Human Resources Manager Training Booklet

OVERVIEW

Sweet Jesus takes pride in having safe, positive and productive working environments. To that end, we are committed to maintaining an extremely high standard of human resources and employee relations practices that adhere to local employment/labour laws and legislation.

While each ice cream shop will be required to work within the confines of country, state, provincial or other specific frameworks, generally, all shops, regardless of the location or corporate affiliation, must follow a number of guidelines set out by the Sweet Jesus corporate Human Resources team. Such guidelines not only ensure that we are protecting the Sweet Jesus image and brand, as well as safeguarding the company from unnecessary legal repercussions, but also, assist us with hiring talented, passionate individuals and ultimately keeping them engaged, challenged and inspired.

In the following booklet, you will find various procedures which are intended to help management with navigating related aspects of the employment relationship, including from recruitment to terminations, and everything in between.

If you have any questions regarding human resources practices or the contents of this document, please email the Human Resources Manager at [email protected].

TABLE OF CONTENTS

● Recruiting o High Level Full Cycle Recruiting Process o Full Cycle Recruiting Best Practices ▪ Posting a Job ▪ What to Look for When Reviewing a Resume ▪ Interview Process ● Before the Interview ● Sample Interview Structure Outline ● During the Interview ● Ground Rules for Interviews ● What Can/Can’t I Ask During an Interview ● Interview Questions ● After the Interview ● Discrimination in Hiring ● Onboarding, New Hire Documents and First Day Details ▪ Offer of Employment ▪ Confidential Employee File ▪ Preparing for the First Day ▪ New Hire Paperwork ▪ Legislative Compliance Training ● Performance Management o 90 Day Probation o Annual Reviews o Do’s and Don’ts of Performance Review Meetings o Open Door Approach and Two-Way Feedback o Performance Improvement Plans o Progressive Discipline o Progressive Discipline Best Practices ▪ Document, Document, Document ▪ Witnesses ▪ What to Do if the Employee Won’t Sign ● Departure Process o Termination for Cause o Termination Without Cause o Involuntary Termination Process – Best Practices ● Health and Safety o Commitment o Requirements o Committees/Representatives ● Workplace Violence and Harassment o Definitions o Investigation and Resolution Process

o Workplace Violence, Discrimination and Harassment Best Practices ● Accommodation and Accessibility o Assistive devices and Alternative Service Methods o Communication o Service Animals o Support Persons o Notice of Temporary Disruptions o Training o Feedback Process o Policies o Website

RECRUITING

Sweet Jesus takes great care to hire the right people, as they are the face and voice of our brand. It’s important to find employees that will exude the Sweet Jesus brand and spirit, work well in team settings and offer our customers exemplary service.

The purpose of this section is to identify “best practices” in hiring people who will contribute to the overall success of the company as well as embody the characteristics described above.

HIGH LEVEL FULL CYCLE RECRUITING PROCESS

Full cycle recruiting refers to the entire recruiting process. The steps include:

1. Getting the approval from the approving authority (your manager/general manager/HR) to hire a new or replacement hire 2. Getting approval on salary or wages for the role 3. Developing a clear job posting for the new hire 4. Posting the role on job boards, advertising on social media, or directly sourcing candidates 5. Screening candidates and preparing to interview them 6. Interviewing candidates 7. Checking references 8. Presenting an offer to finalists and negotiating the details, as required 9. Onboarding the new hire

FULL CYCLE RECRUITING BEST PRACTICES

Posting a Job

1. Look at your job descriptions to see if they match the requirements of the job. 2. Update the job posting if required 3. Ensure that language surrounding accommodation is included in the job posting, as follows: Sweet Jesus is committed to providing accommodation for applicants with disabilities in its recruitment processes. If you require accommodation at any time during the recruitment process, please email [Human Resources Contact]. 4. Post online to local job sites – assess whether paid advertising is required 5. Start to review applicants within the first one – two weeks 6. Call or email the candidates who match the requirements detailed in the job description to set up either a phone screen or an in-person interview 7. Remember to remove the job posting when your search is over

What to Look For When Reviewing a Resume

Screening resumes can be time consuming and challenging. Below are some tips to assist you in reviewing resumes. Look for:

1. Unexplained gaps in work or education chronology 2. Conflicting details or overlapping dates 3. Career regression or “downward” trends 4. Frequent movement or multiple shifts in career path

INTERVIEW PROCESS

The purpose of an interview is to collect information that has not been provided in the resume or application form. The interview assists companies in identifying candidates who have the necessary knowledge, skills and abilities to perform well in a role.

As the interview is the first impression that a candidate will have of the company, we want to ensure that we give potential candidates a positive impression. Below are some tips to assist you in structuring an organized and professional interview.

Before the interview

1. Prepare and standardize the questions to be asked 2. Slot out of your day the appropriate amount of time that you will need for an interview 3. Determine who from the company will sit in on the interview 4. Review the applicant’s resume and the job description 5. Arrange in advance for the location you want the interview to take place 6. Structure the interview - Structuring the interview is key to getting the most out of the time you will spend with the candidate. By setting an agenda: the interviewer can: put the candidate at ease by removing the unknown; establish parameters that will keep the interview on track; and prevent the interview from becoming a two-way chat.

Sample Interview Structure Outline

Time spent on each of these areas will vary depending on the role and level. Hiring managers are encouraged to use their discretion:

1. Greet the candidate and build rapport: this is a good opportunity to use icebreakers as a means of putting the interviewer and interviewee at ease. Some examples of icebreakers include: Did you have any problems finding us today? Have you been here before? Are you enjoying this weather? Can I offer you a glass water or a cup of coffee/tea?

2. Introductory statement: take this opportunity to describe the role and company in more depth. Briefly outline the structure of the job, and who the role will report to. At this time, discuss the interview structure – for example “I have a number of predetermined questions that I am going to ask you. When I am done, you will have an opportunity to ask me any questions that you may have!” 3. Review of candidates resume/interviewer ask questions/candidate provides information 4. Candidate has the opportunity to ask questions 5. Wrap up interview: At this time, inform the candidate of when you hope to have a decision made and how to you will communicate this decision. Thank the candidate for coming in to meet with you and escort them out of the building or room, if appropriate.

During the Interview

1. Take notes and ensure that these are saved to a confidential file 2. Establish fit for the role – review and validate the candidate’s experience 3. Establish fit for the company and your team 4. Is accommodation required? Are there any days of the week the candidate cannot work or any other issues with meeting the schedule requirements for the role? 5. Remember to tell the candidate why this is a great place to work 6. Determine salary expectations 7. Disclose realistic job previews (RJPs) – RJPs are intended to improve the fit between the job candidate and the company. The primary goal of RJPs if the reduce turnover by providing job candidates with accurate information about the job and the company. As an interviewer, you are required to make known to candidates both the positive and negative aspects of the job and the company (i.e. late hours, customer interaction, degree of physical risk, etc.). RJPs deter candidates from accepting a position on the basis of unrealistic expectations. Better informed candidates are more likely to be a good fit for the position.

Ground Rules for Interviews

1. Meet with all eligible candidates 2. Show respect for the candidate by being on time for your interviews, putting your phone away, and directing your full attention to the candidate 3. Be an active listener 4. Pay attention to the non-verbal cues 5. Provide information as freely and honestly as possible 6. Use your questions effectively 7. Separate facts from opinions and inferences. 8. Attitude and positivity throughout the interview – the job interview process is just as much an interview for each candidate to determine a right fit for them, as it is for the company to determine best fit for a position 9. Control the course of the interview

What Can/Can’t I Ask During an Interview

Subject What You Cannot Ask Alternative Questions You Can Ask Religion What religion do you practice? What days are you available to work? What religious holidays do you Are you able to work with our observe? required schedule? Age How old are you? Are you legally entitled to begin How much longer do you plan to working? work before you retire? What year did you graduate? What are your long-term career goals? Marital and Do you plan to have children? Are you available to work overtime Family Status on occasion? Can you travel? Ancestry, Place Where were you born? Are you legally entitled to work in of Origin, Ethnic What is your nationality? this country? Origin Height and What is your height? No inquiry about this is permissible Weight How much do you weigh? unless there is evidence they are a Can you lift 40 lbs? genuine occupational requirement. An example might be: This position requires heavy lifting of boxes that weigh approximately 40lbs. Do you think you would be able to do this successfully? Sexual What is your sexual orientation? There are no permissible questions Orientation relating to sexual orientation.

Interview Questions

There are many different types of questions that can be used in the interview process: open ended, closed ended, behavioral and situational:

Open Ended Questions

Open ended questions solicit additional information from the interviewee. They are broad and require more than one or two worded responses. They allow for unrestrained, free responses from the candidate. Disadvantages to these questions are that they can be time consuming, and may require more effort from the respondent.

Examples of open ended questions:

● What prompted you to apply for this position?

● What do you look for in a team? ● What do you look for in a manager?

Closed Ended Questions

Closed ended questions are usually ones that can be answered with a “yes”, or “no” response.

Examples of closed ended questions:

● Were you required to manage staff at your previous job? ● Do you have customer service experience?

Behavioural Questions

Behavioural questions are questions in which the applicant is asked to describe what he or she did in given situations in the past.

Example of behaviourally based questions include:

● Tell me about a time you were required to [insert task here…] ● Give me an example of when you encountered [insert task here…] ● Describe a time you went above and beyond guest expectations.

Situational Questions

Situational Questions are ones that embody hypothetical situations that are likely to be encountered on the job. After a situation is presented, the candidate is then asked what they would do in that given situation.

Example of a situational question: ● An item on the menu is not selling well. How would you discuss this with your boss? ● How would you resolve a conflict with a customer, employee or supervisor at work? After the interview

1. Follow up when you say you will and commit to timelines. If you are not sure of the hiring timeline or have a number of candidates scheduled for future interviews in the coming weeks, be straightforward and commit to a date of getting back to all candidates. If at that point you do not have any updates or are not ready to move on to the next step, contact all candidates and let them know you will require more time and that you will get back to them in another specified time frame. No one likes to be left hanging. 2. Inform the candidate when you have a final decision via phone or email, even if the candidate is not successful in securing the role they have interviewed for, closing all loose ends adds to the candidate experience as a whole.

DISCRIMINATION IN HIRING

Sweet Jesus is committed to providing a work environment that is free from discrimination and harassment. Everyone has the right to work in an atmosphere which promotes equal opportunity and prohibits discriminatory practices. Discrimination or harassment of any employee is unacceptable and will not be tolerated on condoned.

This commitment not only applies to members of the company, but to applicants and potential candidates as well. Therefore, it is important for anyone involved in recruitment to be aware of discrimination in the hiring process.

In employment, discrimination can be described as the refusal to employ or to continue to employ any person, or to adversely affect any current employee on the basis of that individual’s membership in a protected group. In Canada, discrimination is prohibited in all jurisdictions on the basis of race, national or ethnic origin, colour, religion, age, sex, sexual orientation, gender identity or expression, marital status, family status, genetic characteristics, disability or conviction for an offence for which a pardon has been granted or in respect of which a record suspension has been ordered. Provincial laws often extend protection to additional categories. Under Federal law in the United States of America, employers generally cannot discriminate against employees on the basis of race, sex, pregnancy, religion, national origin, disability (physical or mental), age (for workers over 40), military service or affiliation, bankruptcy or bad debts, genetic information and citizenship status (for citizens, permanent residents, temporary residents, refugees, and asylees). State laws often extend protection to additional categories or employers. State laws often extend protection to additional categories. All hiring managers should familiarize themselves with these protected grounds and ensure that they embed related considerations into all practices of employment, including the recruitment process.

ONBOARDING, NEW HIRE DOCUMENTS AND FIRST DAY DETAILS

Offer of Employment

Job offer letters serve as the legal basis for employment. These letters contain the conditions of employment that were discussed during the interview and job offer process. Once they are signed by both parties, offer letters are considered legally binding documents and can be used to resolve any disputes that might come up relating to employment terms. As a result, offer letters should be provided to every employee that joins the company, regardless of role or intended tenure.

Before you send the job offer letter to the chosen candidate, make sure that you can stand behind its contents. Check with colleagues or consult a lawyer if you have questions. You should

be fully satisfied that the terms and conditions you have spelled out for the new employee are exactly what they should be.

Write your offer letter using available templates, if applicable, and extend the offer of employment to the candidate for review and completion. Full signed copies of the offer letter (all pages, not just the signature page) should be saved to the confidential employee file upon receipt.

Confidential Employee File

The employee file is the main employee file that contains the history of the employment relationship from employment application through exit interview and employment termination documentation. The confidentiality of the employee information in the personnel file is of paramount importance.

Confidential employee files must be prepared for any new hire to the company and should be stored in accordance with applicable labour law requirements. The offer letter, resume and any other new hire documentation should be saved to the employee file. Additional documents should be saved to the file using the following considerations:

● Will the company need a particular document to justify decisions in the court of law? ● Does the employee know and understand that the document will be filed in their personal file?

Preparing for the First Day

1. Communicate first day details (i.e. starting time, location) to the new hire well in advance of their start date 2. Notify any required team members of the new hire’s upcoming start date 3. Prepare any required paperwork for your new hire’s first day 4. For more senior roles, draft welcome message

New Hire Paperwork

Managers and/or HR Representatives should use the first day of employment as an opportunity to provide all new hire material requiring review and signature. Such new hire material may include, but is not limited to:

● Payroll Information Form ● Banking Deposit Information ● Employee Handbooks ● Health and Safety Manuals ● Accessibility and Accommodation Manuals ● Social Media Personal Use Policies

● Job Descriptions ● Benefits Forms ● Any other company policy and procedure sign offs

All new hires should fill out the required company forms before starting work.

Legislative Compliance Training

Many local, provincial, state or country wide bodies require that employers provide mandatory training to their employees on various pieces of legislation. Sweet Jesus requires that each location adhere to local requirements in this respect and set up any necessary training. Locations should consult legal advice to ensure their compliance.

The start of employment provides a good opportunity to ensure that any relevant training is completed by an employee within a reasonable period after having accepted employment with the company. Sweet Jesus encourages completion of training within 1-2 weeks after the start date.

PERFORMANCE MANAGEMENT

The goal of performance management is to review, promote and improve employee effectiveness. It is a continual process whereby managers and employees work together to plan, monitor and assess an employee’s work objectives or goals and their overall contribution to the company. While Sweet Jesus does not stick to a firm performance management schedule, we encourage some of the following practices and procedures:

90 Day Probation

The purpose of a 90-day performance review is to assess the integration and performance of an employee in their new role. Depending on the nature and level of the role, the assessment should capture whether the employee is performing at the expected level with respect to the demonstration of core competencies and functional contributions. Any gaps or developmental areas that the employee needs to address should be clearly communicated with an action plan outlining the steps to successfully meet the desired goals.

Sweet Jesus encourages all supervisors to participate in a 90-day performance review, and suggests the following process:

Approximately 4 weeks prior to the end of the 90-day period, employees, their direct supervisor and a Human Resources Representative, if applicable, should participate in a collaborative 90-day performance review process. The review should consist of both written feedback and an in-person meeting.

A written evaluation form should be completed first by the employee. Following completion, the form should be sent to their direct manager. The employee’s direct supervisor should review and provide comments. Both parties will then meet for an in-person discussion, at which point the form should be signed and saved to the employee’s confidential employee file.

A template 90 Day Review Form is provided by Sweet Jesus for referencing purposes.

Annual Reviews

Annual reviews provide an opportunity for managers to give an employee feedback and also a chance for employees to give feedback to a manager. It is meant to be a formal two-way dialogue which reflects on an entire performance period – annual in this case.

Sweet Jesus does not commit to a formal annual review process however, suggests that managers participate in formal reviews on a consistent annualized basis, where appropriate.

A template Annual Review Form is provided by Sweet Jesus for referencing purposes.

Do’s and Don’ts of Performance Review Meetings

● Do make sure that the employee is aware how, and on what criteria they are being evaluated ● Do keep performance notes on your staff throughout the year for easy recall ● Do show respect to the employee by being prepared and sending a signal to your staff that this meeting is important ● Do treat the meeting as a professional interaction ● Do be careful of what you write – a review is an important document that can be used as evidence in legal proceedings ● Do require that the employee sign and return the evaluation by a specific date ● Don’t wait until the appraisal meeting to inform an employee of unsatisfactory performance requiring disciplinary action ● Don’t wait until the end of a meeting to inform an employee of a merit increase, if applicable ● Don’t do the majority of the talking

Open Door Approach and Two-Way Feedback

The formal reviews described above are meant to capture a summary of an entire review period and should in no way replace a culture of quick, continuous and instantaneous two-way feedback. Supervisors are encouraged to meet with their employees on a regular basis throughout the year and discuss concerns or issues as they arise. Similarly, supervisors should invite employees to provide any comments or concerns on a regular basis. Open dialogue should always be encouraged so that nothing indicated in a review comes as a surprise.

Performance Improvement Plans

A Performance Improvement Plan is a structured formal plan designed to clearly define performance factors that require improvement. It typically lasts 30-90 days and monitors and measures the work products, processes and behaviours that are required in order for an employee to achieve successful performance within the allotted time frame.

Using a performance improvement plans can reassure an employee that they will be provided with feedback, a fair process, support and an opportunity to improve – rather than being involuntarily terminated without warning. This said, they can also be time consuming for a manager to prepare and monitor and may not ultimately be successful in the long run. As such, Sweet Jesus encourages that managers use performance improvement plans only in instances where the employee is in a senior supervisory or management role and has historically been a good performer. Managers are encouraged to consult with a Human Resources representative prior to using a performance improvement plan.

A template Performance Improvement has been provided by Sweet Jesus for referencing purposes.

Progressive Discipline

Clear expectation, appropriate supervision and feedback on a day-to-day basis are the best ways to avoid the necessity of going down the road laid out below. However, when problems occur, we need to talk discipline. We encourage all locations to follow the process laid out below:

Verbal Warning | Some examples of reasons for verbal warnings are: first late arrival for scheduled shift, first incident of not following proper work procedures, first incident of not wearing a proper uniform.

● Employee will be given a verbal warning regarding the undesirable behavior or action. ● Employee will be given an explanation of when and how the behavior or action took place. This will include the reason as to why the behavior or action was unacceptable ● Employee will be given an opportunity to explain the situation and their actions. This should be their opportunity to give their side of the story. ● Employee will be given a description the desirable and/or acceptable behavior or actions. ● Employee will be informed that further disciplinary action, up to and including termination, will follow if unacceptable behavior continues. ● Employee will be explained that the incident will be taken note of in writing in order to follow up on possible further disciplinary incidents.

First Written Warning | Some examples of reasons for first written warnings include: inappropriate or rude interaction with a customer, sarcastic comments, or impatience, not

showing up for a scheduled shift with no reasonable explanation, insubordination such as talking back to management or lack of adherence to service standards.

● Employee will be given up to two written warnings regarding their undesirable behaviour or action in the event that the behaviour or action had either been discussed in a previous verbal/written warning or the behaviour or action was considerably severe in nature. ● Employee will be given an explanation of when and how the undesirable behaviour or action took place. This will include the reason why the behaviour or action was unacceptable. ● Employee will be given an opportunity to explain the situation and their actions. This should be their opportunity to give their side of the story. ● Employee will be given a description of the desirable and/or acceptable behaviour or actions. ● Employee will be provided with a copy of each written warning and another will be placed in the employee’s file. ● Employee will sign the document as proof that he/she has received it. ● Employee will be explained that future disciplinary problems will be addressed with further progressive disciplinary actions up to and including termination.

Final Written Warning | Some examples of reasons for final written warnings include: inappropriate or rude interaction with a customer such as a raised voice, sarcastic comments, or impatience, not showing up for a scheduled shift with no reasonable explanation, insubordination such as talking back to management or lack of adherence to service standards.

● Employee will be given up to two written warnings regarding their undesirable behaviour or action in the event that the behaviour or action had either been discussed in a previous verbal/written warning or the behaviour or action was considerably severe in nature. Management reserves the right to move straight to a final written warning given the nature and severity of the situation. ● Employee will be given an explanation of when and how the undesirable behaviour or action took place. This will include the reason why the behaviour or action was unacceptable. ● Employee will be given an opportunity to explain the situation and their actions. This should be their opportunity to give their side of the story. ● Employee will be given a description of the desirable and/or acceptable behaviour or actions. ● Employee will be provided with a copy of each written warning and another will be placed in the employee’s file. ● Employee will sign the document as proof that he/she has received it. ● Employee will be explained that future disciplinary problems will be addressed with termination.

Progressive Discipline – Best Practices

Document, Document, Document

Documentation is an essential element of any human resources program. Documentation ensures that a manager accurately remembers the goals that they have set for an employee, whether performance standards were met, why standards were not met, and how an employee performed months before. The more complete and accurate the documentation, the easier it is for a manager to make and substantiate an evaluation.

Documentation is also critical when a manager needs to substantiate their actions to others. In the event that an evaluation, pay raise, or disciplinary action is questioned, documentation will be the key to supporting that action. Memory alone will not be substantial enough to support a decision when unemployment hearings, human rights complaints and wrongful dismissal suits arise.

Documentation will also help to support a supervisor's position that they did or did not do something. For example, did a supervisor explain a new policy or rule to an employee; or inform an employee about a disciplinary policy? Documentation provides verification that employees heard and understood new rules and policies. All employee performance reviews and warnings (both written AND verbal) must be recorded in writing. Document everything during the meeting - what you said, what the employee said, and anything you agreed upon. All warnings or performance appraisals should be signed and dated by the employee. The point of the signature is to signify that the employee has received the said document, has read it and understands the content, but not that the employee agrees with all of its content. Employees should have the option of indicating their agreement or disagreement with their final performance review or warnings. The employee should be provided with a copy of the assessment/warning at the time that the assessment/warning is signed by the employee. The original is then inserted in the employee's personnel file.

A template warning form is provided by Sweet Jesus for referencing purposes.

Witnesses

Sweet Jesus recommends that all performance review warnings be delivered by two representatives of the company. This gives managers another individual who hears and participates in the meeting and can ultimately provide back-up support to the company if a lawsuit were to arise.

What to Do if the Employee Won’t Sign ▪ As the manager, you should sign the document and add on the form that the employee read the document and was given the opportunity to sign but declined. ▪ Allow the employee to write a note/statement in the document outlining that they do not agree with the review or warning, and then sign the note/statement. ▪ Another supervisor should immediately be brought in and asked to sign and witness that the employee has seen the document but refused to sign the warning or review. DEPARTURE PROCESS

Termination for Cause

An employment contract may be terminated by the employer at any time for cause, without notice or payment in lieu of notice or severance pay whatsoever, except payment of outstanding wages, overtime and vacation pay to the date of termination, or as otherwise outlined by applicable local legislation. Cause includes, but is not limited to, any act of dishonesty, conflict of interest, breach of confidentiality, harassment, insubordination, or careless, negligent or documented poor work performance.

Termination Without Cause

An employment contract may be terminated by the employer at any time and for any reason on a without cause basis, upon the provision of notice or payment of notice instead, and severance pay if applicable, as is minimally required by local employment standards, as amended from time to time.

Shops are encouraged to consult legal advice on all matters pertaining to terminations.

Involuntary Termination Process – Best Practices

● When you terminate an employee, you should be given the courtesy and respect that you would extend to any human being. As such, don’t terminate any employee unless you are meeting face-to-face for an in-person meeting. Unless there are extenuating circumstances, at no point should a termination ever occur via email, text, voicemail or phone call. ● Don’t terminate an employee without warning. You should make every effort to determine what is causing an employee to fail and provide whatever assistance is needed to encourage and support the employee. Document each step in the improvement process so that the employee has a record of what is happening at each step. This also safeguards the company in the event of a lawsuit over a termination. ● Don’t fire an employee without a witness. It is always best practice to include a second employee in a termination meeting. This gives managers another individual who hears and participates in the meeting and can ultimately provide back-up support to the

company if a lawsuit were to arise. This person can also assist in the event that the person conducting the termination meeting is out of words or is unsure of what to say or do next. ● Don’t provide lengthy rationale and examples for why you are terminating the employee. Providing a lot of information can put the employer in a difficult position and lead to unnecessary legal repercussions. Additionally, the more detailed that you become, the less able you will be able to use any of the information you discover following the employment termination in a claim or court or law. ● Don’t let the employee believe that the decision is not final. Approach the employee with kindness, concern and respect but ensure that your words are firm and straightforward. ● Ensure that a termination letter outlining the details of the separation is provided to the employee at the time of termination. Local operations are encouraged to seek out legal advice to ensure that termination letters and any severance payments meet the requirements of local legislation. ● Don’t allow the employee to leave with company property in their possession. Ensure this is collected from the employee prior to their departure from the premises. ● Don’t allow the now former employee to access his work areas or coworkers. This might allow them to extract company document and materials and may lead them to discuss the termination with their colleagues. It may be advisable to walk the employee out of the premises and offer to ship any personal belongings to their home address. ● In all cases, treat the employee with the utmost respect, ensuring that their dignity is preserved. ● Ensure that any payments promised to an employee are issued within the committed time frame. And that all other departure related documentation (ROE’s etc.) is provided as prescribed by local legislative requirements.

HEALTH AND SAFETY

Commitment

The management of Sweet Jesus is committed to the health & safety of its employees. Our mandate is to protect employees from workplace injury or illness. To that end, Sweet Jesus requires all locations to make every effort to provide a healthy and safe workplace environment within the guidelines and legal requirements of local legislation. All managers, supervisors and employees at each respective location must be dedicated to the objective of reducing and eliminating the risk of injury and illness.

Requirements

All Sweet Jesus locations are required to work within the frameworks of local legislative requirements and should refer to related documents and seek legal advice, where necessary, to ensure they are working within these guidelines. However, all locations should generally follow Sweet Jesus health and safety best practices and procedures by:

1. Establishing a Health and Safety Policy and related procedures or, adhering to the Corporate Health and Safety Policy 2. Ensuring that employees receive adequate training on the Health and Safety Policy and in the specific work tasks they perform to protect their health and safety during their employee orientation 3. Providing necessary equipment, materials, machinery and protective devices and ensuring these items are safe and in good working condition 4. Ensuring that employees use or wear the equipment, protective devices or clothing provided for their safety 5. Ensuring that supervisors understand that they are accountable for the health and safety of employees under their direction 6. Acquainting an employee or a person in authority over an employee with any hazard in the workplace and in the handling, storage, use, disposal and transport of any article, device, equipment or a biological, chemical or physical agent 7. Ensuring that the workplace meets all standards limiting the exposure of an employee to biological, chemical or physical agents. 8. Ensuring that employees are advised of the existence of any potential or actual danger to their health or safety of which they are aware 9. Conducting incident investigations according to incident investigation procedures and reviewing all forms and ensuring these are discussed at management meetings. 10. Taking every precaution reasonable in the circumstance to protect employees 11. Conducting a formal workplace inspection annually 12. Making every reasonable attempt to resolve any employee health and safety concerns 13. Developing and ensuring that emergency plans are implemented and that employees have been properly trained to comply 14. Regularly coaching / evaluating employee performance and providing periodic feedback with respect to health and safety 15. Commending employees for exemplary health and safety practices 16. Ensuring that a fully stocked first aid kit is available at each location and that employees are aware of where the first aid kit is stored 17. Posting any and all locally mandated health and safety posters including but not limited to posters relating to handling injuries, how to wash your hands properly, hazardous materials pictograms, emergency numbers by city and posters outlining the rights and duties of workers 18. Investigating and reporting all serious injuries or fatalities within the requirements of local legislation 19. Maintaining detailed internal records of all injuries that happen on site

Committees/Representatives

Some local legislation requires employers to establish Health and Safety Committees or appoint a Health and Safety Representative in the workplace. Even if this is not a mandated requirement, Sweet Jesus encourages all locations to establish employee representatives that

have a hand in health and safety matters. This not only assists with the dissemination of health and safety information but also encourages employee involvement and participation in maintaining a healthy and safe workplace. In the event that this is mandated by local legislation, all locations are encouraged to have a policy which outlines the duties and responsibilities of the committees or representatives.

WORKPLACE VIOLENCE AND HARASSMENT

Sweet Jesus is committed to building and preserving for its employees a safe, productive, and healthy working environment based on mutual respect. In pursuit of this goal, Sweet Jesus does not condone and will not tolerate acts of discrimination, workplace violence, harassment, sexual harassment and bullying against or by any Sweet Jesus employee.

To that end, Sweet Jesus expects all local management to adhere to related corporate HR best practices and procedures. Incidents involving discrimination, workplace violence, harassment, sexual harassment and bullying are extremely serious in nature and should be treated accordingly.

Definitions

While some local legislation directly defines discrimination, violence, harassment and sexual harassment, in general, Sweet Jesus means these items to be defined as follows:

Workplace Harassment:

● Engaging in a course of vexatious comment or conduct against a worker in a workplace that is known or ought reasonably to be known to be unwelcome ● Workplace sexual harassment ● Inappropriate conduct by a person on the basis of a protected ground ● Behaviours or actions which have an adverse effect on a worker's physiological or physical well-being. This may be a repeated offence or a single occurrence which has a lasting effect. Workplace harassment can involve unwelcome words or actions that are known or should be known to be offensive, embarrassing, humiliating or demeaning to a worker or group of workers, in a workplace. It can also include behaviour that intimidates, isolates or even discriminates against the targeted individual(s). Harassment can take the form of words or actions, and can occur as a single incident or a series of incidents. The following are some examples of harassment:

● Making remarks, jokes or innuendos that demean, ridicule, intimidate, or offend ● Displaying or circulating offensive pictures or materials in print or electronic form ● Bullying ● Repeated offensive or intimidating phone calls, text messages or e-mails ● Workplace sexual harassment

● Spreading malicious rumours, gossip or innuendo

Workplace Sexual Harassment:

● Engaging in a course of vexatious comment or conduct against a worker in a workplace because of sex, sexual orientation, gender identity or gender expression, where the course of comment or conduct is known or ought reasonably to be known to be unwelcome ● Making a sexual solicitation or advance where the person making the solicitation or advance is in a position to confer, grant or deny a benefit or advancement to the worker and the person knows or ought reasonably to know that the solicitation or advance is unwelcome

The following are examples of workplace sexual harassment:

● Asking questions, talking, or writing about sexual activities ● Rough or vulgar humour or language related to sexuality, sexual orientation or gender ● Displaying or circulating pornography, sexual images, or offensive sexual jokes in print or electronic form ● Leering or inappropriate staring ● Invading personal space ● Unnecessary physical contact, including inappropriate touching ● Demanding hugs, dates, or sexual favours ● Making gender-related comments about someone’s physical characteristics, mannerisms, or conformity to sex-role stereotypes ● Verbally abusing, threatening or taunting someone based on gender or sexual orientation ● Threatening to penalize or otherwise punish a worker if they refuse a sexual advance

Personal Harassment:

Any unsolicited, unwelcome, disrespectful, or offensive behaviour that has an underlying sexual, bigoted, ethnic, or racial connotation and can be typified as:

● Behaviour that is hostile in nature, or intends to degrade an individual based on personal attributes, including age, race, nationality, disability, family status, religion, gender, sexual orientation, gender identity, gender expression, or any other protected ground under applicable human rights legislation ● Sexual solicitation or advance made by a person in a position to confer, grant, or deny a benefit or advancement to the person, where the person making the solicitation or advance knows or ought reasonably to know that it is unwelcome

● Reprisal or a threat of reprisal for the rejection of a sexual solicitation or advance where the reprisal is made or threatened by a person in a position to confer, grant, or deny a benefit or advancement to the person ● Unwelcome remarks, jokes, innuendos, propositions, or taunting about a person’s body, attire, sex or sexual orientation, or religion ● Suggestive or offensive remarks ● Bragging about sexual prowess ● Offensive jokes or comments of a sexual nature about an employee ● Unwelcome language related to gender ● Displaying of pornographic or sexist pictures or materials ● Leering (suggestive persistent staring) ● Physical contact such as touching, patting, or pinching, with an underlying sexual connotation ● Sexual assault ● Any actions that create a hostile, intimidating, or offensive workplace, which may include physical, verbal, written, graphic, or electronic means ● Any threats of physical violence that endanger the health and safety of the employee.

Racial/Ethnic Harassment:

Any conduct or comment which causes humiliation to an employee because of their racial or ethnic background, their colour, place of birth, citizenship, or ancestry. Examples of conduct which may be racial or ethnic harassment include:

● Unwelcome remarks, jokes, or innuendos about a person’s racial or ethnic origin ● Colour, place of birth, citizenship, or ancestry ● Displaying racist or derogatory pictures or other offensive material ● Insulting gestures or practical jokes based on racial or ethnic grounds which create awkwardness or embarrassment ● Refusing to speak to or work with someone or treating someone differently because of their ethnic or racial background The following are examples of what is not harassment: ● Consensual banter where the people involved consent to what is happening is not harassment ● Reasonable management actions that are part of a manager’s or supervisor’s normal work function, and could include changes in work assignments, scheduling, job assessment and evaluation, workplace inspections, implementation of health and safety measures, counselling, performance reviews and disciplinary action ● Differences of opinion or minor disagreements between co-workers would also not generally be considered workplace harassment

Workplace Violence: The exercise of physical force by a person against a worker, in a workplace, that causes or could cause physical injury to the worker. It also includes an:

● Attempt to exercise physical force against a worker in a workplace, that could cause physical injury to the worker; and a ● Statement or behaviour that a worker could reasonably interpret as a threat to exercise physical force against the worker, in a workplace, that could cause physical injury to the worker

This may include:

● Verbally threatening to attack a worker ● Leaving threatening notes at or sending threatening e-mails or text messages to a workplace ● Shaking a fist in a worker’s face ● Wielding a weapon at work ● Hitting or trying to hit a worker ● Throwing an object at a worker ● Sexual violence against a worker ● Kicking an object the worker is standing on such as a ladder ● Trying to run down a worker using a vehicle or equipment such as a forklift

Workplace Bullying:

Usually seen as acts or verbal comments that could 'mentally' hurt or isolate a person in the workplace. Sometimes, bullying can involve negative physical contact as well. Bullying usually involves repeated incidents or a pattern of behaviour that is intended to intimidate, offend, degrade or humiliate a particular person or group of people. It has also been described as the assertion of power through aggression. Domestic Violence: A person who has a personal relationship with a worker—such as a spouse or former spouse, current or former intimate partner or a family member—may physically harm, or attempt or threaten to physically harm, that worker at work. In these situations, domestic violence is considered workplace violence.

Investigation and Resolution Process

Sweet Jesus requires all locations to adhere to a comprehensive and confidential investigation and resolution process. Locations without access to corporate HR, are encouraged to seek out the necessary advice to ensure that all investigations are conducted within appropriate local

legal frameworks. Corporate locations should speak to HR as soon as possible to advise of related concerns and regarding next steps.

ACCOMMODATION AND ACCESSIBILITY

Sweet Jesus is committed to providing a barrier-free environment for our customers, employees, job applicants, suppliers, and any visitors who may enter our premises, access our information, or use our services. We respect and uphold the requirements set forth under local legislation.

Sweet Jesus understands that we have a responsibility for ensuring a safe, dignified, and welcoming environment for everyone. We are committed to ensuring compliance by incorporating accessibility legislation into our policies, procedures, equipment requirements, training, and best practices. We are also committed to meeting the needs of individuals with disabilities in a timely and effective manner.

All Sweet Jesus operations are required to adhere to this commitment and must follow the practices outlined below:

Assistive Devices and Alternative Service Methods Sweet Jesus welcomes the use of assistive devices by our customers to access our goods and services. We will ensure that all of our employees are trained on how to interact with individuals using various assistive devices and alternative service methods.

Communication Sweet Jesus employees will communicate with people with disabilities in a manner that takes into account their disability.

Service Animals Sweet Jesus welcomes persons with disabilities and their service animals, as defined by local legislation. Service animals are allowed in all parts of our premises that are open to the public.

Support Persons All support persons are welcome to any premises of Sweet Jesus that are open to the public and/or third parties. Special fees and discounts do not apply to support persons at any Sweet Jesus locations.

Notice of Temporary Disruptions During a temporary disruption to the availability of Sweet Jesus facilities and/or services, we will notify customers of the reason for the disruption and its anticipated duration. To ensure effective dissemination of this information, notices will be posted on the location website and/or at public entrances, service counters and/or at reception premises and/or at the point of disruption.

Training

All local operations should make best efforts to ensure that training on local accessibility requirements is provided to all employees, volunteers and others who deal with the public or third parties on their behalf.

Feedback Process Comments on Sweet Jesus’ services and facilities are welcomed and appreciated. Feedback can be made by email to [email protected] and comments are also welcomed by mail, telephone or in person by arranging an appointment. All feedback will be reviewed by the Human Resources Department and individuals can expect to hear back within a timely manner.

Sweet Jesus Human Resources Manager 488 Wellington Street West Toronto, Ontario M5V 1E9

Policies Accessibility documents outlining Sweet Jesus’ Accessibility Standards for Customer Service including policies, practices and procedures, are available upon request from the Corporate Human Resources Department.

Website Sweet Jesus has an “Accessibility” link at the bottom of their websites which link to the Sweet Jesus accessibility webpage – found HERE. Please direct any customers who have inquiries regarding Accessibility to this page.