Guide to Employment Law in Hong Kong
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Reviving the Federal Crime of Gratuities
University of Kentucky UKnowledge Law Faculty Scholarly Articles Law Faculty Publications 2013 Reviving the Federal Crime of Gratuities Sarah N. Welling University of Kentucky College of Law, [email protected] Follow this and additional works at: https://uknowledge.uky.edu/law_facpub Part of the Criminal Law Commons, and the Legislation Commons Right click to open a feedback form in a new tab to let us know how this document benefits ou.y Recommended Citation Sarah Welling, Reviving the Federal Crime of Gratuities, 55 Ariz. L. Rev. 417 (2013). This Article is brought to you for free and open access by the Law Faculty Publications at UKnowledge. It has been accepted for inclusion in Law Faculty Scholarly Articles by an authorized administrator of UKnowledge. For more information, please contact [email protected]. Reviving the Federal Crime of Gratuities Notes/Citation Information Arizona Law Review, Vol. 55, No. 2 (2013), pp. 417-464 This article is available at UKnowledge: https://uknowledge.uky.edu/law_facpub/275 REVIVING THE FEDERAL CRIME OF GRATUITIES Sarah N. Welling* The federal crime of gratuities prohibits people from giving gifts to federal public officials if the gift is tied to an official act. Both the donor and the donee are liable. The gratuities crime is dysfunctional in two main ways. It is overinclusive in that it covers conduct indistinguishable from bribery. It is underinclusive in that it does not cover conduct that is clearly dangerous: gifts to public officials because of their positions that are not tied to a particular official act. This Article argues that Congress should extend the crime of gratuities to cover gifts because of an official’s position rather than leaving the crime to cover only gifts because of particular official acts. -
Report of the Working Party on the Review of the Labour Tribunal
CONTENTS CHAPTER ONE – INTRODUCTION .............................................................1 I. Establishment of the Working Party ................................................1 II. Background ......................................................................................1 III. The Work of the Working Party .......................................................2 IV. Scope of the Review.........................................................................3 V. The Report........................................................................................3 CHAPTER TWO – THE SET-UP, PRACTICE AND PROCEDURE OF THE LABOUR TRIBUNAL .......................................................................4 I. The Set-Up of the Tribunal ..............................................................4 A. Registry..................................................................................4 B. Tribunal Officers....................................................................4 C. Presiding Officers ..................................................................5 II. The Staffing and Location of the Tribunal.......................................6 III. Jurisdiction of the Tribunal ..............................................................6 IV. Processing of Claims in the Tribunal ...............................................8 A. Filing Claims..........................................................................8 B. Inquiries by Tribunal Officers................................................8 C. Hearings in -
Constructive-Dismissal-COVID-19.Pdf
Below is an Article Written for our Clients by Rodney Employment Law, one of our Business Partners, Regarding Dismissal of Employees during Covid-19 Constructive Dismissal and Covid-19 By Humera Rehman, Associate – Rodney Employment Law “Constructive Dismissal” is a legal concept we often hear about but may not fully understand. The concept of Constructive Dismissal has become particularly apparent during the COVID-19 Pandemic and many employers are still trying to wrap their heads around it. The Courts define a Constructive Dismissal as situations where an employer decides to unilaterally make substantial changes to the essential terms of an employee's contract of employment that the employee does not agree to and decides to leave his or her job. In these situations, the employee has not resigned, but has been dismissed. Once an employee is found to have been constructively dismissed, they are then entitled to the same severance package as they would had they been formally terminated. This is an important concept during the COVID-19 pandemic for a few reasons. Prior to the pandemic, employers could technically impose a temporary layoff on staff under two conditions: 1. The employee was bound to an employment agreement that contained an express term allowing the employer to temporarily lay off the employee; or 2. Layoffs were an expected and recurring practice for the employee, such as with seasonal employment. If these two options did not apply, employees were able to claim that an imposed layoff was a substantial change and a violation of their employment agreement, that they had been constructively dismissed under the common law or under Ontario’s Employment Standards Act, 2000 (“ESA”), and that they were consequently owed severance packages. -
Resolving Individual Labour Disputes: a Comparative Overview
Resolving Individual Labour Disputes A comparative overview Edited by Minawa Ebisui Sean Cooney Colin Fenwick Resolving individual labour disputes Resolving individual labour disputes: A comparative overview Edited by Minawa Ebisui, Sean Cooney and Colin Fenwick International Labour Office, Geneva Copyright © International Labour Organization 2016 First published 2016 Publications of the International Labour Office enjoy copyright under Protocol 2 of the Universal Copyright Convention. Nevertheless, short excerpts from them may be reproduced without authorization, on condition that the source is indicated. For rights of reproduction or translation, application should be made to ILO Publications (Rights and Licensing), International Labour Office, CH-1211 Geneva 22, Switzerland, or by email: [email protected]. The International Labour Office welcomes such applications. Libraries, institutions and other users registered with a reproduction rights organization may make copies in accordance with the licences issued to them for this purpose. Visit www.ifrro.org to find the reproduction rights organization in your country. Ebisui, Minawa; Cooney, Sean; Fenwick, Colin F. Resolving individual labour disputes: a comparative overview / edited by Minawa Ebisui, Sean Cooney, Colin Fenwick ; International Labour Office. - Geneva: ILO, 2016. ISBN 978-92-2-130419-7 (print) ISBN 978-92-2-130420-3 (web pdf ) International Labour Office. labour dispute / labour dispute settlement / labour relations 13.06.6 ILO Cataloguing in Publication Data The designations employed in ILO publications, which are in conformity with United Nations practice, and the presentation of material therein do not imply the expression of any opinion whatsoever on the part of the International Labour Office concerning the legal status of any country, area or territory or of its authorities, or concerning the delimitation of its frontiers. -
Redundancies Companion Chart
This resource is provided as companion content to our podcast Global Solutions: Episode 7 and the information is current as of August 5, 2020. The global situation with regard to the COVID-19 pandemic is developing very rapidly. Employers may want to monitor applicable public health authority guidance and Ogletree Deakins’ Coronavirus (COVID-19) Resource Center for the latest developments. Redundancies in the Age of COVID-19—Quick Reference Country Minimum Statutory Special issuesii Different for Employee Advance COVID-19- Risk Level (*, notice? termination Collective consultation? government related **, ***) payments?i dismissals?iii notice? restrictions? Argentina 15 days – Severance: 1 Union, Yes Yes Yes (collective Generally *** 2 months month per COVID-19 (collective) – when the prohibited / year of prohibitions business crisis double service; 1 preventive severance month when procedure no notice applies). provided. Australia 1-5 weeks (or Redundancy Modern Yes Yes Yes If receiving * pay in lieu of pay: 4-12 award, (collective) subsidy notice) weeks employment contract, Long-service enterprise leave / annual agreement leave Belgium 1-18 weeks Dismissal Union, works Yes Yes Yes None ** bonus; council (collective) (collective) “redundancy allowance” 1 This resource is provided as companion content to our podcast Global Solutions: Episode 7 and the information is current as of August 5, 2020. The global situation with regard to the COVID-19 pandemic is developing very rapidly. Employers may want to monitor applicable public health authority -
Constructive Dismissal
CONSTRUCTIVE DISMISSAL DISCLAIMER This infosheet contains information of a general nature only and is not a substitute for professional legal advice. You should obtain legal advice from a lawyer about your particular situation before acting on any of the following information. This infosheet is designed for Victorian and national system employees in Tasmania and Queensland only. If you are not a Victorian employee or a Queensland or Tasmanian national system employee, you should obtain specialist legal advice about your case as soon as possible. Constructive dismissal cases are rarely straight-forward. Before filing a claim, you should be well informed about the issues involved. You should read this infosheet along with JobWatch’s “Unfair Dismissal”, “General Protections Dispute” and “Notice of Termination” infosheets which give you information on how to make a claim. You should also obtain legal advice about your specific situation before leaving your job. Who can use this infosheet? This infosheet is designed for Victorian and national system employees in Tasmania and Queensland only. If you are a Victorian employee, you can use this infosheet unless you were employed in a sector that provides essential services of core government functions, including State infrastructure services such as electricity and gas, and your employer is not covered by a nationally registered collective agreement. If you are a Tasmanian employee, you can use this infosheet unless you were a State public sector employee not covered by a nationally registered collective agreement. If you are a Queensland employee, you can use this infosheet unless you were a State public sector or local government employee not covered by a nationally registered collective agreement. -
Sexual Orientation and Religion Or Belief Discrimination in the Workplace
Research Paper Sexual orientation and religion or belief discrimination in the workplace Ref: 01/07 Prepared by Ben Savage, Acas Research and Evaluation Section Funded by the Department of Trade and Industry (DTI) For any further information on this study, or other aspects of the Acas Research and Evaluation programme, please telephone 020 7210 3926 or email [email protected] Acas research publications can be found at http://www.acas.org.uk/index.aspx?articleid=405 ISBN 0-9554830-2-6 ISBN 978-0-9554830-2-8 Sexual orientation and religion or belief discrimination in the workplace Ref: 01/07 2007 Prepared by: Ben Savage (Acas Research and Evaluation Section) Funded by the Department of Trade and Industry (DTI) Acknowledgements The author would like to thank the Department of Trade and Industry for providing the financial support for the project, and Acas staff for their guidance, particularly Fiona Neathey, Gill Dix, Steve Williams, Brenda Roper, Sarah Podro, Stewart Gee, Ron Woods and Keith Mizon. The research would not have been possible with out the contributions of the Acas conciliators who took part in the conciliator focus groups; the Acas Helpline staff who took part in the Helpline survey; the Acas regional staff who provided the ET1 and ET3 forms; John Strand and Chantal Guevara, who helped to produce the Acas ET dataset; Alex Dawe, who programmed the Helpline survey script; the researchers at IES, particularly Ann Denvir, who ran the claimant depth interviews, and the claimants who took part in the IES interviews. Disclaimer This report contains the views of the author and does not represent the views of the Acas Council or DTI. -
2020-2022 What-Comm Guild Public Safety Dispatch (PDF)
2020-2022 AGREEMENT Between THE CITY OF BELLINGHAM, WASHINGTON And THE WHAT-COMM DISPATCHERS GUILD INDEX Article 1: Recognition ......................................................................................... 1 Article 2: Guild Security ..................................................................................... 1 Article 3: Management Rights............................................................................ 1 Article 4: Non-Discrimination............................................................................. 2 Article 5: Duty To Bargain .................................................................................. 2 Article 6: Labor Management Committee ......................................................... 3 Article 7: Definitions ........................................................................................... 3 Article 8: Master Dispatcher Program ............................................................... 4 Article 9: Job Share Program............................................................................. 6 Article 10: Quality Assurance Program ............................................................ 9 Article 11: Hours Of Work And Working Conditions ..................................... 10 Article 12: Overtime And Compensatory Time ............................................... 13 Article 13: Involuntary Recall To Duty ............................................................ 16 Article 14: Shift Rotation Bidding And Vacation Bidding ............................ -
Hong Kong SAR
Hong Kong SAR 104 Doing Business in Asia Pacific SEPTEMBER 2020 Chapter 1: Introduction 108 Chapter 2: Business environment 110 2.1 Hong Kong’s free economy 110 2.2 Gateway to mainland China 111 2.3 International outlook 112 2.4 Well-established legal and financial infrastructures 112 2.5 Favourable tax regime 113 Chapter 3: Business and corporate structures 114 3.1 Limited company 114 3.2 Unincorporated businesses 116 3.3 Forms of business collaboration 116 Chapter 4: Takeovers (friendly M&A) 117 4.1 Introduction 117 4.2 Hong Kong company law 118 4.3 Other common legal issues 118 4.4 Typical documentation 119 4.5 Due diligence 120 4.6 Sale and purchase agreement 120 Chapter 5: Foreign investment 122 5.1 Overview of Hong Kong’s business and investment environment 122 5.2 Restrictions on foreign investment 123 Chapter 6: Restructuring and insolvency 124 6.1 Legal framework 124 6.2 Liquidation 124 6.3 Restructuring 125 6.4 International insolvency 126 Doing Business in Asia Pacific SEPTEMBER 2020 105 Chapter 7: Employment, industrial relations, and work health and safety 127 7.1 Basic employment rights 127 7.2 Employment contract 128 7.3 Expatriates 129 7.4 Termination 129 7.5 Work health and safety 130 Chapter 8: Taxation 131 8.1 Outline 131 8.2 Profits tax 131 8.3 Salaries tax 133 8.4 Property tax 134 8.5 Stamp duty 134 8.6 Tax disputes 135 8.7 Anti-avoidance 135 Chapter 9: Intellectual property 135 9.1 Trademarks 136 9.2 Copyright 136 9.3 Registered designs 137 9.4 Patents 137 9.5 Confidential information 138 9.6 Private information 138 -
How Informal Justice Systems Can Contribute
United Nations Development Programme Oslo Governance Centre The Democratic Governance Fellowship Programme Doing Justice: How informal justice systems can contribute Ewa Wojkowska, December 2006 United Nations Development Programme – Oslo Governance Centre Contents Contents Contents page 2 Acknowledgements page 3 List of Acronyms and Abbreviations page 4 Research Methods page 4 Executive Summary page 5 Chapter 1: Introduction page 7 Key Definitions: page 9 Chapter 2: Why are informal justice systems important? page 11 UNDP’s Support to the Justice Sector 2000-2005 page 11 Chapter 3: Characteristics of Informal Justice Systems page 16 Strengths page 16 Weaknesses page 20 Chapter 4: Linkages between informal and formal justice systems page 25 Chapter 5: Recommendations for how to engage with informal justice systems page 30 Examples of Indicators page 45 Key features of selected informal justice systems page 47 United Nations Development Programme – Oslo Governance Centre Acknowledgements Acknowledgements I am grateful for the opportunity provided by UNDP and the Oslo Governance Centre (OGC) to undertake this fellowship and thank all OGC colleagues for their kindness and support throughout my stay in Oslo. I would especially like to thank the following individuals for their contributions and support throughout the fellowship period: Toshihiro Nakamura, Nina Berg, Siphosami Malunga, Noha El-Mikawy, Noelle Rancourt, Noel Matthews from UNDP, and Christian Ranheim from the Norwegian Centre for Human Rights. Special thanks also go to all the individuals who took their time to provide information on their experiences of working with informal justice systems and UNDP Indonesia for releasing me for the fellowship period. Any errors or omissions that remain are my responsibility alone. -
Examples of Fair and Unfair Dismissal
Examples Of Fair And Unfair Dismissal Contractile Zack miscalculate some sweepers after ascitic Daren close-up half-yearly. Humble Dale decolourising Christianly. Ominously chain-driven, Clay caroms postponements and disinters cavalla. Was the employee notified of the valid reason and given an opportunity to respond? If you would like a deeper explanation of unfair dismissal, read on through the rest of the resources on this page. In these circumstances, a lump sum can be negotiated and which is loosely based on the principles set out below. The technology to improve their contract is a company is unfair international labour court of services were of fair work fully protected industrial relations system. Termination of employment at the initiative of the employer. Need help proving constructive dismissal? What is MBA Skool? For unfair dismissal issue is paid by google webfonts, and fair unfair dismissal of the fwc can make an investigation of. In weighing up the interests of the respective parties it is of paramount importance to ensure that a delicate balance is achieved so as to give credence not only to commercial reality but also to a respect for human dignity. The employee resigned without unreasonable delay. Examples of serious misconduct include theft, fraud, violence and serious safety breaches. In deciding the employee from a claim for disciplinary warning, or parental leave and fair dismissal of unfair dismissal claim that you should be psychologically very exceptional cases? Not all dismissals are unfair. Any reason that does not fall within the above. Madden denied any knowledge of the allegations the decision was made to sack him following an investigation of other employees. -
THE PLACE of the EMPLOYMENT COURT in the NEW ZEALAND JUDICIAL HIERARCHY Paul Roth*
233 THE PLACE OF THE EMPLOYMENT COURT IN THE NEW ZEALAND JUDICIAL HIERARCHY Paul Roth* This article considers the status of the Employment Court and its position in the overall court structure in New Zealand. It examines the issue from both an historical and comparative New Zealand legal perspective. Professor Gordon Anderson has written much on the Employment Court and its predecessors. He championed its independent existence as a specialist court1 when it was under sustained attack in the 1990s by the Business Roundtable and New Zealand Employers' Federation (both now absorbed by 2 3 or transformed into different organisations), and by some in the then National government. The * Professor, Faculty of Law, University of Otago. 1 See Gordon Anderson A Specialist Labour Law Jurisdiction? An Assessment of the Business Roundtable's Attack on the Employment Court (Gamma Occasional Paper 5, 1993); Gordon Anderson "Specialist Employment Law and Specialist Institutions" (paper presented to the New Zealand Institute of Industrial Relations Research Seminar on the Future of the Employment Court and the Employment Tribunal, 23 April 1993); Gordon Anderson "The Judiciary, the Court and Appeals" [1993] ELB 90; and Gordon Anderson "Politics, the Judiciary and the Court – Again" [1995] ELB 2. 2 See New Zealand Business Roundtable and New Zealand Employers' Federation A Study of the Labour- Employment Court (December 1992); Colin Howard Interpretation of the Employment Contracts Act 1991 (New Zealand Business Roundtable and New Zealand Employers Federation, June 1996); Bernard Robertson The Status and Jurisdiction of the New Zealand Employment Court (New Zealand Business Roundtable, August 1996); and Charles W Baird "The Employment Contracts Act and Unjustifiable Dismissal: The Economics of an Unjust Employment Tax" (New Zealand Business Roundtable and New Zealand Employers Federation, August 1996).