Associate Handbook

Associate Handbook
Freedom Sportsline Limited - Foot Locker UK
The Associate Handbook governing your terms and conditions of employment gives more detail
than can be covered in the Contract. The Associate Handbook is divided into three chapters:
the first chapter – Company Information - gives you information about the Company, its
personnel, its offices and its business ethics and philosophy; the second chapter – Main Terms &
Conditions - contains your terms and conditions and is of contractual status and is thus very
important for you to read; the third chapter –Policies & Procedures - contains policies and
procedures some of which are contractual and some of which do not form part of your contract
but provide useful information and guidance.
Any updates to the Handbook will be posted on the bulletin notice boards.
May 2018
FLE/GBR/Ass Handbook/Foot Locker/May 2018/V1

CONTENTS PAGE
Subject Page Subject Page Subject Page

Adoption Leave 23 Fertility Treatment 23 Pension 25
Appeals Procedure 3 Flexible Working 24 Performance Appraisals 28
Audits 35 Foot Locker News 27 Personal Bank Details 12
Being on Time for Work 14 Fraud 35 Personal Conduct 31
Blackout Periods 18 Going Home Ill 20 Personal Property 35
Breaks 15 Grievance Procedure 28 Planning your Holiday 16
Calculating Holiday 17 Gross Misconduct 30 Power of Ideas (PIC) 27
Changes to Personal Details 14 Health and Safety 33 Private cars on business 33
Clocking in and Timesheets 13 Hiring of Relatives/Friends 35 Probationary Period 11
Communication 27 Holiday Entitlement 17 Public Holidays 19
Communications Policy 39 Hours of Work 14 References 12
Company History 3 Illness during Holiday 17 Regional Team 9
Company/Statutory Sick Pay 19 Jury Service 25 Reporting your non Attendance 18
Compassionate Leave 25 Loss Prevention 34 Retail Trust 26
Computer Software 36 Maternity Leave 21 Retirement 26
Computer Usage Policy 36 Medical Appointments 20 Return of Company Property 16
Confidential Information 33 Miscarriage/Still birth 24 Right of Search 35
Contract of Employment 11 National Insurance Number 12 Sales Commission 13
Core Values and Vision 4 Non Discrimination 32 Smoking Policy 34
Data Protection 12 Non Harassment 32 Social Media Policy 40
Dependency Leave 24 Notice Period 15 Store Team 9
Disciplinary Procedure 29 Off the Clock Policy 15 Suspension 29
Discount Policy 37 Orientation Guide 43 Tax Office 13
Drug and Alcohol Abuse 37 Other Employment 35 Telephone use 35
Duties 12 Overpayment 13 Territorial Army 25
Entitlement to Work in the UK 11 Overtime 15 Time Keeping Policy 15
Ordinary and Shared Parental
European Head Quarters 7 Leave 24 Uniform Policy 38
European Service Centre 10 Paternity Leave 23 Waiting Days 19
Exceptional Customer Service 6 Payment of Wages 12 Who We Are 3
FLE/GBR/Ass Handbook/Foot Locker/May 2018 /V1

FOOT LOCKER
CHAPTER 1
Welcome to the Foot Locker Europe Group Family!
Who we are
Welcome to Foot Locker Europe Group family!, the world’s largest retailer of sports
footwear and apparel, and one of the most exciting and fastest growing retail companies
in Europe. The moment your association with us begins whether that is with Foot Locker,
Runners Point or Side Step, you become a member of our winning team, just like the
thousands of colleagues working all over the world.
Foot Locker Inc is the world’s leading retailer in athletic footwear, apparel and accessories,
selling through its Foot Locker, Lady Foot Locker, Kids Foot Locker, , House of Hoops by
Foot Locker, Runners Point, Sidestep, Six02, Footaction and Champs Sports retail stores, as
well as its direct-to-customer channel Footlocker.com/Eastbay and Foot Locker.eu, brands
such as Puma, Nike, Adidas, Reebok and many more. Targeted at young teenagers, Foot
Locker Inc has become as popular as the brands it sells. More than half of our inventory is
exclusively made for our company and cannot be found in any other stores.
Established in March 1990, Foot Locker Europe is a division of the U.S. owned Foot Locker
Incorporated (formally known as the Woolworth Corporation). Foot Locker Europe is proud
of the highly qualified individuals it employs in various operations, and it’s not hard to see
why. You are backed by a team of dedicated, supportive associates who will provide the
guidance and tools necessary for you to become successful. We hope that with success, you
will gain the confidence to seek out and take on new challenges at work. In fact, nothing
could make us happier, as we are continually growing, and new opportunities are there for
the taking.
To understand what your company is about, and to help you understand the procedures and
policies we have we have created this Associate Handbook. The Handbook will give you an
overview of the main rules, regulations and procedures that apply to all associates as well
as those regulations specific to the country you work in.
Note: Because we are a fast growing, dynamic organisation, the company reserves the right
to amend, add or withdraw conditions, programs, rules and procedures as described in this
Handbook.
Our History
Although Foot Locker’s roots date back to the 1800’s, the Foot Locker Company started in
the seventies in California, USA, with one store. Now Foot Locker operates 3,600 stores in
over 20 countries in North America, Europe and Australia. Across Europe we currently have
over 900 stores trading as Foot Locker, Runners Point and Sidestep, in Spain, Portugal,
France, Ireland, Italy, Germany, Austria, The Netherlands, Belgium, Luxembourg, United
Kingdom, Denmark, Sweden, Norway, Poland, The Czech Republic, Hungary Greece and
Turkey.
FLE/GBR/Ass Handbook/Foot Locker/May 2018 /V1 3

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In 2006, Foot Locker Europe opened the first franchised stores in Middle East, specifically in
Kuwait and Saudi Arabia, and is expanding in this region.
In 2013 The Runners Point Group joined the Foot Locker family, adding Runners Point and
Sidestep stores to our brands in Europe specifically in Germany, Austria, Switzerland and
the Netherlands.
1852 Frank Winfield Woolworth is born.

1879 The first Woolworth (five-cent-store) opens in Utica New York.
1911 W. Woolworth Company was incorporated with ownership of over 1,000 five-
and-tens, and Woolworth became director of various financial firms.
1913 Woolworth Building erected in New York City, the highest building in the
world (792 ft./241.4 m) at that time.
1919 Frank Winfield Woolworth dies on April 8th, aged 66. The F.W. Woolworth Co.
consists of 1,081 stores with total annual sales of over $19 million
1960 Woolworth’s annual sales top $1 billion US dollars.
1965 G.R. Kinney Corporation (established in 1894) a shoe corporation
manufacturer and retailer, is acquired.
1974 First Foot Locker store opens.
1982 First Lady Foot Locker store opens.
1987 Champs Sports is created by acquiring and merging two sporting goods
chains.
1987 First Kids Foot Locker store opens.
1990 Foot Locker Europe opens its first store in March
1997 Eastbay, America’s largest catalogue sports supplier, is acquired
1998 Woolworth Corporation becomes Venator Group on June 12th 2001
1999 Venator Group becomes Foot Locker Incorporated in November
2013 Runners Point Group joins Foot Locker Europe Group
2016 Six02 opens in the United States
Our Core Values and Vision

The values are core principles we all live by, both in our personal and professional lives,
every day. It’s an important part of who we are, how we treat each other, our customers
and how we want others to treat us.
It all starts with integrity. We want to be able to trust and respect the people that
surround us.
Leadership is demonstrated every day – from an employee in the store leading a customer
to the right purchases to a store manager demonstrating great customer service to a
divisional head buying the right merchandise to marketers helping to communicate the
company’s vision.
Part of leadership is having competence and confidence in what we do. When we have
that confidence and competence, we will deliver excellence. We all want to be the best
and it is important that our company is the best.

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As a company that interacts with customers every day, service is critical. Providing the
service that exceeds our customers’ expectations is essential.
To attain those high standards, we have to work as a team, because each person has an
important role in achieving success for the company. For instance, the buyer has to bury
the right merchandise, the marketer has to market it, planning and distribution has to
allocated it to the right stores, the warehouse makes sure it arrives on time, the
employees in the stores stock and sell the product, so that we can ultimately take care of
the customer. It’s all about team work . . . . We all win together.
And to do that, we have to come up with new ideas and new ways of doing things –
innovation. It might simply be a new technique of selling a shoe to the customer, or a
new technology or shoe we’re buying (e.g. toning shoes) . . . . It’s always important to
embrace change and explore new methods and practices of running our business.
If we are successful, we can support our community in a number of ways, providing jobs
throughout all of our communities and supporting them through events like the Foot
Locker foundation’s On our Feet fundraiser, the American Cancer Society’s Making Strides
Against Breast Cancer, The Fred Jordan Mission’s Annual Back to School New Clothing &
Shoe Giveaway program to name a few. Our goal is to be able to give back to all those
who support our company
There are all important values that we live by every day and they are all interconnected in
leading us to be a successful company for our employees, for our customers and for our
shareholders and bond holders.
Integrity: act honestly, ethically and honourably
Leadership: respect, inspire, develop and empower
Excellence: strive to be the best in everything we do
Service: satisfy our customers very time
Team Work: collaborate, trust, support, commit
Innovation: be a student of the business to initiate and foster new ideas
Community: embrace diversity: act responsibly for our customers, employees, investors
and communities.
Collectively, these values are critical to our company’s culture and central to our success.
In fact, they are our competitive advantage. Our core values, along with our employee
pride, merchandising skills and our athletically inspired heritage are the hallmarks of our
culture; of what we all stand for. Our core values serves as a global standard for the way
we will win together to achieve superior performance and become true champions.
Upholding and living our seven core values takes commitment from each of us as they are our
compass, our guide to achieve our vision to be “The leading global retailer of athletically
inspired shoes and apparel.

FOOT LOCKER
CHAPTER 1
Leadership is important to us
We are committed to leveraging the passions of our Leaders across the globe with the firm
belief that ‘everyone leads’ at Foot Locker Inc. It is through strong leadership that we have
and will continue to succeed as a great Company.
At the centre of our Leadership Model you will find our core values which are the foundation
for our all of our behaviours. This is the DNA of our organization, guiding us in all we do. The
expectations of Foot Locker Inc. Leaders has been furthered clarified by our leadership
levers, attributes and behaviours.
Within the model there are three Leadership Levers categorizing the three dimensions of
successful Leadership; Personal Passion, People Passion and Business Passion.
We have furthered defined the model with Attributes and Behaviours to clarify the
expectation of all Foot Locker, Inc. Leaders:
Personal Passion – Be a Pro; play your position and do your job well, exceed your
responsibilities and step in and make a difference. Break Records; constantly raise the bar,
learn from yourself and others, see the opportunity and make it better.
People Passion – Build Capability; teach, coach and motivate each other, give feedback and
recognize people and build a great team. Bring Others Along; We listen to learn and
understand, play well with others and communicate up, down and out.
Business Passion – Play to Win; turn our strategy into actions, execute with the team, make
things happen and get results. Focus on the Future; put the customer first, embrace new
ways of thinking and push our boundaries and try new ideas.
The seventh and final attribute, Love the Game, binds our model together and includes
aspects of each lever. Love the Game; we show pride in our Company and brands, care
about our people and bring energy and have fun.
Exceptional Customer Service

As an associate, we ask you to emphasise and build on the values that have helped us to
make important and positive changes in our company over the past several years. We are a
customer-focused corporation and every operating division and department has the same
objective:
We are committed to providing the latest, quality merchandise to match the active lifestyles
of our customers. A passion for excellence means we strive to set and exceed new standards
of performance as we focus on outstanding results. Our spirit of sportsmanship gives us the
integrity to support one another as we strive to achieve our best. We operate without
boundaries. Our universality means we can be everywhere for our customers, with our
consistency in markets around the globe. Teamwork lets us share ideas and expertise as we
work together toward our common goals.
These values drive all of the initiatives to ensure our future success.

FOOT LOCKER
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The Purpose of the European Headquarters (EHQ)

The Head Office of Foot Locker Europe is the European Headquarters, or EHQ based in the
Netherlands. The EHQ is staffed with buyers, IT professionals, accountants, administrative
personnel and many more whose operations are managed by their Department Heads (Vice-
Presidents). The Vice-Presidents also form the European Management Team (or EMT). The
President and CEO along with the EMT team oversee the management of Foot Locker
Europe’s Pan-European operations and affairs. Runners Point have their Headquarters in
Germany.
Following is a brief summary of responsibilities of the main departments.
 Buying
Each Buyer coordinates the entire Sales programme of his/her department. This is not done
in isolation but in conjunction with other divisions of the company. The Buyer, who works
closely with the Planners & Merchandisers, is responsible for building product lines in tune
with Divisional strategy aimed at generating high sales, profit and product liquidation. As
the buy is made months in advance it is not an easy task to be continuously successful and
some controlled risk taking on the part of the buyer is required.
 Planning & Merchandising
Our Planning & Merchandising teams are responsible for planning the receipts and the
effective distribution of product from Service Centre to stores, maximizing sales potential
and minimizing the risk of markdowns. They are responsible for ensuring each store is
provided with the right product, at the right time and at the right price to maximize sales.
They do this through looking at the history of sales, the market trends in each
Country/Region/Local area and by analysing information provided by Store Managers and
District Managers.
 Operations
The Operations Team at the EHQ coordinates communications between the office and field.
The Director of Operations is responsible for all Store operations, everything that is
involved in selling our merchandise to customers. The role of the Operations team is critical
as our sales performance determines the level of success of our company, and directly
impacts our growth and planning.
 Finance
The Finance Department has many functions, mostly related to the control of finances
coming into and going out of the business.
At the EHQ the Finance Department maintain control over regional accounting and also
provide many other services, including accounts payable, banking, currency and foreign
exchange services, loss prevention and field audit, budgeting, forecasting, reporting of
various kinds, and taxation. They control capital investments and co-ordinate insurance. In

FOOT LOCKER
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order to ensure the profitability of Foot Locker, and work with other departments to help
control expenses.
 Human Resources
The Human Resources department ensures that employment policy and practices are fair
and equitable in regard to the individual and the employment laws of the country, as well
as contributing towards a motivational and rewarding culture being established within the
company.
They cover areas like salaries and benefits, recruitment, induction, training, succession
planning and personal development. Results of the work of Human Resources are not quite
as tangible as other departments but success can be shown through associates achieving and
exceeding their company goals, reaching their full potential and thus contributing
significantly to the company's growth and profitability.
 Marketing
The Marketing department is responsible for all marketing activities within Foot Locker,
including in-store promotions and external advertising. Their objective is to create a strong
brand image for Foot Locker within our targeted consumer group. The Marketing
department organizes events such as on-site sales events, store appearances and clinics
with athletes. Other responsibilities of this department are cross promotions, public
relations, internal communications, vendor relations, media research and market research.
Every month new Visual Merchandise themes and vendor supported marketing will be
implemented to support different product categories in the stores. Therefore the Marketing
department works closely with the Buying and Merchandising department to support the
new product through their different activities.
 Information Systems (I.S.)
They are our computer support. All information that goes through the P.O.S system in-store
is transmitted to MIS Milwaukee USA, where information is processed and Business Reports
are produced around the clock. For example, when a store sells a pair of shoes the
information is automatically processed at the ESC where a picking list for replacement
items to be shipped to the relevant store. I.S. is responsible for the coordination and
distribution of accurate Finance, Business and Inventory Reports. Providing up to date
accurate information helps the business leaders to make better decisions to produce growth
and profit.
 Real Estate
In addition to real estate the department also currently encompasses the areas of
Construction, Design and Purchasing. Therefore they are responsible for a wide variety of
areas e.g. the acquisition of new stores taking into consideration it is prime site location
and the level of rents and lease costs. They also arrange the design and construction of the
stores and the purchasing and the fitting out of all fixtures and fittings, furniture and office
supplies.

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 Legal
The Legal Department is responsible for providing legal advice and performing all legislative
compliance and corporate legal work on behalf of Foot Locker Europe and country legal
entities. The Legal Department is also in charge of ensuring the enforcement of applicable
Corporate policies, including among others Code of Business Conduct and Information
Security Policy, as well as compliance with applicable domestic legislation.
Other Foot Locker Teams Within Europe

The Store Team
Whether you are in Rome, Amsterdam, London or Paris our store structure remains the
same;
 Manager Trainer
 Store Manager
 Manager in Waiting
 Manager in Training
 Assistant Store Manager
 Sales Associates (full and part time)
The District Manager (DM) is responsible for all store activities, especially sales and
personnel in their League. Each League or District is composed of approximately 15 to 20
stores. The DM reports to the Regional Vice President (RVP) who in turn reports to the
Senior Vice President, Operations located at EHQ.
The Regional Team
There are four regions within Europe:

 North West (United Kingdom/ Ireland/ Netherlands/ Belgium/ Denmark/
Sweden/Norway)
 North East (Germany / Austria / Hungary/ Turkey/ Czech Republic/ Poland)
 South East (Italy/ Greece/ Switzerland/ Turkey)
 South West (France/ Spain/ Portugal/ Canary Islands/Luxembourg)
The Regional team typically consists of a Regional Vice President and District Managers for
the Sales operation, a Human Resources Director/Manager depending on the region, as well
HR/Payroll Coordinator/Administrator(s), and administrative staff.
The Regional Offices are the link between the European Headquarters (EHQ), the European
Service Centre (ESC) and their own country or region. They are responsible for the
implementation of the European programmes and the supervision & co-ordination of field
operations.

FOOT LOCKER
CHAPTER 1
The European Service Centre Team
The European Service Centre, or ESC, is located in the Netherlands for Foot Locker, close to
the German border. The Runnerspoint ESC is located in Germany.
All merchandise bought from suppliers is stored at the ESC, where it is then classified and
shipped out as quickly as possible. The ESC receives instructions from the Merchandisers at
EHQ as to what merchandise is needed where. The ESC aims to turn the merchandise
around as quickly as possible, delivering regular shipments to all stores across Europe.
The ESC is an exceptionally busy centre. The organisation has to be timed very carefully, to
ensure that there is not an overstock situation and that stores receive the correct
shipments as soon as possible. Once the company receives merchandise, it is in effect a
liability until it is in the hands of our customer.

MAIN TERMS & CONDITIONS & BENEFITS
CHAPTER 2
Contracts of Employment
Every new associate receives and signs an Employment Contract. This contract records the
main terms and conditions of employment with the Company. A copy of your contract is
kept in your Personnel file.
Each contract of employment details the following:

 Job title
 Place of work, name and address
 Rate and calculation of remunerations
 Date of commencement
 Hours of Work
This Handbook also forms part of the terms and conditions of your employment and
supersedes any previous versions of handbooks.
Probation Period
All employment is conditional to the successful completion of a probation period. The
length of your probationary period will be stated in your employment contract. The
probationary period may be extended at the discretion of management, up to a maximum
of twelve months. If you fail to achieve the normal requirements of the post during your
probationary period, your employment may be terminated without corrective
action/disciplinary procedures being evoked by the giving you one week’s notice or
payment in lieu. You will be required to give the Company one week’s notice if you
choose to resign during the probationary period.
Entitlement to Work in the UK

The law on preventing illegal working is set out in sections 15 to 25 of the Immigration, Asylum
and Nationality Act 2006 (the 2006 Act). This legislation replaced section 8 of the Asylum and
Immigration Act 1996 (the 1996 Act) in respect of employment commenced on or after 29
February 2008. Employers have a duty to prevent illegal working in the UK by carrying out
prescribed document checks on people before employing them to ensure they are lawfully
allowed to work. These checks should be repeated in respect of those who have time-limed
permission to work in the UK.
On 16 May 2014, changes came into force to strengthen and simplify the civil penalty scheme for
employers, and this includes some changes to the document checks employers are required to
undertake. The guidance was amended in July 2014 to provide further clarification to the
scheme.
You will be required to prove your eligibility to work in the UK by providing the original and a
copy of at least two of the following documents for your personnel file:
 UK Passport
 A passport or national identity card of an EEA state
 A UK residence permit/card.

CHAPTER 2
 A full UK birth certificate.
 A passport from a non-EEA state, which contains the relevant endorsement showing that
you may be employed in the UK.
 A current Biometric Immigration document.
 A current immigration status document issued by the Home Office
If there are any doubts over the validity of your documentation, this will result in our offer of
employment being withdrawn and/or your employment being terminated. We are unable to
assist with the sponsorship or the renewal of visas.
National Insurance Number and Personal Bank Account

You must have provided evidence of your right to work in the UK; you must provide a National
Insurance Number and a bank account in which to be paid.
References
Your employment and continued employment is subject to the Company receiving
satisfactory references. In the event that you start employment before the Company has
completed all the checks on your reference, The Company reserves the right to terminate
your employment without notice or payment in lieu.
Personal Information – Data Protection

Foot Locker shall process a number of items of personal data information of every associate
for purposes of execution pf the contract, statutory or legal obligations or any other
legitimate purpose. For detailed information on our processing of personal data we refer to
the Privacy Statement attached to the employment contract. Foot Locker reserves the right
to modify this Policy as needed, for example, to comply with changes in laws, regulations,
Foot Locker practices and procedures, or requirements imposed by Data protections
authorities. We will inform you in case of a material change in the privacy policy. The
Privacy Policy in the latest version you can consult at any time on the HR Information
Board.
Duties
You have a significant part to play in making the Company successful. To perform at your
best you need to be clear what your role will be, therefore, your Manager will spend time
with you to explain your duties and specific responsibilities in full, and may agree
individual objectives with you. During your working hours you are expected to devote your
time, attention and abilities exclusively to Foot Locker’s business
Payment of Wages
Wages are generally paid on the last working day of the month in line with the Payroll
calendar. Gross wages and sales staff commission shall be in accordance with the rate
stated in your employment contract. You will receive a pay slip each month detailing the
FLE/GBR/Ass Handbook/Foot Locker/May 2018/V1 12

CHAPTER 2
associate’s total pay before and after any deductions are made e.g. Tax and National
Insurance.
Your wages are paid directly into your personal bank account – it is essential that your bank
account details are provided to your Store Manager as soon possible; otherwise there will be
a delay in payment of wages. Any queries in relation to wages should be brought to the
attention of your Store Manager. They will in turn inform the appropriate personnel in the
regional office team.
Sales Commission
The rate of commission is specified in your contract of employment.
Each eligible associate is provided a sales number. It must be noted that this number is for you
alone and is not transferable from one staff member to another.
Overpayment
In the event of any overpayment, we will seek to recover these monies from the next
available payment. The Payroll Department will notify you in writing of how, why and when
the overpayment occurred. They will also enclose details of their calculations and the
process of recovery.
It is your responsibility to notify the Company if you have been overpaid by contacting the
Payroll Department without delay.
Clocking in & Timesheets

You are required to follow the procedures laid down by the Company for recording your
attendance at work – this will be explained to you when you join the Company. You must
ensure you clock in and out at the beginning and end of your shift, and at the start and end
of your break period.
It is your responsibility to ensure you sign off your time sheet each week as displayed on the
in store bulletin board.
Tax Office
The address of the Inspector of Taxes dealing with the Company’s employees is:
HM Revenue and Customs

Bradford Beckside TSO
Selectapost 14
Centenary Court
1 St Blaise Way
Bradford
BD1 4YD
Telephone Number: 0300 200 3300
Reference Number: 073 F4769, The Company is registered as Freedom Sportsline Limited

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Changes to Personal Details
It is your responsibility to inform your Store Manager immediately if you change your:
 Home address
 Bank or Building Society Account
 Home Telephone Number
 Surname
 Next of Kin
 Emergency Contact Details
Your Manager will then ensure that the Payroll and Human Resources Departments’ records are
amended accordingly.
It is also your responsibility to personally notify the Tax Office of any changes to your personal
details or benefits, which may affect the tax you pay. The Company will however, provide the
Inland Revenue with all relevant salary and benefits at the end of each tax year.
Hours of Work
Your normal hours of work are detailed in your contract. It may be necessary to change your
normal hours on a permanent or temporary basis for the needs of the business. In all cases
where a change is to be made you will be consulted and given advance notice. You will be given
notice before any change takes effect unless you are happy to start the new working
arrangements straight away.
Your working week will run from Sunday through Saturday. You must be available to work on
Saturdays, Sundays and late nights as required. It is the nature of the business that you may also
be required to work additional hours from time to time and everyone needs to have a flexible
approach. Your working hours will be given on a weekly basis. It is your responsibility to check
these regularly to ensure that you work the correct shifts
You agree that you freely and expressly consent to the fact that your working time may be
extended, from time to time, beyond the limit of 48 hours, at the employer’s request.
If you selected NO in section O of your contract of employment, your total hours of work
will not exceed an average of 48 hours over a 17-week period.
Being on Time for Work

Your Manager, colleagues and our customers rely on you to be at work on time so you should
make every effort to arrive on time and prepare yourself to be at your work station at the very
start of your shift. If you are delayed for whatever reason please call your Manager as soon as
possible before your shift starts giving an expected time for your arrival. Other people calling for
you or text messages are not acceptable. Repeated lateness is not acceptable and may lead to
disciplinary action being taken.

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Breaks
When and how you take breaks must be agreed with your manager to ensure staff-cover at
all times. An employee aged 18 years or over is entitled to a 20 minute undisturbed break
for every 6 hour shift they work. They are also entitled to 11 hours rest between each work
day and are further entitled to one full day off each week. An employee aged less than 18
years old (from the minimum age of leaving school is classified as a 'Young Worker') is
entitled to a 30 minute undisturbed break for every 4.5 hour shift they work. They are also
entitled to 12 hours rest between each work day and are further entitled to two full days
off each week. Breaks are also not counted as working hours unless it is a 'working lunch'.
All Associates must cover their uniform with another top when on their breaks. This is
particularly enforced when taking a ‘smoking break’ outside the store.
Time Keeping Policy (Off The Clock Work Policy)

Foot Locker is fully committed to equal employment opportunity and compliance with the
letter and spirit of the full range of fair employment practices and non-discrimination laws,
including all wages and working time regulations. It is Company policy that *Non-
Management associates are entitled to be compensated for all hours worked. The
Company prohibits any off-the-clock work, and strictly forbids conduct by associates that
may encourage the inaccurate recording of work time. Any member of management who
requires or even tolerates off the clock work would be violating Company policy and
applicable labour regulations. Associates are encouraged to inform the Human Resources
Department of any off-the-clock work.
*Management associates by the nature of their position may be required to work additional
hours without compensation, however the overall average of such hours should be within
reason and within applicable legal limits. Contact the Human Resources Department for
additional information re Management and reasonability.
Overtime
Occasionally business needs may require you to work overtime. Your manager will discuss
this possibility with you. It is not normal practice for store personnel to receive overtime
payments, but consideration may be given to lieu time taken in compensation in
exceptional circumstances. This must be authorised by the next level of Management.
There may be occasions when overtime is required at short notice. In such case it is part of
your terms and conditions that you will agree to work overtime at short notice or no notice.
Notice Period
If you decide to leave Foot Locker, you must inform your Manager in writing as soon as
possible. Verbal notice may be accepted at your Manager’s discretion but must be
supported by subsequent confirmation in writing. The table below gives details of the
notice period you are obliged to give/entitled to receive. No notice will be given by the
Company in cases of summary dismissal for Gross Misconduct. You must work the entire
notice period. In some instances Management may decide that an Associate be paid in lieu
of working a notice period. If you refuse to do your normal work during the notice period
you may lose your contractual entitlement to be paid.

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Notice Periods
Length of Service From you to the From the Company to

Company you
Under 6 months 1 week 1 week
6 months – less than 5 4 weeks 4 weeks
years
5 years service or over 4 weeks 1 week
for each completed year of
service upto a maximum of
12 weeks
Senior employees may be required to work longer periods of notice as outlined in their
contract letter.
You agree that any monies owed to the Company will be deducted from your final pay, if
applicable.
Absence during notice period

If you are absent from work following your resignation due to illness or some other
substantial reason you will not be eligible to receive company sick pay for your absence
unless you submit a fitness to work certificate from your doctor. In all cases company
discretion will be used.
Return of Company Property

Upon separation, all company belongings including Company uniform, keys, discount card and
files must be returned in good condition. Failure to return these may result in the Company
withholding/deducting the value from your final payments.
Holiday Entitlement
The holiday year runs from 1st January to 31st December.
The minimum period of holiday leave is half a day and the maximum period is two weeks.
Any requests for extended leave should be made to your Manager.
Employees will accrue holiday daily. In a full year of work a full time employee can accrue
28 days of holiday (inclusive of Public Holidays).
You must agree your holiday dates with your Manager before you make your booking by
completing a Holiday request form and submitting it to your manager for approval. This is
to enable them to plan for your absence and make every reasonable attempt to
accommodate your holiday request. It is your responsibility to keep an accurate record of
the holiday you have taken and your outstanding entitlement for the year.
Planning your Holiday
It is important that you plan ahead to ensure you take all of your holiday entitlement, and
you are expected to spread your holiday evenly across the holiday year.

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If your store is closed on a Public Holiday (normally Christmas Day, Easter Sunday and
other regional variances) you will be deducted one day’s holiday for this day, which will
ensure your full entitlement is used.
If you fail to take holiday your Manager can designate days when you must take holiday to
ensure that you have a break from work and sufficient time to rest and relax.
You are permitted to carry a maximum of 10 holidays over to the following year, and you
must take these days before the end of the first quarter of that year. Untaken holidays at
the end of the quarter will normally be lost.
If you wish to observe a religious festival(s) this should be taken as part of your annual
holiday leave entitlement. All such leave dates should be given to your Manager upon
joining the Company and thereafter at the start of each holiday year.
Normally a holiday week would start on a Sunday to Saturday.
Calculating Holiday Entitlement for Part Time Staff
If you are a part time employee you will receive a direct pro-rata of the relevant full time
leave entitlement. Holiday leave entitlement for part time employees is expressed in hours
rather than days to avoid any confusion, which may be caused. The entitlement requires
only a simple calculation:
.
Contracted Hours FT Holiday Holiday Hours
5 X Entitlement =
Example: A part time employee is contracted to work 20 hours each week:
20
5 X 28 Days = 112 hours per year
Employees who have worked continuously for more than one year for the Company are
entitled to one extra days’ holiday per year of service, rising to a maximum of 33 days after
5 years service.
Holiday entitlement for employees under 12 months service is calculated on a pro-rata

basis.
You may not take holiday leave in excess of holiday time accrued.
Illness During Holiday

Serious illness, which requires hospitalisation or outpatient treatment, during your holiday
may not be regarded as holiday time, on the condition that a medical certificate is
submitted to your supervisor/Manager. Converting holiday to sick leave will be based on
the individual circumstances and is at the absolute discretion of the Company. Agreement
to convert holiday to sickness is not guaranteed.

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Blackout Periods
Eligibility: All Associates
Aim of the policy

To help us manage our peak trading periods, we have a number of “Blackout Periods”
throughout the year when associates will not be permitted to take any holiday.
Management of the policy

Blackout Periods will usually be during peak trading times - around Christmas, during sale
periods and back to school, however, this may be subject to change based on special events
or particular needs of the business (other religious festivals such as Eid, for example).
These additional Blackout Periods will be communicated by the Regional Vice President,
Operations at the start of the vacation year and will only be implemented in exceptional
circumstances.
The current Blackout periods are:

 Easter - the week prior to and the week following Easter Sunday;
 Back to School - usually the last week in August and the first week in September*;
and
 Big 7 – the last week in November through to the end of the first week in January.
*subject to regional variations.
The Blackout Periods are communicated to all associates at the start of the holiday year.
Vacation dates which are requested during these periods are likely to be refused so to avoid
disappointment, associates should not make any commitments to take vacation during these
periods.
Public Holidays
Below is a list of the current public holidays in the UK. You may be required to work on a
public holiday this will depend on the needs of the business. Public holiday dates will vary
from year to year. They are:
England & Wales Northern Ireland Scotland
New Year’s Day New Year’s Day New Year’s Day

Good Friday St Patrick’s Day (17th 2nd January
March)
Easter Monday Good Friday Good Friday
The first Monday in May Easter Monday The first Monday in May
The last Monday in May The first Monday in May The last Monday in May
The last Monday in August The last Monday in May The last Monday in August
Christmas Day 12th July Christmas Day
Boxing Day The last Monday in August Boxing Day
Christmas Day St Andrew’s Day (1st
Boxing Day December)
The above is a general guide only. If a public holiday falls on a Saturday or a Sunday, it will
be transferred to the following weekday.

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If you wish to not work a public holiday this should be taken as part of your annual holiday
leave entitlement and in line with the Company’s holiday request procedures. All such
requests for leave dates should be given to your Manager for approval.
If you wish to observe religious holidays which do not fall on recognised public holidays or
on your normal day off, you are required to use your holiday entitlement and follow the
holiday request procedure.
Reporting Your Non-Attendance

If you are unable to attend work, for whatever reason you must fully adhere to the
Company’s non-attendance reporting procedure outlined below:
 You must personally telephone your Manager (or in their absence another member of
the management team) to report your non-attendance each day for the duration of
the self-certification period of seven days.
 If your absence lasts for more than seven days you must provide a fitness to work
certificate to cover the remainder of your absence. Your fitness to work certificate
should be submitted to your Manager by the 9th day of absence and thereafter
within 2 days of any medical certificate expiring.
 You must report your non-attendance as soon as you are aware you are unable to
attend work but in any event by no later than 30 minutes before you are due to
start.
Company / Statutory Sick Pay

Payment for absence due to sickness is for genuine cases only. Each case is assessed at the
discretion of your manager. Company Sick Pay is a benefit and can be withdrawn at any
time. If you are in your probationary period you will not receive payment for absence due
to illness until you have successfully completed your probationary period.
In the event of absence through sickness of more than three days, a Statement of Fitness
For Work must be presented to the company, which advises whether you are unfit for work
or may be fit for work with some work variations; including a phased return to work,
flexible working, amended duties and or work place adaptations. With the advice from the
doctor the company will endeavor to assist your integrated return to work if operationally
viable.
The Statement of Fitness for work must run concurrently for the duration of your sickness.
If you are absent on a Friday and the following Monday, then a medical certificate is also
required. This certificate must be given to your Manager.
Waiting Days
The first 3 days of sickness that are scheduled work days are called Waiting Days. The
payment of these will be determined by position within the Company.
POSITION ENTITLEMENT
Store Manager Job Code 1 Paid Waiting Days

All other employees Non paid Waiting Days

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Statutory Sick Pay (SSP)
This is a Government determined amount of pay that must be paid to an employee, under
certain terms & conditions. It is earnings replacement (to replace salary).
Company Sick Pay Entitlement (full pay)
LENGTH OF SERVICE ENTITLEMENT

Less than 6 months service 0 weeks (SSP only)
6 months - 1 year service 2 weeks full pay (and SSP thereafter)
1-2 year service 4 weeks full pay (and SSP thereafter)
12 year service or more 12 weeks full pay (and SSP thereafter)
If you require a longer period of time away from work than the above table then you will be
entitled to Statutory Sick Pay as set out by government guidelines. For you to be entitled
to receive Statutory Sick Pay you must supply a Fitness for Work Certificate from your
Doctor.
Medical Appointments
If you need to arrange a medical appointment you should wherever possible (with the
exception of ante natal appointments) book the appointment
 Outside contracted working hours
 On a day off
 Using time owing
 Using holiday entitlement
 Before or after work
 Rearrangement of your working hours with your Manager’s approval
Only in exceptional circumstances will authorisation be given to attend such appointments

during your shift. In this event you will be asked to provide proof of your appointment. The
Company may check the validity of your appointment.
A record of excessive absence, whether over an extended period of time or not, will impact
performance and may constitute grounds for an associate’s dismissal.
Going Home Ill

If you become ill during your shift and need to leave work early, you must obtain the
permission of your Manager before leaving work.

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Maternity Leave
Antenatal Care
You are entitled to reasonable paid time off to receive antenatal care, arranged on the
advice of your doctor, a registered midwife or health worker. Once you have made each
appointment, ask your manager for time off to attend, giving as much notice as possible.
Except in the case of your first appointment, you should be prepared to show your manager
the following:
An appointment card;
A certificate from a registered medical practitioner, registered midwife or registered health
visitor confirming your pregnancy.
Notification
You must inform your manager at the latest, during the 15th week before the expected
week of childbirth, that you are pregnant and forward your MatB1 form.
The earliest you can begin your maternity leave is the beginning of the 11th week before the
expected week of childbirth
Foot Locker will notify you within 28 days of receiving notification of your maternity leave
start date, confirming the dates you are due to return.
Ordinary Maternity Leave (OML)

All employees are entitled to 26 weeks ordinary maternity leave irrespective of length of
service.
Additional Maternity Leave (AML)
You are entitled to a further 26 weeks Additional Maternity Leave irrespective of your
length of service.
Maternity Benefit- Statutory Maternity Pay (SMP)

All associates who are pregnant or who have just given birth are entitled to a maximum of
39 weeks' SMP if:
 You have worked for the Company for a continuous period of at least 26 weeks
ending with the qualifying week (15th week before the expected week of childbirth);
 Provide medical evidence of the date your baby is due (normally a MatB1);
 Have given appropriate notice of the date you intend to start your maternity leave;
 Have average weekly earnings of not less than the lower earnings limit for the
payment of National Insurance contributions.
You must stop work to be eligible to receive SMP. You cannot receive SMP for any week
during which you work for Foot Locker.

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The current SMP rates are:
The first six weeks of SMP is paid at 90% of your average weekly earnings.
The remaining weeks are paid at the lesser of the SMP standard rate or 90% of the woman’s
weekly earning whichever is lower.
Note: Average weekly earnings are normally calculated based on the two monthly salary
payments made prior to the 15th week before childbirth.
SMP is paid monthly on your normal pay date, directly into your bank account. Payment will
be made based on the number of weeks commencing during that month, for which SMP is
payable.
If you earn less than the lower earnings limit (and are therefore not entitled to receive
SMP) then you will be given an SMP1 form and will be advised to contact your local Benefits
Agency office regarding Maternity Allowance. Your MatB1 will also be returned to you.
Absence due to childbirth before the intended start date

If childbirth occurs before your notification date, your maternity leave period will start
automatically on the day after the date of birth (even if this is before the beginning of the
11th week before the expected week of childbirth). In order for you to preserve you
maternity leave and SMP, you must notify the Company in writing as soon as reasonably
practical. We will require the date of childbirth and your MATB1 certificate if you haven’t
already sent it.
Absence for a Pregnancy-Related Reason before the intended Start Date

If you are absent from work due to an illness you will normally be able to take sick leave
until you start your maternity leave. If the illness is unrelated to your pregnancy you will
be able to remain on sick leave until you intend to start your maternity leave.
If however, your illness is pregnancy related, your maternity leave period will start
automatically on the day after the first day of absence following the beginning of the fourth
week before the expected week of childbirth. This applies even if the day of absence is
before the date you have notified as the date on which you intend to start your maternity
leave. In order to preserve your rights you must as soon as reasonably practical inform the
Company in writing that you are absent from work wholly or partly because of your
pregnancy and the date in which your absence began.
Returning to work after ordinary maternity leave

If you return to work after ordinary maternity leave, you are entitled to return to the same
job on the same terms and conditions of employment as if you had not been absent, unless
a redundancy situation has arisen. You will be entitled to benefit from any general
improvements to the rate of pay or other terms and conditions, which may have been
introduced for your grade or class of work whilst you had been away.
Should you wish to return to work earlier than stated then you must notify HR in writing 8
weeks before you are due to return.

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Paternity Leave
All fathers can choose to take either one week or two consecutive weeks' paid paternity
leave (not odd days). This must be taken
 Within 56 days of the actual date of birth of the child, or
 If the child is born early, within the period from the actual date of birth up to 56
days after the first day of the week in which the birth was expected.
To be eligible for this you must fulfil the following criteria

 Have or expect to have responsibility for the child's upbringing
 Are the biological father of the child or the mother's husband or partner and
 Have worked continuously for their employer for 26 weeks ending with the 15th
week before the baby is due or the end of the week in which the child's adopter
is notified of being matched with the child
 Provide a form SC3 (available from the Inland Revenue)
You have the right to return to the same role after paternity leave.
Additional Paternity Leave (APL)

You are entitled to 26 weeks Additional Paternity Leave irrespective of your length of
service. This leave is unpaid and subject to the following conditions:
 Have or expect to have responsibility for the child's upbringing
 Are the biological father of the child or the mother's husband or partner and
 The mother of the child returns to work after ordinary maternity leave.
You have the right to return to the same role after additional paternity leave.
Miscarriage or still birth.

Unfortunately there may be instances where an employee loses a baby during pregnancy
due to still birth or miscarriage. Prior to the 25th week of pregnancy there is no eligibility to
maternity leave or pay. However, the company will support employees as appropriate and
any request for time off work will be considered and covered by compassionate or sick
leave.
Adoption Leave
Employees who meet certain eligibility criteria can take up to 52 weeks Adoption Leave and may
also be entitled to Statutory Adoption Pay (providing certain earnings criteria are met). Please
contact a member of the Human Resources Department for further information.
Fertility Treatment
Individuals undergoing fertility treatment will be supported and allowed to have reasonable time
off work. A self-certification form or medical certificate should be provided in the same way as
the sick notification and reporting procedure.

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Flexible Working
Requests from eligible associates to change their hours or place of work will be considered
in line with Flexible Working Legislation. Please contact the Human Resources Department
for further information.
Ordinary Parental Leave

Parental leave entitles a parent to take up to 4 weeks unpaid leave a year while the child
is under the age of 18, subject to an overall maximum of 18 weeks leave in respect of each
child.
To qualify for parental leave, an associate must have one year's continuous service at the
time the leave is required and must be a parent or adoptive parent and have parental
responsibilities. Parental leave must be requested in writing to your manager at least 21
days in advance. To allow the Company to arrange cover, you must specify the exact dates
of when the leave is to start and finish.
Where there is a multiple birth, the right exists for each child. Part-time employees have
pro-rata rights. If both parents work for the Company, you both have an individual
entitlement.
Shared Parental Leave

The right to take shared parental leave and receive statutory shared parental pay applies to
qualifying parents of babies due on or after 5 April 2015. Please contact the Human
Resources Department.
Dependency Leave (Emergency Family Leave)

Associates will be allowed reasonable unpaid leave to cope with unexpected problems
involving dependants, and to make any necessary longer-term arrangements. Associates
must contact their manager as soon as they become aware that they will need to be absent
from work. Associates must make their manager aware of the reason for the absence and
how long they will need to be absent for. In an emergency situation the employee may not
be able to contact their manager in advance and in these circumstances the employee
should ensure that his/her manager is informed of the reason for the absence as soon as
possible.
In most cases, the amount of leave allowed will be a few hours, or one to two days at the
most.
The circumstances for which such leave should be permitted are:
 When a dependent falls ill, is injured or assaulted
 When a partner is having a baby
 The death of a dependant, e.g. to make funeral arrangements or to attend a funeral
 When a child is involved on a serious incident at school or during school hours, e.g. a
child is involved in a fight or is suspended from school

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 If there is an unexpected breakdown in care arrangements for a dependant, e.g. if
the childminder or nurse does not turn up
 An employee’s dependants are considered to be
 His/her partner, child or parent
 Someone who lives with the employee as part of the family
 Someone who reasonably relies on the employee for assistance in an

emergency
Compassionate Leave
In cases of bereavement, each case will be considered on an individual basis. In general two days
paid leave may be granted for family members, any additional leave will be granted on an
unpaid basis or deducted from annual leave entitlement.
Jury Service
Should an associate be called for jury service, he/she should inform his/her manager as
soon as possible. A leave of absence form should be filled out and the associate will be
asked to produce the jury summons.
All associates called for jury duty will be entitled to time off with pay for the required
length of time. If an associate does not have to attend court, he/she is expected to report
to work each day.
Territorial Army Volunteer Reserve

If you belong to the Territorial Army or any volunteer reserve force, we will support
reasonable unpaid leave to attend training courses. Where possible we would prefer that
leave is taken from your annual holiday entitlement. Unpaid leave will be granted subject
to the following:
 You give at least 3 months’ notice.
 The regiment should give formal notice to you in advance of the course and a
certificate of attendance afterwards, which must be shown to your Manager.
 A maximum of 2 weeks unpaid leave will be granted each year.
Pension
Foot Locker operates a Stakeholder pension scheme, provided by NEST. The company has
chosen NEST as our workplace pension scheme to meet our employer duties and help you
put money aside for your retirement.
You will be automatically enrolled onto the pension scheme if on (enrolment date) you
satisfy the following conditions.
> aged at least 22 but under State Pension age
> working, or ordinarily work, in the UK
> Earn a qualifying amount per year.

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If you do not satisfy the above conditions, you will not be auto-enrolled. However you can
still choose to opt in with NEST.
More information and further instructions are provided by Foot Locker in separate
documents.
If you would like to learn more about NEST you can visit their website at
www.nestpension.org.uk. Members can call 0300 020 0090.
Retirement
People today are living longer and enjoying healthier, more active lifestyles. Footlocker is
committed to ensuring everyone has the freedom to retire at a time that is right for them.
If you are considering retirement from the business you must inform your manager in writing as
soon as possible. In all cases the normal notice procedures as set out on page 15 will apply.
Retail Trust
If you or someone you know requires help with the following issues, the Retail Trust could
help. Carer Support, Depression, Alcoholism, Coping with Stress, Drug Abuse, Residential
Care, Bereavement, State Earnings, Respite Care and Retirement. The confidential Help
line is 0808 801 0808.

POLICIES & PROCEDURES
CHAPTER 3
This chapter describes certain Foot Locker policies and procedures. In addition to this
Handbook, several other legal policies and procedures apply and are binding to associates
working at Foot Locker. For The United Kingdom, these key policies are posted on the
Information Centre in store to which every associate has access. Associates are required to
consult these policies on the HR Database on a regular basis.
Existing policies and procedures may change from time to time and new policies may be introduced
as a result of legal or regulatory changes or requirements following Foot Locker’s listing at the New
York Stock Exchange. Foot Locker organizes from time to time company-training sessions regarding
its policies and procedures. Participation in such training sessions as well as participation in possible
internal audits regarding these policies and procedures is mandatory.
Foot Locker News

Bulletin notice boards display items of general and local interest. Associates should make it a
habit to read the bulletin boards regularly. On the bulletin boards information concerning
regulations, work schedules, upcoming events, interesting company news and other
information are posted.
Power of Ideas and PIC

Back in 1997, the Company began the process to improve profitability, with a goal of $20M in
expense savings for the first year. The name was later changed to “$200 Million Dollar Club”
with the goal of achieving to $200 Million in total expense savings worldwide.
Any idea or process improvement, equal to or greater than €1,000 which has been
implemented and results in a year-over-year P & L improvement, or a net monetary value
received by Foot Locker (cash in the pocket) is considered a PIC.
Associates submit their ideas using the special form designed for stores; see your Regional
Vice President for these forms. Each month, a company-wide meeting is held to recognize all
PIC contributors for that month. In these meetings the submitting associate presents each
approved PIC to the group. Associates receive awards for each approved PIC idea, ranging
from $25 to $150, but sometimes going as high as $1,000!
New associates are great contributors to the PIC process. As people join the company, they
bring with them ideas and best practices from their former companies and schools. There are
no silly ideas. Everything has merit. With the right people or department support, it could
turn into a great PIC idea that saves money for the Company.
Communication
During your work, you may come up with ideas, constructive criticisms or suggestions to
improve our operations. We very much welcome these ideas, as they are vital for our future
growth and organizational development. Please relay any of your suggestions to your
supervisor/manager, your District Manager or your Regional Vice President.
We have an Open Door Policy throughout the entire Foot Locker organization, which means that
people are easily accessible and that any formal hierarchy should not interfere with open
discussion, criticism or suggestions.

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Meetings are held frequently at every level of the company, are vital for good communication
and are an opportunity for you to openly voice your opinions and ideas.
Performance Appraisals
Foot Locker is concerned with the growth and development of each individual associate in the
organisation and has developed an informal review of performance system or Pep Talks to
provide a two-way communication to discuss how an associate performs and where
improvements can be made to overall performance.
The success of Foot Locker depends on all staff working together towards the same goals. Pep
Talks are not something any associate should feel nervous about. It is a positive practice; a
way to move both the associate and Foot Locker forward.
Grievance Procedures
Foot Locker maintains an “open door” policy to deal with grievances and to resolve problems.
When problems affecting work arise, please contact your Manager so the issues can be openly
discussed and an acceptable solution can be sought. The Store Manager will make every
attempt to solve the issues.
Where the grievance cannot be resolved informally it should be dealt with under the formal
grievance procedure as follows:
Stage 1
Employees who have a grievance should put it in writing and send it to their immediate line
Manager. Within 2 weeks (if practical) of receipt of the employee’s grievance, the Manager will
invite the employee in writing to attend a formal meeting to discuss the grievance. An
employee has the right to be accompanied by a work colleague of their choice or Trade Union
representative. Should the grievance be about their immediate line Manager then it is
appropriate to raise the issue with their Manager’s line Manager.
Stage 2
If the matter is not resolved to the employee’s satisfaction in stage 1 they will be permitted to
appeal in writing to a more senior Manager c/o the Human Resources Department in the UK.
The more senior Manager will normally hear the grievance within a 2-week period. Following
the meeting the Manager will endeavour to respond to the grievance in writing within 2 weeks.
There will be no further right of appeal.
Grievance letters sent directly to Senior Managers will be redirected and dealt with under the
formal grievance procedure. Following the correct Company grievance procedure will enable
problems and concerns to be resolved promptly and effectively.
Anonymous letters and group grievances are difficult to investigate and cannot be effectively
acted upon. Anonymous letters will not be treated as a grievance under the grievance
procedure.

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Disciplinary Procedure
We want you to enjoy working for Foot Locker and hope that your work performance and
behaviour will be to the required standard. However in a situation where an associate’s
performance falls below acceptable levels, it may become necessary to take disciplinary action.
The purpose of the disciplinary procedure is to ensure fair and consistent adherence to
company regulations.
Stages of Disciplinary Procedure
Usually before formal disciplinary action takes place the associate will be made aware of the
problems and their work performance and how it could be improved. This will be done by
their direct Manager and should be seen as a Counselling Session.
Before a decision is reached or any disciplinary action taken there will be a disciplinary hearing
at which employees have the opportunity to state their case and to answer the allegations that
have been made.
If it is decided, following a disciplinary hearing, that disciplinary action will be taken, the
employee will be advised of the nature of that action, when the offence is serious enough the
early levels of warning within the disciplinary procedure may be omitted. Employees should be
aware that disciplinary action does not always begin with a First Written Warning. Where an
associate’s conduct warrants disciplinary action, the following procedures will apply:
Stage One First Written Warning

The written warning shall state the problem area, the improvement/action required,
the review date and the consequences of improvements not being made. This will be
retained on file for a minimum of 6 months.
Stage Two Final Written Warning/Suspension

If no improvement is evident after the first written warning or the problem is very
serious, the associate will be issued with a final written warning. The warning will
again include the problem area, the improvement/action required, the review date and
the consequences of improvement not being made. At this stage, it will be made clear
to the associate that further breach of behaviour will result in dismissal. This will be
retained on file for a minimum of 12 months.
Suspension
An employee can be suspended from work by their Manager on basic pay while an investigation
is held or during disciplinary proceedings. Suspension will be kept to a minimum period to allow
the investigation/disciplinary process to be completed and for the employee to prepare
themselves. Suspension is not a punishment and should not be regarded as a presumption of
guilt.
Stage Three Dismissal

If no improvement has been made within the specified time frame or where the
associate is guilty of gross misconduct, then the associate will be dismissed. As an
alternative to dismissal the company may place an associate on unpaid suspension for a
specified time frame.

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Disciplinary Transfer
A disciplinary Transfer may be deemed appropriate action as an alternative to dismissal. The
Company will take into account all the circumstances/precedent including the employee’s
general record, position, length of service and any special circumstances.
Demotion
Where there is substantial or sustained failure to meet the required minimum standard for the
job in performance or conduct, an employee’s status may be reduced. Changes to salary and
benefits will be commensurate with the new position. This action may be taken in conjunction
with a warning.
Records of Disciplinary Action

Records will be kept of all investigations, disciplinary and appeal hearing. The employee
normally has the right to receive a copy of any notes or evidence the Company intends to rely
on during the disciplinary hearing (other than where it has been agreed with the Human
Resources Department as stated previously)
A copy, or note of disciplinary warnings will be kept on the employee’s file but subject to
satisfactory conduct and performance would normally be disregarded for disciplinary purposes
after the timescales outlined above.
Live warnings may be considered in assessing eligibility for performance related pay, as part of
redundancy selection process.
Disciplinary records may also be considered for the purposes of objective setting, identifying
training/development needs and assessing suitability for promotion.
Probationary Periods
During your probationary period or extension of it, the Company’s Disciplinary Policy’s early
levels of warning within the disciplinary procedure may be omitted.
Gross Misconduct
After investigation, if an associate is found to have committed gross misconduct, they may be
dismissed without notice.
The following list includes examples of gross misconduct but is not limited to these alone:
 Theft, fraud, deception, falsification of company records;

 Sexual harassment/bullying/discrimination;
 Physical assault;
 Unauthorized use of associate discount privileges;
 Changing or giving false information on associate records, time sheets,
employment applications or other required information/documentation –
failing to answer questions truthfully;
 Being under the influence of or carrying illegal drugs or alcohol on the premises;
 Sleeping at work;
 Serious breach of Company policy;
 Insubordination;

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 Refusing to cooperate with a reasonable investigation;
 Intentionally causing the destruction of company policy;
 Negligence which causes unacceptable loss, damage or injury;
 Engaging in remunerative employment whilst absent from work;
 Internet and email abuse;
 Allowing company confidential information to fall into the hand of non-company
personnel;
 Removing company property such as records, merchandise, cash or other
material without the permission of the Department Head;
 Knowingly breaking safety or security regulations;
 Embezzlement.
Appeals Procedure
You have the right to appeal against a disciplinary decision, if you feel that there are sufficient
grounds to do so. If so the appeal must be made in writing within seven calendar days of the
date of the disciplinary action or within five calendar days of receipt of any warning, if you are
appealing against a warning. You should send written notification of your intention to appeal
to the Regional HR Director.
The next level of management will hear the appeal and the employee will be informed of the
arrangements for appeal hearings and the right to be accompanied by an existing associate or a
Trade Union Representative at any appeal hearing should they wish.
The Manager hearing the appeal will decide without prejudice whether the disciplinary action
taken was fair and appropriate and may do one of the following:
 Dismiss the appeal thereby upholding the disciplinary action.
 Reduce the penalty.
 Increase the penalty
 Hold that no offence was committed and that no record should be maintained.
The employee will be informed of the results of the appeal and the reasons for the decision as
soon as possible and in writing and recorded in the employee’s file.
Personal Conduct
It is the policy of Foot Locker to provide a pleasant working environment for all its associates. A
positive conduct and compliance with our policies ensures an effective operation of our
business, a courteous service to visitors, vendors and colleagues within a safe and pleasurable
working atmosphere.

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Fair Employment Practices
Non - Discrimination
Foot Locker is an equal opportunities employer. We do not discriminate on any grounds.
Foot Locker is committed to maintaining an environment that is free of discrimination based on

race, colour, religion, gender, age, sexual orientation, national origin, disability or other
factors that are unrelated to our legitimate business interests. It is our policy to apply fair and
lawful human resource policies and practices in all aspects of employment including recruiting,
hiring, evaluation, training, discipline, career development, compensation, promotion and
termination.
Whenever this associate handbook, the employment contract or any other formal
communication on behalf of Foot Locker is written in male form of communication, these
communications are equally directed to both male and female associates. In these cases, the
only purpose for utilising only one form of communication is to keep documents reader friendly.
Non - Harassment
It is Foot Locker’s policy to provide all associates with a work environment free of any
harassment. Foot Locker will not accept any behaviour that threatens its’ associates, visitors
or customers. This includes any verbal or physical threats. We trust that all associates of
Foot Locker will continue to act responsibly to maintain a pleasant working environment free of
harassment, allowing each associate to perform to his or her maximum potential. Foot Locker
encourages any member of staff to bring questions regarding discrimination or harassment of
any type to the attention of their supervisor. Working together we strive to maintain a
comfortable working environment for all.
Sexual Harassment is never tolerated. Sexual harassment occurs when;
 Requests for dates, sexual favours or other verbal or physical conduct of a sexual nature
is made a condition of employment or used as the basis of employment decisions; or
 Unwelcome sexual advances, offensive jokes, or other offensive verbal or physical

behaviour creates an intimidating, offensive or hostile work environment.
 Furthermore, to avoid the possibility of any remarks or behaviour being interpreted as

sexual harassment, no obscene comments or sexually orientated materials are permitted
in the workplace.Management observing any such incidents must take steps immediately
to prevent any such reoccurrence.
Remember, harassment is determined by the victim. Behaviour although acceptable to some

may not be so to others.
Any associate who feels they are being intimidated, harassed or threatened should follow this
procedure: Ask the person harassing you to stop. If you feel for some reason you cannot do so
directly, contact your direct manager. If the harassment does not cease, follow the Company
grievance procedure, which is detailed in this Handbook. And keep a note of the dates of the
alleged harassment, witnesses if any, etc.

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Associates should feel confident they are protected from the reporting of harassment or
assisting with any consequent investigation.
Confidential Information
Confidential information about our business is an extremely valuable asset. Confidential
information includes but is not limited to a store’s sales results and profits, and our evaluations
of associate performance. Additionally, all personally identifiable healthcare information
about the Company’s associates must be treated confidentially. The unauthorized disclosure
of confidential information is strictly prohibited.
Health and Safety

Safety is good business, and it is everyone's business.
Foot Locker takes Health and Safety very seriously and it is the company’s policy to provide a
safe and healthy work environment for all associates, visitors and member of the public. To
achieve this we must all be aware and follow the company’s Health and Safety Statement, a
copy of which will be obtained in your store.
If an associate notices unsafe working conditions it is their responsibility to take appropriate

action and notify their manager immediately. All associates are also responsible for maintaining
a generally clean work environment.
Here are some safety rules:

 Keep emergency exits, fire alarms, fire extinguishers and appliances free from
obstruction
 Keep your work area neat and clean at all times;
 Properly lock away all personal and business Cash/credit cards/valuable documents or
leave at home.
 Do not overload electrical outlets;
 Do not lift, carry or move and load so heavy that could cause any injury;
 Be acquainted with location and content of 1st Aid Box and accident report book.
 All accidents must be recorded in Accident Book and reported.
 Do not leave file drawers open;
 Follow all written and verbal safety rules;
 Report any unsafe working conditions to your manager immediately;
Further information is available in the Safety Statement in your store. All Health and Safety
accidents need to be reported to the Director Risk Management.
Use of Private Cars on Company Business:
The use of private cars for Company business is discouraged. Public transport should be used
where possible. If you have to use your car on Company business, expenses will be reimbursed
at the appropriate mileage allowance rate. You must ensure that your vehicle is adequately
insured and covered against risk when used for business purposes.
The Company cannot accept liability for damage to the car or property, injury or to third
parties, or any other claims that might be made as a result of the inadequacy of the insurance
cover.

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Loss Prevention
The protection of Foot Locker assets is the responsibility of every associate of Foot Locker.
Carelessness or dishonestly may result in disciplinary action.
A set of policies has been established which outlines the proper way to guard against excessive
risks. It is the responsibility of the associate to familiarize themselves with the policies that
apply to themselves and their type of work. By exercising good judgment in job responsibilities,
all associates will help prevent losses and accidents. You can find a copy of the policies in the
Operations manual in your Store.
Right of Search
In order to avoid problems caused by removal of Company property, Foot Locker reserves the
right to carry out regular searches of its associates. It is a condition of employment that
associates and their hand baggage will be subject to search by authorized personnel both on
entering and leaving the premises
 All searches will be carried out in a reasonable manner.
 Associates may be selected at random for the purpose of a search.
 If management wishes to search an associate’s property the associate will have the right
to be present.
 Associates are hereby notified that refusing to submit to a search will be treated as
misconduct and will be grounds for disciplinary action.
Any associate found to be in illegal or unauthorized possession of Company property will be

subject to disciplinary action up to and including termination of employment. It is Company
policy to prosecute in all cases of dishonesty.
It is also a condition of employment that associates co-operate fully with Security staff and
management during any investigation. This includes attending investigation interviews and
giving statements. Failure to do so may hinder company investigation and may also lead to
disciplinary action.
Smoking Policy
In accordance with EU Law smoking is prohibited inside any public building or workplace. Foot
Locker wishes to establish a healthy and comfortable working environment by maintaining a
smoke- and tobacco-free atmosphere for associates, customers and visitors. Smoking and the
use of (other) tobacco products are not permitted in any store or office environment.
Associates found taking excessive smoking breaks may be subject to disciplinary procedures.
Smoking is not permitted within 20 yards of the shop front and any associate smoking in public
must be sure to cover their uniform. This Smoking Policy also applies to the use of any
alternatives to traditional cigarettes such as electronic cigarettes. The use of electronic
cigarettes and other substitutes is prohibited wherever smoking is prohibited and is subject to
the same rules that apply to smoking.

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Fraud
Under no circumstances may you engage in fraudulent conduct Examples include: forgery or
alterations of cheques or any other document; theft or dishonesty; and destruction or
disappearance of records, inventory, furniture, fixtures or equipment.
The Company reserves the right to invite the police to obtain a warrant to search the Company
premises and/or people suspected of having been engaged in any fraudulent activity or
committed any other criminal offence.
Audits
It is a condition of your employment at Foot Locker that associates participate in audits
regardless of their subject matter and regardless whether such audits are being organized
internally or through external providers. This includes attending audit interviews,
completing audit questionnaires or surveys and participating in any other reasonable
initiatives and actions, which may be initiated from time to time by Foot Locker's
internal and/or external auditors. Failure to participate in such audit initiatives may lead
to disciplinary action, including termination of employment.
Other Employment
We do understand that Foot Locker may not be your only job, but ask you to avoid
situations where any other employment becomes a conflict of interest or affects your
ability to do your Foot Locker job to a high standard. You may not work with a direct
competitor company whilst you are employed by the company as this represents a direct
conflict of interest. If you have other employment and your total working hours exceed
48 hours in a week, you must inform your manager. You may be required to reduce your
working hours overall to ensure they do not exceed 48 hours.
Hiring of Relatives
Foot Locker recommends that relatives/significant others (those with similarly close
relationships) may not be hired within the same store or department. It is a position which
guards against allegations of favouritism or conflict of interest, especially when a relevant
associate is in a supervisory category. You must notify the Regional Human Resources
Department if and where a relative/significant other of yours will be working for our company.
Personal Property
We cannot accept responsibility for your personal property including private vehicles on
Company premises. You should take sensible precautions to safeguard your own property. It is
recommended that you use lockers where available to store your personal belongings.
Telephone Use
Telephone facilities provided by Foot Locker are intended specifically for business related
purposes only. The company understands that occasionally a need arises to conduct private
calls during business hours; however these should be limited to cases of importance and/or
emergency and with the permission of your Store Manager. Mobile phones are strictly

CHAPTER 3
prohibited on the shop floor. The Company takes no responsibility for mobile phones that are
brought to work should they be stolen or misused.
Telephone manner
Business calls should always be answered promptly, in a courteous and
Professional manner, starting with company name followed by the associate’s own
name. Where voice mail message is available, please ensure calls are responded to
as soon as possible, ideally same day and at least within 24 hours.
Ensure you adjust your recorded voice mail message accordingly.
Computer Software
Foot Locker does not permit the illegal duplication or use of computer software, whether
developed internally or by third parties. Illegal or unauthorized use of software may have
severe consequences, including legal action. Original issue of commercially copyrighted
software should be used in accordance with the relevant license agreement. The IS department
ensures that software used within Foot Locker is properly licensed. Foot Locker proprietary
software is to be used only for Foot Locker business and not to be transferred to third parties
for use without proper authorization and without execution of appropriate licensing
documentation. Each user must obtain approval prior to uploading software onto the Foot
Locker Network or a Foot Locker computer. Associates who are aware of any misuse of
software or related documentation should notify the IS department immediately.
Computer Usage Policy

Foot Locker’s computer resources are provided to enable associates to work as efficiently as
possible. Support office associates will be asked on commencement of their employment to
read and sign the company’s computer usage/email policy. The intent of the policy is not to
impose limits on others. Rather, it is to provide an environment, which is consistent with Irish
and international law.
However as such resources can be subject to abuse, the following are examples of what
constitutes unacceptable behaviour, but they are not necessarily limited to:
 Use of another person’s account or password on the computer system or impersonating

another user in the use of computers, networks, intranet, email or other messages;
 Possession, distribution or browsing of material that is libellous, violent, pornographic or
otherwise obscene
 Use of electronic email to harass or intimidate other associates; harassment of other
associates or outside relations, be it of a personal or business nature, via e-mail is
prohibited. E-mail is not to be used for conveying offensive materials, which could be sexual
or pornographic in nature, off-colour jokes, racial slurs, or gender-related remarks;
 The theft or other abuse of computer time or facilities, which is not different to the theft
or abuse of other company property;
 Abusive or otherwise objectionable language in either public or private messages;
 Electronic messages sent via the company’s system must properly relate to the business of
the company, they should not be sent for personal correspondence or unnecessary
communications (particularly “chain letters”);

CHAPTER 3
 Knowingly and intentionally engaging in any activity that spreads computer virus to
company computers on the Internet. It is the responsibility of the associate to avoid virus
contamination. Many destructive computer viruses attack via emails and their attached
files. These viruses have varying degrees of destructiveness, ranging from jamming servers
to destroying or
scrambling associates files.
 Associates should be aware of copyright infringement. Computer technology makes it easy
to cut, paste, and scan copyrighted material into the Foot Locker organisation's
databases. Any use of this type of material, without appropriate authorisation from the
author or publisher, can be a violation of the Copyright Act for both the associate and Foot
Locker;
 Improper distribution of confidential information. It is an associate’s responsibility to avoid
the distribution of sensitive information via external and internal e-mail;
Associates should be aware that company e-mails can be read by the IS department at the
request of the Corporate Human Resources Department. Associates should not expect privacy
when using Foot Locker’s e-mail system.
Drug and Alcohol Abuse

You are expected to help maintain a work environment that is free from drug and alcohol
abuse. You may not use, possess, manufacture or distribute illegal drugs on Company
property. Misusing controlled substances or being under the influence of alcohol or illegal
drugs on the job is prohibited. It is unacceptable for you to consume excessive amounts of
alcoholic beverages at any event where you are representing the Company.
Associate Discount Program for the United Kingdom

Associates working for Foot Locker Europe Group (the “Company”) are eligible for Associate
Discount in the stores of Foot Locker Europe-group (including but not limited to Foot Locker,
Runners Point, Sidestep and Kids Foot Locker).
The Associate Discount Program offers 30% discount on all regular and sale priced merchandise.
The Company may organize, at its own discretion, periodic Associate Appreciation events during
which a different discount percentage applies.
Associate Card
Associates are provided with an Associate Card shortly after their employment start date. The
name of the associate is printed on the Associate Card together with a unique employee
number and a barcode.
The Associate Card must be presented at the time of purchase together with a valid personal
identification.
The Associate Card is property of the Company and must be returned at the end of employment
or when it is requested by the Company.
Discount Threshold
Associates may receive discount up to the maximum yearly limit of £1,000. The period over
which this is calculated runs from December 1st through November 30th of the following year.

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Discount is defined as the total savings based on the price of the merchandise in store and the
price paid by the associates.
Terms and Conditions
 The Company reserves the right to limit or exclude Associate Discount on certain
merchandise, for example but not limited to Launch-merchandise on the first day of
Launch, or special releases, and/or banners.
 In some jurisdictions the Associate Discount is not valid.
 Exceeding the Associate Discount limit may result in the loss of discount privileges and
the Company preserves its right to request repayment of discount from the associate
through payroll deduction.
 Associates are not permitted to resell merchandise purchased with Associate Discount or
take profit in any shape or form from a transaction involving Associate Discount,
including but not limited to process purchases for customers and vendors.
 All purchases or refunds in the home store of the associate must be processed by the
Store Manager or the designated person (Assistant Store Manager or Shift Leader) that is
in charge of the store. Under no circumstances are associates permitted to register their
own purchases or refunds.
 Associate Discount is not provided on shipping costs.
 Associate Discount is not provided on the purchase of gift cards.
 Associate Discount is not provided through the Company websites.
 The Company reserves the right to cancel and/or change the Associate Discount
Program, discount rates, discount limits and tax relief thresholds at its own discretion,
for example but not limited to changes in (fiscal) laws and regulations. Such changes
will be communicated to associates.
Inappropriate use of the Associate Discount Privilege

All associates are expected to use good judgment and refrain from dishonest behavior. Abuse of
Associate Discount privileges may result in repayment of discount and corrective action up to
and including termination of the employment contract.
Dress Code – Standards of Appearance and Uniform

Personal Appearance/Dress Policy for Foot Locker Europe Stores
Your personal appearance must be well groomed and business like. Associates are expected to
dress in a manner that reflects contemporary business professionalism. Your appearance should
be discrete, tasteful, energetic and non-distracting (no fashion extremes). All Associates are
required to maintain the following standards relating to personal hygiene, grooming, and attire:
 Foot Locker issued “Stripe” shirts must be worn during working hours. Such shirts cannot
be worn outside work.
 Black or white T-shirts can be worn beneath your Foot Locker “stripe” shirt. These T-
shirts may be visible at the collar, but not at the sleeve. Black, long-sleeved, Foot
Locker-issued turtlenecks are permitted.
 Foot Locker issued black trousers should be worn. Footlocker shorts can also been worn
throughout the entire year *.
 When needed the striped Raglan sleeve jacket can be worn over the normal stripe shirt
*.

CHAPTER 3
 Uniforms should be cleaned, well pressed, correctly sized (pants worn waist height and
shoe length), and according to policy.
 Headwear is not part of the Foot Locker Uniform unless it forms part of your religious
and cultural dress, for example head scarves, skullcaps or turbans, these must be black
in colour and of plain (not patterned material) without any embellishments on them.
 “Athletic” style shoes must be worn – ideally a brand and style sold by Foot Locker.
“Athletic” does not include “casual” or “boot” style shoes. Underneath shorts, ‘Athletic
“style shoes should preferably stand out by silhouette and/or colour. Socks are a MUST,
and to be worn at all times. They can be black or white and should be a low cut,
quarter, or a crew.
 Nametags bearing the associate’s first name (no nicknames) must be worn visibly at all
times. The name must be professionally printed in black/white and not hand written.
 No personal pagers or cellular phones are to be worn or brought onto the sales floor
during store hours.
 Tattoos with language or graphics, which may be perceived as inappropriate or offensive
must be covered at all times.
 Associates are permitted to wear earrings however they must be discrete and moderate
in size as well as limited to 2 per ear.
 Rings, collars and bracelets are worn at the associate's sole risk and responsibility
In addition to your personal appearance, your personal behavior and conduct is the utmost
importance. Professionalism in this area would include; no gum chewing, no tobacco chewing,
no eating or drinking, no foul language, no sitting or leaning while on the sales floor.
* Items may be made optional and/or available to certain geographic regions.
Communications Policy
For competitive purposes and to ensure that we abide by regulatory requirements, it is
imperative that we streamline all communications to our valued customers and others
interested in information about our business. As a public company, we have an obligation to
report information in accordance with SEC guidelines. Therefore, it is corporate policy that all
requests for Company information, including media inquiries for interviews, photographs or
television footage, be cleared by your corporate marketing department or the investor relations
department, and you follow the guidelines below.
When approached by a reporter, simply state, “All media inquiries are handled by our
corporate office. I can provide you with the phone number.”
When approached by a company conducting research on trends in the industry, whether by

phone or face-to-face, simply state, “Market research is handled by our corporate office. I can
provide you with the phone number.”
When working with your vendor partners, remember that you should not discuss another
brand’s performance, attributes, marketing programs, etc. Also, you should never share sales
figures or visual plans even with your vendor account representative.
If anyone engages in conversation with you regarding Company financial data, or divisional
sales figures and sell through, simply and politely state, “Thank you for your interest. Please

CHAPTER 3
contact Investment Relations regarding Company finances or my Chief Financial Officer
regarding divisional questions. I can provide you with the appropriate phone number.”
If someone identifies himself/herself as an employee of the Company and you are unfamiliar
with this associate, we remind you to be cautious, and to not engage in a business conversation
with that employee until you speak with your direct supervisor.
Remember to notify your supervisor if you choose to accept a speaking engagement and will be
identified as an employee of Foot Locker. We remind you to communicate that the views and
opinions you offer the audience are your own and not necessarily those of Foot Locker.
Our brand presence within social media networks (e.g., Facebook, Twitter, Instagram,
YouTube, LinkedIn, Blogs, Forums, etc.) is the responsibility of your corporate marketing
department. It is very important that you do not act as a representative for any of our brands
without the approval of the investor relations department or your corporate marketing
department.
If you choose to participate in any form of social media as an individual, you are personally
responsible for your content and any reference to our Company must be done in a responsible
manner. Please refer to our Company’s Social Media Policy for additional information.
ALWAYS NOTIFY YOUR DIRECT SUPERVISOR!
Social Media Policy

Foot Locker, Inc. and its subsidiaries, divisions and affiliates (“Foot Locker” or “Company”)
recognize the importance of the Internet and social media for communication, information
sharing and social interactions. Foot Locker engages with our customers and stakeholders on
such sites as Facebook, Twitter, Instagram, YouTube and LinkedIn. We established this Policy to
assist our associates in making responsible decisions regarding social media use, because
although it is an enjoyable way to share our life and opinions; it also presents risks and
responsibilities.
This Policy applies to all of our associates, and we expect each of you to review this Policy, and
to keep it in mind as you participate in social media activity that may involve Foot Locker. This
Policy can help us maintain Foot Locker’s identity, integrity, and reputation in a manner
consistent with our core values and policies.
Our Guidelines
You are personally responsible for the content you publish on any form of social media.
You should not create Facebook pages, Twitter accounts or other types of social media
accounts on behalf of Foot Locker.
Remember, never represent yourself as a spokesperson for Foot Locker, unless you have been
given specific permission from the investor relations department or the corporate marketing
department.

CHAPTER 3
If you use social media to discuss our Company, products or services, or our competitors, do not
represent or suggest that you are speaking for the Company. If it is not obvious from the
content, then you must identify yourself as a Company employee and make it clear that the
views expressed are yours alone and not those of Foot Locker.
When you identify yourself as a Foot Locker employee, please ensure that your profile and
related content are consistent with our Company values and how you wish to present yourself in
online communications.
Make sure that your use of social media does not affect your job performance. Unless it is in
your job description, social media activity during working hours should be limited in duration
and frequency, and should not interfere with your work. Foot Locker reserves the right to
monitor your social media activity when you use Company equipment.
Please be accurate, truthful and respectful in your posts and online communications involving
Foot Locker. Using social media to display comments, photographs, video or audio about the
Company, supervisors, co-workers, customers or suppliers that are malicious, vulgar, indecent,
obscene, threatening, intimidating, or harassing is prohibited. (Examples include offensive
posts that intentionally harm someone’s reputation, posts that are bullying, or posts that could
contribute to a hostile work environment on the basis of race, sex, disability, religion, sexual
orientation or any status protected by law.)
We want to remind you that your social media activities must comply with securities
regulations, privacy rules and other applicable laws. Do not distribute, discuss or disclose
confidential, proprietary, non-public information about Foot Locker or Foot Locker’s products,
finances, or business strategies or plans that would violate these regulations, rules and laws.
We all want to reduce the risk of identity theft, stalking, and similar criminal conduct, so you
should never disclose personally identifying information (such as personal contact information
obtained from our Company’s files, Social Security numbers, credit or debit card numbers or
financial account numbers) of our Company’s employees, customers, vendors or competitors.
To avoid confusion between your social media activity and an official Company communication,
you should not use a Company logo in your online activity or give the impression that your
personal online posts represent the opinion or position of the Company.
What you do on your own time is a personal decision, but please remember that conduct that
adversely affects your job performance, the performance of fellow associates, or otherwise
adversely affects customers, suppliers or Foot Locker’s legitimate business interests can subject
you to disciplinary action, up to and including termination. Remember, this Social Media Policy,
our Communications Policy, Code of Business Conduct and Information Security Policy apply to
your social media activities.
Of course, nothing in this Policy is written to limit or interfere with your rights under Section 7
of the U.S. National Labor Relations Act, or comparable provisions in other jurisdictions.
Contact Information
If you have any questions about whether your online activity is consistent with this or other
applicable Foot Locker policies, please consult with your supervisor, a Human Resources
representative, Foot Locker’s Law Department, FEP Hotline (U.S.: 1-800-FAIR-4-YOU), or
contact the Code of Business Conduct Hotline (http://www.footlocker.ethicspoint.com).

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Violations
You must adhere to the policies contained in this handbook. If you violate any of the
Company’s policies, or if you knowingly permit a violation, you may be subject to
corrective/disciplinary action including dismissal and reimbursement for any loss to the
Company that results from your actions. Also if appropriate, a violation of these policies may
result in legal action against you by the Company or may be referred to the appropriate
governmental authorities.
Looking Forward
You have probably already sensed that Foot Locker genuinely cares about its associates. We
will train and develop you to your greatest potential. It is the spirit of “people developing
people” that has made Foot Locker the "giant" it is in the retail market. We hope that with
proper leadership, training, and on-the-job experience, we can assist you on your journey to
success. Therefore, the moment your employment with Foot Locker began, you became an
important part of our organisation.
The future is bright for Foot Locker and we hope to see you develop pride in yourself, in our
company, and in the product we sell to our customers.
You may still have questions of Foot Locker’s benefit plans and the rules and regulations, or
other issues. While we have attempted to answer most of these questions in this Handbook,
your manager or the Human Resources Department can answer those questions that need
further information.
When you have finished the Associate Handbook, it signals the beginning of your career with
Foot Locker. The opportunities for advancement are there. Now it is up to you to make it all
happen.
Good Luck!

Orientation Guide
Getting to Know Foot Locker
WELCOME TO FOOT LOCKER
As a new employee in the company, there are a few things you need to know, right
from the start to help you on your way to becoming a full fledged STRIPER! This is
called your ORIENTATION!
Your orientation will take place at the beginning of the first day. You must have
completed the orientation before you start working on the sales floor.
A member of the management team of your store will be available to spend time with
you during your orientation, introducing policies, procedures, and going through the
necessary paperwork that you need to complete. This will take two to three hours to
complete.
You may be provided with policies to be read prior to the orientation date. You should
write down any questions or concerns so that you can discuss them during your
orientation.
Your orientation is divided into 10 areas. Each area covers what the expectations are in
Foot Locker and elements that you need to complete.
The 10 areas are:
1. Global Onboarding
2. My new workplace
3. Policies and Procedures
4. Clocking In/Out, Schedules and Pay Day
5. Customer First Program
6. Loss Prevention/ Shrink Awareness
7. Health & Safety
8. Meet & Greet – Sales floor and Stockroom Tour
9. Sales Floor Merchandising
10. Goal Setting & The daily Planner
On your first day, please bring the required documents with you i.e. identification,
copy of the passport etc... You will also be requested to complete other documents
required by the Company.

ORIENTATION
CHAPTER 4
Let’s get started!!!
1. Global On Boarding
Definition: A comprehensive introduction to the Company you have joined
Your Next Steps: Watch the Global Onboarding DVD in your store to understand
more about Foot Locker as a Company. During your first two shifts you should
watch the following videos
First Shift Second Shift
GOB - Welcome MultiSelling - Intro
GOB -Overview MultiSelling – Scenario 1

GOB - Retail Messages MultiSelling – Scenario 2
GOB - Our Customer MultiSelling – Double/Triple Play
Customer First MultiSelling – Scenario 4

GOB – Conclusion MultiSelling - Recap
2. My new workplace
Definition: The main information regarding my store
Your Next Steps: Complete the information below about your store by
requesting the below information from a member of the management team of
your store.
Store Number: ……………. League Number: ………….…….…….……..
Store Address: …………………………………………………….…….…….…...
Store Telephone Number: ……………………………………….…….…….…...
District Manager: ………………………………………….……..…………..…...
Store Manager: ………………………………………………………….…….…...
Assistant Manager(s): …………………………………………….…….…….…..
Store Opening Times: ………………………………………………………..…...

ORIENTATION
CHAPTER 4
3. Policies & Procedures
Definition: A series of standards and rules which will help you understand
what the expectations are when you work for Foot Locker.
Your Next Steps:
a. A member of the management team of your store will explain to

you all the paperwork that should be completed during your
orientation.
b. Review the contents of your Employment Contract and the

Associate Handbook with a member of the management team of
your store. You should understand all policies and procedures
before you start to serve customers. If you have any questions,
please do not hesitate to ask.
c. Sign all the copies of your Employment Contract that have been
provided to you and return to your Manager/Assistant Manager.
You should keep one of the copies for your records.
d. A member of the management team of your store will show you the
location of the INFOCENTER where we place all Company news for
you to see i.e. policies, updates, etc.
4. Clocking In/Out, Schedules and Pay Day

Definition: This is the process where you clock in and out on the register so
we can account for your scheduled and actual hours to pay you accurately!
Your Next Steps:
 A member of the management team of your store will show you how
and when to clock yourself in and out of the store using the register.
 Ensure you follow the process related with clocking in/out and that
you follow the “Off the Clock” policy. This can be found on the
INFOCENTER and in the Associate Handbook.
 A member of the management team of your store will inform you

about your payday and all the relevant policies and procedures
relative to payroll.
 A member of the management team of your store will show you where
to find your schedule and how to read it.
Reminder: Each week, be sure to sign off on your actual hours worked on the
Weekly Hours Report or time sheet. This can be found on the INFOCENTER.

ORIENTATION
CHAPTER 4
5. Customer First Program

Definition: Skills to help you sell and provide a great experience to
customers…
Foot Locker is dedicated to the continuous education of its associates, and has
developed a comprehensive training program to assist all of our associates in
taking ownership in their future. This training program focuses on specific
topics related with:
- Customer Service - Loss Prevention

- Sales - Product Knowledge
- Store Operations - Interpersonal Skills
As part of your orientation, your Manager will give you a copy of the Game
Starter Playbook meant to be completed as ‘on the job’ training. It is essential
for you to complete this training within the timelines in order to better help our
customers.
Your Next Steps:

 Read the Introduction, Road Map, and Lesson 1 of the Game Starter
Playbook. Be sure to study and understand the Selling Behaviors found at
the end of lesson 1.
 Complete the Exercises at the end of Lesson 1 and review your answers
with your Manager
 Ensure you take the necessary time in the next few weeks to complete
the Game Starter Playbook

6. Loss Prevention/ Shrink Awareness
Definition: Process aimed to protect company property and people. Shrink
comes from losses experienced by the company (either internal (staff theft
or paperwork errors) or external (customer theft)).
A member of the management team of your store will go through a few

examples of how we monitor our shrink, like:
 Test checks- A count of specific department or departments to see if the

number in stock balances with what we have noted on paper as inventory.
 Bag checks- A policy where all associates leaving the store are subject to
a bag check.
 EAS Systems- Detection tag systems placed on product that will sound
alarms at the lease line if not taken off the product.
 Audits- A count of the entire store to verify what we should have in

inventory.
 Employee ID’s in register- This will verify the transactions you make on
the register and are allocated to you and your sales ID - so we can track
who has sold what in the store.
 Associate Discount Program - As a benefit, associates are entitled to

receive a discount on merchandise in the store, up to a certain financial
limit per year. For further details please refer to the Associate Handbook.
Your Next Steps:
 If you see or suspect anything or anyone, please report it immediately to

your Manager/Assistant Manager.
 You will find further details when you review the “Loss Prevention”
section in the Game Starter Playbook.
Reminder: You can help reduce shrink by providing effective customer

service and customer awareness in your store!

ORIENTATION
CHAPTER 4
7. Health & Safety
Definition: Processes in place to ensure the health and safety of our
associates and customers.
Your safety and the safety of our customers have to be our primary concern.
Here are a few points a member of the management team of your store will
inform you about:
Storage
Ensure that racks are fixed to the floor, tops of racks are protected with
covers and that goods are properly stacked (heaviest items at the
bottom).
Keep 50cm distance between sprinkler and store merchandise, and 80cm
distance between racks.
Work at height
Ladders are to be used to get product from shelves you cannot reach – Do
not climb on/jump off racks. Always ensure the ladders are in good
condition and that they are stored safely after use.
Fire – exit routes
Exit doors, aisles, delivery areas, stairs and sales floor should always
remain clear of boxes, garbage, etc.. Fire exit doors should always be
unlocked and fire alarm equipment must be permanently in good working
condition. Never cover lighting, emergency lights, warning signs, fire
equipment or alarm panels.
Lifting + handling of product
Apply proper lifting techniques at all times and always cut away from
yourself when using a box cutter.
Slips, trips and falls
Immediately clear up spills and display warnings of wet surfaces where
required. Cables must remain securely fastened.
Hazardous substances
Only Foot Locker selected shoe care and cleaning products can be used.
Keep available at all times the MSDSheets for each product and never
store such products close to heating or electrical devices.
Violence in the workplace
We have a ZERO tolerance policy to any violence in the workplace.

ORIENTATION
CHAPTER 4
Associate or Customer Accidents

If an associate or customer becomes injured, report it to your Manager
immediately!
Your Next Steps:
 Find the following documents available in your store and read them:
1. Safety in Foot Locker stores one pager
2. Risk assessment of your store
 It is your responsibility to report any Health and Safety concerns to your

Manager.
 Please report any incidents of violence to your Manager or District

Manager immediately.
8. Meet & Greet – Sales floor and Stockroom Tour

Definition: Getting familiar with your new colleagues and with the layout of
both the sales floor and the stockroom.
Your Next Steps:
A member of the management team of your store will introduce you to your
team members and will walk you through your new location, specifically the
sales floor and the stockroom, to let you become familiar with where footwear,
apparel, accessories (such as bags, hats) and signage are located. A member of
the management team of your store will also show you where the toilets are
located, as well as fire exits/fire alarm points and extinguishers/fire assembly
points.
9. Sales Floor Merchandising

Definition: Process aimed at setting up the store creating a visually appealing
store for the customers to shop.
Your Next Steps:
 A member of the management team will explain to you the basics of store
merchandising:
1. Ask your Manager or a member of the team for a demonstration on

FOLDING SHIRTS, LACING A SHOE, etc.

ORIENTATION
CHAPTER 4
2. Ask your Manager or a member of the team for a tour of the store
to help you to understand the shoe wall, apparel wall, fixtures and
display set-ups.
3. Then have a go yourself and see how much you have learned
working with a member of the team replenishing stock on the sales
floor.
 You will find further details in lesson 18 of the Game Starter Playbook.
10. Goal Setting and Daily Planner

Definition: Sales and coaching techniques designed to help you achieve your
goals.
Your Next Steps:
 A member of the management team will give you a copy of your Job
Description.
 Your Manager/Assistant Manager will schedule some time with you to

discuss the goal setting process and your goals. He/she will provide you
with your first PEP Talk Rating form (you can find the definition of what a
PEP talk is in your Associate Handbook). The Form should include all of
the measurable goals that you are responsible for as a new associate.
The PEP talk process will be explained to you and also what you can
expect in terms of reviews.
 Your Manager/Assistant Manager will also introduce the Sales and

Management Development Program to you.
 Ask a member of the management team to show you a copy of the “Daily
Planner” listing all associates’ goals for reference.
 Before you go on the floor to help our customers… ALWAYS ask your
manager for your “assigned goals and tasks”.
In addition:
 A member of the management team will provide you with your uniform.
Ensure you read the Company’s dress code policy in the Associate
Handbook and that you follow it.

ORIENTATION
CHAPTER 4
Checklist
You have now reached the end of your orientation. Go through the checklist with a
member of the management team to ensure you have completed each area. When
you have completed all areas both the Store Manager/Assistant Store manager and
yourself should sign this document in the space indicated at the end of this section.
(Tick the boxes you have completed – Managers – please ensure this sheet of the
Orientation is kept on the associate’s file in store)
All paperwork is completed (Contract etc)

Received your uniform and have seen the Company dress code
Watched the Global Onboarding Tool
Understood the Core Values
Had a tour of the store including fire exits, fire points, etc.
Are aware of your Sales Goals and how they work
Been introduced to your co-workers
Aware of when you get paid
Aware of PEP talks timeframe and frequency
Understand the Company Discount Program
Watched the Customer First DVD
Received and gone through the Associate Handbook
Are aware of Store policies and procedures
Passed the Health & Safety E Learning Induction course
You should also have received your first reading assignment in
the Game Starter Playbook
Associate’s signature Store Manager’s signature
Starting working on the sales floor:

 After completing your orientation, a member of the management team will take
you onto the sales floor and you can begin serving customers. Don’t worry the
team will guide you through it!
 You will receive information about our products to help you in achieving your
selling goals!

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Associate Handbook

Freedom Sportsline Limited - Foot Locker UK

FLE/GBR/Ass Handbook/Foot Locker/May 2018/V1

Subject Page Subject Page Subject Page

FLE/GBR/Ass Handbook/Foot Locker/May 2018 /V1

Welcome to the Foot Locker Europe Group Family!

FLE/GBR/Ass Handbook/Foot Locker/May 2018 /V1 3

1852 Frank Winfield Woolworth is born.

Our Core Values and Vision

FLE/GBR/Ass Handbook/Foot Locker/May 2018 /V1 4

Integrity: act honestly, ethically and honourably

Leadership: respect, inspire, develop and empower

Excellence: strive to be the best in everything we do

Service: satisfy our customers very time

Team Work: collaborate, trust, support, commit

Innovation: be a student of the business to initiate and foster new ideas

FLE/GBR/Ass Handbook/Foot Locker/May 2018 /V1 5

Exceptional Customer Service

FLE/GBR/Ass Handbook/Foot Locker/May 2018 /V1 6

The Purpose of the European Headquarters (EHQ)

Following is a brief summary of responsibilities of the main departments.

 Planning & Merchandising

FLE/GBR/Ass Handbook/Foot Locker/May 2018 /V1 7

 Information Systems (I.S.)

FLE/GBR/Ass Handbook/Foot Locker/May 2018 /V1 8

Other Foot Locker Teams Within Europe

The Regional Team

There are four regions within Europe:

FLE/GBR/Ass Handbook/Foot Locker/May 2018 /V1 9

The European Service Centre Team

FLE/GBR/Ass Handbook/Foot Locker/May 2018 /V1 10

Each contract of employment details the following:

Entitlement to Work in the UK

 A passport or national identity card of an EEA state

FLE/GBR/Ass Handbook/Foot Locker/May 2018 /V1 11

 A current Biometric Immigration document.

 A current immigration status document issued by the Home Office

National Insurance Number and Personal Bank Account

Personal Information – Data Protection

FLE/GBR/Ass Handbook/Foot Locker/May 2018/V1 12

Clocking in & Timesheets

HM Revenue and Customs

FLE/GBR/Ass Handbook/Foot Locker/May 2018/V1 13

Being on Time for Work

FLE/GBR/Ass Handbook/Foot Locker/May 2018/V1 14

Time Keeping Policy (Off The Clock Work Policy)

FLE/GBR/Ass Handbook/Foot Locker/May 2018/V1 15

Length of Service From you to the From the Company to

Absence during notice period

Return of Company Property

Planning your Holiday

FLE/GBR/Ass Handbook/Foot Locker/May 2018/V1 16

Normally a holiday week would start on a Sunday to Saturday.

Calculating Holiday Entitlement for Part Time Staff

Example: A part time employee is contracted to work 20 hours each week:

Holiday entitlement for employees under 12 months service is calculated on a pro-rata

Illness During Holiday

FLE/GBR/Ass Handbook/Foot Locker/May 2018/V1 17

Aim of the policy

Management of the policy

The current Blackout periods are:

England & Wales Northern Ireland Scotland

New Year’s Day New Year’s Day New Year’s Day

FLE/GBR/Ass Handbook/Foot Locker/May 2018/V1 18