Standards of Performance 
& Conduct

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[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]

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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

bulletThis policy covers all performance and conduct problems except absence and tardy occurrences that are addressed in the Attendance policy.
bulletThe terms corrective action and performance improvement are used interchangeably in this policy to describe the process of correcting performance and conduct problems.
bulletEach 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.
bulletAn employee’s past performance, length of service, and previous disciplinary record will be considered in the performance improvement process.
bulletIn 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.
bulletPerformance improvement measures will be considered in the approval or disapproval of promotion/transfer requests and during the selection process.
bulletEach department will apply this policy consistently, objectively, and fairly.
bulletEmployee Relations is available to provide guidance and problem resolution to both management and employees concerning performance problems, policy violations, or conduct issues.

Employee Responsibility

bulletPerform your job to the best of your ability and to the standards of your job.
bulletRead and understand the standards of conduct. If any of them are not clear, talk to your supervisor.
bulletParticipate in two-way communication with management regarding performance expectations.
bulletUnderstand it is your responsibility to meet performance and conduct standards. When necessary, participate in developing a personal plan of action for improvement.
bulletReport concerns that may threaten safe and effective customer service.
bulletUse internal processes to resolve disputes that may arise about the performance improvement process.

Leadership Responsibility

bulletEnsure that employees have been made aware of company policies and procedures, as well as departmental rules and procedures.
bulletEnsure that employees understand job expectations and responsibilities and have received proper instruction, orientation, and training.
bulletCoach employees to continually meet or exceed performance and conduct standards.
bulletWhen performance or conduct problems arise, complete a thorough and timely investigation to determine if corrective action is warranted.
bulletMeet 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.
bulletAt 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.

bulletPrevious casual conversations with the employee have not been successful in solving the problem.
bulletThe employee knows what is expected and is properly trained. Nothing is preventing the employee from doing the job properly.
bulletThe 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.

bulletIn most situations, the development of an action plan for improvement by the employee is required.
bulletThe performance improvement notice is kept in the employee’s Human Resources file and removed after 24 months if performance or conduct is corrected.
bulletIt 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.

bulletOnce an employee reaches this stage of corrective action, any further failure to meet expectations in any area may lead to discharge.
bulletAt 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.
bulletIt requires approval from the next level of management and employee relations.
bulletThe 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 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

  1. Leaving or quitting your work assignment or assigned work area without permission from your supervisor or supervisor’s designee.
  2. Failing to follow departmental procedures.
  3. Horseplay, disruptive activity, or other forms of disorderly conduct.
  4. Negligent, needs improvement, or unsatisfactory performance of duties.
  5. Disregard for your department’s dress code or failure to follow appropriate hygiene practices.
  6. Solicitation, distribution, or posting of unauthorized materials or literature in violation of ABX’s Solicitation Policy.
  7. Failure to properly wear your ID badge on ABX premises, or routinely reporting to work without your ID badge.
  8. Unsafe work practices or safety rule violations, or failure to report injuries.
  9. Abuse or damage to property of ABX, its customers, clients, vendors, visitors, or employees.
  10. Excessive personal telephone calls, personal Internet or e-mail usage, or other nonwork activities.
  11. Creation of conflict with co-workers or supervisors or treatment of customers or co-workers in a discourteous, inattentive, or unprofessional manner.
  12. Smoking in non-smoking areas.
  13. Abuse of lunch and break periods.
  14. Any conduct considered detrimental to customer service, fellow employees, or ABX operations.

Group II Violations—Last Chance Agreement or Discharge

  1. 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.
  2. Threatening, intimidating, or sexually harassing employees, customers, or visitors.
  3. Unauthorized disclosure of confidential information.
  4. 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.
  5. Violation of ABX’s Drug Free Workplace Policy.
  6. Violation of ABX’s Weapons in Workplace Policy.
  7. 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.
  8. Failure to report damage, or an accident involving equipment on company premises.
  9. Deliberate misuse, destruction, or damage of property.
  10. Acts of dishonesty, including falsification of ABX records, false statements, misrepresentation or omission in matters affecting the employment relationship.
  11. Unauthorized use or duplication of company supplies, documents, materials, machines, equipment, and tooling.
  12. Insubordination or absolute refusal to comply with instructions from an authorized supervisor.
  13. Fighting, threatening injury, or any other display of workplace violence.
  14. Sleeping while on duty.
  15. Any conduct considered seriously detrimental to customer service, fellow employees, or ABX operations.
  16. Unauthorized use of listening devices, tape recorders, or cameras, including digital camera cell phones.
  17. Clocking in or out for another employee.
  18. Violating ABX’s Air Park Security Policy.
  19. Horseplay that results in personal injury or equipment damage.
  20. Sabotaging the facility, grounds, equipment, or operations.
  21. Using ABX’s computer systems, including accessing confidential computer files and data, without authorization. Accessing inappropriate websites in violation of the Internet policy.
  22. 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.


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Effective Date 12-5-06

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