HUMAN RESOURCES AUDIT

Contents:-

1. Conducting an Human Resources Audit

1.1 Preliminary Steps

1.2 Goals of the Audit

1.3 Areas to Audit

2. Sample Audit Questions

A. Employment Practices

B. Hiring: Non-Discrimination

C. Hiring: Medical Testing

D. Hiring: Psychological testing and other similar assessments

E. Hiring: Written Particulars of Employment

F. Informing Employees of their Rights

G. Keeping of Records

H. Payment of Remuneration

I. Information about Remuneration

J. Job Descriptions

K. Application Forms

L. Employment Contracts

M. References

N. Employee Evaluations: Performance Appraisals

O. Employee Evaluations: Promotions

P. Employee Discipline: Rule Infractions (Misconduct)

Q. Employee Discipline: Poor Performance

R. Employee Discipline: Suspension

S. Employee Discipline: Termination

T. Post-Termination

U. Affirmative Action Measures

V. Duty to Inform

W. Income Differentials

X. Organizational Development Audit

Culture

Organization

People

Systems

Y. Internal Human Resources Audit (example)

1. Conducting An Human Resources Audit
 

Employment law is an ever-changing field. Your policies and procedures must change with the laws if you hope to avoid litigation. Employers are aware that one of the best ways to avoid employee lawsuits is to have a comprehensive policy manual. That’s good advice, but it’s not enough. You must regularly conduct an employment law / human resources audit to make sure that your policies reflect changes in employment laws.

 

 

 

1.1 Preliminary Steps
There are two issues that must be considered before implementing an employment law audit:
When should the audit take place? and
By whom should it be conducted?

Since your organization already utilizes a variety of employment-related practices and procedures, the audit should be conducted as soon as possible, if you have never audited such procedures before. After the initial audit, follow-up audits should be conducted yearly. When putting together an audit team, include either in-house or outside legal counsel, a representative from Human Resources, and any other individuals needed to represent a cross-section of staff functions. All team members should be warned ahead of time regarding the handling of confidential information.

1.2 Goals Of The Audit

The review process should provide answers to several important questions regarding the application of your company’s policies. The audit’s goals are to determine whether your policies are being applied consistently, whether they are the norm for your industry and geographic location, and whether they are consistently communicated to all employees. The audit should also provide insight as to which individuals are responsible for the implementation and enforcement of policies. Finally, it should distinguish between policies that are applicable to nonunion employees, and the terms and conditions of employment for employees who are represented by a labour organization.

1.3 Areas To Audit

Most lawsuits can be traced to four distinct stages of the employment relationship: hiring, employee evaluation, employee discipline or termination, and post-employment. Therefore, your self-audit should target these areas. Sample audit questions from each of these four areas appear on the following pages. In addition to these four areas, your employment audit should also target state regulations. Here are a few examples.

1. Review all your labour contract provisions for their impact on employees with disabilities.

2. Review all job specifications for hiring and placement of employees.

3. Review all employment applications for illegal questions dealing with employees.

4. Review and prepare all current job descriptions setting forth essential job elements.

5. Review current facilities to ensure accessibility for individuals with disabilities.

6. Review all pre-employment tests.

2. Sample Audit Questions.

Note: The questions provided here represent a sample of what should be included in an human resources audit. This list is not all-inclusive, and should be adapted to meet your specific needs.

A. Employment Practices
In conducting your human resources audit, an employment policy or practice includes, but is not limited to-
recruitment procedures, advertising and selection criteria;
appointments and the appointment process;
job classification and grading;
remuneration, employment benefits and terms and conditions of employment;
job assignments;
the working environment and facilities;
training and development;
performance evaluation systems;
promotion;
transfer;
demotion;
disciplinary measures other than dismissal; and
dismissal.
B. Hiring: Non-Discrimination

Does your Company unfairly discriminate, directly or indirectly, against an employee, in any employment policy or practice, on one or more grounds, including :-

race,

gender,

sex,

pregnancy,

marital status,

family responsibility,

ethnic or social origin,

conscience,

belief,

political opinion,

colour,

sexual orientation,

age,

disability,

religion,

HIV status,

culture,

Trade Union membership

language and

birth

Does your Company employment practices prohibit the harassment of an employee on any of the grounds mentioned above?

Do your employment policies distinguish, exclude or prefer any person on the basis of an inherent requirement of a job. If so, are such inherent requirements legitimate, objective and easily ascertainable to a third party, such as a Commissioner or Arbitrator?

C. Hiring: Medical testing
Does your Company have requirements for medical testing of employees, and if so,

Is it permitted in terms of any legislation; or

is it justifiable in the light of medical facts, employment conditions, social policy, the fair distribution of employee benefits or the inherent requirements of a job?

 

 


D. Hiring: Psychological testing and other similar assessments

Does your Company implement psychological testing and other similar assessments of an employee, and if so, have such tests or assessments being used-

shown to be scientifically valid and reliable;

applied fairly to all employees; and

not biased against any employee or group?

E. Hiring: Written particulars of employment

Do or have you supplied your employee, when the employee commences employment, with the following particulars in writing-

your full name and address;

the name and occupation of the employee, or a brief description of the work for which the employee is employed;

the place of work, and, where the employee is required or permitted to work at various places, an indication of this;

the date on which the employment began;

the employee's ordinary hours of work and days of work;

the employee's wage or the rate and method of calculating wages;

the rate of pay for overtime work;

any other cash payments that the employee is entitled to;

any payment in kind that the employee is entitled to and the value of the payment in kind;

how frequently remuneration will be paid;

any deductions to be made from the employee's remuneration;

the leave to which the employee is entitled;

the period of notice required to terminate employment, or if employment is for a specified period, the date when employment is to terminate;

a description of any council or sectoral determination (Wage Determination) which covers the employer's business;

any period of employment with a previous employer that counts towards the employee's period of employment;

a list of any other documents that form part of the contract of employment, indicating a place that is reasonably accessible to the employee where a copy of each may be obtained.

When any term or condition of employment of an employee changes do you change the written particulars to reflect the change; and supply the employee with a copy of the document reflecting the change.

If an employee is not able to understand the written particulars, do you ensure that they are explained to the employee in a language and in a manner that the employee understands.

Have you made provision for keeping written particulars of employment of your employees for a period of three years after the termination of employment.

F. Informing employees of their rights

Do you display at the workplace where it can be read by employees a summary in the prescribed form of the employee's rights in terms of the Labour Relations Act, Basic Conditions of Employment Act, Occupational Health and Safety Act, etc in the official languages which are spoken in the workplace.

G. Keeping of records

Do you keep a record of your employees (personnel files) containing at least the following information-

your employees name and occupation;

the time worked by each employee;

the remuneration paid to each employee;

the date of birth of any employee under 18 years of age.

Are such records kept for a period of three years from the date of the last entry in the record.

H. Payment of remuneration

Do you pay your employees any remuneration that is paid in money

in South African currency; daily, weekly, fortnightly or monthly; and in cash, by cheque or by direct deposit into an account designated by the employee.

at the workplace or at a place agreed to by the employee; during the employee's working hours or within 15 minutes of the commencement or conclusion of those hours; and in a sealed envelope which becomes the property of the employee.

no later than seven days after the completion of the period for which the remuneration is payable; or the termination of the contract of employment?

I. Information about remuneration

Do you provide your employees with the following information in writing on each day the employee is paid

your name and address;

your employees name and occupation;

the period for which the payment is made;

your employees remuneration in money;

the amount and purpose of any deduction made from the remuneration;

the actual amount paid to your employees; and

if relevant to the calculation of any employee's remuneration-

the employee's rate of remuneration and overtime rate;

the number of ordinary and overtime hours worked by the employee during the period for which the payment is made;

the number of hours worked by the employee on a Sunday or public holiday during that period; and

if an agreement to average working time has been concluded in terms of section 12 of the Basic Conditions of Employment Act, the total number of ordinary and overtime hours worked by the employee in the period of averaging.

Is such written information given to each employee at the workplace or at a place agreed to by the employee; and during the employee's ordinary working hours or within 15 minutes of the commencement or conclusion of those hours.

J. Job Descriptions

Do they avoid generalities, vague terms, and professional jargon?

Are there physical requirements that don’t have a direct correlation to the job you’re describing?

Is there any language that could be considered sexist?

Do they consolidate job responsibilities and list the most important ones first?

Is there any language that discriminates against older employees?

Are unessential requirements listed that could block the hiring of a person with a disability?

Do they describe what is to be accomplished, rather than the method for performing the job?

Are undesirable working conditions, such as worksite temperatures, noise levels, gases, fumes, or hazardous materials, and space restrictions listed?

Are required interpersonal skills explained?

K. Application Forms

Do you have a written policy explaining how long applications will be considered active, and when and how applicants can update them?

Do you purge your files on a regular basis in accordance with your policy?

Does your application have the following disclaimers?

Falsification or omission of information can lead to refusal to hire or to discharge.

Applicant gives employer consent to check references, verify information, and obtain reports from consumer reporting agencies.

Does your application ask for any of the following information that may be considered discriminatory?

Applicant’s sex, or sexual preference, practices, or orientation.

Applicant’s weight or height, unless a bona fide occupational qualification exists.

Whether the applicant is single, married, or divorced.

Whether the applicant is pregnant, has children, or must make arrangements for child care.

Applicant’s age, other than to determine that the applicant meets minimum state requirements.

Dates applicant attended high school.

Applicant’s military status, unless military status is related to his/her ability to perform the work.

Applicant’s memberships.

General questions about arrest records.

Applicant’s religious affiliation.

Applicant’s general state of health.

If the applicant is a citizen of another country.

Applicant’s attitude about trade union organizations.

L. Employment Contracts

Does your employee handbook contain a general disclaimer?

Does your handbook contain a statement indicating that it is intended to provide information only, is not a contract, and can be modified at any time?

Do you have employees sign acknowledgement forms recognizing that they have received the handbook and understand it?

Are your disclaimers printed in large type and placed in prominent positions?

Does your handbook indicate that serious offenses can circumvent your progressive discipline policy and result in immediate termination?

Does your handbook contain statements promising a promotion-from-within policy?

M. References

Does your application state that references will be checked carefully and will influence the hiring decision?

Do you avoid recording discriminatory information even if it is given in a reference check?

Does the person who is conducting the reference check understand the job requirements?

Do you keep written documentation on every reference check?

Do you ask applicants to sign a release absolving previous employers from liability for the information they provide?

Do you understand the restrictions on gathering medical information on applicants?

Do you apply the results of your reference checks consistently to all applicants?

Do you ask employees who are resigning or being terminated to sign a reference request form?

Do you authorize only a few individuals to respond to reference requests?

Do you refuse to give oral references?

Do you require prospective employers to furnish consent forms before giving out references?

Do you screen prospective employers by taking a telephone number and calling back?

Are your references based on both positive and negative factors?

N. Employee Evaluations: Performance Appraisals

Do all evaluations follow the written schedule described in your employee handbook and company policy manual?

Do your evaluators have a clear idea of what are considered subjective terms in a performance evaluation?

Are your evaluators aware of the danger of using the performance appraisal form as a retaliatory weapon?

Do appraisers understand how a lowered performance rating could trigger an age discrimination lawsuit?

Do you require managers to explain sudden drops in performance appraisal ratings?

Do you have an appeals process for employees who are not satisfied with their ratings?

Are evaluators aware of the type of statements made in a performance appraisal that might be considered defamatory?

Do appraisers understand why the results of performance appraisals should be given only to those with a need to know?

O. Employee Evaluations: Promotions

Do you have objective guidelines on which to base promotion decisions?

Do you consider all promotion candidates equally, without regard to sex, race, age, or disability?

Are all aspects of your promotion process completely up to date?

Do you regularly review job requirements to see if requiring less experience or offering more training would increase your promotion pool?

Do you keep records of all interview notes which enter into promotion decisions?

Do you publicize requirements necessary for promotion?

Do you check out all complaints from employees who claim they are being passed over for promotion for discriminatory reasons?

Do you question managers who never seem to recommend women or minorities for promotion?

Is there any evidence that a manager may be passing over employees for promotion for retaliatory reasons?

P. Employee Discipline: Rule Infractions (Misconduct)

Are you familiar with and does your codes of conduct procedures comply with the Code of Good Practice on Unfair Dismissals

Is the rule which was violated a reasonable one?

Was the employee aware of the rule?

Was the employee aware of the consequences for violating the rule?

Does the discipline follow your progressive discipline system?

Could the discipline be considered retaliation against an employee who has filed a discrimination complaint?

Did the employee offer an excuse for the rule violation?

Could the employee have been harmed by obeying the rule?

Does the rule violate safety or state regulations?

Does the rule serve a useful purpose, or is it frivolous?

Could the employee have been trapped into a rule violation?

Is there sufficient proof to show that the employee broke the rule?

Are there extenuating circumstances that should be taken into account?

Have you considered the employee’s past disciplinary record in selecting the penalty?

 

 

Q. Employee Discipline: Poor Performance

Are you familiar with and does your performance management procedures comply with the Code of Good Practice on Unfair Dismissals?

Has the employee been properly warned about his/her performance?

Was the employee given adequate training and reasonable improvement goals?

Have you carefully reviewed the employee’s prior disciplinary history?

How have you handled similar performance problems in the past?

Have you considered any new information that may be related to the problem?

Have you checked company policy to ensure consistency and fairness?

How do you plan to involve the employee in helping to set improvement goals?

Does the employee understand what can happen if improvement goals are not met?

Could a basic review or additional training improve performance?

R. Employee Discipline: Suspension

Does the suspension follow the progressive discipline policy spelled out in your handbook or policy manual?

Is the suspension decision the result of a fair, proper procedure?

Was the employee properly warned about the possibility of a suspension?

Does the documentation provide a factual basis that justifies the suspension?

Could the suspension be seen as a form of retaliation?

Is the employee being suspended a member of a protected class or has he/she filed a discrimination complaint?

S. Employee Discipline: Termination

Are you familiar with and does your termination procedures comply with the Code of Good Practice on Unfair Dismissals?

Has the termination decision been compared to other penalties imposed on other employees for similar infractions?

Is the termination consistent with the employee’s discipline record?

Are there any potential legal problems, such as age, race, or sex discrimination; wrongful termination; or sexual harassment?

Has the employee been properly warned and given sufficient time to improve performance or behavior?

Is the offense for which the employee is being terminated spelled out in the handbook or company policy manual as an offense warranting discharge?

Was the terminated employee given the right to use the company’s complaint or review procedure?

Do you have the documentation to show that the employee was given a sufficient amount of time and help to remedy the problem?

Have you given full consideration to the employee’s length of service and past contributions to the company?

Have you considered all possible alternatives to discharge, including reassignment, early retirement, or voluntary resignation?

Does the employee have any pending litigation against the company? If so, could the termination be considered a form of retaliation?

T. Post-Termination

Do you conduct an exit interview with employees who quit or who are terminated?

Does your documentation support your termination decision?

Were you able to reduce tension and resentment by showing the employee that he/she had been given proper warning and time to improve performance or behavior?

What reasons were given by an employee who felt he/she was being treated unfairly?

How did you respond to questions about providing future references?

Did the employee request that he/she be allowed to resign in lieu of being terminated?

Did you agree to allow the employee to give his/her own reasons for the "resignation"?

Did the employee accept the termination or did he/she raise the possibility of a discrimination claim or a lawsuit?

Did you obtain all keys, badges, uniforms, and other security items?

Do you have a clearly-written, published policy explaining that the company will provide honest and accurate references to those with a legitimate need to know?

Do you understand how the laws of defamation apply to employer references?

Do you remind employees who are terminating, either voluntarily or involuntarily, about your reference policy during the exit interview?

U. Affirmative action measures

In terms of the Employment Equity Act, are you required by law to implement an affirmative action plan?

Have you implemented affirmative action measures designed to ensure that suitably qualified people from designated groups have equal employment opportunities and are equitably represented in all occupational categories and levels in the workforce?

Does such a plan include

measures to identify and eliminate employment barriers, including unfair discrimination, which adversely affect people from designated groups;

measures designed to further diversity in the workplace based on equal dignity and respect of all people;

making reasonable accommodation for people from designated groups in order to ensure that they enjoy equal opportunities and are equitably represented in the workforce of a designated employer;

preferential treatment and numerical goals for employees from designated groups?

Have you

assigned one or more senior managers to take responsibility for monitoring and implementing an employment equity plan;

provided the managers with the authority and means to perform their functions; and

taken reasonable steps to ensure that the managers perform their functions?

V. Duty to inform

Do you display at the workplace where it can be read by employees a notice in the prescribed form, informing them about

the provisions of the Employment Equity Act?

The most recent employment equity plan prepared by your Company?

W. Income differentials

Are you able to compile a statement on the remuneration and benefits received in each occupational category and level of your workforce?

Where disproportionate income differentials are reflected in that statement, have you taken measures to progressively reduce such differentials?

Does your recruitment or promotion policies and procedures take into account a job applicant or employees

formal qualifications;

prior learning:

relevant experience; or

capacity to acquire, within a reasonable time, the ability to do the job.

when determining whether the employee or applicant may be suitably qualified for a job?

X. Organizational Development Audit

The following check-lists present some questions which may prove helpful for you to think about when planning your development programs for the people in your organization. Use them to provoke thought and to stimulate discussion. Consult with others in your organization. They will help you to identify the critical human resource issues facing your organization. The aim is to begin to explore how a considered and planned approach to people management can improve business performance, to the benefit of all.

General Considerations:-

Your organization is more than likely in trouble if any of the following holds true:

chronic industrial relations problems

no means of resolving employee grievances

increasing /erratic employee turnover

increasing number of customer complaints

no pride in the organization

inter—group conflicts

no career paths for ambitious talented employees

dissatisfaction with pay and conditions

unclear job roles

no clear performance measures

quality is unimportant

bad product service /delivery records

poor recruitment standards /practices

no management development programs

no induction training for new employees

critical skill shortages

inter-departmental warfare

you do not know if any of the above are applicable

you ignore any of the above

Culture

Do your staff identify with the organization and 'the success of the organization' as being of direct benefit to themselves?

Do your staff see themselves as having common interests with their work colleagues and group? Is there a strong team spirit?

Is work allocated on the basis of individual expertise rather than position in the organization?

Are there sufficient skills/ power bases in the organization?

Are there appropriate leadership skills within the organization?

Are your staff encouraged to say what they think about the organization?

Does your organization encourage innovation and creativity amongst staff?

Do your staff feel a sense of personal responsibility for their work?

Is quality emphasized in all aspects of the organization?

Organization

Does the structure of your organization encourage effective performance?

Is the organization structure flexible in the face of changing demands?

Is the structure too complex? If so in what areas?

Do your staff have clear roles and responsibilities?

Does your organization structure tend to push problems up rather than resolve them at the point where they occur?

Do your procedures and management practices facilitate the accomplishment of tasks?

Do you constantly seek to challenge your organization structure?

People

Do your staff have the necessary skills and knowledge to perform their jobs in the most effective manner?

Do your staff understand their jobs and how they contribute to overall business performance i.e. have clear goals and objectives?

Do your staff have a customer service orientation? Are people with potential spotted and developed for the future?

Are your staff encouraged to perform well through the giving of recognition, feedback, etc?

Do your people know what their expected performance standards are?

 

 

Systems

Do your organization's systems (e.g. recruitment, promotion, planning, management, information and control) encourage effective performance among your staff?

Are these systems consistent across the organization?

Are there clear rewards for effective performance within your work group?

Does the organization review its systems frequently and ensure they mutually support each other?

Now consider and write down:

(1) What are the three critical people issues facing your business?

 

 

(2) What plans/actions are you taking to address them?

 

 

 

 

Y. INTERNAL HUMAN RESOURCE AUDIT

 

 

Example of an internal Human Resources Audit. Please amend using questions from the comprehensive HR Audit to determine the content of your Human Resources Audit.

 

(Send a copy of this report to the various departments within your Company or Companies within your Group)

 

Please complete the following questionnaire as accurately and thoroughly as possible, attaching relevant documentation where necessary, and return to …………………. By no later than ………………….

 

 

Contact Details

Company Name: Registered As………………………………………………..

Trading As…………………………………………………..

Contact Person: Name : ……………………………………………………

 

Title:…………………………………………………………

Contact Numbers: Tel #:………………………………………………………...

Fax #:………………………………………………………..

Cel #…08……………………………………………………

E Mail ….………………@………………………………

 

Physical Address : ………………………………………………………………

………………………………………………………………

………………………………………………………………

Postal Address : ………………………………………………………………

………………………………………………………………

 

 

 

Company Details

Does the company have a formal Organogram?: 1 Yes 1 No

(If yes, please attach. If no, please attach a list of all positions within the company).

Does the company have comprehensive job descriptions for all said positions?

1 Yes 1 No (If yes, please attach).

 

Employee Headcount : Permanent Employees : …..………

Permanent Part-Time Employees : …..………

Contract Employees : …………..

Casual Staff : ………….

 

Does the Company have a formal HR Manual? 1 Yes 1 No

Does the Company have a formal HR Filing System? 1 Yes 1 No

Does the Company have a computerised HR/Payroll System?

HR : 1 Yes 1 No

Brand Name: ………………..

Payroll : Yes/No

Brand Name:………………

What Records and Control Measures are in place?

…………………………………………………………………………………………………

…………………………………………………………………………………………………

 

Employment Details

(For each category, please indicate if applicable to all employees. If not, please supply details. Further, please indicate whether a policy in regard to that specific category is in place or not and attach same to this document).

 

Working Hours : Hours per day:………….. Days per week:………………….

Working Hours Policy: Yes/No

Overtime : Hours per day:………….. Days per week:………………….

Overtime Policy in Place: 1 Yes 1 No

Annual Leave : …………… working days leave per annum

Sick Leave : …………… days per year/36 month cycle

Maternity Leave : …………… months per occasion

Family Responsibility Leave : …………… per occasion

Study Leave : …………… per examination

Unpaid Leave : …………………………………………………………..

 

Leave Policy in Place : Annual 1 Yes 1 No

Sick 1 Yes 1 No

Maternity 1 Yes 1 No

Family Responsibility 1 Yes 1 No

Study 1 Yes 1 No

Unpaid 1 Yes 1 No

 

Remuneration and Benefit Details

(Please indicate whether a policy in regard to each specific category is in place or not and attach same to this document).

 

If available, please supply a copy of the following:

Letter of Employment or Contract

Payslip

Induction Programme

Employee Handbook

Certificate of Service

Medical Aid : Name of Fund: ……………………………………………..

Company Contribution Details: ……………………………

………………………………………………………………

Pension/Provident Fund: Fund Type: ….Pension/Provident………………………….

Name of Fund: ……………………………………………..

Company Contribution Details: ……………………………

………………………………………………………………

Employment Policy : 1 Yes 1 No

How are employees’ salary

packages structured? : …………………………………………………………

…………………………………………………………

…………………………………………………………

Company Vehicle Policy : 1 Yes 1 No

Transfer and Relocation Policy : 1 Yes 1 No

Retrenchment Policy : 1 Yes 1 No

What is the Official Retirement Age of the Company? Male ……….. years

Female ………years

Early Retirement Policy : 1 Yes 1 No

Does the Company offer Educational Assistance? 1 Yes 1 No

If yes, to whom:

Employees Only

Employees and Employees Immediate children

Other (please specify)……………………………………………….

Does the Company offer any Loan Facilities: 1 Yes 1 No

If yes, please indicate:

To whom …………………………………………………….

What Category:..(e.g. welfare, home)………………………..

……………………………………………………………….

 

Other

(Please indicate whether a policy in regard to each specific category is in place or not and attach same to this document).

Aids & Life Threatening Diseases Policy : 1 Yes 1 No

Disciplinary and Grievance Procedures : 1 Yes 1 No

Harassment & Non-Discrimination Policies : 1 Yes 1 No

Smoking Policy : 1 Yes 1 No

 

 

What are the Company’s ratios of employees?

  Company Total White Black Male Female
Senior Management          
Middle Management          
Supervisory          
General Staff          

 

No. of Disabled Employees: ……………….

Employment Equity Policy : 1 Yes 1 No

 

Information Systems

What computer software programmes do you use: …………………………………….

………………………………….. …………………………………………………….

Do your employees have their own email addresses: 1 Yes 1 No

Do you have a Corporate Website: 1 Yes 1 No

If yes, please specify URL: http://www……………………………………….

How many employees have access to e-mail facilities within your
Company /department? ……………………………………….

Do any employees work on a contract basis: 1 Yes 1 No

Do any employees work from home: 1 Yes 1 No

 

Restructuring

Is it likely that your organisation or the terms and conditions of employees may be restructured? 1 Yes 1 No

 

Are you familiar with the requirements of:

The new Basic Conditions of Employment Act: 1 Yes 1 No

Employment Equity Act: 1 Yes 1 No

Code of Good Practice on Sexual Harassment in the Workplace: 1 Yes 1 No

Labour Relations Act 66 of 1995 (as amended): 1 Yes 1 No

Skills Development Act: 1 Yes 1 No

Code of Good Practice on the Regulation of Working Hours: 1 Yes 1 No

Code of Good Practice on Maternity Leave: 1 Yes 1 No

Do you participate in any Corporate Social Investment schemes: 1 Yes 1 No

If yes, please specify which organization: …………………………………………………..