Discipline and Dismissal of Staff Policy and Procedure Table of Contents Reason for Policy ........................................................................................... 1 Policy Statement ........................................................................................... 1 Procedures .................................................................................................. 2 Reason for Procedures .................................................................................. 2 Procedures ................................................................................................ 2 Option 1: Progressive Discipline ..................................................................... 2 Step One - Oral Discussion Summarized in Writing ............................................. 2 Step Two - Letter of Warning ..................................................................... 3 Step Three - Suspension Without Pay ............................................................ 3 Step Four - Dismissal ............................................................................... 4 Option 2: Suspension or Dismissal Without Prior Warning ....................................... 4 Option 3: Termination of Employment with Notice .............................................. 4 Reason for Policy To define appropriate ways of communicating and dealing with serious gaps between expected and actual job performance. Policy Statement Supervisory and managerial staff have a responsibility to communicate the assessment of job performance, both positive and negative to staff. The Company recognizes that it may be necessary to discipline and/or dismiss an employee in a term or contingent appointment for: a) failure to perform his/her duties and responsibilities satisfactorily or neglect of duty b) failure to conduct himself/herself in accordance with the policies, procedures, and regulations of the Company c) inappropriate behaviour such, as but not limited to, disobedience or insubordination, harassment, theft, dishonesty, violence; or d) other severe problems resulting in just cause. Discipline or dismissal may take any one of three (3) options: a) progressive discipline which may lead to termination of employment b) termination of employment for just cause (no notice required) c) termination of employment (with notice)DISCIPLINE AND DISMISSAL OF STAFF Policy and Procedure Page 2 of 4 The Company encourages and supports the use of progressive discipline, wherever possible and practical. Discipline or dismissal should be decisions made in consultation with a representative of the Staff Relations unit of Human Resources. Procedures Reason for Procedures To set out Procedures secondary to Policy: Discipline and Dismissal of Staff, in conjunction with: a. the concept of progressive discipline b. the need to suspend or dismiss without prior warning, and c. the process for a separation of employment with notice Procedures The Discipline and Dismissal Policy provides three options for action. A representative of the Staff Relations unit of Human Resources must be consulted to determine the appropriate option. A copy of all disciplinary letters given to the employee shall be sent to Human Resource Services and be placed in the employee's employment file. The procedures for each option are as follows: Option 1: Progressive Discipline Where job expectations have been communicated and problems with job performance occur, the supervisor should consult with Staff Relations to determine the course of action. Normally the disciplinary process should begin with an investigation of the circumstances, which may include discussions with the employee and/or other staff. The objective of the investigation is to determine the facts and to determine any factors contributing to the poor performance, including the possibility of factors that may be outside the employee's control. After investigation, circumstances such as previous disciplinary action, the nature of the performance problem, the impact of the employee's actions on the safety of other employees, or the potential for damage or loss of Company resources may mean that one or more steps in the progressive discipline process are bypassed. Step One - Oral Discussion Summarized in Writing The supervisor should discuss the results of his/her investigation with the employee, with a view to resolving the problem(s). The supervisor should review the incidents that led to the discipline, the specific actions required of the employee and how these actions relate to the employee's job responsibilities. The discussion should include the fact that it is a formal disciplinary action under this Procedure, who the employee will contact if they have questions, a time frame forDISCIPLINE AND DISMISSAL OF STAFF Policy and Procedure Page 3 of 4 review of the employee's performance or completion of tasks, and a date when the disciplinary action will be reviewed. The employee may request the attendance of a representative from Human Resource Services attend the meeting with the employee. The supervisor may decide to draft a letter before the meeting to ensure that all issues are covered and use the draft to discuss issues with the employee. The employee will be given a summary of the discussion after the meeting. This letter should also advise that further disciplinary action may be taken if there is no progress on performance issues. Normally the disciplinary action should be reviewed at three-month intervals or sooner as required. Review meetings should also be summarized in writing to the employee and the summary should be placed in the employee's employment file. Step Two - Letter of Warning If there is no progress in reaching the supervisor's expectations, if other job performance issues arise, or if it is determined that circumstances require discipline to begin at this stage, the supervisor will meet with the employee and give him/her a Letter of Warning. The employee may request the attendance of a representative from Human Resource Services attend the meeting with the employee. The information and discussions with the employee should be similar to that described under Step One The disciplinary action should be reviewed at three-month intervals or sooner if required. Review meetings should also be summarized in writing to the employee and the summary should be placed in the employee's employment file. Step Three - Suspension Without Pay If there is no progress in reaching the supervisor's expectations, if other job performance issues arise, or if it is determined that circumstances require discipline to move to or begin at this stage, the supervisor will meet with the employee and review the job performance issues. Prior to the meeting the supervisor will consult with Staff Relations to determine the appropriate length of the Suspension Without Pay, normally between one and three days. In the meeting the employee will be informed that they are to serve a Suspension Without Pay and the length and dates of the suspension. The meeting will be summarized in writing to the employee, with a copy to Human Resource Services for the employment file. In addition, it should be made clear to the employee that their further employment with the Company is in jeopardy unless their job performance improves to an acceptable level. At this step in the disciplinary process job performance should be reviewed with the employee as often as possible. The decision to move to dismissal should be seen as a last resort, requiring that the supervisor show that all efforts have been made to try and improve performance. Because of the serious nature of this step, written material will not be removed from the employee's employment file.DISCIPLINE AND DISMISSAL OF STAFF Policy and Procedure Page 4 of 4 Step Four - Dismissal If there is no progress in reaching the supervisor's expectations or if other job performance issues arise, the employee may be dismissed. Dismissal shall be confirmed in writing to the employee, with a copy to Human Resource Services for the employment file. Employees who are dismissed in accordance with this progressive discipline process shall not require notice of the dismissal by the Company. Option 2: Suspension or Dismissal Without Prior Warning Where serious breaches of Company Policy or other unacceptable behaviour such as theft, insubordination, or violent behaviour occur, the supervisor should consult with Staff Relations to determine the course of action. Normally the process should include an investigation of the circumstances, which may include discussions with the employee and/or other staff. The objective of the investigation is to determine the facts and to review any factors relevant to deciding on the appropriate option and level of discipline. Investigation may also occur as a result of the filing of a formal complaint under Policy: Respectful Work and Learning Environment Policy, in which case the course of the investigation will be according to policy. Suspension or dismissal under this disciplinary option shall not require notice of the suspension or dismissal by the Company. Option 3: Termination of Employment with Notice This option is reserved for circumstances where progressive discipline or immediate termination for just cause do not apply or are not considered appropriate to the type of problem. A representative of the Staff Relations unit of Human Resources must be consulted in all cases before this option is applied. This option must be applied in a respectful manner that preserves the employee's dignity. Staff Relations will work with the supervisor to determine the appropriate plan of action including the parameters of any notice offered.

Discipline and Dismissal of Staff Policy and Procedure Table of Contents Reason for Policy ........................................................................................... 1 Policy Statement ........................................................................................... 1 Procedures .................................................................................................. 2 Reason for Procedures .................................................................................. 2 Procedures ................................................................................................ 2 Option 1: Progressive Discipline ..................................................................... 2 Step One - Oral Discussion Summarized in Writing ............................................. 2 Step Two - Letter of Warning ..................................................................... 3 Step Three - Suspension Without Pay ............................................................ 3 Step Four - Dismissal ............................................................................... 4 Option 2: Suspension or Dismissal Without Prior Warning ....................................... 4 Option 3: Termination of Employment with Notice .............................................. 4 Reason for Policy To define appropriate ways of communicating and dealing with serious gaps between expected and actual job performance. Policy Statement Supervisory and managerial staff have a responsibility to communicate the assessment of job performance, both positive and negative to staff. The Company recognizes that it may be necessary to discipline and/or dismiss an employee in a term or contingent appointment for: a) failure to perform his/her duties and responsibilities satisfactorily or neglect of duty b) failure to conduct himself/herself in accordance with the policies, procedures, and regulations of the Company c) inappropriate behaviour such, as but not limited to, disobedience or insubordination, harassment, theft, dishonesty, violence; or d) other severe problems resulting in just cause. Discipline or dismissal may take any one of three (3) options: a) progressive discipline which may lead to termination of employment b) termination of employment for just cause (no notice required) c) termination of employment (with notice)DISCIPLINE AND DISMISSAL OF STAFF Policy and Procedure Page 2 of 4 The Company encourages and supports the use of progressive discipline, wherever possible and practical. Discipline or dismissal should be decisions made in consultation with a representative of the Staff Relations unit of Human Resources. Procedures Reason for Procedures To set out Procedures secondary to Policy: Discipline and Dismissal of Staff, in conjunction with: a. the concept of progressive discipline b. the need to suspend or dismiss without prior warning, and c. the process for a separation of employment with notice Procedures The Discipline and Dismissal Policy provides three options for action. A representative of the Staff Relations unit of Human Resources must be consulted to determine the appropriate option. A copy of all disciplinary letters given to the employee shall be sent to Human Resource Services and be placed in the employee's employment file. The procedures for each option are as follows: Option 1: Progressive Discipline Where job expectations have been communicated and problems with job performance occur, the supervisor should consult with Staff Relations to determine the course of action. Normally the disciplinary process should begin with an investigation of the circumstances, which may include discussions with the employee and/or other staff. The objective of the investigation is to determine the facts and to determine any factors contributing to the poor performance, including the possibility of factors that may be outside the employee's control. After investigation, circumstances such as previous disciplinary action, the nature of the performance problem, the impact of the employee's actions on the safety of other employees, or the potential for damage or loss of Company resources may mean that one or more steps in the progressive discipline process are bypassed. Step One - Oral Discussion Summarized in Writing The supervisor should discuss the results of his/her investigation with the employee, with a view to resolving the problem(s). The supervisor should review the incidents that led to the discipline, the specific actions required of the employee and how these actions relate to the employee's job responsibilities. The discussion should include the fact that it is a formal disciplinary action under this Procedure, who the employee will contact if they have questions, a time frame forDISCIPLINE AND DISMISSAL OF STAFF Policy and Procedure Page 3 of 4 review of the employee's performance or completion of tasks, and a date when the disciplinary action will be reviewed. The employee may request the attendance of a representative from Human Resource Services attend the meeting with the employee. The supervisor may decide to draft a letter before the meeting to ensure that all issues are covered and use the draft to discuss issues with the employee. The employee will be given a summary of the discussion after the meeting. This letter should also advise that further disciplinary action may be taken if there is no progress on performance issues. Normally the disciplinary action should be reviewed at three-month intervals or sooner as required. Review meetings should also be summarized in writing to the employee and the summary should be placed in the employee's employment file. Step Two - Letter of Warning If there is no progress in reaching the supervisor's expectations, if other job performance issues arise, or if it is determined that circumstances require discipline to begin at this stage, the supervisor will meet with the employee and give him/her a Letter of Warning. The employee may request the attendance of a representative from Human Resource Services attend the meeting with the employee. The information and discussions with the employee should be similar to that described under Step One The disciplinary action should be reviewed at three-month intervals or sooner if required. Review meetings should also be summarized in writing to the employee and the summary should be placed in the employee's employment file. Step Three - Suspension Without Pay If there is no progress in reaching the supervisor's expectations, if other job performance issues arise, or if it is determined that circumstances require discipline to move to or begin at this stage, the supervisor will meet with the employee and review the job performance issues. Prior to the meeting the supervisor will consult with Staff Relations to determine the appropriate length of the Suspension Without Pay, normally between one and three days. In the meeting the employee will be informed that they are to serve a Suspension Without Pay and the length and dates of the suspension. The meeting will be summarized in writing to the employee, with a copy to Human Resource Services for the employment file. In addition, it should be made clear to the employee that their further employment with the Company is in jeopardy unless their job performance improves to an acceptable level. At this step in the disciplinary process job performance should be reviewed with the employee as often as possible. The decision to move to dismissal should be seen as a last resort, requiring that the supervisor show that all efforts have been made to try and improve performance. Because of the serious nature of this step, written material will not be removed from the employee's employment file.DISCIPLINE AND DISMISSAL OF STAFF Policy and Procedure Page 4 of 4 Step Four - Dismissal If there is no progress in reaching the supervisor's expectations or if other job performance issues arise, the employee may be dismissed. Dismissal shall be confirmed in writing to the employee, with a copy to Human Resource Services for the employment file. Employees who are dismissed in accordance with this progressive discipline process shall not require notice of the dismissal by the Company. Option 2: Suspension or Dismissal Without Prior Warning Where serious breaches of Company Policy or other unacceptable behaviour such as theft, insubordination, or violent behaviour occur, the supervisor should consult with Staff Relations to determine the course of action. Normally the process should include an investigation of the circumstances, which may include discussions with the employee and/or other staff. The objective of the investigation is to determine the facts and to review any factors relevant to deciding on the appropriate option and level of discipline. Investigation may also occur as a result of the filing of a formal complaint under Policy: Respectful Work and Learning Environment Policy, in which case the course of the investigation will be according to policy. Suspension or dismissal under this disciplinary option shall not require notice of the suspension or dismissal by the Company. Option 3: Termination of Employment with Notice This option is reserved for circumstances where progressive discipline or immediate termination for just cause do not apply or are not considered appropriate to the type of problem. A representative of the Staff Relations unit of Human Resources must be consulted in all cases before this option is applied. This option must be applied in a respectful manner that preserves the employee's dignity. Staff Relations will work with the supervisor to determine the appropriate plan of action including the parameters of any notice offered.

Describe your strategy for resolving the issue citing policy