## Family Friendly Policies 8. Remote Working

HR Service January 2007 

## Draft Pilot Remote Working Policy

 

## V1.1

 
5 March 2004 

## Contents

|                                                                                       |    | Remote Working Policy - Overview                |     |     |     |     |      |   3    |
|---------------------------------------------------------------------------------------|----|-------------------------------------------------|-----|-----|-----|-----|------|--------|
| Draft Policy Statement                                                                |    |                                                 |     |     |     |     |      | 4      |
| Appendix A - Frequently asked questions                                               |    |                                                 |     |     | 15  |     |      |        |
|                                                                                       |    | What is remote working?                         |     |     |     |     |      |        |
|                                                                                       |    | How can I work from home ?                      |     |     |     |     |      | 18     |
|                                                                                       |    | How does Health & Safety affect Remote Working? |     |     | 21  |     |      |        |
|                                                                                       |    | What training and support will be provided?     |     |     | 22  |     |      |        |
| Appendix B - Overview of process for considering request for homeworking - flow chart | 23 |                                                 |     |     |     |     |      |        |
| Appendix C- Checklist to assess application for home worker status                    |    | 24                                              |     |     |     |     |      |        |
| Appendix D - Appeals Procedure                                                        |    |                                                 |     |     |     |     | 27   |        |
| Appendix E - Checklist to implement home working                                      |    |                                                 |     |     | 29  |     |      |        |
| Appendix F - Details of tripartite meeting                                            |    |                                                 |     |     |     | 30  |      |        |
| Appendix G - Agreement between London Borough of Bexley and employee                  |    | 31                                              |     |     |     |     |      |        |
| Appendix H - Procedure for the use of Laptop Computers                                |    |                                                 |     | 33  |     |     |      |        |
| Appendix I - Appendix I - Health and Safety Risk Assessment                           |    |                                                 |     |     |     |     |      |        |
|                                                                                       |    |                                                 |     |     |     |     |      |        |
| 35                                                                                    |    |                                                 |     |     |     |     |      |        |
| Appendix J - Details of location and availability of touchdown centres                |    |                                                 | 38  |     |     |     |      |        |
|                                                                                       |    |                                                 |     |     |     |     |      |        |

 

## Remote Working Policy - Overview 1 The Pilot Remote Working Policy Covers The Following New Ways Of Working, Using Information Communications Technology:

  
- 
Employees based at home, rather than in a Council Office 
- 
Employees using touch-down centres around the borough - with no designated office desk 
- 
Employees using a mixture of both 
 
2 
The benefits of mobile working are: 
  
- 
Reduced stress for employees, who will have personal time and resources freed by travelling less 
- 
Reduced pollution and use of resources as a result of Council business 
- 
Higher employee morale, improving staff retention; with better employment conditions improving recruitment 
- 
Higher productivity, a more customer-focused service, and better use of Council office accommodation 
 
3 
No-one is obliged to work on a remote basis.  Those who apply will be 
considered against the following criteria: 
- 
Is the nature of the employee's post one that makes it eligible for remote working?  
- 
Is remote working suitable for the individual applicant, in terms of personal skills, and the effect on the team and quality of service? 
- 
Where home working has been requested, can the home circumstances of the applicant support home working?   
 
4 
Training will be provided for remote workers, and managers will be supported in applying general management principles to the new working 
arrangements.  Both managers and employees will need to use ICT, and regularly 
meet face-to-face, to maintain team dynamics and communication.   
 
5 
What will be provided for remote workers:  
 
- 
Computer equipment, connections, a telephone line and support will be provided for workers based at home, and  
- 
Touch-down centres with office facilities, and support, will be provided for mobile workers.    
 DRAFT POLICY STATEMENT 
 
Introduction and Definitions This document outlines the policy, procedures and guidelines for the remote working pilot project.  **Remote working** is a generic term covering a range of ways the employee can work at a location other than the designated office base, using Information Communications Technology.  In developing this draft policy for the pilot project, the Council has had due regard to the DTI's *Telework Guidance*. 

Remote working covers the following:  

- 
Home-based working  - where the employee is based at home, has no designated 
Council office but may use touch-down centres and attend meetings (for example with other team members) in Council offices.  Some officers not responsible for operational services, such as policy and planning officers, could work in this way, as could some typists  
- 
Mobile-based working - where the employee has no designated Council office, 
and uses touch-down centres and ad hoc home working although not based at home.  This could be suitable for some social workers and building control officers, for example 
- 
Field working - entering data whilst out of the office environment, for example by 
using hand-held technology, such as PDAs and iPACs.  Field working can be undertaken by employees with a designated office base, and those based at home. It is not planned to introduce field working until home and mobile working have been piloted. 
Where an individual volunteers for remote working, and this be agreed, the new way of working will depend on the individual's role, personal preferences and circumstances. The policy may enable an employee working at home to work more flexible hours. However, for this to be agreed the manager will need to be satisfied that the quality of service to the customer is maintained, and that no difficulties result for colleagues.  The policy should not be used as an ongoing solution to an employee's difficulties with providing care for dependants unless these requirements can be met.  Where they cannot, special leave will be considered. This policy focuses on ICT-based home and mobile working rather than field working, as it is not intended to introduce the latter in the short term.  Not all home working is covered by this policy; the manager and employee could, where appropriate, and outside the terms of this policy, agree on home working where no ICT is involved. Although the Remote Working Policy applies to a wider range of personal circumstances than the Flexible Working Regulations, it is only one way that these obligations may be met.  For further information on how Flexible Working Regulations may apply, see Point 2 of this policy.. Where an employee is on sick leave, sickness absence management procedures should be followed; employees are not expected to work from home in this situation. 

Purpose The main objectives of introducing remote working are: 

- 
To make employees' working lives less stressful by reducing travel time and being more flexible about the place of work 
- 
To make the Council a more attractive employer in terms of recruitment and retaining staff  
- 
To benefit the environment by reducing the use of resources, thereby contributing to the Council's LA21 agenda 
- 
To increase employee morale and to have a more satisfied workforce 
- 
To introduce more effective ways of working by breaking down barriers between different parts of the organisation  
- 
To develop processes creatively, enabling posts to be redesigned specifically for remote working 
- 
To make the most efficient and effective use of Council office accommodation 
 
Eligibility, suitability and home circumstances criteria No-one is obliged to do remote working, yet any employee can ask for their post to be considered.  Employees will be required to have successfully completed a suitable induction period before making such a request.  Managers are asked to take particular care when considering applications for remote working from temporary employees. Agency staff are not eligible to undertake home or mobile working (The position on this is to be reviewed annually, in case future legislation regards this practice as discriminatory) 
In considering a request for remote working, managers should consider the individual applying, the post that individual holds; and home circumstances, if home working is being asked for. Attached as Appendix A are some frequently asked questions about remote working, which may help both managers and staff to discuss the benefits of and obstacles to working in this way.  Appendix B shows the process for approving a request for remote working; the starting point once the request has been received is for the manager and member of staff to complete the Remote Working Checklist (Appendix C). Where home and mobile workers seek greater flexibility of hours worked, managers should refer to the Council's Flexible Working Policy.  Additionally, for some employees the Flexible Working Regulations may also need to be considered: where employees seek remote working in accordance with the provisions of the Regulations, they should refer to their line manager or Personnel Department for further details of the application process. The eligibility, suitability and home circumstances criteria are given below. 

## Eligibility Criteria

(Relate to the nature of the post held by the employee) To establish the eligibility of an individual for home or mobile working, answers need to be sought to the following:  

- 
Will the service to internal or external customers be unchanged or positively affected by the proposed mobile/home working? 
 
- 
Can clear objectives and measurable outputs be agreed and monitored? 
 
- 
Can work be carried out as effectively as in the designated office location, without compromising the level and quality of service? 
 
- 
Is it possible to establish effective communication arrangements so the service is not negatively affected? 
 
- 
Although it is accepted that there are additional costs for the equipment required for remote  workers, will there be extra costs beyond these associated with the individual employee concerned?   
 
 Suitability criteria 
(Relate to the nature of the individual post-holder, and the effect of home or mobile working on the team and quality of service) 
 
The employee needs to have: 

- 
Achieved satisfactory performance in the most recent Performance 
Development Review or Appraisal 
- 
Demonstrated appropriate ICT skills, with knowledge of the systems 
they require (see Appendix D for further details) 
- 
Good communication skills  
- 
Good self-discipline and self-motivation 
- 
Demonstrated flexibility 
- 
A minimal need for supervision, and be able to use their own initiative 
- 
Good time and workload management skills 
and the effect of home/ mobile working needs to: 
- 
Leave team effectiveness unchanged and  
- 
Leave the quality of service provision unchanged 
 

## Home Circumstances Criteria

(Relevant only where home working has been requested) The home: 

- 
Must have suitable space for office equipment  
- 
Must have suitable arrangements for security/ confidentiality and  
- 
Where there are dependants, these need to be managed to allow home working at agreed times 
- 
For the pilot, home working can only be offered to employees living in BT Broadband areas.  However, ISDN is being tested and could be used in future for employees who do not have access to Broadband.. 
Where the eligibility and suitability criteria are met, mobile working can be undertaken.  Home working can only be undertaken if the home circumstances criteria are also met.  These will be subject to a satisfactory risk assessment by the employee.  Where any risks identified in the assessment cannot be addressed at reasonable cost, the Council may decline to proceed with the agreement for remote working.  
In applying these criteria, managers may take the opportunity to develop work processes, and associated posts, to take advantage of the potential provided by home and mobile working.  
Scheme conditions and responsibilities Where an employee meets the home or mobile working criteria, managers and employees must together identify any skill gap that affects the ability of the employee to do remote working.  Where appropriate, training can be arranged to meet identified needs.  

## Employees Undertaking Home Or Mobile Working Must:

- 
Have access to appropriate technology and equipment, and check it is in working order prior to each incident of remote working 
- 
Have undertaken and signed a suitable and sufficient Health and Safety risk assessment relating to the premises where they will be working (a Health and Safety checklist can be found at appendix I to this policy) 
- 
Have received a relevant remote working training package (see Point 15 and Appendix D for more details) 
- 
Participate in team meetings regularly 
- 
Inform their manager of any changes to their identified home location which may affect home working e.g. moving house or personal circumstances (including changes affecting the assessment under the home circumstances criteria) 
- 
Review the remote working arrangement on a regular basis; for example, this could be done at the 6-monthly PDR or Hay Appraisal interviews 
- 
Agree communication methods and contactable times with their colleagues and manager, and respond to voice and e-mails within agreed time scales; contactable times could be shown on Outlook, with voice and e-mails responded to within 24 hours 
- 
Report key issues/exceptional events that arise immediately 
- 
Recognise that from time to time changes to the remote working arrangements may need to be agreed with their manager 
- 
Check which touch-down locations are suitable, when they might be needed, and advise their manager.  Also to feed back to their manager 
about the suitability of provision at the touch-down centre    
- 
Consider their personal circumstances, e.g. working style, and circumstances at home, before they undertake mobile working 
- 
Not disclose their private telephone number or home address in any correspondence with customers 
- 
Not hold work related meetings at home 
- 
Use Microsoft Outlook diaries to plan and communicate home/ mobile working 
- 
Be familiar with the Council's ICT policies (e.g. on e-mail,internet and mobile phone use - see Bexweb)  
 

## Managers Must:

- 
Agree communication methods and contactable times and respond to voice and e-mails within agreed timescales 
- 
Ensure good communication is maintained with individual team members, regardless of whether they are remote workers 
- 
Ensure that the correct equipment and technology is put in place and that health and safety requirements are met (e.g. that the employee has satisfactorily completed the Health and Safety self assessment form) 
- 
Deal with any issues raised by the employees in a timely manner 
- 
Review the remote working arrangement on a regular basis 
- 
Agree and monitor agreed targets and outputs 
- 
Use Microsoft Outlook diaries to plan and manage home and mobile working 

## Equipment And Services To Be Provided Provision Of Equipment And Services For Staff Working At Home

A flexible operational strategy will be used to implement home and remote working, to best meet the needs of the Council and the employee; freeing up office space will be a priority.  The equipment provided will primarily depend on whether the worker is based at a designated office or home.  Also relevant is the amount of time spent working at home, the availability of services there, what equipment the employee already has, and the outcome of the employee's self-assessment of the health and safety risks.  Further details are provided in the table below.  

EMPLOYEE STATUS 
 
BASED AT DESIGNATED OFFICE, WITH CASUAL 
HOME WORKING  
HOME-BASED WORKER WITH 
NEED FOR BROADBAND 
ACCESS 
Equipment provided at home 
Decided following employee health and safety selfassessment.  May include floppy discs 
Following satisfactory employee health and safety self-assessment: a laptop, docking station, telephone handset, and dedicated Council telephone line.  Other equipment may be provided as appropriate  
Access to Council systems at home 
Council BT Broadband connection Office-designated phone diverted to mobile working location where appropriate  
E-mail - using (i) webmail via employee's ISP dial-up connection and personal computer, or (ii) ring-back Council Remote Access Service. None  (Costs minimal and likely to be outweighed by travelling 
costs saved) 
Charges 
reimbursed for home working 

## 

Provision of touchdown facilities for mobile workers The Council will provide and publicise secure touchdown facilities at locations around the borough for mobile workers.  These will offer: 

- 
A number of workstations with computers, telephones, and printers, and connection points for those with laptop computers 
- 
Easy access to refreshments  
- 
Areas for networking and informal meetings and 
- 
The telephony to allow the user's regular extension number to be picked up at the work-station being used 
 When using touch-down centres, employees need to adhere to the clear desk policy: any items left on desks will be disposed of at the end of the day; if paperwork needs to be retained it should be left in secure storage space in the centre, or taken away by the employee. Lockers will be provided for those who need to keep material at a specific designated location. Managers will check with employees which facilities they are using, and seek feedback on the suitability of provision. 

## Provision Of Equipment For Field Workers Subject To Full Assessment Regarding The Business Case, And Consultation, The Council May Supply Equipment To Enable An Employee To Undertake Field Working Effectively At A Later Stage. Health And Safety

The Health and Safety at Work Act 1974 (HSWA) places duties on employers, selfemployed people and employees.  Employers have a duty to protect the health, safety and welfare of their employees, including home workers.  For the latter, home becomes an extension of the normal workplace for the purpose of health and safety. This means all the normal standards, rules and legal responsibilities relating to the office workplace apply similarly in the home workplace.   
In the case of health and safety, the following aspects apply to both home and office environments: Most of the Regulations made under HSWA apply to home workers as well as to employees working at the employer's workplace.  These include, for example, the Management of Health and Safety at Work Regulations 1999, which require a risk assessment to be carried out. Completing a risk assessment involves identifying the hazards relating to work activities and deciding whether enough steps have been taken to prevent harm to the worker, or anyone else who may be affected by their work.  A risk is the likelihood that someone will be harmed by a hazard. A hazard is anything that may cause harm. Risk assessments relating to new or expectant mothers need special attention.  The term 'new or expectant mothers' covers pregnant women, those who have given birth in the last 6 months, or who are still breast-feeding.  Risk assessments for this group must take account of risks to the child (see HSE guidelines New and expectant mothers at work: A guide for employees, and A guide for new and expectant mothers who work.) 
The following only apply at home: For home workers, detailed guidelines and a home working risk assessment form have been produced (See the Remote Working Health and Safety Manual).  Managers and employees should complete and sign the checklist before home working is undertaken.  This process will help establish what equipment the Council will need to provide to make home working viable. If the assessment shows the premises do not meet health and safety requirements, the Council can either provide equipment or turn down the request for home working; the availability of resources may affect this decision. Electrical equipment supplied by the Council will be regularly tested, but the Council is only responsible for the equipment it supplies. Electrical sockets and other parts of the home-workers domestic electrical system are their own responsibility.  The employee is responsible for the day-to-day health and safety issues, recording and reporting accidents, and any other concerns to their manager.  As part of the Council's routine health and safety inspection programme, the employee will need to undertake six–monthly safety assessments of the home office space. Periodic audits of these assessments will be undertaken. 

Managers and Staff are to refer to the Corporate Health & Safety Manual for further comprehensive guidance and advice on health and safety matters for home workers Hours of work Mobile and home working may provide employees with greater flexibility with working hours; e.g. social workers may find it appropriate to make customer calls outside of office hours, if this suits the employee and customer, and is agreed with the manager under the Council's Flexible Working Policy or the Flexible Working Regulations (please refer to section 15 on additional responsibilities for field work staff such as social workers).  Although home and mobile working may allow the employee to take advantage of this flexibility, an employee's total contractual hours are not affected by home and mobile working arrangements.  Employees must agree an appropriate working pattern, and any variation, with their managers in advance.  Further, managers need to ensure mobile and home working does not lead to excessive hours being worked. 

Contracts of employment The general terms and conditions of employment for remote-based workers are the same as for office-based employees.  It remains the case that mileage/transport costs cannot be paid for trips from home to a Council office.  However, business trips between Council offices will continue to be paid, as will business transport from Council offices to other locations. However, employees and managers must sign a remote or home/ mobile working agreement to ensure the employee is aware of and agrees to the limited special conditions that apply. (See Appendix G)  
 
 Induction and probationary period It is essential that employees who wish to undertake remote working have a structured and full induction programme.  The Council's Probationary Procedure must be followed where appropriate Insurance Employees undertaking home working with the agreement of their manager are covered by the Council's insurance policy for employer's liability and personal accident in the same way as office-based employees.  Although equipment supplied to the employee is also covered by the Council's insurance arrangements, the excess on the policy exceeds the value of the equipment, effectively leaving them uninsured. The Council recommends that prior to undertaking home working, employees should check what their home insurance policy says about working at home. Although insurers do not usually ask for an increased premium, the Council will not reimburse any such increase should it result. Mortgage/Landlord The Council also recommends that before commencing home working employees check what the mortgage or tenancy agreement says about working from home. Although landlords and mortgagees usually do not increase housing costs, the Council cannot reimburse any such rise should it result. 

 
 Expense payments, tax issues and business rates  
The Council will provide equipment and services for the employee to use when working from home, subject to the criteria in (2) above being met, and a satisfactory risk assessment being conducted.  Where a broadband connection and phone line is arranged by the Council, the cost of the installation, line rental and calls to dial out or access the Council's network will be paid for by the Council.  This provision is not regarded as a taxable benefit to the employee, provided it is used for business purposes only.  It is the Council's intention that this policy will only provide non-taxable benefits. No other expenses will be reimbursed unless agreed with the line manager in advance of the expense being incurred. Any such expenses reimbursed by the Council as a result of mobile working may be regarded as a taxable benefit and employees should contact the Inland Revenue to clarify their personal tax circumstances. 

 
 Reimbursement of business travel costs Remote working is intended to make employees' working lives easier through reducing travel time and costs.  It remains the case that mileage/transport costs cannot be paid for trips from home to a Council office.  However, business trips between Council offices will continue to be paid, as will business transport from Council offices to other locations. 

Security of data Although paper documents can be used whilst working at home, in accordance with the Council's policy, these should not be retained at the home address beyond the next working day. Employees must ensure that all information stored and accessed (including written information and that held on computer) is backed up, secure and cannot be accessed by other parties.  In particular, computers provided by the Council can only be used to access the Internet using the Council-provided BT Broadband connection.  Using other providers' software for personal use, on the same computer, could compromise confidentiality and protection from viruses.  Further, using the computer or dedicated phone line for both business and personal use could result in the Inland Revenue taxing the employee for a "benefit in kind".  
For casual home workers accessing web-mail using their own personal computers, it is recognised there are potential concerns about security.  Employees are therefore asked not to save any documents onto their hard drive, but to use Council-provided floppy discs instead. Employees are reminded that equipment supplied by the Council must be used in line with Council policy and guidance; any damage arising as a result of personal use will be charged to the employee.   

## Training The Council Will Provide Appropriate Training For All Employees Who Will Be Undertaking Home And Mobile Working, To Ensure They Have The Necessary Skills And Support.  The Training Will Cover The Following Areas:

- 
Time management, including managing work in a home environment 
- 
Communication and management methods for the new way of working, and the use of technology to support these 
- 
Laptop training, including regular use of data backup procedures, and file management, 
- 
Using e-mail, self-service documentation, the intranet and the internet 
- 
Manipulating documents on-screen, without the need to print 
- 
Any necessary training in the use of ICT software packages 
- 
Looking after Council equipment and documents in a home environment, including issues of security and storage 
- 
Health and safety, including stress management 
- 
What to do in the event of an injury  
- 
Working on projects, and project management   
 Employees and their line managers should also ensure that employees attend agreed work-related training as required and that home and mobile working does not adversely affect the identification and meeting of training needs. 

Additional guidelines and responsibilities for field staff (e.g. social workers)  
Mobile working arrangements provide staff, for example social workers, with more flexibility in arranging customer visits; it may be appropriate to do these outside office hours where convenient for both the employee and the customer. 

 
However, additional caution is required when undertaking remote working and the following requirements will need to be met in addition to the normal safety procedures for social workers: 

z 
Follow the Council's Zero Tolerance policy on violence at work.  A copy can be obtained via Bexnet on the following path: Staff interest/Personnel/Health and Safety/ Violence at work policy 
z 
In all circumstances of customer visits outside of office hours, "call in" to inform the Council of the visit and "call out" following the visit 
z 
Do not arrange visits to new customers outside of office hours 
z 
Do not arrange visits to customers classified as above "normal risk" outside of 
office hours 

## Additional Guidelines And Responsibilities For Using Touch Down Areas Employees Should Follow The Following Guidelines:

z 
Where possible, designated touch down areas should be used; 
 
z 
Availability of touch down areas should be checked and secured in advance  
 
z 
Managers and colleagues should be informed in advance 
 
z 
Telephones should be diverted (e.g. to voicemail or a hot desk phone) 
 
z 
Touch-down areas have a clear desk policy and it is the employee's responsibility to look after, clear and tidy the desk they use at the end of their work session 
 Details of designated touch down areas and availability can be found at Appendix J. 

 Ceasing remote working An employee or the manager has the right to cease remote working arrangements, for example in the following circumstances: 

z 
If the employee's role changes, so that the eligibility requirements are no longer met 
z 
If the employee's performance review is no longer satisfactory 
z 
If the employee's personal circumstances change so that it is no longer practical or desirable to undertake remote working   
z 
If the service delivery requirements change in such a manner that remote working is no longer suitable 
Reasonable notice will be given by the party wishing to terminate the mobile working agreement.  All Council equipment will be returned by the employee at a mutually convenient time.  It may not always be possible for the employee to return to their original location or location of preference, but in such circumstances every effort will be made to find a reasonable alternative. 

 Review of effectiveness of this policy 
The criteria used to assess the success of this policy are: 
- 
The remote working publicity is effective in communicating to staff, job-seekers and managers what the policy says and how it is to be implemented 
- 
Evidence of implementation: numbers, and consistency, of assessments being 
made against the criteria for mobile and home working 
- 
That support for remote workers is effective in preventing feelings of isolation or the working of excessive hours 
- 
The number of staff starting to work remotely  
- 
Reduced turnover 
- 
Lower vacancy rates 
- 
Reduced use of agency and temporary staff 
- 
A higher proportion of maternity leave returners 
- 
Reduced staff sickness 
- 
Evidence that posts are being redesigned specifically to take advantage of the opportunities provided by home/ mobile working 
- 
The effect of measures to identify and spread good practice across the authority 
- 
That it does not discriminate either directly or indirectly between staff on the basis of ethnic or national origin, religion, beliefs, gender, sexual orientation, disability, marital status or age 
 An assessment against these criteria will be made annually by Directorate Personnel Officers.  This assessment will feed into the process of reviewing the progress in implementing the Remote Working Strategy. 


## Appendix A - Frequently Asked Questions

 
This Appendix has been designed to bring together many of the practical questions often asked by people interested in working remotely.  The areas covered include: a definition of remote working, the facilities provided, and the ICT and other support and training available.  For ease of access, it is presented in four sections: 

1. What is Remote Working? 


2. How can I work from home? 3. How does Health and Safety affect Remote Working? 4. What training and support will be provided? 


1. What is Remote Working?   
 
The term remote working refers to work done at times and/or in places physically remote from the supervision and support arrangements established for a fixed workplace.  This can be broken down into: 

- 
Home Working - where the member of staff is contractually based at home, with no designated office base.  
- 
Mobile Working - where the member of staff has no designated office base, and works from touchdown centres  
- 
Home Working combined with Mobile Working  
 
What is a touch-down centre? 

Touch-down centres are being developed in many Council sites.  They will have a number of fixed PC workstations, network connections for laptop PCs, and access to printers, photocopying facilities, areas for meetings, and good access to refreshments. Each workstation/ laptop will enable staff to access their personal profile using the Office Automation system.  In addition, telephony will be provided to support mobile working.  This will include voicemail, and the ability to forward calls to any number as appropriate Workstations are currently available for use on a 'first come, first served' basis.  A clear desk policy means that mobile workers who drop in can use space anywhere within that area, unless the desk is already in active use.  A scheme is to be introduced that will enable some workstations, or network connection points, to be reserved in advance at peak times, using Outlook.  
 
Remote Working gives me freedom about *where* I work - how much freedom will I have about *when* I work? 

Home and mobile workers may be able to agree, with their managers, variations to the hours they work.  In reaching agreement, your manager will need to ensure: 

- 
The service to customers will not be disrupted and/or reduced  
 
- 
No negative impact will result for your colleagues 
- 
You are able to be contacted at times convenient to your manager, team and customers 
- 
At the times you are working, any technology you need is available (e.g. not affected by computer back-up or shutdown times)  
- 
If you are working at an office, that the premises have been approved for working at the times you want, and that your personal safety is not at risk 
- 
The Council's Flexible Working Policy is taken into account 
- 
Legal requirements are met - including the Working Time Directive, and Flexible Working Regulations where these are relevant  
 
Could a home or mobile worker be told they have to work set hours? 

Yes, some people's jobs are dependent upon set hours to deliver services to the public, or to support the rest of the team in working remotely.  Your manager may decide that it is necessary to work set hours because of service delivery requirements, thus restricting the amount of flexibility in your hours. 

 
What about when I'm sick? 

You still need to report your sickness in the same way, whatever your way of working. This may affect the working arrangements of your colleagues, and you may also need to make changes when colleagues are sick. 

How can the complexity of working in a team be managed with remote working? For example, maintaining cover, communications, and getting hold of people who work different hours? 

A team meeting to discuss these issues can agree ground-rules with colleagues. There is no blueprint for this, as every team is different.  Modern technology can support the management of team dynamics and communication: for example you can use Outlook to show colleagues the hours you are available for work, see when they are free, and invite them to meetings.  In addition, it is recommended that your team meets regularly to maintain communication and support for each other, and for purposes of training and regular briefings.  Training on the new ways of working is available for staff and managers. 

How does remote working relate to the Council's PDRs and Hay Appraisals? 

PDRs and Appraisals emphasise the importance of ensuring staff know what outcomes they are expected to deliver, what their priorities are, and are given the training and support needed.  Precise and quantifiable objectives make them relevant and measurable within agreed timescales. In this way it is possible to manage performance wherever and whenever people work. 



2. How can I work from home? This section is for those who want to know more about working from home, on a contractual basis, using Information Communications Technology (ICT). 

If I work from home already, will the Remote Working policy affect me? 

If you use ICT, yes.  Some people have been homeworking on a casual basis for some time, and it is important for both staff, and the Council, that this policy is applied consistently. 

What are the benefits of home working? 

Although no cash payment will be made for people working from home, the benefits to individual workers include reducing travel time and costs, and freeing time to enable work responsibilities to be better juggled with other commitments.  Generally, reduced stress levels can be expected, increased productivity, and in some circumstances a better quality of service for customers.  In this way, home working supports the retention and recruitment of employees.  It also reduces the use of resources, and the damage to the environment, resulting from the use of vehicles for Council business. 

I would like to work at home - what shall I do? 

Initially you must discuss with your manager the possible implications for you, your team, and service provision.  In this way, it will be assessed whether: 

- 
The nature of your work makes your post eligible for home working and 
- 
Your personal skills make you suitable for this style of working  
 
The above are the criteria for mobile working, using touch-down centres. Additionally, for those who want to work from home, it needs to be demonstrated that your home circumstances will enable you to do so. If you meet all three criteria, your manager will arrange equipment, training and support for the transition to home working.   
 
I have caring responsibilities; can I work from home? 

Even if you are working at home, full-time caring responsibilities should be undertaken by another appropriate individual.  As when working in a designated Council office, where caring responsibilities are part-time you may need to discuss with your manager how working hours can effectively be separated from the time dedicated to these. 

My manager doesn't want me to work from home; can anyone else help? 

If you cannot resolve the issue with you line manager, the next step is to contact your Directorate Personnel Manager and use the current appeal process Can I hold meetings at home? 

Meetings about work-related issues must not be held at home for reasons of personal safety, and security of documentation. If you are working from home, you must arrange to meet in a Council or partner organisation's office. 

Do I need special security at home? 

You will not need special security at home, but you will need to ensure that your current level of security is adequate given the extra ICT equipment you might have there. You may also have additional information at home that is confidential which you will need to lock away. The Council insurance policies generally stipulate that reasonable precautions must be taken to prevent loss or damage to property; this includes the use of physical security measures where appropriate. You must follow service guidelines on data storage. 

How do I look after the documentation I am working on? 

When you are working at home, it is even more important to avoid leaving confidential paperwork on view, or displayed on the computer screen. Save any confidential documents on the Council's system, to avoid the security problems that may arise with floppy discs.  Homeworkers must conform to the Data Protection Act, ICT Security Policy and all statutory laws relating to ICT such as the Computer Misuse Act. 

What facilities and equipment do I need? 

If your request to work at home is agreed, you will need to discuss with your manager what technology and equipment is needed.  Home workers will be provided with a laptop personal computer, and a broadband Internet connection to access Council systems together with a dedicated Bexley telephone line.  For tax reasons, the equipment may only be used for Council business. You need to have space, and a suitable chair and desk that you can use for office purposes if you work at home.  After appropriate training, you will be asked to do a health and safety inspection of the space you have set aside.  Your inspection may be randomly audited. 

I already have my own PC at home - can I use that?  
No, due to the associated support costs and security risks What ICT support will I receive whilst working at home? 

The Steria help desk is available from 8am to 6pm Monday to Friday.  They will always try to help you resolve any problems over the phone, or by accessing your PC remotely.  Should the problem persist, you will be asked to come to the Civic Offices with your laptop.  Then you will be loaned a replacement machine until the repair has been carried out.  Home visits to repair faults will only be carried out where this is necessary for technical reasons, and Steria will charge your directorate on a time and materials basis.  An exception may be made where the employee has a disability, and the manager considers it reasonable to provide ICT support via a home visit; any such decision would be based on whether doing so amounts to a reasonable adjustment as defined by the Disability Discrimination Act. Remember you are responsible for the security and safety of the equipment while it is in transit; do not leave equipment in an unattended vehicle because of the risk of theft. 

How do I claim travel costs while working from home?  
It remains the case that mileage/transport costs cannot be paid for trips from home to a Council office.  However, business trips between Council offices will continue to be paid, as will business transport from Council offices to other locations.  This should ensure that there will be no tax liability on business journeys for which you claim a travel payment. 

What should I do about my paperwork? 

You should keep the absolute minimum of working papers at home, relying in the main on electronic storage of documents.  Observe precautions to maintain the confidentiality of hard-copy and electronic documents.  Please take care disposing of 

## Waste; Bring Confidential Material Into Your Team Base For Shredding.  To Satisfy Internal Audit Controls, And For Your Own Protection, Use The Team Base Address As Your Mail Address For All Work Correspondence. Can I Still Use A Desk In The Office? Yes, Subject To One Being Available. You Need To Be Aware That The Desk Designated For Your Use Will Be Re-Allocated To Reflect The Fact That You Are Based At Home. Am I Covered On The Council'S Insurance? Yes, But You Should Also Check The Terms Of You Home Insurance Policy. How Does Being Based At Home Affect My Mortgage/Rental Agreement? You Will Need To Check Your Tenancy Or Mortgage Agreement. I Need Adaptations To Ict Equipment To Meet My Special Needs. Will I Be Provided With These If I Opt To Work At Home? Yes, The Council Is Committed To Making Reasonable Adjustments For Employees With Disabilities.  If You Become A Homeworker, This May Mean Moving Specially Adapted Equipment From The Office To Your Home.  The Council Sees Home Working As Potentially Offering Opportunities To People Whose Needs Make It Difficult For Them To Be Office-Based, And Reinforces The Council'S Commitment To Equal Opportunities. 3. How Does Health And Safety Affect Remote Working?

 Health and safety is of equal importance whether you are working remotely or at a designated desk in an office, and the same principles apply in the different settings. The law puts a duty on both the Council and yourself to work together to protect the health and safety of all employees. 

What action is needed on health and safety before I start working remotely? 

As in the office setting, you need to agree with your manager how you are going to manage risks to health and safety during your work activities.  Your manager will provide you with information and advice about working remotely, as appropriate.  
Work processes may change to support the transition to remote working; if this means you spend more time working on computers you may need to re-assess whether the Display Screen Equipment Regulations apply to you.  Personnel can advise on this, and guidance is published in the Health & Safety Manual, available on BexNet.  Many risks will be unaffected by time and location and should be covered by existing procedures in the Manual. 

I'm thinking of working at home - is there anything I need to do with regards to health and safety? 

Since your manager cannot monitor conditions directly when you are working from home, it is essential that you talk to your manager about how to work safely and that you complete the Risk Assessment of Premises for Homeworking form (see the Health & Safety Manual).  Training will be provided to home workers so they can conduct the health and safety self-assessment of the home environment.  You need to use your knowledge, experience and training to regularly monitor and report any health and safety concerns to your manager, and amend arrangements as necessary; for example, if you move house. 

 
4. What training and support will be provided? A series of workshops and training modules tailored to the needs of individuals and teams are planned for everyone who will be working remotely, or managing staff who work in this way.  The training has been developed in response to needs expressed at the Home & Mobile Working Workshops. 

What is the purpose of the training and support? 

The training and development workshops and modules will support managers and staff in developing the skills needed by both staff and employees in a remote working environment. Your manager will provide support in managing health and safety issues, and Steria will provide ICT support What are remote working skills? 

The skills needed for remote working are those needed to: 

- 
Manage your own time, particularly in a home environment 
- 
Use a range of communication methods, and the use of technology to support these 
- 
Operate a laptop, regularly use data backup procedures, and file management 
- 
Use e-mail, self-service documentation, the intranet and internet 
- 
Manipulate documents on-screen, without the need to print 
- 
Use specific ICT software packages 
- 
Look after Council equipment and documents in a home environment, maintain security and store appropriately 
- 
Identify health and safety hazards, and manage any risks these may present 
- 
What to do in the event of an injury 
Your manager will assess your training and development needs with you, and your team.  This will enable individual training and development plans to be developed with support from BexLearn.  Support will be provided to you and your manager during and after your move to remote working. 

If you have any further questions, you are welcome to email the team at egov@bexley.gov.uk 

## Appendix B: Overview Of Process For Considering Request For Full -Time Home Working -  Flow Chart

  
Man
ng 
ager/employee identify need/wish to agree home   worki
arrangements 
Remote working checklist completed by manager and 
employee 
If requirements appear to be met, tripartite discussion 
with employee and HR 
Home assessment to determine requirements for  mobile 
/ home working 
Training for employee 
Order necessary equipment 
Remote working agreement signed & continuously reviewed 

## Appendix C: Checklist To Assess Application For Home Worker Status The Manager Should Review The Request Against The Strength Of The Business Case For Remote Working.  The Following Criteria Will Help Managers To Make A Decision Whether To Accept The Request.  They Comprise:

z 
Eligibility criteria (the nature of the post)  
z 
Suitability criteria (the nature of the potholder, and the effect of mobile/ home working on the team and quality of service) 
z 
The individual's home circumstances  
 
1. 
Has a previous application for mobile working been made? If so, when? 
2. 
Outline the change requested and when this is to become effective. 
 
3. 
Reason for request 4. 
Criteria 

 
AGREE 
DISAGREE
COMMENT 
Eligibility criteria  (Nature of the post) 


Will the service to internal or external customers be unchanged or positively affected by the proposed mobile/home working? 


Can clear objectives and measurable outputs can be agreed and monitored? Can work be carried out as effectively as in 


|                                                  | AGREE    | DISAGREE   | COMMENT    |
|--------------------------------------------------|----------|------------|------------|
| Eligibility criteria  (Nature of the post)       |          |            |            |
| the designated office location, without          |          |            |            |
| compromising the level and quality of service?   |          |            |            |
| (e.g. can work be delivered and retrieved        |          |            |            |
| electronically?)                                 |          |            |            |
| Is access to the Council's intranet essential to |          |            |            |
| the post?                                        |          |            |            |
| Is it possible to establish effective            |          |            |            |
| communication arrangements so the service is     |          |            |            |
| not negatively affected?                         |          |            |            |
| Will there be no extra costs associated with     |          |            |            |
| mobile working, other than those of providing    |          |            |            |
| standard equipment?                              |          |            |            |
| Suitability Criteria (Nature of the              |          |            |            |
| Postholder, and effect on team and quality       |          |            |            |
| of service)                                      |          |            |            |
| Is the post holder self –disciplined?            |          |            |            |
| Is the post holder self - motivated?             |          |            |            |
| Has the post holder demonstrated flexibility?    |          |            |            |
| Does the post holder require minimal             |          |            |            |
| supervision?                                     |          |            |            |
| Is the post holder a good manager of time and    |          |            |            |
| workload?                                        |          |            |            |
| Is he/she able to operate on his/her own         |          |            |            |
| initiative?                                      |          |            |            |
| Is the post holder a good communicator?          |          |            |            |
| Are the post holder's IT skills of a level that  |          |            |            |
| helpdesk support will be sufficient?             |          |            |            |
| Did the employee have a satisfactory             |          |            |            |
| performance in their most recent performance     |          |            |            |
| review?                                          |          |            |            |
| Would the new working arrangements leave         |          |            |            |
| team morale unaffected, or improve it?           |          |            |            |
| Would the new working arrangements leave         |          |            |            |
| team effectiveness unchanged, or improve it?     |          |            |            |
| Would the new working arrangements leave         |          |            |            |
| level of service provision either unchanged or   |          |            |            |
| improved?                                        |          |            |            |
| Nature of Home Circumstances                     |          |            |            |
|                                                  |          |            |            |
| Does the employee have suitable space for        |          |            |            |
| office equipment?                                |          |            |            |
| Can the employee ensure                          |          |            |            |
| security/confidentiality of data?                |          |            |            |
| Can any dependants be managed in such a          |          |            |            |
| way that they do not interfere with home         |          |            |            |
| working  (e.g. by changes in working pattern)?   |          |            |            |
|                                                  |          |            |            |
|                                                  |          |            |            |
|     |     |     |
|-----|-----|-----|
|     |     |     |
|     |     |     |
|     |     |     |
|     |     |     |
|     |     |     |
|     |     |     |
|     |     |     |
|     |     |     |
|     |     |     |
|     |     |     |
|     |     |     |
|     |     |     |
|     |     |     |
|     |     |     |

## 5. Costs/Benefits

 
COST TO DEPARTMENT (DIRECT AND INDIRECT) Benefits to Department (Direct and Indirect) 
 
6. 

Assessment Statement 
 
Please note that, in order to comply with the Flexible Working Regulations, which come into effect in April 2003, mobile working can only be refused on the following grounds to those eligible to apply under the legislation: 

z 
The burden of additional costs 
z 
A detrimental effect on ability to meet customer demand 
z 
Inability to reorganise work among existing staff 
z 
Inability to recruit additional staff 
z 
Detrimental impact on quality 
z 
Detrimental impact on performance 
z 
Insufficiency of work during the periods the employee proposes to work 
z 
Planned structural changes 
z 
Such other grounds as the Secretary of State may specify 

## 7. Manager'S Assessment Statement

 IS MOBILE/ HOME WORKING RECOMMENDED?      YES/NO 
BASIS (LOCATIONS, HOURS, TO ACHIEVE WHAT OUTCOMES)? Consultation with: 
Personnel Head of Service Decision: Manager's Recommendation Accepted:  
 Yes/ No Other Decision or comments: Manager Signed………………………………………… Head of Service Signed………………………………………… Appendix D: Appeals procedure  
 
To appeal against a decision made in respect of remote working, the Council's grievance procedure, as set out below should be followed.   The Directorate Personnel Teams will provide detailed advice and guidance about its use in your Directorate. 

1
This procedure is an agreement between Bexley Council and UNISON, GMB, and TGWU. Nothing in this document can supersede any national agreement which forms part of terms and conditions of service nor any statutory rights enjoyed. All employees of Bexley Council are covered by the provisions of this document with the exception of: 
 
(a)
Chief Executive, Directors and Chief Officers 
 
(b)
Teaching staff 
2
This Grievance Procedure is to cover matters, which are specific to an individual in relation to their service and/or conditions of service with the Authority. Where an individual feels aggrieved about any aspect of their work, working conditions or conditions of service that they are affected by in particular circumstances or about a decision of Management that affects them, they have the right to be heard and determined. Such a grievance may also be registered on their behalf by the appropriate 
trade union. The individual has the right to be represented by a trade union official* or 
person of their choice at any stage of the procedure. 
 
2.1
First Stage  
In the first instance, the individual should try to resolve the matter with their supervisor. If the supervisor is able to give a decision, they should do so within one working day; if the supervisor needs advice on the matter advice should be sought and a decision given within two working days. 
 
2.2
Second Stage  
If the individual continues to feel aggrieved they may invoke the following formal procedure, upon submitting formal written notice of the grievance to the appropriate 
officer: 
 
 
First Level:
Principal Officer, who will make a decision as quickly as possible but in any event within 3 working days. 
 
 
Second Level:
Chief Officer, who will make a decision within 5 working days. 
 
 
Third Level:
A review panel to be convened by the joint secretaries of the Joint Sub-Committee. 
 
 
Fourth Level:
Members Appeal Panel where the nature of the grievance allows it to be heard. 
 
 
Fifth Level:
Provincial (Great London) Joint/Whitley Council/Negotiating

Committee as appropriate as a dispute/difference where the constitutions of such bodies provide for the particular grievance to be heard. 

 
 
* This term shall be taken to include shop stewards, Trade Union representatives 
and full-time Trade Union Officers. 

## Notes

(i)
After each stage or level the individual will be told of the right of appeal and how to exercise that right. 
(ii)
Appeals should be lodged within 10 working days of the notification of the decision. 
(iii)
Appeals to a local Joint Sub-Committee must be lodged by an employee or their representative through the Employees' Side Secretary within ten days of the notification of the Chief Officer's decision. No appeal may be made to such a Sub-Committee unless the first, second and third levels out-lined in paragraph 2.2 have been followed. 
(iv)
If a grievance is committed to writing, the decision should also be in writing. 
(v)
Where a Principal/Chief Officer finds the need to undertake investigations that cannot be completed within the time-scale indicated, the individual and their representative should be advised. 
(vi)
In the case of Third Tier and Principal Officers who report directly to a Chief Officer any grievances which arise will be raised directly with the appropriate Chief Officer and thereafter the provisions of this procedure will apply. 

## Appendix E: Checklist To Implement Home Working - Held By Employee Employee: Dept/Team:

 NO. ACTION 
TICK 
WHEN DONE 
1 
Post agreed to undertake home working 


2 
Tripartite meeting  


3 
Location equipped with necessary 
technology etc 
4 
Training needed before home working 
commenced:  
- 
Health and Safety, including stress management 
- 
First aid 
- 
Satisfactory outcome from Display Screen Equipment, Information Communications Technology, and telephone training (90 minutes) 
 
Training needed within 3 months of 
beginning home working (if needed):  
- 
Time management 
- 
Communication  
- 
Upgrading ICT skills 
- 
Project management  
5 
Satisfactory risk assessment conducted 
before home working begins (note - if risks are identified which cannot be addressed at reasonable cost, the Council may decide not to proceed with 
the home working agreement) 
6 
Home working agreement signed 
between the Council and employee 
7 
Standard letters issued for employee to 
advise the following of home working: home insurance firm, and mortgage provider or landlord 
8 
Regular review 
- 
Month 1 (includes a check that the Safety at Work selfassessment completed) 
- 
Subsequent PDR or Hay Interim and Full Appraisals (includes a check that Health 
& Safety re-assessment has 
| DATE    | MANAGER'S    |
|---------|--------------|
| INITIAL |              |
|         |              |
|         |              |
|         |              |
|         |              |
|         |              |
|         |              |
|         |              |

been completed) 

## Appendix F: Details Of Tripartite Meeting Key Points Of Discussion

- 
Summary of the remote working policy 
- 
Overview of the remote working policy process 
- 
Logistics of setting up remote working at the agreed location(s) 
- 
Date of commencing remote working 
- 
Key principles of remote working  
- 
Client requirements are key 
- 
Health and safety issues 
- 
Frequency of communications 
- 
Attending team meetings  
- 
Regular communication with your colleagues 
- 
IT support 
- 
Manager's expectations 
- 
Key principle is that "business as usual except from a new location" 
- 
All Council policies apply   
- 
Respond to issues raised by employees 
- 
Next steps  
- 
Set up next meeting 
- 
Arrange training  
- 
Employee to do Health & Safety self-assessment of home premises 
 
# Appendix G: Agreement Between London Borough Of Bexley And Employee

 Dear 

 I am pleased to confirm the arrangement for your undertaking remote working. The purpose of this letter is to set out the terms and conditions attached to it: 
- 
You may work from: - your home address 
 
                        † 
- from Council touchdown locations                          † - from your designated office location  (at:               ) 
† 
provided this is agreed in advance with your manager.  You are expected to work normal contractual hours unless an alternative agreement has been reached with your manager: the Council gives reasonable consideration to applications for flexible working 

- 
Remote working is an arrangement that is granted at management discretion. It may be discontinued by either yourself, or the Council, following reasonable notice (in accordance with the remote working policy) in writing. If you cease remote working for any reason you must return all Council provided equipment 
- 
Approval to undertake remote working is specific to the job you are performing. If you move to a different job for any reason such as promotion or transfer you may be required to discontinue remote working. If you wish to continue remote working in the new position you must make a fresh application to your new manager 
- 
You are expected to continue to abide by Council policies and procedures concerning the protection and use of trade secrets and other confidential information including personal data covered under the Data Protection Act. You should take steps to ensure the security of confidential and sensitive Council information wherever you are working. 
- 
For health and safety reasons you must occasionally conduct risk assessments at the location(s) where you undertake home working.  In addition, reasonable access is needed for Audit and external health and safety inspectors to the work site in your home, during normal working hours.  
- 
In the event of equipment failure, malfunction or theft, you are required to notify the Council's 
IT supplier immediately in order to effect repair or replacement of such equipment. In the event of a delay in the repair or replacement of such equipment, or any other circumstances under which it would be impossible for you to undertake mobile working effectively, you must report this to your manager. In these cases you may be required, at the discretion of you manager, to report to a council office or be assigned alternative work until facilities can be re established 
- 
It is your responsibility to protect Council owned equipment.  It is provided for Council purposes, and should not be used for private purposes.  The exception is when an emergency arises, and the only accessible phone is a Council one (see the Council's phone policy, which can be found on the Intranet).  You may be charged for Council equipment which is lost or damaged through your negligence or as a result of personal use 
- 
You must ensure that you provide a work area adequate for performing Council work and that this area is maintained in a safe condition, free from hazards to yourself, others and 
Council equipment. Guidance on the Health and Safety and ergonomic considerations associated with remote working are enclosed/have already been provided to you  

- 
All established Council and departmental procedures such as those for requesting and obtaining leave, managing sickness etc remain in effect 
- 
It remains the case that mileage/transport costs cannot be paid for trips from home to a Council office.  However, business trips between Council offices will continue to be paid, as will business transport from Council offices to other locations.  
 Unless amended above, the terms and conditions of your existing contract of employment will remain in force. Please confirm that:  

- 
You have received a copy of the mobile working policy and the guidance referred to 
above and  
- 
That you understand and accept the basis upon which your mobile working 
arrangements have been set up by returning a signed copy of this letter to me 
Please do not hesitate to contact me if you require further clarification or additional information on the above. Thank you Yours sincerely Appendix H: Procedure for the use of Laptop Computers These guidelines have been written to ensure that the laptops provided within the team are available for use when required 
1. Booking a laptop: The nominated Administrator in the team will ensure that laptop(s) are securely stored when not being used by staff.  Laptops should be kept in a locked cupboard or cabinet at all times when not being used. The key to this cupboard should be held by the nominated Administrator responsible for taking laptop bookings. The nominated Administrator will maintain a diary for booking the laptop(s).  When arranging the booking of a laptop, staff should consider the period of time they will need to use it and ensure that it is not retained for longer than is necessary.  Staff are required to specify a time and date for return and abide by this date. Care should be taken to ensure that laptops are not booked unnecessarily, or for extended periods of time.  They should be available to any member of the team that needs to use them and is authorised to use them. If necessary, priority for laptop use will be determined by the team or unit's Manager, who will seek to ensure that access is available fairly across the team according to need. 2. Collecting the laptop: Once booked, the laptop should be picked up from the nominated Administrator.  A check should be made to see that the necessary leads etc are present (Power lead, Mouse etc.) The member of staff should then sign the appropriate form to confirm receipt of the laptop, all cables are present and that they are taking responsibility for it. 

3. Working on files away from the office: If electronic files, which are stored on the main computer, are required for use the member of staff will need to copy these files to the laptop unless they have a Council Broadband connection at home.  This is done by connecting the laptop to the network and copying the files to the hard drive of the laptop (C: My Documents). PERMISSION MUST BE GIVEN BY THE UNIT OR TEAM MANAGER BEFORE ANY FILES OF ANY SORT ARE REMOVED FROM THE OFFICE. 4. Care of the laptop when away from the office: Please note that the council's insurance has an excess provision, which effectively means that laptop computers are not insured.  Extreme care should therefore be taken in the use and security of laptops.  You will be provided with a locking device to secure the laptop to furniture when you are in a Council building.   
Please take care not to leave the laptop in an environment where it may be at risk of being stolen.  Never leave the laptop in an unattended car. While using the laptop, save any files to the "My Documents" directory on the laptops hard drive. Upon completion of the work, any electronic files, which need to be kept, should be transferred to the main computer system when the laptop returns to the office.  Files that have been saved on the laptop hard drive should be deleted before it is returned.  Staff using the laptop are responsible for the information that has been saved on the computer and care must be taken to ensure that no data of a private or confidential nature is left on it. Under no circumstances should any member of staff install software.  The laptop should not be used for personal activities. The laptop should not be used to access the Internet or to receive emails except by connection to the council's network. 

 
5. Returning the Laptop: After ensuring that all necessary data has been saved onto the network drives and deleting the files from the laptop it should be returned to the nominated Administrator so that it can be stored in a secure place. On returning the laptop, the member of staff will be asked to sign the laptop back in, countersigned by the administrator, who will check to confirm that all leads and other components are present. Any unresolved faults or problems encountered in using the laptop to be reported to the administrator at this stage. Please ensure that the laptop is returned within the time that it has been booked, so it will be available for the next person who has booked it. 

6. Support: Support for laptops is provided by Steria, who can be contacted on extension 3333.  Should there be any problems with the laptop, or should the laptop be damaged in any way then this should be reported as soon as possible after it occurs to Steria on this number. 

## Appendix I: Health And Safety Risk Assessment 1. Display Screen Equipment Preliminary Check

| 1 Do you use Display Screen Equipment?    |     | Y/N    |
|-------------------------------------------|-----|--------|
| 2 Average hours per day                   |     | Hrs    |

If you use Display Screen Equipment, please refer to the Remote Working Health and Safety Manual for a more detailed check 
 

## 2. Electrical Equipment Assessment Using Electrical Equipment At Home

 If homeworkers use electrical equipment provided by the employer as part of their work, the employer is responsible for its maintenance.  Employers are only responsible for the equipment they supply.  Electrical sockets and other parts of the homeworker's domestic electrical system are their own responsibility. 

## Preliminary Check

| Has  electrical equipment been supplied by the Council?     |     | Y/N    |
|-------------------------------------------------------------|-----|--------|

 

## If Yes, Refer To The Remote Working Health And Safety Manual

 

## 3. Fire Risk

 
Y/N 

The main areas of concern regarding the potential hazards of fire in the home are detailed in the Remote Working Health and Safety Manual, under *Fire Guidance* 1 Do you have a plan for what to do in the event of fire? (see the Remote Working Health and Safety Manual's Fire Guidance notes ) 
 

## Means Of Escape

| 1 Are escape routes free from obstruction?                     |     | Y/N    |
|----------------------------------------------------------------|-----|--------|
| 2 Are stairs in good condition and free from tripping hazards? |     | Y/N    |
| 3 Are all doors and windows easy to open and close?            |     | Y/N    |
| 4 Are floor coverings secure, with no trip hazards?            |     | Y/N    |
| 5 Is lighting adequate?                                        |     | Y/N    |

 

## Fire Warning

| 1 Is a smoke alarm fitted?    |
|-------------------------------|
|                               |

Risk rating: low, medium, high (please circle) 
4. General Housekeeping This should take into account areas such as: floors, position of furniture and fittings, the condition of furniture, passages and exits, stairs, lighting, windows and doors, storage space and equipment.  Consideration needs to be given to any possible slipping, tripping or fallilng hazards.  

## Possible Hazards

 
Y/N 
1Are floors,furniture, windows and doors in a good state of repair? 

| 2 Are passages, exits and stairs free from obstructions?    |     | Y/N    |
|-------------------------------------------------------------|-----|--------|

 
Y/N 
3 Are there any other hazards? If so, provide details below Risk rating: high, medium, low (please circle) 
 

## 5. Hazardous Substances Check What Is A Hazardous Substance?

A hazardous substance can be a liquid, solid, dust, powder or gas which can damage your health when it comes into contact with skin or eyes, enters the body through the skin, is breathed in, swallowed or even transferred to the mouth via contaminated hands. A hazardous substance could be toxic, corrosive, flammable or harmful.  Working procedures should aim to minimise the effects to employees of any such substance.  A hazard data sheet or details on the label of the product should indicate the type of hazard. 

## Preliminary Check

 
Y/N 
1. Do you use any hazardous substances in the course of your employment - if 'yes' refer to  the Remote Working Health and Safety Manual's Hazardous Substances Guidance notes for help in conducting a detailed check if 'no' check complete For further guidance please refer to the contained in the Remote Working Health & Safety Manual. 

## 6. Manual Handling Section A (Preliminary)

 
Y/N 
1 Does your working at home involve any manual handling? .  If YES refer to the Remote Working Health and Safety Manual Handling Guidance notes for a more detailed check 2 If the answer to 1 is 'no' there is no need to continue 

## 7. Overall Assessment

I have carried out a complete and accurate Health & Safety risk assessment on the work area in my home against he Councils criteria and I am satisfied that I have identified any hazards which may impact on my working in this environment.  Where hazards have been identified appropriate measures to mitigate the risk have been carried out and are shown above Assessment carried out by: …………………………………. Employee signature …………………………………. Date……………………………. If any Risk Rating is Medium or High discuss the situation with the employee, then with aid of guidance notes introduce necessary control measures to reduce the risk to a low level, after this has been carried out. If still in doubt contact the Health & Safety Dept. Approved by: …………………………………. Line Manager. Date…………………………….  

## Appendix J: Details Of Location And Availability Of Touchdown Centres

| Location        | Number of    |
|-----------------|--------------|
| workstations    |              |
| Availability of |              |
| workstations    |              |
| (with peak      |              |
| times)          |              |
| Easy            |              |
| access to       |              |
| informal        |              |
| meeting         |              |
| area?           |              |
| Available:      |              |
| Civic Offices   |              |
| - Room          |              |
| Peaks:          |              |
| Full details to |              |
| be completed    |              |
| once finalised  |              |
| Hill View       |              |
| Peaks:          |              |
|                 | Available:   |
| Centre          |              |
| Peaks:          |              |
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How booking can be made 
Number of laptop connection points 
With Steria, booking system to be developed using 
Outlook.  
Administrator to oversee this system