Standards
of Performance
& Conduct

[Overview] [Core
Requirements] [Employee
Responsibility] [Leadership
Responsibility]
[Performance Improvement Process]
[Out of Service Status] [Discharge]
[Guidelines for Work Rule
Violations] [Group I
Violations] [Group II
Violations] [Dispute
Resolution Process]

Overview
To be successful in the transportation industry, ABX must
provide excellent customer service – to maintain customer satisfaction and
confidence as well as the confidence of the public at large. It takes all
employees working together, performing their jobs safely, productively, and to
the best of their ability to achieve and maintain the company’s values of
Safety, Customer Satisfaction, Trust and
Teamwork.
In support of these values, ABX is committed to providing
a harmonious and orderly work environment that promotes respect among all
employees. To ensure these objectives are met, ABX has established standards of
behavior and conduct that all employees are expected to follow. In situations
where work performance or off duty conduct detract from our ability to live up
to our values, a performance improvement process focused on solving the problem
will be used to address the conduct.
Core
Requirements
 | This policy covers all performance and conduct problems
except absence and tardy occurrences that are addressed in the Attendance
policy. |
 | The terms corrective action and performance
improvement are used interchangeably in this policy to describe the
process of correcting performance and conduct problems. |
 | Each employee is responsible for his or her individual
performance and conduct. When problems arise, the performance improvement
process will involve communicating between the supervisor and employee to
identify the problem, outlining expectations for meeting performance and
conduct standards, and developing a plan for improvement and change. |
 | An employee’s past performance, length of service, and
previous disciplinary record will be considered in the performance improvement
process. |
 | In most circumstances, a progressive approach will be
used to correct performance or conduct. For the most serious violations,
first-time offenses may result in corrective action up to and including
discharge. |
 | Performance improvement measures will be considered in
the approval or disapproval of promotion/transfer requests and during the
selection process. |
 | Each department will apply this policy consistently,
objectively, and fairly. |
 | Employee Relations is available to provide guidance and
problem resolution to both management and employees concerning performance
problems, policy violations, or conduct issues. |
Employee
Responsibility
 | Perform your job to the best of your ability and to the
standards of your job. |
 | Read and understand the standards of conduct. If any of
them are not clear, talk to your supervisor. |
 | Participate in two-way communication with management
regarding performance expectations. |
 | Understand it is your responsibility to meet performance
and conduct standards. When necessary, participate in developing a personal plan
of action for improvement. |
 | Report concerns that may threaten safe and effective
customer service. |
 | Use internal processes to resolve disputes that may arise
about the performance improvement process. |
Leadership
Responsibility
 | Ensure that employees have been made aware of company policies and
procedures, as well as departmental rules and procedures. |
 | Ensure that employees understand job expectations and responsibilities and
have received proper instruction, orientation, and training. |
 | Coach employees to continually meet or exceed performance and conduct
standards. |
 | When performance or conduct problems arise, complete a thorough and timely
investigation to determine if corrective action is warranted. |
 | Meet with the employee to discuss the problem and the performance
standards that are expected and to gain his or her agreement to correct the
problem. |
 | At all times your actions should demonstrate dignity and respect for
employees. |
Performance
Improvement Process
Three levels of corrective action are available:
performance improvement reminder (PIR), performance improvement notice (PIN),
and last chance agreement (LCA).
The process usually begins with a performance improvement
reminder and can progress to a last chance agreement if the performance or
conduct is not corrected. However, the circumstances of each situation will
determine the level of corrective action that is necessary. The process also may
include the development of an action plan for improvement and referral to the
employee assistance program (EAP), depending on the situation and level of
corrective action. Employees will be given copies of performance improvement
reminders and performance improvement notices. Action plans do not have to be
elaborate,
but an employee will be expected to identify the changes
he or she will make to meet performance and conduct standards.
Performance Improvement Reminder—the performance or
conduct problem is discussed with the employee in a serious, concerned manner.
 | Previous casual conversations with the employee have
not been successful in solving the problem. |
 | The employee knows what is expected and is properly
trained. Nothing is preventing the employee from doing the job properly.
|
 | The notice is documented in the supervisor’s work file
and removed after 12 months if performance or conduct is corrected. |
Performance Improvement Notice—is a serious, documented,
formal meeting about a performance or conduct problem. It usually is given after
a performance improvement reminder has not changed the behavior, or it may be
given for more serious violations.
 | In most situations, the development of an action plan
for improvement by the employee is required. |
 | The performance improvement notice is kept in the
employee’s Human Resources file and removed after 24 months if performance or
conduct is corrected. |
 | It requires approval from the next level of management. |
Last Chance Agreement—is the most serious type of
corrective action and final notice before discharge. This step is taken after
performance improvement reminders and performance improvement notices have not
resolved the problem or for first offenses of major work rule violations.
 | Once an employee reaches this stage of corrective
action, any further failure to meet expectations in any area may lead to
discharge. |
 | At this level, the employee must make a decision about
whether to continue employment with ABX. In order to remain employed, the
employee must prepare a performance improvement action plan and agree to
follow all rules of conduct. If the employee cannot agree to these
expectations, he or she may decide to resign. At the next scheduled shift, the
employee first must meet with the supervisor to discuss his or her decision.
If the employee fails to provide a written plan or does not agree to meet
conduct and performance standards, termination may result. |
 | It requires approval from the next level of management
and employee relations. |
 | The documentation will remain permanently in the
employee’s Human Resources file. However, after a three-year period from the
date of the last chance agreement, the employee may submit a request for
consideration to his or her departmental vice president for the removal of the
documentation. |
Out
of Service Status
An employee may be removed from service (with or without pay) if his or her
presence in the workplace will interfere in any way with an investigation, if
there is a concern for safety, or if there are pending drug test results or
other circumstances which could disrupt the workplace during an investigation.
Discharge
Discharge is not considered a step in the corrective action process.
Discharge is considered the final recourse after corrective steps have not
resulted in the desired performance or conduct or when an employee’s
unacceptable behavior warrants the most serious action. Before an employee is
discharged, approval is required from the next level of management and employee
relations.
Guidelines
for Work Rule Violations
The following are examples of work rule violations that will be addressed
through the corrective action process. No policy or list of rules can include
all instances or situations of conduct that can result in corrective action.
These examples do not replace reasonableness, sound judgement, or common- sense
behavior, which are the underlying cornerstones on which this policy was
developed.
Many factors will be considered in determining the appropriate level of
corrective action, including the severity and nature of the conduct, the
employee’s overall employment record and length of service, and applicable
policies and procedures. However, with this understanding, general guidelines
have been established for two groups of work rule violations.
Group I Violations normally can be resolved with a performance improvement
reminder or performance improvement notice, depending on the circumstances, but
may progress to a last chance agreement or discharge if performance or conduct
is not corrected.
Group II Violations are the most serious offenses and normally will result in
a last chance agreement or discharge.
Group I Violations— Performance Improvement Reminder or Performance
Improvement Notice
Leaving or quitting your work assignment or assigned work area without
permission from your supervisor or supervisor’s designee.
Failing to follow departmental procedures.
Horseplay, disruptive activity, or other forms of disorderly conduct.
Negligent, needs improvement, or unsatisfactory performance of duties.
Disregard for your department’s dress code or failure to follow
appropriate hygiene practices.
Solicitation, distribution, or posting of unauthorized materials or
literature in violation of ABX’s Solicitation Policy.
Failure to properly wear your ID badge on ABX premises, or routinely
reporting to work without your ID badge.
Unsafe work practices or safety rule violations, or failure to report
injuries.
Abuse or damage to property of ABX, its customers, clients, vendors,
visitors, or employees.
Excessive personal telephone calls, personal Internet or e-mail usage, or
other nonwork activities.
Creation of conflict with co-workers or supervisors or treatment of
customers or co-workers in a discourteous, inattentive, or unprofessional
manner.
Smoking in non-smoking areas.
Abuse of lunch and break periods.
Any conduct considered detrimental to customer service, fellow employees,
or ABX operations.
Group II Violations—Last Chance Agreement or Discharge
Use of abusive, indecent, or obscene language; acting in a defamatory or
disrespectful manner; use of language or conduct tending to harass, embarrass,
inflame, injure, offend, intimidate, or humiliate any employee, customer, or
visitor.
Threatening, intimidating, or sexually harassing employees, customers, or
visitors.
Unauthorized disclosure of confidential information.
Illegal conduct. You are required to notify management of all felony
charges, and all convictions (of any degree) while employed. You
may be placed on a leave without pay until the matter is settled.
Violation of ABX’s Drug Free Workplace Policy.
Violation of ABX’s Weapons in Workplace Policy.
Theft or attempted theft of property belonging to ABX, its customers,
visitors, or employees. If you have knowledge of such activity, you are
required to report it.
Failure to report damage, or an accident involving equipment on company
premises.
Deliberate misuse, destruction, or damage of property.
Acts of dishonesty, including falsification of ABX records, false
statements, misrepresentation or omission in matters affecting the employment
relationship.
Unauthorized use or duplication of company supplies, documents, materials,
machines, equipment, and tooling.
Insubordination or absolute refusal to comply with instructions from an
authorized supervisor.
Fighting, threatening injury, or any other display of workplace violence.
Sleeping while on duty.
Any conduct considered seriously detrimental to customer service, fellow
employees, or ABX operations.
Unauthorized use of listening devices, tape recorders, or cameras,
including digital camera cell phones.
Clocking in or out for another employee.
Violating ABX’s Air Park Security Policy.
Horseplay that results in personal injury or equipment damage.
Sabotaging the facility, grounds, equipment, or operations.
Using ABX’s computer systems, including accessing confidential computer
files and data, without authorization. Accessing inappropriate websites in
violation of the Internet policy.
Violating other rules or policies not specifically listed.
Dispute
Resolution Process
If an employee disagrees with a corrective action, the
dispute resolution process is available. Prior to initiating the formal dispute
resolution procedure, employees are encouraged to follow their chain of
management to seek an
understanding for the corrective action. Employees can
initiate the formal Dispute Resolution Process by contacting Employee Relations.

Effective Date 12-5-06
|