CUPSA Staff Policy Guide - Updated May 23

Cambridge University Press
Staff policy guide (updated May 2023)

CONTENTS
About the Press
A unique organisation 1
People and places 1
Africa 2
The Press as employer

Expectations 4
Non-discrimination policy 4
Communication 6
Managers and communication 6
Job decriptions and job profiles 7
The job evaluation process 7
Training and staff development 7
Recruitment policy 10
Recruitment policy procedures 11
Contractual terms and conditions 14
Work procedures and practices

Salaries 19
Anti-bribery and corruption policy 20
Email and internet policy 20
Holiday entitlements and leave arrangements 24
Maternity/Paternity leave 27
Disciplinary procedure 29
Grievance procedure 29
Dress code 29
Other employment 29
Other publishing or editorial freelance work 29
Press employees as authors 29
Leaving Press employment 30
Gifts 31
Private use of office facilities 31
Travelling while on staff business 32
Staff benefits
Pension 34
Medical aid 34
Death and disability insurance 34
Car policy 35
Vehicle insurance 37
Insurance of employees’ personal property 37
Parking bays 37
The policies below are saved on the server: X:\•CUP General\HR\Induction pack
Disciplinary Code
Grievance Policy + Grievance Form
HIV/AIDS Policy
Smoking Policy
Sexual Harassment Policy
ABOUT THE PRESS
A UNIQUE ORGANISATION
Cambridge University Press is the publishing house of the University of Cambridge
and, as such, is an integral part of the University. Indeed, the Vice-Chancellor
recently described the Press as ‘the jewel in the University’s crown’. For centuries,
the Press has extended the research and teaching activities of the University by
making available worldwide a remarkable range of academic and educational books,
journals and Bibles. Today it is acknowledged as the oldest publishing house in the
world, having produced its first book almost 500 years ago. Although steeped in the
past, it is a thoroughly modern organisation, making use of the newest technology in
its production, marketing and distribution operations. Indeed, in developing its own
highly innovative electronic typesetting system, the Press today is regarded as a
market leader in computer-based publishing technology. Its range of publishing now
covers virtually every subject seriously studied in the English-speaking world, at
every level from primary to specialist research, and in both print and eBooks.
Over 2 000 new book titles and 150 journals are published each year, and in all there
are now more than 20 000 Press books in print.
Within this framework, the Press has grown to become a genuinely international
publisher, not a multinational one. Today the Press has over 24 000 authors in 108
countries, yet every book earmarked for publication, wherever the geographical
location of its author, is scrutinised by means of a quality assurance process and is
subjected to a single editorial and marketing policy. This means that a Press author
who is published in one part of the world will also be published in every other. To
strengthen this process and extend its reputation as a world publisher, the Press is
progressively establishing Companies and Offices within its main overseas markets.
The Companies remain integral parts of the Press, promoting and distributing the
entire Cambridge list and commissioning works from authors based within their
regional spheres of influence.
PEOPLE AND PLACES

The Press’s phenomenal growth has taken place within a well established yet
progressive organisational and physical infrastructure.
At its head is the Chief Executive of the Press, Peter Phillips, also Secretary of the
Press Syndicate, who oversees the running of the entire Press. Directly responsible to
him are the Executive Board.
The Press Syndicate is the Press’s governing body, consisting of 18 senior members
of the University who act as unpaid overseeing trustees. The ‘Syndics’ meet on
alternate Friday afternoons through term-time.
The Publishing Division, housed in Cambridge in the UPS Building, is subdivided for
organisational purposes into Publishing Groups (Humanities and Social Sciences,
Science, Professional, Bibles, Education, English Language Teaching, and Journals)
and Departments (Sales, Rights, Distribution and Legal Administration). Each
Publishing Group consists of the specialist editorial, design, production and marketing
staff who work on their part of the list. The members of each Group sit and work
together as a team, which is normally headed by a manager or director. The
Departments provide shared resources and services across the Division.
Staff Policy Guide Updated May 2023 1

Bridging the Publishing Divisions are service departments for the whole Press:
Corporate Marketing and Design, Personnel Services, Finance, Information Services
and Legal, compliance and Global procurement and supply chain.
The Press Bookshop, at 1 Trinity Street in the heart of the historic University area,
was opened in 1992. It occupies the oldest bookshop site in the country, where books
have been sold since at least 1581. A large range of Press titles is on display and sale
there, and it is, literally, a shopwindow for the Press as a whole.
Finally, as we have already seen, the Press has a network of Companies, Offices and
Agents around the world. Companies have so far been established in North America
(1949, based in New York), Australia (1969, Melbourne), Iberia (1997, Madrid),
Africa (1998, Cape Town, 2015, Nigeria), South America (1999, São Paulo), East
Asia (2000, Singapore) and India (2006). In addition to these six companies, the Press
has nearly 30 offices and 70 agents in nearly 50 countries worldwide.
AFRICA
After the successful transition to a democratically elected government in South
Africa, Cambridge University Press decided it was time to expand their operations in
Africa. The African Company opened in Cape Town in April 1995 and expanded to a
full trading operation in 1998. The Company is responsible for the Press’s activities in
countries in sub-Saharan Africa, including the Indian Ocean Islands of Madagascar,
Mauritius and the Seychelles.
Approximately 120 titles are published per year, specialising in language, literacy,
mathematics and the sciences, with the main focus being on the schools’ market. In
addition to these activities, the company also publishes a select number of academic
titles relevant to Africa in its Cambridge Africa Collection and modular courses for
distance education students in southern Africa.
The Press is constantly seeking ways to deliver information alongside the traditional
printed book. Its latest advance is in e-learning material.
Due to legislative requirements, in 2006 the Company incorporated and registered a
South African company called Cambridge University Press South Africa (Pty) Ltd.
Our mission
We further the mission of the University of Cambridge by disseminating knowledge
in the pursuit of education, learning and research at the highest international levels of
excellence.
Our vision
We fulfil that mission through our global publishing and services. Given the
University's and the Press's commitment to excellence over many centuries, our vision
is to be the most respected academic and educational publisher, providing
authoritative knowledge and learning for the world.

Our strategy
To progress towards that vision, our strategy has four main elements:
• Quality that reflects the values of our University
• Focus on things we can do distinctively well
• Responsiveness in a fast-changing world underpinned by developing the best in
our people
• Financial performance which allows us to invest in a sustainable future
We value
• High standards of learning and scholarship
• Delivering for our customers and authors
• Creativity and innovation
• Integrity, personal and financial responsibility
• Collaboration and openness

THE PRESS AS EMPLOYER
EXPECTATIONS
People working for the Press can expect:
• to be briefed on and understand the overall aims and values of the organisation
• to be considered a vital part of the business
• a safe, secure and pleasant working environment
• a commitment to job security
• appropriate remuneration and benefit structures
• the information, knowledge and tools to do their job
• relevant skills training
• opportunities for career development
• regular one-to-one reviews aimed at improving performance and increasing job
satisfaction
• an atmosphere of civility, courtesy and mutual respect
• two-way communication and consultation with management
• senior management who are approachable and accessible
• policies founded on best practice and legislative requirements
• fair and reasonable problem-solving procedures
The Press expects people working for it to:

• understand and commit to the overall aims and values of the organisation
• perform to the best of their abilities
• make a positive contribution to the business, suggesting and initiating
improvements
• listen to and communicate effectively with others
• be co-operative team players
• participate in regular one-to-one reviews with their managers aimed at improving
performance and increasing job satisfaction
• behave with civility, courtesy and respect to all colleagues, clients, authors, etc.
• take health and safety issues seriously
• take an active interest in the Press as a whole (for example, put themselves
forward for internal committees, etc.)
• portray a positive image as a representative of the Press
• be flexible and ready for change.
NON-DISCRIMINATION POLICY
Our non-discrimination policy upholds each employee’s (whether temporary or
permanent) right to be treated with dignity and respect at work and will ensure the
workplace is free of any form of discrimination and harassment. These rights are
enshrined in the South African Bill of Rights (which is found in Chapter Two of the
Constitution of the Republic of South Africa, Act 108 of 1996) and the Promotion of
Equality and Prevention of Unfair Discrimination Act, 4 of 2000.
The Press is committed to providing each employee with a workplace that outlaws all
forms of discrimination, harassment or hate speech.

Discrimination
Discrimination may be unfair, direct or indirect and is described in the Promotion of
Equality and Prevention of Unfair Discrimination Act as: ‘any act or omission
including a policy, law, rule, practice, condition or situation which directly or
indirectly:
a) imposes burdens, obligations or disadvantages on; or
b) withholds benefits, opportunities or advantages from, any person on one or more
of the prohibited grounds.’
Prohibited grounds are described in the Act as:

a) ‘race, gender, sex, pregnancy, marital status, ethnic or social origin, colour, sexual
orientation, age, disability, religion, conscience, belief, culture, language and
birth; or
b) any other ground where discrimination based on that other ground
i) causes or perpetuates systemic disadvantage.
ii) undermines human dignity; or
iii) adversely affects the equal enjoyment of a person’s rights and freedoms in a
serious manner that is comparable to discrimination on a ground in paragraph’.
The descriptions above are regarded as guidelines and do not constitute the only
instances of discrimination. Furthermore, the Press will not tolerate any form of
harassment or hate speech.
Harassment
Harassment means unwanted conduct which is persistent or serious and demeans,
humiliates or creates a hostile or intimidating environment or is calculated to induce
submission by actual or threatened adverse consequences and which is related to
a) sex, gender or sexual orientation; or
b) a person’s membership or presumed membership of a group identified by one or
more of the prohibited grounds or a characteristic associated with such group.
For the purpose of clarity, examples of harassment include, but are not limited to:
• persistent teasing or bullying
• comments about personal characteristics or appearance
• constant unreasonable criticism
• abuse of power or authority
• electronic harassment (which includes display of or electronic transmission of
pornographic, degrading or indecent pictures)
• unwelcome sexual advances.
Hate speech
Hate speech is legislated in the Promotion of Equality and Prevention of Unfair
Discrimination Act. The Act states that ‘no person may publish, propagate, advocate
or communicate words based on one or more of the prohibited grounds, against any
person, that could reasonably be construed to demonstrate a clear intention to
a) be hurtful;
b) be harmful or to incite harm; or
c) promote or propagate hatred.’

Employees’ right to report any violation of these rights
If any employee feels that these rights are not being upheld at the Press, they are
actively encouraged to bring the matter to the immediate attention of their manager or
the Chair of the Employment Equity Committee. All cases will be treated in the
strictest confidence and will be swiftly investigated and resolved.
COMMUNICATION
General policy
Within the Press, with its many specialised Groups and Companies, good
communication is vital. Open, accessible channels of communication foster a healthy
climate of involvement and responsibility and are therefore encouraged throughout
the Press (vertically between management and staff, and horizontally among and
within teams, Groups and Departments). Such vertical and horizontal flows of
information ensure that everyone, no matter what their job, can appreciate how their
work fits into the larger picture of the Press’s activities and see that their contribution
is recognised and valued. This is reflected by the matrix management structure of the
Press worldwide and is vital for increasing job satisfaction, motivation and
commitment, as well as contributing directly to the overall success of the Press.
Upward flows of information also ensure that the Press remains responsive to new
ideas and concerns, and so continues to be a dynamic and progressive employer.
The Press utilises a range of communication channels. Those involving direct person-
to-person interaction (for example, informal ‘team talks’ or the more formal occasions
of consultation and performance review) are the most effective. Being two-way, they
allow for exchanges of information and ideas and promote opportunities for
reappraisal and modification of existing practices. Other channels are one-way and
therefore more impersonal (for example, Intranet, notices on notice-boards, general
email announcements, minutes of meetings, information sheets, newsletters, leaflets,
even this Staff Policy Guide). However, these can still convey clear messages that
reflect the way the organisation treats its staff and the way Press colleagues relate to
each other, as well as to authors, suppliers and customers.
Good communications of both sorts should promote a sense of full participation
within an environment of trust and respect.
One necessary note of caution relates to the problem of ‘communication overload’.
There is an art to choosing the audience, the time, the place and the language to
convey what needs to be communicated and at the same time to allow people time and
space to get on with their own thoughts and workloads. An undifferentiated avalanche
of raw data can be overwhelming and time-consuming to digest (it is not effective or
efficient, for example, to copy email exchanges routinely to large numbers of people).
Like everything else, effective communication is a matter of balance.
MANAGERS AND COMMUNICATION

Managers play a pivotal role in encouraging the free flow of information and new
ideas within their own Groups or Departments. Relevant information from
management meetings should be passed on quickly to team members, while the
results of team or group discussions may need to be passed back up the line to
directors or Group managers. It therefore falls to managers to hold informative team
briefings, provide regular whole Group/Department updates, and circulate relevant
papers and minutes promptly. When people feel comfortable about openly identifying
problem areas, suggesting changes to working practices, or discussing ways of

improving individual performance, then communication is working. This is crucial to
the success and long-term development of the Press.
JOB DESCRIPTIONS AND JOB PROFILES

Every job has a written job description listing the overall purpose of the post and ‘key
accountabilities’ of the role. All job descriptions are held centrally by the Human
Resources Assistant and are also available to view on the internal server (go to CUP
general – job profiles). If an employee’s job changes substantially or their job
description becomes inaccurate (for example, owing to changes in technology, work
methods, etc.), the employee should first agree with their manager what changes need
to be made to bring it up to date. The employee and their manager should sign this
new job description, and a copy should be sent to the Human Resources Assistant. A
job description does not absolutely limit a particular role at the Press and is not
necessarily a finite description of a function.
THE JOB EVALUATION PROCESS

Performance Review and the performance management programme
Performance Review is a key element in the Press’s overall programme of
‘performance management’. Throughout the employee’s career at the Press, regular
Performance Reviews will help to keep the employee informed of the Press’s annual
business needs and targets, the employee’s team’s short- and longer-term objectives,
and the role they will be expected to play in helping to achieve them.
Successful Performance Review relies on mutual understanding and agreement. It
provides an opportunity for employees to:
• have a one-to-one formal discussion at twice a year with their immediate line
manager
• review and celebrate past achievements, identifying past difficulties in a
constructive and realistic way
• clarify what is expected of them in future
• make plans to improve current performance
• set future objectives in line with Group/Department plans
• be clear about the consequences of objectives being reached or not being reached
• review the changing requirements of their job
• identify training needs and agree on specific plans to meet them
• raise problems or issues which might not be dealt with in normal day-to-day
interactions.
Objectives are loaded up on Work Day and approved by the line manager. Please go
to the server to find details of this process. See CUP General/HR/Induction
Pack/Performance Review and Development Guidance.
TRAINING AND STAFF DEVELOPMENT

The Press encourages staff to update their skills and knowledge continually in order to
keep pace with changing working practices and developments within the publishing
industry. To support the Press’s continued success, we must ensure that we are all best
equipped to make a positive contribution to the Press’s goals and aims. There are
many strands to training and development at the Press.
Training, both formal and informal, takes place continually at the Press. It may range
from someone showing an employee how a task is done to participating in formal

training courses, instruction and demonstrations. An employee and their manager
usually identify training or staff development requirements jointly during the
Performance Review. An annual Skills Development Plan is compiled from each
individual Performance Review and is submitted to the Department of Labour. Each
time an employee returns from a training event they will be expected to complete a
training evaluation form, which helps to make training programmes more relevant to
Staff needs and in selecting future training events.
The Press believes training is essential and tries, wherever possible, to offer in-house
training geared to each individual’s needs, believing that the involvement of managers
and colleagues in individualised training is more effective than merely flinging money
at training needs by sending people on external courses. Where there is a common
training requirement across the Press it is often beneficial and more cost-effective to
bring a trainer to the Press to deliver a Press-specific seminar, rather than to send
individuals on external courses. The Company Director is responsible for arranging
these (see below).
Induction
All new staff undertake an induction programme which provides them with
information about the Press, their working environment, health and safety regulations,
their role within their Department/Group, and training within the Press (including an
analysis of initial software skills). All new staff members must sign an induction
checklist, after having it completed with them by their line manager or other senior
staff member
Interviews
After working at the Press for six months, all staff members will have an interview
with their line Manager to ensure that there is mutual understanding about their job
and that expectations are being met. When a staff member leaves the Press an exit
interview will be conducted by an external consultant.
Upgrading qualifications
In support of the Press’s Employment Equity Policy and BEE legislation, the Press
will pay for certain further education qualifications. Selection will be at the discretion
of the Company Board.
Should a staff member leave the employment of the Press while studying for a course
that costs in excess of R5 000, the member will be liable for 75% of the annual fees or
the fee paid by the Press. Should the staff member leave the employment of the Press
during the year subsequent to the period of study, the member will be liable for 50%
of the annual fees or the fee paid by the Press. Should the staff member leave after
this period, the amount payable will revert to nil. Registration for each consecutive
year of study will depend on results obtained.
On-the-job
Employees are encouraged to visit staff in departments with which they have frequent
contact to learn about their working methods and to get to know how they can work
well together.

What training will the Press pay for?
There are four broad categories of training:
• Upgrading of qualifications which improve the individual’s qualifications, but
which do not benefit the Press either directly or indirectly; for example, doing a
further degree or diploma. This will be treated on an individual basis at the
discretion of the Board.
• Optional training, which does not bear directly on the person’s ability to do the
job, but which results in a wider range of skills or knowledge being available to
the Press, for example, cross-functional training (for example, a commissioning
editor taking a sales course). The Press will pay for this training if the budget can
afford it at the time. If it cannot afford it in a particular year, it will be encouraged
in the following year or else can be paid by the individual with an interest-free
loan.
• Desirable training which enables a member of staff to perform their job better,
and which will have a marked improvement on the level of performance, for
example, copy editing courses, list-building courses, receptionist skills, sales
training, etc. The Press will pay for this training upfront, in entirety.
• Essential training, without which an employee cannot do their job, for example,
computer skills, Bookmaster, Intranet. The Press will pay for this training upfront,
in entirety
Who is eligible for training?

Anyone in the Press. First priority will be given to those requiring training on basic
essential skills and generic training that everyone can benefit from, after which those
requiring desirable skills will be considered.
Because funds for training are limited – and there will always be more requests for
training than can possibly be accommodated – preference will be given to those
requests which are catered for in that year’s budget and to employees who have been
previously disadvantaged.
Press-organised training
From time to time the Press may require staff members to attend training that has
been deemed necessary to the strategic development of the business (e.g. diversity
training; conflict resolution; specific, function-related training) and these training
sessions could be compulsory. However, should any staff member object to attending,
such objections should be raised, well in advanced, with the appropriate line manager
for discussion. Only objections deemed valid and reasonable by management will be
considered to justify non-attendance.
How do I apply?
Employees need to complete the relevant form and get their manager’s approval, as
well as that of the person who is responsible for the training budget at the time. Once
both signatures appear, and the form has been circulated, the employee has the
authorisation to proceed.
What happens if I fail?

If the course carries accreditation, i.e. the employee needs to write an exam or test
during or at the end of it and the employee fails the course, they will have to bear the
costs, and any repeat of the course will be for the employee’s account.

RECRUITMENT POLICY
The Press endeavours to recruit the best candidate for each job regardless of age,
gender, race, religion, sexual orientation, national origin or disability. However, local
labour relations legislation has required the Press to submit Employment Equity Plans
to the Department of Labour since 2002. These have to include a long-term action
plan to ensure recruitment of a representative workforce at all levels, which requires
the Press to favour previously disadvantaged groups. It is our policy to recruit from
within the Press wherever possible, so that we can take advantage of the talents and
experience of current staff and at the same time offer reasonable career development
for people with potential. All permanent and fixed term contract posts are advertised
internally. When there are no suitable candidates or at the hiring manager’s discretion,
positions are also advertised externally.
Applying for vacancies

If an employee is interested in a vacancy, they should always:
• read the advertisement carefully, to see if they genuinely do have the skills and
experience required
• speak to the line manager concerned in confidence, to establish the requirements
of the job
• ask for a job description if it is an existing post
• consider speaking to their own manager for feedback to help them assess their
skills and experience, and to find out if any other plans exist that might affect their
decision to apply elsewhere.
Formal applications should be made in writing (not on Press-headed stationery),

enclosing an updated CV, to the line manager concerned. Any member of Staff who
has the appropriate skills and experience required for the post will be interviewed
formally, either in person or remotely (for example, if they are outside South Africa).
Transfers and secondments

From time to time the needs of the business will require a given person’s skills or
experience in another Department/Group/location, and a manager or the Press will
therefore propose that a member of Staff be transferred or seconded to another
Group/Department/location, either permanently or for a trial period. For example:
• when a new initiative is being trialled, for which permanent staffing needs are not
yet known
• when a job needs doing in another Company or Office
• when part or all of a Group/Department/location is being restructured, merged or
even closed down
• when the business would benefit from international colleagues working together
and sharing knowledge and experiences.
Such posts are not ‘vacancies’, and so would not usually be advertised.
A further note
When managers have a post to fill, they may on occasion already have someone in
mind, either internal or external, who would be a ‘natural’ for the post, given what
they have seen of their skills, experience and potential, and what the person has

shown they can do. Even so, these posts are advertised internally, but not necessarily
externally, and formal interviews are held.
However, if an employee believes they are a genuinely serious candidate for a post,
the employee should still consider applying, in order to identify themselves as ready
and willing for more responsibility and further career development.
Promotions
There are occasions when a vacancy occurs and a person from within the organisation
is ready to be promoted into this positon. This can be done if it is clear that there is
only one natural candidate for this position and that nobody else from within
organisation has the necessary skills and/or experience to fulfil the vacancy. This
should be clarified by Labournet and if there is any potential of more than one person
applying the job should be advertised internally and all applicants considered.
Interns
All recruitment of interns needs the involvement of the HR Administrator
to ensure that our BBBEE ambitions are taken into account. By their
nature intern positions are advertised externally only.
RECRUITMENT POLICY PROCEDURES

Recruiting the right person for a particular position is important in any organisation,
but in a small office, where multitasking is essential, it is even more important. This
process is not to be rushed even though one may, for operational reasons, feel
pressurised to appoint someone as soon as possible. As stated, the Press believes in
developing individuals and therefore, where possible, prefers to promote from within
rather than recruiting externally.
When do I advertise internally?

All positions must be advertised internally.
When do I advertise externally?

When there are no suitable internal candidates, you should advertise through print and
electronic media, the Cambridge website (www.cambridge.org), PASA office and,
when agreed with the relevant Director, a recruitment agency that has been approved
and charges reasonable rates. However, you still have to advertise internally, in case
there is an employee who believes he/she has the necessary attributes.
Do I have to advertise internationally within the Press or outside South Africa?

Given our geographic territory of Sub-Saharan Africa, it may from time to time be
necessary to recruit outside South Africa, especially when the person will be
responsible for markets other than South Africa and/or be based in another country,
for example, the West Africa Sales Manager. However, for positions based in South
Africa, local employment laws prevent us from appointing foreigners unless we can
demonstrate that we have advertised through local newspapers and were unsuccessful
in finding a suitable candidate. An employer has to present the shortlisted candidates,
their CVs and a motivation to explain the shortcomings of each to the department of
Home Affairs when applying for a work permit. Therefore, for such positions we have
to advertise locally, and only if we cannot fill the position with a suitable candidate,
will we advertise internationally within the Press and wider if necessary.

Which newspapers should be targeted?
The choice of newspaper(s) depends on the nature of the job and where the employee
will be based. Although we have to be careful not to discriminate against any
potential applicants by the choice of newspaper we advertise in, we also have to be
practical. It is ‘safest’ to advertise in a national newspaper to ensure the widest reach,
however, advertisements in the national Sunday papers are very expensive. Therefore,
each vacancy needs to be considered individually through consultation with the
relevant Director. For example, if we need to appoint a creditor’s clerk, we are bound
to receive enough applications from the Western Cape and are likely to fill the
position without having to incur relocation costs by appointing someone from
Johannesburg or Durban. We may discriminate when specific skills/race/
language/location and/or experience are essential requirements of the job. For
example:
• if we need a rep in Limpopo, it is acceptable to advertise in a regional newspaper
to target people in Limpopo only;
• if we want to appoint a Xhosa-speaking editor, we’re allowed to state Xhosa
proficiency as a requirement.
When do I use a recruitment agency?

This has to be discussed with the relevant Director, but we tend to use a recruitment
agency for non-publishing specific jobs that attract many applications and will
therefore absorb too much management time to assess.
When do I headhunt?
Headhunting is extremely expensive; therefore, this service will only be used at the
discretion of the Board and for senior positions only.
How do I decide on the final shortlist?

Assess the CVs according to predetermined criteria (see server for an example). It is
best not to select more than five people for the final interview list, although that may
not always be possible.
Who conducts the interviews?

Since the recruitment of staff is an important function that requires exceptional
judgement, at least two people should conduct each interview. For middle and senior
management jobs, we may decide to extend the panel to include more than two
people. It is preferable to include people on the interview panel who will be working
closely with the appointee.
The panel has to include the future manager of the interviewee. The MD needs to
interview the final two candidates for any posts reporting to his/her direct reports.”
.
How does the recruitment of staff relate to the Employment Equity targets?
Cambridge is an employer that encourages equality and has set numerical targets in
the Employment Equity Plan. However, we accept that these are long-term aims and
cannot be achieved overnight. We should consciously recruit staff to redress any
gender or racial imbalances in the organisation.
When we have two applicants on the shortlist, both of whom fulfil the essential
criteria listed for the job, we will give preference to the person who will enable us to
improve on our numerical targets. However, the overriding criterion should always be
that we appoint the right person for the job.

Step-by-step process
• When a vacancy arises, the line manager obtains approval from their Director to
fill the position.
• The line manager compiles the following:
o a job profile for the position
o list of criteria for interview (see server for an example)
o an advertisement based on criteria and job and competencies profile/brief for
recruitment agency. (Always ask the applicant to write a letter in which he/she
motivates his/her suitability for the position.) Always allow at least two weeks
for the application deadline.
• The line manager discusses the following with the relevant Director:
o job profile
o list of criteria for interview
o wording of advertisement/brief for recruitment agency if appropriate
o remuneration package
o choice of newspapers or media if necessary
o budget for advertising.
• If you have decided to advertise, ask a Departmental Assistant to get quotes and to
book space with newspapers.
• Give advertisement to the in-house designer to design so that it complies with
Cambridge branding.
• Advert to include a line regarding responses: “Please note that if you have not
heard from us within two weeks of the closing date, your application has been
unsuccessful and we regret that we will not enter into any correspondence with
you.”
• On bottom of adverts add “Preference will be given to candidates who will add to
the company’s diversity.”
• Get each of the interviewers to work though the CVs, assess them according to the
list of criteria, and compile an initial shortlist of five to eight candidates.
Interviewers compare shortlists and agree on initial shortlist.
• Interviewers draw up a list of interview questions and decide on allocation for
probing. (See server for comprehensive list of possible questions).
• Set up appointments for initial interviews – not to exceed an hour, focus on gaps
in CVs and further background. The main purpose of the first interview is to get a
feel for the candidate’s personality and to establish whether the paper evaluation
you have made from the CV agrees with the real-life presentation.
• If you have not worked through an agency, the following checks need to be
conducted and kept on file – CV check, credit check, criminal record check and
reference checks. Even if you have used an agency, you must phone the references
yourself and it is preferable to do a CV check. In Finance positions we must also
do a credit and criminal record check ourselves even if the agency has done so.
All these documents must be kept in the applicant’s file.
• Conduct the first interview with each candidate.
• Each interviewer compiles his/her choice for the final shortlist of two/three
candidates Panel meets and compares shortlists and agrees on final candidates.
• The line manager informs the unsuccessful candidates in writing of their exclusion
from the shortlist. Never give a reason, but if you are pressurised to do so, merely
inform them that “compared to other candidates they are not one of the top
three”(see server for an example).
• Set up the second interview with the candidates and invite Company Director to

meet the final two candidates.
• Agree on interview questions and tasks for the in-tray test/ editing/other type of
test relevant to the job (see server for an example), specific areas to be probed,
and allocation of questions. Always compile a test that will put candidates under
pressure and will test some of the skills essential for the job.
• Conduct second interviews and tests.
• Interviewers individually select first choice and then meet to discuss interviews
and agree on final choice.
• Before offering the job, Company Director must give final approval.
• Offer job to top candidate and wait for acceptance of offer before other candidates
are informed that they have been unsuccessful. If top candidate rejects the offer,
the interviewers reconvene and decide whether to offer the job to the second
candidate or whether to improve the offer to meet the expectations of the
individual (where relevant). It is difficult to prescribe rules for each eventuality
and each case needs to be considered on merit. The Managing Director must be
consulted regarding any further offers.
All records (applications, criteria for shortlist selection, interview questions, notes
interviewers made during the interview, listing of shortlisted candidates, all checks
etc) need to be archived and clearly labelled before being stored by the responsible
person. According to local legislation we have to keep complete records for two
years.
Policy on reference requests

Please find below a summary of the policy on reference requests.
We need to observe the following policy in order to protect the business from
liability.
• Individuals must not write letters of reference for current or former employees on
behalf of the Press without the approval of the relevant departmental Board
member.
• If someone wishes to write an entirely personal character reference in her/his
private capacity, this should not be done on a Press letterhead but on plain paper.
If you include any comments on the person’s work performance, skills etc. you’ll
need to say ‘in my opinion’ thus making it clear that it is not the Press’s official
view.
CONTRACTUAL TERMS AND CONDITIONS

The following Terms and Conditions apply to all staff within the Press unless
otherwise stated.
Probationary period
An employee’s first six or three months (depending on the nature of the job) of
employment will be a probationary period. During this time the employee’s
employment can be terminated, either by the employee or by the Press, by giving
notice following the requirements of the Basic Conditions of Employment Act:
• one week’s notice if the employee has been employed for less than four weeks
• two weeks’ notice if the employee has been employed for longer than four weeks.

Absences from work: illness, injury
Every employee’s presence at work is important to their colleagues. Employees are
part of a team and their input is vital to the continued success of the Press. Unlike
planned absences, such as holidays, flexi-leave and family responsibility leave, which
are arranged in advance by agreement with the employee’s manager, unplanned
absences can significantly disrupt the smooth running of a Department/Group. The
Press, like all other employers, is required by law to keep accurate records of absence
owing to illness or injury. In addition, the Government has urged all employers to
address the problem of absenteeism. The Press therefore keeps a central record of
absences for each member of staff and discusses with managers any concerns about
their staff’s absence from work. The Press reserves the right to interview employees
on their return from any occasion of absence due to illness or injury. In line with the
Basic Conditions of Employment Act, employees will be eligible to receive 30 days
on full salary within a three-year cycle for time absent due to illness. During the first
6 months of employment, employees are only entitled to 1 day of paid sick leave for
every 26 days worked.
Illness and injury while on leave

If an employee is ill while on holiday, they will have this time credited back to their
holiday entitlement. Employees will have to provide a doctor’s certificate for any day
ill during their leave.
Procedures
If an employee is absent from work through illness or injury, they (or someone on
their behalf) must inform the employee’s manager before 09:00 on the first day of
their absence. An employee must give some indication of the nature of their illness or
injury, and when they expect to return to work. If an employee is absent for more than
two consecutive days, the Press is obliged to obtain a doctor’s certificate from the
employee before the Press can pay them during their absence. The Press may also ask
for a medical certificate for even one day’s absence for employees who are often
absent (more than twice in an 8-week period). When the employee returns to work
they must complete the sick leave form and forward copies to their line manager and
the HR assistant.
Sick leave
Should an employee fall ill during a working day and leave the office, and should the
employee be absent for four or more hours of that person’s working period, they will
be required to put in a sick leave form for a half day’s sick leave. Similarly, should an
employee be absent for four or more hours of that person’s regular working period,
due to a medical procedure, they will have to put in an application for a half a day’s
sick leave.
Employees who are absent from work due to being ill will be required to provide a
valid medical certificate as per the guidelines in the contract of employment. Should
the Employee be absent for more than 2 (two) consecutive days or on more than 2
(two) occasions during an 8 (eight) week period a medical certificate is required. If
absent any day which precedes or follows a weekend, public holiday or a day free of
service, the Employee may be asked for a medical certificate.
In exceptional cases, where an employee uses up the allotted 30 days’ sick leave
before the end of the cycle and is forced to take additional sick leave, such additional

days will be deducted from the employee’s annual leave days. Should there not be
enough annual leave days available to cover the employee’s recuperation, unpaid
leave will be granted.
Expected behaviour during absences due to illness or injury

When an employee is absent through illness or injury the Press expects that the
minimum absence will be taken, and that every effort will be made during such
absence to restrict its length and to make a full recovery. If an employee declares that
they are not able to work for the Press because of illness or injury, it will be deemed
to be gross misconduct if they engage in other work. Absence records will be
monitored and reviewed regularly. In the event of a poor or persistent absence record,
an employee will be asked for an explanation and the Press may offer to assist in
some way. If the employee’s explanation is considered unsatisfactory, the disciplinary
procedure will be invoked. The following behaviour is therefore expected during any
absence due to illness or injury. Failure to comply with this behaviour may result in
the Press using its discretion to implement disciplinary action.
Staff are expected to:

• follow the procedure for reporting any absence due to illness or injury
• remain at home, resting, and doing everything to aid a speedy recovery
• refrain from all strenuous activity
• obey the directions/instructions of a doctor.
Staff should not:

• undertake any other work or employment, whether this is paid or voluntary
• participate in any activity inconsistent with the illness or likely to aggravate it take
part in sports or other external activities
• leave their homes (unless to visit a doctor or, if no other help is available, to shop
for essentials).
Confidentiality
Employees must keep confidential any information that the Press considers to be of a
confidential nature. No statistical or financial information is to be provided to outside
organisations without specific consent from the Press. The normal policy is to decline
to participate in surveys or enquiries that require the completion of questionnaires
containing specific information about financial results. If the sharing of information is
thought to be of benefit to the Press, exceptions may be made, but in all cases
approval must first be obtained. The Company Director is responsible for
communications with various external organisations and liaises with the national press
and other local media, so enquiries can be directed to her.
Conflict of interest
Staff members should not be associated in any way with an outside organisation with
which the Press has a business relationship or which might conflict with the best
interests of the Press. An employee’s business responsibility is to the Press and they
are therefore expected to avoid activities which may interfere, or have the appearance
of interfering, with the performance of this responsibility. Employees are not entitled,
without explicit written permission from their line manager, to undertake any outside
work. Employees are not allowed to register and/or run any other business without the
explicit written permission of their line manager and that department’s Director.

Any arrangement that could raise a potential conflict of interest must be reported to
the Compliance officer (at this stage Gerrit Cloete). The Press may from time to time
run a background check on any employee to check on any business interests the
employee may have.

WORK PROCEDURES AND PRACTICES
Working hours
The minimum workings hours are 37.5 hours per week. The actual hours of work are
to be determined by your manager and your specific responsibilities. People are
generally expected to be available between 9am and 3pm for meetings and
communication.
Hybrid Working
At the discretion of your manager and dependent on the job profile and duties, certain
employees will be able to follow a hybrid working arrangement.
Data
All employees who work from home must have access to a stable internet connection
that will allow them to perform their roles and responsibilities as set out in their job
profiles.
Employees can claim R250 per month for internet expenses if:
1) They use their personal internet connection for work purposes.
2) They do NOT have access to a company provided device and data, i.e a
mobile phone or data contract paid for by the company.
The amount that can be claimed will be reviewed in December every year.
Employees who do not have an internet access at home may request that the company
provide a mobile WIFI router and data sim with pre-loaded data.
Employees who are using devices and data provided by the company cannot submit
claims for internet expenses.
Claims should be submitted for approval to direct line managers and will be paid
through the month-end payrun.
Note that home office expenses can be claimed as tax deductions if certain criteria are
met. Please refer to https://www.sars.gov.za/types-of-tax/personal-income-tax/tax-
season/home-office-expenses/ for further information.
Office Supplies
Office supplies will be provided by the company. Any office expenses for other
suppliers will not be reimbursed, unless approved by management.
Sustainable food procurement

Dietary choices can have wide reaching environmental impacts, from carbon emissions,
water use, land degradation and biodiversity loss. As such, the company is committed
to sourcing sustainable food for all the events, meetings, and external catering that we
organise. Sustainable food procurement should adhere to the following guidelines,
whereever possible:

Guidelines Guideline explanation
1. When choosing food options, choose locally To sustain the local economy and reduce environmental
sourced, seasonally available ingredients impacts by minimising energy used in food production,
whenever possible. transport, and storage.
A vegetarian diet dramatically reduces the amount of

2. Provide vegetarian options wherever possible.
land, water, and oil resources that we consume, and the
Encourage opting in rather than out to meat.
amount of pollution caused
The production of red meat results in high carbon

emissions and water usage. Global demand for beef in
3. Avoid the procurement of beef and red meat,
particular is intriniscially linked to deforestation.
as these are the least sustainable animal
proteins.
Consider choosing less resource intensive animal proteins
such as chicken, as an alternative to red meat.
Ethical production standards limit some of damage

caused by animal agriculture. Food certifications also
align with religious practice. Local certifications to
look out for are:
4. If choosing meat, fish, dairy or eggs, ensure • Halaal and Kosher for meat
they are produced to high environmental and
• Organic for all food products
animal welfare standards
• Biodynamic Farming for meat and eggs
• Free range for eggs and chicken
• Green rated species on the WWF SASSI list
for fish
5. Avoid bottled water where clean tap water is Bottled water requires transport and increases the
available. amount of plastic in the value chain.
In a country where many still go hungry, food waste is

a social ill.
6. Plan food requirements carefully to avoid
unnecessary waste. Environmentally, food waste generates methane in
landfill. Methane is a significant contributor to global
warming.
For further information on the procurement of food and drink for the company please
contact the Sustainability & Process Improvement Manager Karishma Bhoolia.
SALARIES
Salaries are paid directly into staff members’ bank accounts by bank transfer, unless
specifically otherwise arranged. Payment is made to be reflected on the 25th day of
every month. Should the 25th day fall on a Sunday, every effort will be made to
ensure that it is paid before, to reflect on the Saturday, the 24th, instead. However,
staff should understand that this is not always possible.

ANTI-BRIBERY AND CORRUPTION POLICY
The full policy can be found under CUP General/HR/Induction Pack.
The gift register is saved under CUP General/Gift Register.
EMAIL AND INTERNET POLICY

It is the Press’s policy to encourage responsible use of email and the internet and thus
to protect the good reputation of the Press and its staff, to prevent the breach of any
security practices or regulations that could jeopardise the business of the Press, to
protect the Press and its staff against the threat of legal action, and to foster the
highest standards of behaviour and conduct. While the Press recognises the significant
benefits of email and internet usage for, among other things, communication, research
and development, various problems need to be communicated and addressed so that
these benefits can be maximised and abuses avoided.
For more information and to view the latest updates, please refer to the Press intranet
policy at: http://intranet.cup.cam.ac.uk.
Use of email
General comments
Email makes a major contribution to efficient in-house and external communication,
but it should be used with discrimination. Always consider whether it would be more
straightforward or effective to talk to someone directly, either in person or on the
phone, or whether a hard-copy memo or letter might be more appropriate than email.
Use of email is not in any way intended to replace the kind of personal interaction that
is a vital ingredient of Press culture and effective business performance. Accordingly,
staff members are encouraged to choose the best method of communication in a given
situation. Email should be used when other means of communication would be more
disruptive, time-consuming or expensive, or would cause unacceptable delay if made
in person, on paper or by telephone. Email should not be used for formal and/or
complicated documents that are not time-sensitive, for exchanges that are best
conducted conversationally, or for truly confidential or sensitive information.
The nature of the medium

Users must be aware that an electronic mail message is not necessarily a confidential
or transitory means of communication. It is by nature an insecure medium, and
content can easily be copied, forwarded and archived. Therefore, email should at all
times be treated as a permanent written record which may be read by persons other
than the addressee(s). In other words, users cannot expect any email messages
composed, received or sent on the Press’s network, regardless of the use of
passwords, to be for private viewing only. Having said that, staff should be reassured
that email sent and received wholly within the office is as secure as it can be,
provided that people maintain their password security. Email sent to any email
address outside the Press (including other Press offices) is not secure because it passes
over the public internet in transit (however unlikely the possibility may be that others
will access it).
Email dos and don’ts

Email is intended to be used for business purposes, but it should be used with care and
forethought when transmitting confidential or commercially sensitive information to
third parties.

• Do not transmit personal information relating to any of the Press’s employees,
clients or customers without their express consent.
• Do not infringe copyright and licensing laws when composing or forwarding
emails and email attachments.
• Do not send by email any message whose content would be considered
questionable if it were in a letter or memo; remember that, legally, email can
have the same status as a signed document (it is, for example, possible to enter
into a legally binding contract by email).
• Do not use email for anything that might be considered by any recipient or
reader to be offensive, defamatory, discriminatory, harassing, bullying or
otherwise illegal, or which contravenes the highest standards of personal
behaviour.
• Remember that any email sent may be identified as originating from the Press,
so any indiscretions may reflect on the Press as a whole.
• Do not use email for jokes, chain letters, rumour or trivia. If an employee is
sent such email, they should either not respond or ask the person to refrain
from sending such email. Employees should be careful not to use email in
anger or frustration – it may generate inappropriate language and reactions.
• Do not use email for personal notices (for example, personal items for sale, for
which office noticeboards are provided) or for other personal communications
in Press time.
• Follow the good practice guidelines as noted in the Press’s ‘email protocol’.
Personal email use

Internet access is intended, resourced and supported for business purposes. It is
provided to enable better performance of a person’s duties (such as research). Use of
the internet for other purposes in business time, or excessive use at any time, will be
considered to be a non- productive use of time, subject to appropriate disciplinary
sanctions.
Use of the internet

General comments
Internet access is intended, resourced and supported for business purposes. It is
provided to enable better performance of a person’s duties (such as research). Use of
the internet for other purposes in business time, or excessive use at any time, will be
considered to be a non- productive use of time, subject to appropriate disciplinary
sanctions.
Dos and don’ts

• To avoid the risk of importing viruses, employees should not download any
files from the internet, whether they are text files or non-text, without express
permission from the information services person. If an employee believes that
they have a business need to download files from the internet, the information
services person will need to hear from them before they do this, as stated
above.
• Their general guidelines will be that downloading of files from the internet
may be done only in pursuance of an employee’s job or related activity, for
example, instructional material, device drivers or other demonstrably relevant
information. The internet may not be used to download games, screensavers or

other similar material. For obvious reasons, any files that are downloaded
must be appropriately screened for viruses.
• Employees should not use the internet for conducting private or freelance
business, for gambling, for visiting pornographic or other sites with illegal or
offensive material, or for conducting political activities, including postings to
political discussion groups. A moderate amount of personal internet use will
be allowed (for example, for planning holidays), so long as it is in personal
time. All personal internet usage must adhere to the standards described in this
policy.
• Personal use of social networking sites such as Facebook must be restricted to
lunch hours and after normal working hours.
This policy and the Press’s Disciplinary Procedure

A breach of any of the provisions of this policy will be treated seriously and the
provisions of the Press’s Disciplinary Policy will be applied. Note that gross
violations of the provisions of this policy will fall into the category of Gross
Misconduct under the Disciplinary Procedure, and that sanctions can range from
suspension of email and internet access to termination of employment.
Personal privacy and monitoring

The Press assumes that its staff will act in a reasonable manner and adhere to the
highest standards of conduct in the use of computer systems, as in other areas of
activity. There is no intention to monitor day-to-day email or internet activity of any
individual under normal circumstances. However, the following points should be
noted. If staff members are absent from work and their email needs to be accessed for
business purposes, their password will be reset, and the new password given to a
named colleague at the written request of the line manager or the Company Director.
When the person returns to work the earlier password can be reinstated or the new one
kept. For business security purposes, a log of addresses for all email traffic on every
machine is kept on the Press’s server for several months, as a matter of course.
Do use email:
• for time-sensitive communications that would be more disruptive, time-
consuming, or expensive, or would cause unacceptable delay if made in
person, on paper or by telephone
• for public service announcements.
Don’t use email:

• for formal and/or complicated documents that are not time-sensitive n for truly
confidential or sensitive matters (it is not a secure medium)
• for anything that might be defamatory or otherwise illegal
• for personal exchanges with colleagues (jokes, rumour, trivia, anger)
• for unnecessary copying
• for personal notices (for example, personal articles for sale); office
noticeboards are available
• for other personal communications in Press time.
Think about legal issues

• Remember that, legally, email can have the same status as a signed document
(it’s possible to enter into a legally binding contract by email).

• Employees should follow up their email with the formal document (hard copy)
if time pressure has led you to use email for a formal communication.
• Employees should not send by email any message whose content they would
consider questionable if it were in a letter or memo.
Be thoughtful and considerate

• Use the ‘Subject’ caption to convey the essence of a message.
• For really urgent messages, start the ‘Subject’ caption with ‘Urgent’ and use a
priority flag, if available.
• Minimise salutations and signature groups for in-house messages.
• Be brief, but not at the expense of clarity or courtesy.
• Remember that email may not convey the correct tone of voice.
• Limit responses to yes/no, if that’s all that’s required and it’s clear what is
being responded to.
• Avoid building large serial messages which incorporate earlier comments that
have become irrelevant or redundant.
• Avoid overloading an addressee’s disk space with lengthy texts or large data
files.
• Send copies only to recipients to whom the message is directly relevant and
important.
• Review circulation lists regularly to ensure that copies are not being sent out
unnecessarily.
• Resist the temptation to react in haste, when a considered response may be
needed.
• Check with the addressee that their software will be able to read any
attachments.
• If using an automatic reply to facility, always check that it has the correct
addressee before sending the message.
• Don’t rely on email for just-in-time messaging; it may arrive just-too-late!
Maintain records
• Print out paper copies of significant email messages sent and received and file
in traditional paper files, but don’t print unnecessarily.
• Delete any short-term messages and your reply at once.
• If employees set up their own electronic folders for email messages, they
should remember that their successors may need to find their way around
them.
• Employees should tidy their in- and out-boxes regularly.
Use the facilities that email offers

• Use the New Mailbox facility to organise email efficiently.
• Use the Address Book and Nickname facility to build a directory of email
addresses.
• When an employee is temporarily absent from the office, they should set an
“Away from the office” message for those who mail them and/or forward mail
to a colleague (employees should consider whether they should get themselves
temporarily suspended from any list servers they have joined).
• Protect email with a password.

The information services person:
• provides help if employees need remote access to their email (from outside the
Press)
• provides help if employees are experiencing problems with their email service
• requests intranet passwords for new staff members
• assists in setting up internal email
• and will alert email users to any ‘viruses or other unwanted messages in
circulation, which should be deleted unopened.
HOLIDAY ENTITLEMENTS AND LEAVE ARRANGEMENTS

Annual leave
The Press offers each staff member 24 working days of leave per annum, four of
which have to be taken between Christmas and the New Year on the dates specified
by head office. The remaining 20 days (24 minus the 4 compulsory days) can be taken
at any time during that year. However, when an employee applies for leave, they need
to be aware of the following:
• Leave should be taken at times that may be convenient to the Press, and the
employee must give reasonable notice of proposed holiday dates, which must
be agreed on in advance with their manager.
• Leave accumulates at two days per month (24 days divided by 12 months = 2).
The ruling with regard to carrying over leave applies to your leave balance at
the end of December.
• If you have leave left at the end of Dec, you are allowed to carry 8 of those
days across into the new Tax Year (which begins in March). January and
Februarys’ leave accrual are 4 days. If you have 12 days or less (8 from Dec
and 4 from Jan & Feb) accrued at the end of February, you may carry this
across into March. Anything in excess of this will be lost. Any Long Service
Days are dealt with separately.
• Due to management requirements, exceptional circumstances will be
considered, and additional leave allowances granted at the end of February for
carry over. This will be documented and signed off by the line manager.
• Any person who will lose leave at the end of February, will have this
communicated to them in early January.
Long Service Leave Days:

After 5 years of continuous service from the date of starting a ‘permanent’ or ‘fixed
term’ contract an additional leave day is added and after 10 years another leave day is
added. Staff with 5 years plus will get a total of 25 days ‘leave and those with 10
years plus will get 26 days’ leave.

In addition to the Long Service Days, the following awards will be made to reward
long service. With effect from the start of the FY 23 financial year the awards will be
in the form of a voucher as follows:
Long Service Awards:

• 5-year service: R 1 000.00.
• 25-year service: R 5 000.00
• Subsequent five-year periods: Additional R1 000.00 per five-year period.
Family responsibility leave

The Basic Conditions of Employment Act (1997) requires employers to grant family
responsibility leave on the following grounds:
• During each leave cycle (the period of 12 months’ continuous employment
following their appointment, and each subsequent leave cycle) an employee is
entitled to three days’ paid leave for family responsibilities, which are defined
as follows:
The company shall grant an employee, during each annual leave cycle, at the
request of the employee, three days' paid leave, which the employee is entitled to
take:
• When the employee's child is born;
• When the employee's child is sick; or
In the event of the death of:

• The employee's spouse or life partner; or
The employee's parent, adoptive parent, grandparent, child, adopted child,
grandchild or sibling.
Before paying an employee for leave in terms of this clause, the employer
may require reasonable proof of an event for which the leave was required.
• Should an employee want to apply for this leave, they need to complete the
leave form and obtain permission from their line manager, who may require
reasonable proof of the event for which leave is taken.
• As with sick leave, an employee’s unused family responsibility leave
entitlement expires at the end of the leave cycle in which it accrues. No
payment is made for this unused leave.
• If more than three days are required in a leave cycle, annual leave must be
taken. If the full amount of annual leave has already been taken, then unpaid
leave may be taken with the permission of the employee’s line manager.
In addition to the annual leave, the Press observes all statutory public holidays as
annually specified by the government. Staff are positively encouraged to use all their
holiday before the end of December, and managers should plan this with all their staff
well in advance.
Unpaid leave, in addition to paid annual leave, will be granted in exceptional
circumstances only. The company is too small to afford to have members of staff off
for long periods, or longer periods than allowed for in the annual leave, since this
increases the burden on colleagues and slows operations. For the same reason, you

may not take more than 24 working days’ leave at any one time. Only in exceptional
circumstances will managers approve more leave being taken in a single absence.
A leave form must always be completed and signed by an employee’s manager in
advance of that employee going on leave. The signed form must be given to the HR
Assistant who keeps the leave records up to date.
If an employee does not return to work on the date agreed when leave was granted,
this is regarded as desertion. Desertion is a serious disciplinary offence. If an
employee should find themselves on leave and unable to return to work at the agreed
time, that employee must contact their manager personally, and preferably by phone,
to notify them and to discuss the reasons for the extended absence. In the case of an
accident or illness, it is expected that the employee asks someone to notify the Press
should they not be in a position to do so.
Study leave
The Press will grant one day’s paid leave for each exam and an additional 3 days per
annum for Study Leave. An employee must have worked for the Press for a year in
order to qualify for this leave. If an employee wishes to apply for study leave, they
should put in an application in the usual way to obtain their manager’s permission in
writing first. Study leave applies only where the employee is studying a work-relevant
course.
Religious holidays
An additional two days’ leave will be granted for religious holidays and or religious
events that are not covered by the national public holidays. This applies to Muslim,
Jewish and Hindu staff. The leave days as stated will need to be approved by the
company and is based on company discretion.
Volunteering and charity partnership principles

In line with the global charity partnership principles, every employee has the right to
volunteer their services for up to two additional days per year.
These can be discussed and agreed within departments and the department manager
will need to check with the board before giving prior approval.
The charities will be approved by the board in order to ensure that they are in
alignment with Cambridges Goals/Objectives/Values.
This will also be necessary since the company will be paying for this time.

MATERNITY/PARENTAL LEAVE
How long is maternity leave?
By law, an employee is entitled to four consecutive months’ unpaid leave, irrespective
of length of service.
What pay am I entitled to?

Under government legislation there is no obligation on the employer to pay an
employee a salary during the four-month period, as employees are entitled to claim
from the Unemployment Insurance Fund, to which employees contribute one per cent
of their salary every month, limited to an annual income of R178 464. The UIF
payment is based on a sliding scale percentage of an employee’s salary at the time and
should be claimed from her nearest Home Affairs office. If the Press pays more than
41 per cent of the employee’s salary to her while she is on maternity leave, that
employee will forfeit all UIF privileges.
However, the Press’s policy is as follows:

1. If an employee has been employed continuously by the Press (from the date of
first employment, on a ‘fixed term’ or ‘permanent’ contract) for less than a
year as at the 11th week before her expected week of confinement, the
employee is entitled to four months’ unpaid leave with no additional pay other
than the UIF payment she is entitled to claim from Home Affairs.
2. If an employee has been employed continuously by the Press for more than a
year but less than two years as at the 11th week before her expected week of
confinement, that employee is entitled to the UIF payment and in addition the
Press will pay 30 per cent of her salary at the time.
3. If an employee has been employed continuously by the Press for more than
two years as at the 11th week before her expected week of confinement, the
Press will pay that employee her full salary at the time of maternity leave.
What benefits am I legally entitled to?

All contractual rights are preserved during the four-month period of maternity leave,
for example, medical aid, life insurance, disability insurance and the Press’s
contribution to the pension fund. Should an employee fall into category 1 above, she
will have to pay her 7,5 per cent contribution to the pension fund in order to retain this
benefit and the Press will continue to contribute its 10,75 per cent. In the case of 2 and
3, the employee’s contribution will be deducted from her salary as usual.
What happens about antenatal appointments?

Employees must prearrange any absences for antenatal appointments with their line
managers.
When can I start my maternity leave?

Under government legislation an employee can start her leave as late as she likes but
is not allowed to return to work for six weeks after the birth, unless a doctor or
midwife certifies that she is fit enough to do so. However, an employee must give
notice in writing at least four weeks before she intends going on maternity leave and
inform the Press of the date on which she intends to commence maternity leave and
return to work after maternity leave. If an employee is unable to do so because of
circumstances beyond her control, she must do so as soon as she is reasonably able to.

What happens if my baby is born prematurely or is overdue?
If the employee’s baby is premature or is overdue, this will not affect the employee’s
UIF or Press maternity pay. It will, however, affect the employee’s date of return to
work, since the four-month period runs from actual rather than expected date of
confinement.
What happens to my holiday entitlement?

Employees will accrue eight days of leave during the four-month period of maternity
leave. Annual leave may not be added on to the 4 months’ maternity leave period.
What happens if I am ill while on maternity leave?

Employees will not be entitled to receive any additional payment from the Press if
they are ill while on maternity leave and such leave will not be deducted from the
three-year sick leave cycle.
If you decide not to return to work

If an employee decides not to return to work, they must inform the Press immediately
in writing. The employee will not be entitled to receive any further payment from the
Press except for outstanding leave, which will be paid in lieu. The employee’s leaving
date will be recorded as the 122nd day after the birth of their baby.
Keeping up to date
During maternity leave employees must keep up to date with what is happening at
work, and may be required, within reason, to attend meetings or training sessions
which are important to their work at the Press.
Parental leave
An employee, who is a parent of a child, is entitled to at least ten (10) consecutive
days’ parental leave. The Parental leave may commence on the day that the
employee’s child is born, or whichever is earlier: the date that the adoption order is
granted; or the date that a child is placed in the care of a prospective adoptive parent.
An employee, who is an adoptive parent of a child who is below the age of 2 (two), is
entitled to adoption leave of at least ten (10) weeks consecutively or alternatively the
parental leave referred to above.
An employee, who is a commissioning parent in a surrogate motherhood agreement is

entitled to a commissioning parental leave of at least 10 (ten) weeks consecutively or
the parental leave referred to above.
The payment of parental leave, adoption leave, and commissioning parental leave will
not be paid by the employer but will need to be claimed by the South African
Unemployment Insurance Fund (UIF).
Before an employee is entitled to any payment for parental leave, adoption leave, and
commissioning parental leave, such person must have worked for 13 (thirteen) weeks.

DISCIPLINARY PROCEDURE
Purpose and scope
The Press’s disciplinary procedure is designed to help and encourage all members of
staff to achieve and maintain the highest standards of conduct, attendance and job
performance. The aim is to ensure consistent and fair treatment for all.
Refer to Cambridge Disciplinary Code saved on the server: X:\•CUP

General\HR\Induction pack
GRIEVANCE PROCEDURE
There is a procedure to follow should an employee wish to refer any grievance or
query relating to their employment to the management of the Press.
Refer to Cambridge Grievance Policy saved on the server: X:\•CUP

General\HR\Induction pack
DRESS CODE
Personal appearance, including hygiene and style of dress, communicates a message
about an employee, their attitude to work and to their colleagues. Employees are
expected to be dressed suitably for professional office work, bearing in mind that they
are representing the Press to each other and to the many visitors to the building. Too
casual or revealing dress is not usually considered appropriate.
OTHER EMPLOYMENT
Employees may take on other work if they have the consent of their manager to do so.
This consent will not be withheld unreasonably, but could be refused if the manager
feels that the job will render the employee unfit for work (for example, if it will leave
the employee too tired to perform the job for which they are employed). Consent will
also be refused if the individual is not coping with their own work, if in-house work is
likely to suffer, if there is a conflict of interest or the activity is of such a nature as to
bring the Press into disrepute because of the employee’s association with it.
OTHER PUBLISHING OR EDITORIAL FREELANCE WORK

No Press employee will be allowed to undertake any publishing, editorial or freelance
work for any of the Press’s competitors in the African market.
PRESS EMPLOYEES AS AUTHORS

Writing for the Press
A Commissiong Editor, Project Manager or Managing Editor are allowed to
contribute to the content of books on their list. The copyright of such material will
belong to the Press.
In the case of a book which is related to the employee’s work, such as an education
commissioning editor writing a section of a book not commissioned by themselves, it
is preferable that:
• the employee writes it in office hours as part of their normal work, i.e. no
royalties are paid, and copyright belongs to the Press

There is no problem at all in the first scenario if no money or authorship credit is
involved – in fact, many dedicated editors do this automatically as part of their daily
work. A problem arises in a situation where an employee is completing normal office
hours, which often involve a degree of overtime, writing at home under pressure, and
trying to tie up loose ends during the day – this is not desirable.
In the latter case, the author should not also be the commissioning editor, and the
intended project and financial arrangements should be discussed in detail and
confirmed in writing by the Publishing Director/Company Director before the project
goes ahead.
Credits and/or printed acknowledgement

Although it is standard practice worldwide to credit artists and designers for their
contributions, it is less common to credit editors. We have no policy regarding a credit
for the editor, proofreader and indexer. Since it has become increasingly common –
particularly in more expensive books – for the entire team to be credited, the decision
is left to the commissioning editor as to whether to credit all, credit none, or credit
some.
LEAVING PRESS EMPLOYMENT

Resignation
If an employee wishes to resign from their post at the Press, they should put this in
writing to their manager, paying regard to the minimum contractual notice period
required, and copy it to the Director. A suitable leaving date can usually be agreed
with their manager. Most contracts of employment will stipulate that notice should be
one, two or three calendar months. It is desirable that, wherever possible, employment
terminates at the end of a calendar month (being the last day of the month). This is to
prevent potential complications with respect to pay for part of the month and the
implications for benefits like medical aid and death, disability and retirement benefits.
Employees who give notice, which is accepted, and is not aligned with a calendar
month must be made aware that pension, medical etc will run up until the end of their
last full calendar month.
Providing references
All requests for work references for former staff members of the Press must be sent to
a Director for reply. Personal references written by a member of staff should not be
written on Press stationery, as the Press would then be under a legal obligation to
ensure that they are based on accurate information.
Holiday entitlement upon leaving

Any outstanding holiday entitlement will be paid to an employee in their last salary
payment. If an employee has taken more holiday than that to which they are entitled,
pay will be deducted on the same basis. Legally an employee is not entitled to take
holiday during their notice period. This is to protect the employee’s right to a cash
payment in lieu of leave at the time of resignation. However, in exceptional
circumstances, and at the request of the employee, leave may be granted.

Press property
On an employee’s last day of employment at the Press, they must return all Press
property to their manager, including credit cards, cell phones, stationery items,
dictionaries and access disks.
Retirement
The normal retirement age for both men and women is 65. Anyone approaching
retirement or who has any questions about it should make an appointment to see the
Finance Director.
Exit interview and departure form

Regardless of the reason for leaving, all departing staff must complete a departure
form and attend an exit interview with our management consultants.
GIFTS
When staff members leave the Press, they may receive a farewell gift. For staff
members employed by the Press for one year or more, the Press may purchase a gift
of which R300 will be to the Press’s account. If the staff member was employed for
five years or more, the Press may purchase a gift of which R1000 will be to the
Press’s account. In addition to this, collections may be made from staff.
PRIVATE USE OF OFFICE FACILITIES

Private mail
Private mail will be accepted for posting only if it carries the correct postage stamps,
and employees are reminded not to use Press stationery or envelopes for this purpose.
Private photocopying
A small amount of private photocopying will be permitted, but any large or regular
use will not be allowed.
Private phone use

It is accepted that a small number of local private phone calls have to be made from
the office. However, this use should be limited and should not interfere with an
employee’s work. Employees are expected to pay for long-distance and overseas
calls.
Use of company accounts

Staff may use company accounts where rates are preferential, such as courier and car
hire. However, this must be signed off the employee’s line manager and must be paid
on presentation of invoice. Paying off over a period of months will not be allowed.
Telephone calls
Employees should limit themselves to one short call home per day when travelling on
Press business.

TRAVELLING WHILE ON STAFF BUSINESS
The justification for business travel, particularly by air, has to be carefully considered
and prior authorisation obtained before booking for such travel.
Employees are advised to refer to the group ‘Travel Guidance for Carbon Neutrality’
published in April 2021.
Should business travel be deemed absolutely necessary the below becomes applicable.
Staying with family or friends

If an employee chooses to stay with family or friends while on a business trip, they
are entitled to claim R500 per night within SA borders, and internationally, R1 000
per night.
Subsistence allowance
South African income tax legislation allows the employer to pay a tax-free
subsistence allowance to employees when travelling for business purposes outside
South Africa.
For travel within the Rand Monetary Area (Lesotho, Namibia, Swaziland), the claim
is limited to R400.00 per day (excluding RSA).
For travel outside the Rand Monetary Area, the claim is limited to $75 per day.
The allowance is optional and payable at the discretion of the employer, with the
knowledge that:
• it is not part of an employee’s annual remuneration and it is not a bonus of any
kind
• it is totally at the discretion of the employer. The employer can revoke it at
any time
• the claim must be supported by a receipt/slip from the person you are staying
with indicating the address, the amount and the dates - if you do not submit,
the claim will not be paid
• the claim will be paid through the month-end payrun
• the policy will be reviewed annually by the Board
• the amount will be fixed at the beginning of each year and will depend on the
Company’s financial position at the time
Therefore, the Press’s policy is as follows:

All payments that are not business expenses, other than three meals a day (i.e.
breakfast, lunch and dinner), must be paid for from the subsistence allowance. These
include personal subsistence and incidentals such as drinks and snacks in between
meals, laundry, personal taxi fare etc.
• The claim includes days in transit. If you leave before 12pm on the day of
departure, you can claim a day; if you arrive back after 12pm on the day of
arrival, you can claim a day.
• This allowance is limited to seven days per trip (including Transit Days).
• The allowance is payable on return from a trip.
• The exchange rate to be used is the US/R rate on the date of return as per
www.xe.com.

• The allowance will only be paid upon the completion of the necessary claim
forms.
• The claim must be submitted to payroll by the close of day of the 14th of the
month, in order to be paid within that month’s salary. If it’s submitted after
this date, it will be paid in the next month.
• The allowance is dependent on tax legislation, as determined by the Minister
of Finance.
The policy will be reviewed annually and is subject to local tax legislation.

STAFF BENEFITS
PENSION
The Press offers a defined contribution pension fund, administered by Momentum
Funds at Work, to all employees who are permanently appointed. The fund is
compulsory to all employees who are permanently employed.
Employees contribute 7,5 per cent of their salary to the fund and the Press currently
contributes 10,75 per cent. Employees’ contributions will be deducted from their
salary on a monthly basis.
MEDICAL AID
All members of staff have to belong to a medical aid. At the very least this must be a
hospital plan, not medical insurance. If you are a member of another medical aid, you
have to supply proof of such membership. If, at any time, your membership status
changes, it is your responsibility to ensure that there is a smooth transfer to Discovery,
or any other medical aid of your choice.
The Press makes a certain amount available to all employees to use for medical aid
purposes. The amount will be determined each year in October for the following year
and will be based on medical aid inflation and the Press’ financial position at that
time. The amount for 2023 is R 4 580 (7.9% increase). It can be used in three ways:
1. Total amount taken as cash.
In this case the amount will be added to your salary, and you will be taxed on the full
amount.
However, you must belong to another medical aid.
2. Total amount taken as medical aid
In this case you will join the Press’s medical aid, currently Discovery Health.
3. Part medical aid and part cash
In this case the balance of the R 4 580 not taken as medical aid will be added to your
salary and taxed.
If your medical aid contribution exceeds R4 580, the amount exceeding R 4 580 will
be deducted from your net salary. If the Press pays more than 67 per cent of your full
medical aid contribution, you will be taxed on the amount that exceeds 67 per cent as
a fringe benefit at your marginal rate of tax. You will have the option to review your
position annually, in December, after consultation with the Press’s broker.
DEATH AND DISABILITY INSURANCE

Disability
If you are unable to work due to long-term illness or disability, you will be covered
under the Press’s disability insurance (DI) scheme. This provides an income if you
have been unable to work for over 12 months, subject to the insurers agreeing to the
claim. This benefit is entirely free of charge and cover is automatic from the first day
of joining the Press’s pension fund. The benefit payable amounts to 75 per cent of
income, subject to a maximum income of R75 000 per month. The benefit will
escalate annually at 10 per cent and is subject to a 3-month waiting period.

Death
In case of your death while in the Press’ employ, your estate will be paid an amount
equal to four (4) times your annual salary. Should you earn more than R1 502 179 per
annum while you are employed, the insurers reserve the right to ask for a medical
assessment to be done. Your benefit will be limited to this amount until the
assessment is completed. The insurer reserves the right to reassess the limit from time
to time.
CAR POLICY
Who is entitled to a car?

The Press may, at its discretion, provide a Monthly Car Allowance to employees
whose principal duties require extensive business travel. The principal indicator will
be the requirements of the job role, such as sales representatives. A car benefit is part
of the salary package and therefore taxed according to SARS rules. It is the
employee’s responsibility to maintain a logbook for their personal income tax
purposes.
What kind of car scheme does the Press have?

The Press provides a Monthly Car Allowance to those employees who qualify. The
Provincial Managers and any Sales Representatives qualify for this allowance by
virtue of their duties. It is the Press’s policy that cars are no longer purchased by the
Press.
Driver’s licence
Recipients of the Allowance must provide a copy of their driver’s licence to the Sales
Director annually. It is the employee’s responsibility to ensure that they have a valid
driver’s licence and that it is free of endorsements. If the licence has been endorsed,
they are responsible for any costs flowing from the endorsement.
What does the Monthly Car Allowance cover?

The Car Allowance amount will be determined by the Sales Director and
communicated with the employee directly. It is subject to review annually in
December based on CPI and Press affordability. The amount will be given to Finance
to include in the monthly payroll.
The employee will pay for the following out of the Monthly Allowance – fund the
acquisition, running costs, annual licence fees, repairs & maintenance and insurance
for a private car used for business travel.
The Car Allowance and the Petrol Expenses paid for by the company are Fringe
Benefits in the hands of the Employee, as defined by SARS. Therefore, the applicable
portion of these Fringe Benefits will be included in taxable income each month and
tax will be deducted for this benefit, in line with the individuals tax rate and SARS
regulations.
Insurance Coverage
The employee must insure the vehicle as a private car used for business travel.
Included in the insurance must be a courtesy car for when the vehicle is not
operational; windscreen damage and replacement; theft of items from within the
vehicle. Any insurance excess is for the account of the employee. Evidence of

Insurance must be provided to the Sales Director annually. In addition, the employee
must inform the Sales Director if the car is unavailable.
Traffic Infringements
Any traffic infringements will be for the driver’s account. The Press is in no way
responsible.
Minimum specifications for the Vehicle

It is the employee’s responsibility to ensure that the car is roadworthy, in a good
condition and clean at all times. The Press shall set minimum specifications for what
is admissible and reserves the right to disqualify any car that is considered unsuitable
or impractical for business use. Prior to purchase, the employee must discuss the
intended vehicle with the Sales Director, for their approval. The minimum
specifications are:
• The car used for business travel must be less than 5 years old;
• Have a mileage lower than 150 000kms;
• Have a manufacturer fitted alarm;
• Be fitted with hands -free mobile phone kit or Bluetooth compatibility for
hand free mobile phone;
• Have adequate boot space;
• Efficient fuel consumption;
• Minimise environmental impact.
Petrol
Petrol cards will be provided to the employees who have the Monthly Car Allowance
and are to be used for filling up the approved vehicle. The Petrol card allowance per
month, will be determined by the Sales Director with reference to the expected
average business travel. This will be communicated with each employee who qualifies
for a petrol card. The allowance amount is subject to review.
The Petrol card is to be used for business travel only. Private use must be paid for by
the employee concerned. If the car is in for repairs and a hired car is being used, the
employee must get pre-approval from the Sales Director to use the petrol card for the
hired car. Unless travelling outside the area of responsibility or with prior
authorisation from the Sales Director, the employee shall not fill up the car over the
weekend. This includes filling it up on a Friday or a Monday.
The employee must maintain a daily trip report, which will be submitted along with
the petrol claim (slips, claim form and petrol card statement) at month end for
approval by the Sales Director. The daily report will be used to substantiate the
business travel and the level of Petrol spend allowed. The Trip Report format will be
provided by the Sales Director.
On resignation, the Petrol card will be returned to the Sales Director prior to leaving
the employ of the Press. The Sales Director will specify the return date. They will
communicate the cancellation date to Finance.
Using Private car for Press Business

If a member of staff needs to use their own car for business, they will be reimbursed
at a rate determined by the Company Board at the beginning of each year, taking into

account tax legislation and the AA rates at the time. The rate for 2023 is R4.18 per
kilometre and does not attract employee’s tax.
The rules for what kilometres are claimable are as follows:

• Km’s are measured from the office to the client (Meeting/Supplier/Customer)
and back, if you are returning to the office.
• If you are not returning but are heading home, then you can only claim the
Km's from the office to the Client, not for the onward trip to your home.
• If you are going from your home to the client directly (without coming into the
office first) you may only claim the same Km's as that from the office to the
client. You may not claim over this measurement if you live further away. If
you live closer, then you have to claim the lesser.
To summarise, if you are not leaving from the office and returning, but going from
your home - you can only claim the same KM's as the office to client measurement or
the lesser.
VEHICLE INSURANCE
Hired vehicles (from AVIS, First Car etc…) are covered under the insurance policy
with the company’s insurers. The Insurance is limited to the following countries:
South Africa; Namibia; Botswana; Lesotho; Swaziland; Zimbabwe and Malawi. As
such, you do not have to take out any vehicle insurance when hiring a vehicle in these
countries.
NB: should you travel to a country outside those mentioned above, it is imperative
that you take out comprehensive vehicle insurance. Insure hire cars up to R160 000.
INSURANCE OF EMPLOYEES’ PERSONAL PROPERTY

Employees are covered for loss of personal effects to the amount of R5 000, provided
that entry to the building was gained with force or violent entry. If there is no forced
entry, there is no cover. For instance, if your cell phone is stolen from your desk while
you are on lunch, neither the Press nor the Insurer is liable to cover the damages.
PARKING BAYS
The Press is allocated 13 parking bays. All of these have been allocated to people on
the basis of (1) seniority and (2) frequency in the office. There are six additional
parking disks allocated to people who also use the office regularly and, given the
hybrid working arrangements of the majority of people allocated parking bays, there
is a WhatsApp group where the above 19 people get to share the 13 allocated parking
bays.The excel spreadsheet listing the users of the parking bays is stored on the x
drive under CUP General/Building maintenance.
Other people thatuse the office either use public transport or utilise the free parking
outside the office complex.
Any payment for a visitor or employee to park at the office must be approved by a
Director.

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Cambridge University Press

Staff policy guide (updated May 2023)

The Press as employer

Work procedures and practices

PEOPLE AND PLACES

Staff Policy Guide Updated May 2023 1

Staff Policy Guide Updated May 2023 2

Staff Policy Guide Updated May 2023 3

The Press expects people working for it to:

Staff Policy Guide Updated May 2023 4

Prohibited grounds are described in the Act as:

Staff Policy Guide Updated May 2023 5

MANAGERS AND COMMUNICATION

Staff Policy Guide Updated May 2023 6

JOB DESCRIPTIONS AND JOB PROFILES

THE JOB EVALUATION PROCESS

TRAINING AND STAFF DEVELOPMENT

Staff Policy Guide Updated May 2023 7

Staff Policy Guide Updated May 2023 8

Who is eligible for training?

What happens if I fail?

Staff Policy Guide Updated May 2023 9

Applying for vacancies

Formal applications should be made in writing (not on Press-headed stationery),

Transfers and secondments

Staff Policy Guide Updated May 2023 10

RECRUITMENT POLICY PROCEDURES

When do I advertise internally?

When do I advertise externally?

Do I have to advertise internationally within the Press or outside South Africa?

Staff Policy Guide Updated May 2023 11

When do I use a recruitment agency?

How do I decide on the final shortlist?

Who conducts the interviews?

Staff Policy Guide Updated May 2023 12

Staff Policy Guide Updated May 2023 13

Policy on reference requests

CONTRACTUAL TERMS AND CONDITIONS

Staff Policy Guide Updated May 2023 14

Illness and injury while on leave

Staff Policy Guide Updated May 2023 15

Expected behaviour during absences due to illness or injury

Staff are expected to:

Staff should not:

Staff Policy Guide Updated May 2023 16

Staff Policy Guide Updated May 2023 17

Sustainable food procurement

Staff Policy Guide Updated May 2023 18

A vegetarian diet dramatically reduces the amount of

The production of red meat results in high carbon

Ethical production standards limit some of damage

In a country where many still go hungry, food waste is

Staff Policy Guide Updated May 2023 19

EMAIL AND INTERNET POLICY

The nature of the medium

Email dos and don’ts

Staff Policy Guide Updated May 2023 20