers, don’t leave your fingers below the object when putting it down
13. Rest the load on the edge of surface selected then push it on with your arms and body.
14. Always slide a load into a tight space. Ensure the load is secure before leaving it.

Stacking of equipment in storeroom.
This section should be read in conjunction with the other sections on Lifting & Handling.

When stacking, the following information should be complied with so far as is reasonably practicable.

On Shelves
A Place the heaviest commodities on shelves around waist height
B Place medium weights below waist height.
C Place lightweights at high level if necessary having regards to the following section on stepladders etc.
D The manufacture of the shelving’s “maximum load” should neverbe exceeded.

Free-standing
A Ensure that the base items are secure before stacking above
B Do not stack above head height.
C Use platform steps where appropriate.
D Ensure sufficient space is allowed adjacent to the stack to enablesafe loading and unloading.
E Damaged pallets should be replaced with sound ones.

Box handling
A Grip with palms to reduce finger strain.
B Position the feet with one at the side of the box and one behind itto maintain balance.
C Give a strong thrust forewords and upwards off the back foot.
D The arms should be close to the sides.
E The hands placed diagonally.
F Then the legs will do the lifting.

ERECTING AND DISMANTLING OF DISPLAY EQUIPMENT
Staff may be required to erect and dismantle exhibition stands and equipment at various locations throughout the country They may also be required to transport the exhibition equipment.

Associated HazardsLifting and handling – refer to lifting and handling procedure. Head injuries from falling panels. Trapped fingers when assembling/dismantling. Collapsing of equipment.

Procedure

Display equipment can be bulky and heavy. When transporting a display ensure that it is in the appropriate container. The container, where applicable, should be firmly secured to the trolley.

When transporting a display by car, there should be enough space in the vehicle to allow the display to be manoeuvred freely.

Two people should carry out erecting, handling and dismantling a display. Only persons who have been trained to erect the display should attempt to carry out this procedure.

Care should be taken when erecting and dismantling displays to avoid head injuries and trapped fingers.Step ladders should be used to avoid stretching too high.

The display should be placed in a position where it cannot be knocked over and in such a way as to provide stability.

When used for public displays where children have access, ensure that they are unable to run around or push or pull the display.

Always refer to the Manufacturer’s instructions.If in any doubt as to the correct way to handle heavy items, please refer to the procedures relating to lifting and handling techniques.

DISPLAY SCREEN EQUIPMENT Legislation:

Health and Safety (Display Screen Equipment) RegulationsThe regulations state that all workstations used by persons who spend a significant part of their normal work at require an assessment. It is however recommended that assessments be carried out at all workstations but those used infrequently It is impossible to do an assessment that is suitable for all members of staff. Individual assessments are essential. If the workstation is intended for the use of more than one person then adjustable equipment is essential.

Requirements of an assessment:
-Display screen
A adjustable brightness
B swivel and tilt
C screen height adjustable
D no glare or reflections

Keyboard
A able to be tilted
B separate from screen
C matt surface
D well set out and symbols well contrasted

EQUAL OPPORTUNITIES POLICY AND PROCEDURES

CONTENT

STATEMENT OF POLICY………………………………………………….1 2
RECRUITMENT…………………………………………………………….. 2 3
PROMOTION……………………………………………………………….. 3 4
TRAINING…………………………………………………………………… 3 5
MONITORING……………………………………………………………… 3 6
HARASSMENT……………………………………………………………… 3 7
VICTIMIZATION…………………………………………………………… 6 8
COMPLAINTS AND DISCIPLINARY ACTION……………………6 9
DISCIPLINE…………………………………………………………………. 8

1 STATEMENT OF POLICY
1.1.  Epic Training is an equal opportunities employer. This means that it is the Company’s policy that there should be no discrimination, harassment or less favourable treatment or victimisation of any employee, job applicant, customer, provider of services or member of the public either directly or indirectly on the grounds of:

(a) Race, nationality or ethnic origin;
(b) Gender, gender re-assignment, marital or family status;
(c) Disability;(d) Trade union membership or activity;
(e) Sexual orientation;(f) Age
(g) Religion or religious beliefs
(h)   Pregnancy and maternity
(I)   `marriage and civil partnership

It is also Company policy that there should be no bullying of one employee by another for any reason.

1.2. In issuing this policy, the Company has three main objectives

(a) To encourage its employees to take an active role in combating all forms of harassment and discrimination;
(b) To deter employees from participating in harassment or discriminatory behaviour; anddiscriminatory behaviour; and
(c) To demonstrate to all employees that they can rely upon the Company’s support in cases of harassment or discrimination at work.

1.3. The Company is fully committed to providing a good and harmonious working environment that offers equal treatment and equal opportunities for all its employees and where every employee is treated with respect and dignity.

1.4. The Company recognises that the provision of equal opportunities in the workplace is not only good management practice; it also makes sound business sense.
The Company’s equal opportunities policy will help all employees develop their full potential so that the talents and resources of the workforce will be fully utilized to maximize the efficiency of the organisation.

1.5. Whilst the Company recognizes that the overall responsibility for the effective operation of this policy lies with the partners, all employees, whatever their position within the Company, have some measure of responsibility for ensuring its effective implementation. In this respect, employees should ensure that:

(a) They cooperate with any measures introduced to develop equal opportunities;
(b) They refrain from taking discriminatory actions or decisions which are contrary to either the letter or spirit of this policy;
(c) They do not harass, abuse or intimidate other employees, job applicants, customers, providers of services or members of the public in a manner contrary to either the letter or the spirit of this policy;
(d) They do not instruct, induce or attempt to induce or pressurize other employees to act in breach of this policy.

1.6. Breaches of the Company’s equal opportunities policy and procedures will result in the Company’s disciplinary procedure being invoked against the individuals responsible or involved.

2. RECRUITMENT

2.1. No vacancy will be advertised or publicized (internally or externally) in a way which discourages applications from any sector of the population.

2.2. All applications will be considered on merit. Each individual will be assessed against a set of objectives, non-discriminatory criteria that will be directly related to the demands of the particular vacancy.

2.3. All advertisements, application forms and other recruitment material will clearly state that we are an equal opportunities employer and will avoid statements or questions which tend to discourage applications for employment from any sector of the population.

2.4. All interviews will be conducted in accordance with the terms and spirit of this policy. The questions asked of candidates will be closely related to the selection criteria and will be asked in order to elicit information which will give a fair assessment of that particular applicant’s ability to perform the tasks required by the vacancy. Specific questions will not be asked of candidates which make assumptions about a candidate’s commitment or ability based on any of the grounds identified in the statement of this policy.

2.5. No one sector of the population will be disadvantaged or discriminated against in relation to the terms of employment offered or applied to them. The Company will, where appropriate, make reasonable adjustments to its arrangements for interviews and conditions of employment for disabled applicants where necessary to ensure that existing arrangements or conditions of employment do not place such applicants at a significant disadvantage to other applicants.

3. PROMOTION

3.1. Internal vacancies will, if possible, be filled by promotion.

3.2. [The Company will however consider enlarging the pool of applicants for promotion where this proves necessary to ensure that, in accordance with its equal opportunities policy, the pool of applicants is capable of fairly representing all sectors of the population].

3.3. Applicants for promotion will be considered only on the basis of their skill, aptitude, experience and suitability for the vacancy.

3.4. Assessment of those qualities identified in clause 3.3 will be made objectively and without bias by reference to selection criteria related to the demands of the vacancy.

4. TRAINING

4.1. Employees involved in recruitment and the management or supervision of others will receive training to help them understand and comply with the law and our policy.

4.2. No employee will be denied access to training on discriminatory grounds.

4.3. Specific and/or additional training will be made available for disabled employees as is reasonably necessary.

5. MONITORING

5.1. The Company will regularly monitor the effectiveness of its equal opportunities procedures to ensure that they are achieving our stated aims.

6. HARASSMENT 

6.1. Harassment is either:

(a) Unwanted conduct, whether verbal or not, which is of a sexual or racial nature or which refers to or is based upon a person’s disability, or other conduct based on someone’s race and/or gender and/or disability which affects the dignity of men or women at work; or
(b) Bullying of colleagues, especially junior colleagues, by intimidatory behaviour; or
(c) Unfavourable conduct at work, whether verbal or non-verbal, towards someone based on his/her disability which could affect his/her dignity at work.

6.2. Harassment or any form of discrimination will not be tolerated under any circumstances. A member of staff who harasses or discriminates against another employee or client or customer of the Company will be subject to the Company’s disciplinary procedure. In serious cases, such behaviour may constitute gross misconduct and result in summary dismissal.

6.3. Harassment generally may include any unwanted verbal or physical abuse and/or advances and/or behaviour which an employee may find offensive and which causes them to feel threatened, humiliated, patronized, distressed or harassed. It will not necessarily be a defence that such incidents consist of words or behaviour which might be claimed to be “common place” or which were intended as a joke or were not intended to be offensive.abuse and/or advances and/or behaviour which an employee may find offensive and which causes them to feel threatened, humiliated, patronized, distressed or harassed. It will not necessarily be a defence that such incidents consist of words or behaviour which might be claimed to be “common place” or which were intended as a joke or were not intended to be offensive.

6.4. Harassment may be deliberate or unconscious, open or covert, direct or indirect, an isolated incident or a series of repeated actions. It may also include, in certain circumstances, off-duty conduct.

6.5. It is the duty and responsibility of the Company and every employee to stop all types of harassment and discrimination in the workplace. It is only through the efforts of individual employees that harassment and discrimination can be eradicated.We must all recognise that every employee in the Company has the right not to be subjected to any form of harassment or discrimination.

6.6. Racial Harassment

(a) Racial harassment is racial discrimination and is contrary to theCompany’s equal opportunities policy. It is also unlawful. This type of harassment will not be tolerated under any circumstances and the Company will take prompt action upon becoming aware that such incidents have taken place.

(b) Examples of racial harassment may include:

(i) abusive language and racist jokes;
(ii) racial name calling;
(iii) the display or circulation of racially offensive written or visual material including graffiti;
(iv) physical threats, assault and insulting behaviour or gestures;
(v) open hostility towards workers of a particular racial group, including organized hostility in the workplace;
(vi) unfair allocation of work and responsibilities;
(vii) exclusion from normal workplace conversation or social events, i.e. being “frozen out”.

(c) The above examples are not exhaustive and each incident of harassment or discrimination will be viewed on its individual facts.

6.7. Sexual Harassment

(a) Sexual harassment is similarly sex discrimination, unlawful and contrary to the Company’s equal opportunities policy. It is defined as unwanted behaviour of a sexual nature by one employee towards another.contrary to the Company’s equal opportunities policy. It is defined as unwanted behaviour of a sexual nature by one employee towards another.

(b) Examples of sexual harassment may include:

(i) insensitive jokes and/or pranks;
(ii) lewd comments about appearance;
(iii) unnecessary bodily or physical contact;
(iv) displays of sexually offensive material, for example pin-ups and calendars;
(v) requests for sexual favours; Clients:HABC:ClientAssets:word files:9. Equal Opportunities Policy 7.5.3.a.doc
(vi) speculation about an employee’s private life and/or sexual activities;
(vii) threatened or actual sexual violence;
(viii) threat of dismissal, loss of promotion etc for refusal of sexual favours.
(ix) exclusion from normal workplace conversation and social events.

(c) Whilst the above list gives examples of sexual harassment, harassment takes many forms from relatively mild sexual banter to actual physical violence. The above examples are not intended to be exhaustive.

(d) Harassment of an individual in this manner on the basis of their sexual orientation (i.e. because they are homosexual, transsexual or undergoing ‘‘sex change treatment”) will also be regarded by the Company as sexual harassment and will not be tolerated.

6.8. Harassment on grounds of disability(a) Harassment of an individual who has a disability or who has had a disability in the past is unlawful. It is also contrary to the Company’s equal opportunities policy, which seeks to ensure that people with disabilities receive treatment that is fair, equitable and consistent with their skills and abilities.

(b) In accordance with statutory requirements, the Company recognizes that a person with a disability is someone who has or has had a physical or mental impairment that has a substantial and long-term adverse effect on his/her normal day-to-day activities. Therefore, depending on individual circumstances a person who has been seriously injured, has or had a progressive illness, significant learning difficulties or poor hearing, vision or mobility may be a person with a disability.difficulties or poor hearing, vision or mobility may be a person with a disability.

(c) Harassment on grounds of disability may include the following:

(i) abusive or insensitive language;
(ii) inappropriate jokes or pranks;
(iii)non-verbal offensive gestures (e.g. staring at a particular affliction);
(iv) inappropriate assumptions about the capabilities of a disabled person;
(v) unfair allocation of work and responsibilities;
(vi) exclusion from normal workplace conversation or social events;
(vii) physical mistreatment (e.g. jostling or assault).

(d) The above examples are not exhaustive and each incident of harassment or discrimination will be viewed on its individual facts.

(e) As part of the Company’s equal opportunities policy we will make every effort, if a disabled person joins the Company or if an existing employee becomes disabled, to make such adjustments as are required by law, whether in their existing job or in a suitable available alternative.

(f) The Company will seek to ensure that the needs of people with disabilities are considered generally in both the context of the Company’s working practices and in the nature of its premises and continuing services.

7 VICTIMISATION

7.1. Victimisation occurs when a member of staff treats another member of staff less favourably because that other person has:

(a) brought proceedings alleging that he or she has been discriminated against contrary to this Policy; or
(b) indicated that they intend to make such a claim or claims; or
(c) assisted a colleague to make a claim.

7.2. Victimization will not be tolerated under any circumstances and any member of staff who victimizes another employee will be subject to the Company’s disciplinary procedure. In serious cases, such behaviour may constitute gross misconduct resulting in summary dismissal.

8 COMPLAINTS AND DISCIPLINARY ACTION

8.1. Where an employee believes that he/she is being harassed, victimized or discriminated against contrary to the law or to the equal opportunities policy, he/she can invoke the complaints procedure, whether formal or informal, against the harasser or discriminator.victimized or discriminated against contrary to the law or to the equal opportunities policy, he/she can invoke the complaints procedure, whether formal or informal, against the harasser or discriminator.

8.2. Every complaint will be investigated and dealt with sympathetically without bias and as quickly as is practicable.

8.3. Every effort will be made to ensure that individuals who make a complaint in good faith will not suffer any further detriment or be victimized because of making such a complaint. Any complaint of victimization will be dealt with seriously, promptly and confidentially. Victimization will result in disciplinary action, which may include summary dismissal.

8.4. Informal Procedure

(a) Prior to adopting the formal procedure set out below, an informal approach may be taken.
(b) If an individual feels that he/she is or has been subjected to harassment and/or discrimination or victimization and considers that the informal procedure is appropriate he/she should, if possible, advise the harasser that the behaviour is unwelcome, must be stopped and is interpreted as harassment and/or discrimination and/or victimization as defined by the Company’s policy statement. If preferred, this may be in writing.
(c) If the behaviour does not cease or the employee finds approaching the harasser difficult, further informal assistance is available. Employees, who wish to discuss such a complaint in confidence, should contact the Customer Services Director.

8.5. Formal Procedure

(a) Where the informal method fails or serious harassment or discrimination occurs or if the individual prefers, employees are advised to bring a formal complaint against the alleged harasser or discriminator and to seek assistance as above in doing so.The complaint should be made in writing and, where possible, state the following:

(i)the name of the alleged harasser/discriminator;
(ii)the nature of the harassment/discrimination/victimization;
(iii)the date and time when the harassment/discrimination or victimisation occurred;
(iv) the names of any witnesses to the harassment/discrimination or victimization; andvictimization; and
(v) details of any action, which may already have been taken by the complainant to stop the harassment/discrimination or victimization.

(b) The complaint should be sent or given to the Customer Services Director where a complaint of harassment, discrimination or victimization is received; consideration will be given to whether it would be helpful and/or practicable to separate the alleged harasser/discriminator from the complainant. This may involve the temporary transfer of the alleged harasser/discriminator or the complainant to another department or suspension with pay until the complaint has been resolved.\

(c) The Customer Services Director will carry out a thorough investigation as quickly as possible, maintaining as much confidentiality as possible at all times. The complainant should be aware, however, that if the complaint is to be properly investigated, other employees may have to be asked for witness statements.

(d) All employees involved in the investigation are expected to respect the need for confidentiality. Failure to do so will be considered a disciplinary offence.

(e) Copies of any witness statements taken will be made available to the alleged harasser and the complainant. Witnesses will be encouraged to appear at any hearing if requested by either party. It is acknowledged that some witnesses may be reluctant to do so. In these circumstances, the Customer Services Director will, if necessary, adjourn the hearing and ask supplementary questions of witnesses in private.

(f) The complainant may if he/she wishes, be supported throughout the procedure and hearing by a colleague of his/her choice. The employee accused of harassment or discrimination will have the right to be accompanied at the hearing in accordance with the Company’s disciplinary procedure.

(g) If the offence is proved the severity of the penalty imposed on the harasser will be consistent with those detailed in the disciplinary procedure. Serious harassment or acts of discrimination or victimization may result in summary dismissal. Where a lesser penalty is appropriate, for example, a written warning, this may be coupled with action to ensure that the complainant is able to continue working without embarrassment or anxiety. embarrassment or anxiety.

After discussion with the complainant the Customer Services Director may transfer the harasser to a different work area, or arrange for an amendment of working practices to minimize contact between the two employees. If the complainant wishes, his/her own transfer will be arranged, subject to practical limitations. The result of the hearing will be confirmed in writing to both employees.

(h) If the complainant is not satisfied about the way his/her complaint has been handled he/she may appeal to the Managing Director. The appeal should be made in writing within 5 working days of the first hearing. The decision of this second hearing will be sent in writing to both parties and will be final.

(i) An employee who receives a warning or is dismissed for harassment or discrimination may appeal against the penalty in accordance with the appeals procedure in the Company’s disciplinary procedure.

9 DISCIPLINE

9.1 Any acts of discrimination or acts which contravene this policy will result in the disciplinary procedure being invoked against the individuals responsible or involved.9.2 In severe cases, summary dismissal may be justified.

9.3 All members of staff are encouraged to use the procedure outlined in this Policy if they are harassed, discriminated or victimized. The Company takes all allegations seriously. However, if an allegation is made which the Company (after investigation) believes has been made dishonestly or maliciously, the Company may invoke the disciplinary procedure against the complainant. In serious cases, such behaviour may constitute gross misconduct and result in summary dismissal.

MALPRACTICE & MALADMINISTRATION POLICY

Introduction
This policy is aimed at our customers, It is also for use by our trainers to ensure they deal with all malpractice and maladministration investigations in a consistent manner.
It sets out the steps our centre, and learners or other personnel must follow when reporting suspected or actual cases of malpractice/maladministration and our responsibilities in dealing with such cases. It also sets out the procedural steps we will follow when reviewing the cases.

Centre’s responsibility
It is important that all staff involved in the management, assessment and quality assurance of our qualifications, and learners, are fully aware of the contents of the policy and we have arrangements in place to prevent and investigate instances of malpractice and maladministration.

Definition of Malpractice
Malpractice is essentially any activity or practice which deliberately contravenes regulations and compromises the integrity of the internal or external assessment process and/or the validity of certificates.

It covers any deliberate actions, neglect, default or other practice that compromises, or could compromise:

  • The assessment process;
  • The integrity of a regulated qualification;
  • The validity of a result or certificate;
  • The reputation and credibility of Epic training;

Malpractice may include a range of issues from the failure to maintain appropriate records or systems, to the deliberate falsification of records in order to claim certificates.

For the purpose of this policy this term also covers misconduct and forms of unnecessary discrimination or bias towards certain or groups of learners.

Definition of Maladministration
Maladministration is essentially any activity or practice which results in non-compliance with administrative regulations and requirements and includes the application of persistent mistakes or poor administration.

Examples of maladministration

  • Persistent failure to adhere to our learner registration and certification procedures.
  • Persistent failure to adhere to our centre recognition and/or qualification requirements and/or
  • Associated actions assigned to the centre
  • Late learner registrations (both infrequent and persistent)
  • Inaccurate claim for certificates

Examples of malpractice

  • Failure to carry out internal assessment, internal moderation or internal verification in accordance with Highfield requirements
  • Deliberate failure to adhere to learner registration and certification procedures.
  • Deliberate failure to continually adhere to our centre recognition and/or qualification approval requirements or actions assigned to your centre
  • Fraudulent claim(s) for certificates
  • Collusion or permitting collusion in exams/assessments
  • Learners still working towards qualification after certification claims have been made
  • Plagiarism by learners/staff
  • Copying from another learner (including using ICT to do so).

Process for making an allegation of malpractice or maladministration
Anybody who identifies or is made aware of suspected or actual cases of malpractice or maladministration at any time must immediately notify Hazel Douglas at Epic Training or Highfiled awarding body if the case involves Hazel Douglas. In doing so they should put them in writing/email and enclose appropriate supporting evidence.

All allegations must include (where possible):

  • Learner’s name and registration number
  • Staff members name and job role – if they are involved in the case
  • Details of the course/qualification affected
  • Nature of the suspected or actual malpractice and associated dates and details.

Epic Training/Highfield will then conduct an initial investigation prior to ensure that staff involved in the initial investigation are competent and have no personal interest in the outcome of the investigation.

In all cases of suspected malpractice and maladministration reported we will protect the identity of the ‘informant’ in accordance with our duty of confidentiality.

Responsibility for the investigation

In accordance with regulatory requirements all suspected cases of maladministration and malpractice will be examined promptly by Epic Training/Highfiled to establish if malpractice or maladministration has occurred and will take all reasonable steps to prevent any adverse effect from the occurrence as defined by Ofqual.

We will acknowledge receipt, as appropriate, to external parties within 48 hours.

Hazel Douglas/Highfiled will be responsible for ensuring the investigation is carried out in a prompt and effective manner.

Notifying relevant parties

Where applicable, Hazel Douglas will inform the appropriate regulatory authorities if it is believed there has been an incident of malpractice or maladministration which could either invalidate the award of a qualification.

Investigation timelines and summary process

We aim to action and resolve all stages of the investigation within 10 working days of receipt of the allegation.

The fundamental principle of all investigations is to conduct them in a fair, reasonable and legal manner, ensuring that all relevant evidence is considered without bias. In doing so investigations will be based around the following broad objectives:

  • To establish the facts relating to allegations/complaints in order to determine whether any irregularities have occurred.
  • To identify the cause of the irregularities and those involved.
  • To establish the scale of the irregularities.
  • To evaluate any action already taken

Either at notification of a suspected or actual case of malpractice or maladministration and/or at any time during the investigation, we reserve the right to withhold a learner’s, and/or cohort’s, results.

Investigation report

After an investigation, we’ll produce a draft report for the parties concerned to check the factual accuracy. Any subsequent amendments will be agreed between the parties concerned and ourselves. The report will:

  • Identify where the breach, if any, occurred.
  • Confirm the facts of the case.
  • Identify who is responsible for the breach (if any)
  • Confirm an appropriate level of remedial action to be applied.

We’ll make the final report available to the parties concerned and to the regulatory authorities and other external agencies as required.

If the relevant party (ies) wishes to appeal against our decision to impose sanctions, please refer to our Complaints Procedure.

COMPLAINTS PROCEDURE

Complaints Procedure

A complaint is an expression of dissatisfaction concerning epic training product or service. Epic Training take all complaints extremely seriously and all staff are trained and committed to rectify any problem as soon as it is brought to their attention.

It is recognised that a customer who has a complaint dealt with to their complete satisfaction is likely to become a repeat customer. Therefore we ask that if you are dissatisfied with the service you have received that you bring this to our attention as soon as possible by speaking to your course Tutor in the first instance.

Epic training ask that you raise your complaint as soon as possible after the event so that we have the opportunity to investigate fully. Your complaint will be investigated and response will be sent to you within 2 working days.
This will be the final route of escalation within our company

Appealing after an initial complaint has been raised

If you remain unhappy after following our own internal complaints procedure and your complaint refers to services you have received relating to your course and achieving your qualification then please contact the Awarding Organisation directly. The Awarding Organisation is Highfield awarding body. A copy of their complaints procedure can be found on their website: www.highfieldabc.com.

Should you address your appeal to Highfields awarding body and still remain unsatisfied with the decision you can direct your appeal to the qualification regulator. A representative of Epic training or Highfield will be able to offer you guidance on the appropriate regulator in each instance and provide contact details.

LEARNING CONTRACT