Page | 2 Please click on the area in the table below to jump to the section in this document. Table of Contents Contents........................................................................................................................................... 2 Conflicts of Interest ................................................................................................................12 Other Employment ................................................................................................................13 Confidential Information......................................................................................................14 Drug-Free and Alcohol-Free Workplace.........................................................................15 Smoke-Free Workplace........................................................................................................15 Workplace Violence Prevention ........................................................................................16 Commitment to Safety .........................................................................................................17 Emergency Closings ..............................................................................................................17 Conflict Resolution Guidelines at CEBA..........................................................................19 Performance Correction and Disciplinary Process .....................................................24 Employment Classification..................................................................................................26 Work Location..........................................................................................................................27 Work Week and Hours of Work.........................................................................................27 Meal and Rest Breaks ............................................................................................................27 Work from Home ....................................................................................................................27 Pets at Work..............................................................................................................................28 Time Records ...........................................................................................................................28 Overtime.....................................................................................................................................29 Overtime Approval and Compliance ...............................................................................29 Deductions from Pay/Safe Harbor Exempt Employees............................................30 Paychecks..................................................................................................................................31 Access to Personnel Files .....................................................................................................31 Employment of Relatives and Domestic Partners......................................................31 Attendance................................................................................................................................32 Compensation Structure and Salary Philosophy.........................................................32 Work Performance ................................................................................................................33 Internal Transfers ....................................................................................................................33 Authority to Bind.....................................................................................................................34 Intellectual Property ..............................................................................................................34
Page | 3 Privacy.........................................................................................................................................35 Office Attire ...............................................................................................................................35 Social Media ..............................................................................................................................36 Bulletin Boards.........................................................................................................................37 Solicitation.................................................................................................................................38 Computers, Internet, Email, and Other Resources .....................................................38 Holidays ......................................................................................................................................40 Paid Time Off ............................................................................................................................41 Sick and Safe Leave................................................................................................................42 RECharge Fridays....................................................................................................................43 Sabbaticals ...............................................................................................................................44 FAMILY AND MEDICAL LEAVE ACT (FMLA & DCFMLA) ............................................44 Parental Leave..........................................................................................................................49 Leave to Care for Elder Family Member..........................................................................50 Military Leave............................................................................................................................50 Jury Duty/Court Appearance..............................................................................................51 Time Off for Voting .................................................................................................................51 Medical, Dental, and Vision Insurance.............................................................................53 Group Life Insurance and Accidental Death and Dismemberment (AD&D) ....53 Voluntary Life Insurance.......................................................................................................53 Short-Term Disability (STD) .................................................................................................53 Long-Term Disability (LTD)..................................................................................................54 401(k) Plan..................................................................................................................................54 Workers’ Compensation.......................................................................................................54 Employee Assistance Program..........................................................................................55 Wellness Programs ................................................................................................................56 Other Employee Benefits.....................................................................................................56 Training & Development Policy..........................................................................................56 Travel and Entertainment Expenses................................................................................58 Separation from Employment ...........................................................................................63 Benefits Continuation ...........................................................................................................65
Page | 4 W e lc o m e Le t t e r Welcome to the Clean Energy Buyers Alliance! Whether you’re here to work at CEBA or CEBI, we are delighted that you have chosen to join our organizations and look forward to working with you. People are at the core of everything we do at the Clean Energy Buyers Alliance, and as you become familiar with our culture and mission, we hope you will take advantage of opportunities to enhance your career and help us further our vision of customerdriven, clean energy for all. Our values of respect, integrity, service, and excellence underpin who we are as an organization. You are joining organizations that have a reputation for outstanding leadership, innovation, and expertise. Our staff community use their creativity and talent to activate a community of energy customers and their partners, deploy market and policy solutions, and solve the toughest market and policy barriers to the clean energy revolution. With your active involvement, creativity, and support, CEBA and CEBI will continue to drive toward our bold ambitions of achieving a 90% carbon-free U.S. electricity system & cultivating a global community of energy customers driving clean energy. We sincerely hope you will take pride in being an important part of CEBA’s success. Please take time to review the policies contained in this handbook. If you have questions, feel free to ask your supervisor or to contact the People Team at [email protected]. Miranda Ballentine, Chief Executive Officer
Page | 5 Purpose of the Handbook This Employee Handbook is designed to familiarize employees with CEBA and to provide information about how CEBA operates as an organization, working conditions, employee benefits, and some key policies and procedures affecting employment. Though it acts as a guide only and is not intended to be a complete description of all CEBA’s policies and procedures, it describes many of the employees’ responsibilities and outlines the programs developed by the organization to benefit employees. Employees should read and understand all provisions of the handbook. CEBA aims to provide a productive work environment that is conducive to both personal and professional growth. This staff handbook supersedes all previously issued staff handbooks and any inconsistent verbal or written policy statements made or issued before this staff handbook. No employee handbook can anticipate every circumstance or question about policy; hence CEBA reserves the right to revise, delete, and add to the provisions of this handbook. All such revisions, deletions, or additions must be in writing. No oral statements or representations can change the provisions of this staff handbook. None of our personnel documents and benefit plans, including this staff handbook, constitutes or is intended to constitute an express or implied contract guaranteeing continued employment for any employee. No manager or supervisor has any authority to enter into a
Page | 6 contract of employment, express or implied, that changes or alters the at-will employment relationship. If you have questions or concerns about this employee handbook or any policy or procedure, please ask your supervisor, People Team (Human Resources), or a member of management. Co m m it m e n t t o Dive rs it y, Eq u it y, In c lu s io n , & Be lo n g in g At CEBA You Belong Our members come from all walks of life and so do we. Our commitment to a zero-carbon energy system is for everyone and so too is our workplace. CEBA is committed to maintaining a workplace where all employees have an opportunity to participate and contribute to the success of the organization and are valued for their skills, experience, and unique perspectives. This commitment is embodied in CEBA’s policy and the way we do business at CEBA and is an important principle of sound business management. Inclusion goes beyond diversity. All CEBA staff shall be committed to accepting and encouraging different perspectives. Creative solutions to tough problems are fostered by respectful challenging of one another’s thoughts and assumptions. CEBA is committed to being open to a variety of cultural practices and norms. Achieving CEBA’s vision of a resilient, zero-carbon energy system requires creative problem-solving and a wide range of perspectives; CEBA knows that diversity not only makes our organization stronger, but also is foundational to our mission success. Eq u a l Em p lo ym e n t Op p o rt u n it y P o lic y As an embodiment of our commitment to diversity and inclusion, CEBA provides equal employment opportunities to all qualified individuals without regard to race, color, ancestry, national origin, gender, pregnancy, sexual orientation, marital status, religion, age, disability, gender identity, gender expression, results of genetic testing, caregiver status, and past, present or prospective service in the military in addition to any other protected
Page | 7 categories required by state, federal or local regulations. Equal employment opportunity applies to all terms and conditions of employment, including hiring, placement, discipline, promotion, termination, layoff, recall, transfer, leave of absence, compensation, benefits, and training. CEBA expressly prohibits any form of unlawful employee harassment or discrimination based on any of the characteristics mentioned above. Any employees with questions or concerns about equal employment opportunities in the workplace are encouraged to bring these issues to the attention of their supervisor or the People Team (CEBA’s Human Resources Team). CEBA will not tolerate any form of retaliation against individuals who raise issues of equal employment opportunity. If an employee has been subjected to any such retaliation, they should bring it to the attention of the People Team ([email protected]). One of CEBA’s core values is Integrity, which informs how we treat each other and respect each other. We respect each other’s opinions and do not allow retaliation, which means adverse conduct taken because an individual reported an actual or perceived violation of this policy, opposed practices prohibited by this policy, or participated in the reporting and investigation process described below. “Adverse conduct” includes but is not limited to: • shunning and avoiding an individual who reports harassment, discrimination or retaliation; • express or implied threats or intimidation intended to prevent an individual from reporting harassment, discrimination, or retaliation; or • denying employment benefits because an applicant or employee reported harassment, discrimination or retaliation or participated in the reporting and investigation process. Individuals are encouraged to report all complaints of discrimination using the procedures described in CEBA’s Conflict Resolution Guidelines and/or by using CEBA’s anonymous reporting hotline. Scan QR Code to View Conflict Resolution Guidelines
Page | 8 Em p lo ym e n t a t W ill We hope your career at CEBA is both personally and professionally rewarding. The leadership team strives to create an environment where every individual is inspired to contribute to their best and grow. Within this ethos, employment at CEBA is on an at-will basis unless otherwise stated in a written individual employment agreement signed by the Chief Executive Officer (CEO). This means that either the employee or the organization may terminate the employment relationship at any time, for any reason, with or without notice. Nothing in this employee handbook is intended to create an employment agreement, express or implied. Nothing contained in this document or in any other document provided to the employee is intended to be, nor should it be, construed as a contract that employment or any benefit will be continued for any period of time. No representation made before or during employment can change or modify the fact that your employment is at will. In addition, no CEBA representative is authorized to modify this policy for any employee or to enter into any agreement, oral or written, that changes the at-will relationship. Any salary figures provided to an employee in annual or semi-monthly terms are stated for the sake of convenience or to facilitate comparisons and are not intended and do not create an employment contract for any specific period of time. Nothing in this statement is intended to interfere with, restrain, or prevent concerted activity as protected by the National Labor Relations Act. Such activity includes employee communications regarding wages, hours, or other terms or conditions of employment. CEBA employees have the right to engage in or refrain from such activities. W o rk p la c e o f Mu t u a l Re s p e c t Respect for People and the Planet is one of CEBA’s core values. While defining respect can be challenging, we strive to create an environment where all employees, members, and stakeholders feel valued. Respect includes but is not limited to: • Valuing one another’s time, and striving for promptness;
Page | 9 • Assuming the best of and from one another; • Sharing thoroughly, even on difficult topics; • Listening and actively hearing one another’s ideas; • Eliminating unkind jokes, comments, and avoiding gossip or criticism; • Agreeing to disagree at times. CEBA is a mission-oriented organization, and our respect for the planet is strong. As an organization, we will strive to: • Minimize our impact by lowering or offsetting our greenhouse gas (GHG) emissions, recycling and composting as much as possible, and other activities; • Give back through volunteering; • Develop our respect for the planet by participating in outdoors activities that foster our personal connections to the Earth. Americans with Disabilities Act (ADA) and Reasona ble Accommodation As part of our ongoing commitment to diversity, and to ensure equal employment opportunities to qualified individuals with a disability, CEBA will make reasonable accommodations for the known disability of an otherwise qualified individual, as required by law, unless undue hardship on the operation of the business would result. If you believe you need an accommodation because of a disability, please contact the People Team ([email protected]). For more information about how the ADA applies within the workplace, we recommend reading through the U.S. Equal Employment Opportunity Commission’s “The ADA: Questions and Answers” webpage. Harassment and Complaint Procedure Sexual and other unlawful harassment is not only a violation of CEBA’s core values, but also a violation of Title VII of the Civil Rights Act of 1964 (Title VII), as amended, as well as many state laws. Harassment based on a characteristic protected by law, such as race, color, ancestry, genetic Scan QR Code to View “The ADA: Questions and Answers”
Page | 10 information, national origin, citizenship, gender, sex, sexual orientation, gender identity, marital status, religion, age, disability, veteran status, or other characteristic protected by state or federal law, is prohibited. It is CEBA’s policy to provide a work environment free of sexual and other harassment. To that end, harassment of CEBA’s employees by management, supervisors, coworkers, or non-employees who are in the workplace is absolutely prohibited. Similarly, a culture that stresses accountability will help empower employees to raise concerns and underscore our commitment to investigate complaints promptly and thoroughly. Further, any retaliation against an individual who has reported a suspected violation or for cooperating or participating in an investigation about sexual or other harassment is similarly unlawful and will not be tolerated. CEBA will take all steps necessary to prevent and eliminate unlawful harassment. Definition of Unlawful Harassment. “Unlawful harassment” is conduct that has the purpose or effect of creating an intimidating, hostile, or offensive work environment; has the purpose or effect of substantially and unreasonably interfering with an individual’s work performance; or otherwise adversely affects an individual’s terms and conditions of employment because of the individual’s membership in a protected class. Unlawful harassment includes, but is not limited to, epithets; slurs; jokes; pranks; innuendo; comments; written or graphic material; stereotyping; or other threatening, hostile, or intimidating acts based on race, color, ancestry, national origin, gender, sex, sexual orientation, marital status, religion, age, disability, past, current, or prospective military service, veteran status, or other characteristic protected by state or federal law. Definition of Sexual Harassment. “Sexual harassment” is generally defined under both state and federal law as sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature where: • Submission to or rejection of such conduct is made either explicitly or implicitly as a term or condition of any individual’s employment or as a basis for employment decisions; or • Such conduct has the purpose or effect of unreasonably interfering with an individual’s work performance or creating an intimidating, hostile, or offensive work environment. Other sexually oriented conduct, whether intended or not, that is unwelcome and has the effect of creating a work environment that is hostile, offensive, intimidating, or humiliating to workers may also constitute sexual harassment.
Page | 11 While it is not possible to list all those additional circumstances that may constitute sexual harassment, the following are some examples of conduct that may constitute sexual harassment depending on the totality of the circumstances, including the severity of the conduct and its pervasiveness: • Unwanted sexual advances, whether they involve physical touching or not; • Sexual epithets, jokes, written or oral references to sexual conduct, gossip regarding one’s sex life, comments about an individual’s body, comments about an individual’s sexual activity, deficiencies, or prowess; • Displaying sexually suggestive objects, pictures, or cartoons; • Unwelcome leering, whistling, brushing up against the body, sexual gestures, or suggestive or insulting comments; • Inquiries into one’s sexual experiences; and • Discussion of one’s sexual activities. CEBA encourages a workplace free from the above behaviors, whether “welcome” or “unwelcome,” whether mutual or not. CEBA’s work environment should allow for all employees to focus their time and energy on their work, free from the distraction of warding off advances and free from the burden of ensuring that their response to such advances is clearly seen as “unwelcome.” Even if such behavior is welcome and mutual, it may make other colleagues uncomfortable and negatively impact others’ work. While personal, mutually desired romantic relationships may develop between co-workers, any such relationship must exist exclusively outside of the work environment, and such relationships are strictly prohibited between superiors and direct reports under any circumstance. If such a relationship exists between a superior and their direct report, CEBA’s policy is for the more senior employee to immediately notify and work with the People Team ([email protected]) and the CEO to change reporting structures. Individuals involved in such a relationship may be asked to sign a document acknowledging that the relationship is consensual and free from coercion and harassment. All employees should take special note that, as stated above, retaliation against an individual who has reported a suspected violation of CEBA’s policy about sexual harassment and retaliation against individuals for cooperating with an investigation of sexual harassment complaint is unlawful and will not be tolerated at CEBA. CEBA employees are all required to complete a mandatory Sexual Harassment training within the first 30 days of employment, and then annually thereafter. Harassment Complaint Procedure
Page | 12 Any employee who believes they have been subject to or witnessed illegal discrimination, including sexual or other forms of unlawful harassment—or a violation of CEBA’s policies, is requested and encouraged to make a complaint using the procedures described below under CEBA’s conflict resolution guidelines and/or by using CEBA’s anonymous reporting hotline. Similarly, if you observe acts of discrimination toward or harassment of another employee, you are requested and encouraged to report this using the procedure outlined above. All complaints will be investigated promptly and, to the extent possible, confidentially. If the investigation confirms conduct contrary to this policy has occurred, CEBA will take immediate, appropriate, corrective action, including discipline, up to and including immediate termination. For questions related to this complaint procedure process, please contact the People Team at [email protected]. Conflicts of Interest and Confidentiality Conflicts of Interest As part of CEBA’s core value of “integrity in how we conduct ourselves,” CEBA expects all employees to conduct themselves and business in a manner that reflects the highest standards of ethical conduct, and in accordance with all federal, state, and local laws and regulations. This includes avoiding and/or disclosing any real, potential, and perceived conflicts of interests. Exactly what constitutes a conflict of interest, or an unethical business practice is both a moral and a legal question. CEBA recognizes and respects the individual employee’s right to engage in activities outside of employment which are private in nature and do not in any way conflict with or reflect poorly on the organization . Likewise, in the small community in which CEBA operates, fully eliminating perceived conflicts may be difficult or impossible; thus, CEBA encourages all employees to thoroughly over-disclose any possible conflicts. It is not possible to define all the circumstances and relationships that might create a conflict of interest. If a situation arises where there is a potential conflict of interest, the employee should report any such activity which may be or may appear to be a conflict of interest between the employee and CEBA, to the Senior Director, People Team. The list below suggests some of the types of activity or relationships that may indicate real, potential, or perceived conflicts of interest and must be disclosed to avoid any perception
Page | 13 of improper behavior, unacceptable personal integrity, or unacceptable ethics: 1. Simultaneous employment by another firm that is a competitor of or supplier to CEBA. 2. Close personal relationships with CEBA members. 3. Carrying on business with a firm in which the employee, or a close relative of the employee, has a substantial ownership or interest. 4. Holding a substantial interest in, or participating in the management of, a firm that is a CEBA member, or to which CEBA makes sales or from which CEBA makes purchases. 5. Borrowing money from members or firms, other than recognized loan institutions, from which our buys services, materials, equipment, or supplies. 6. Accepting cash, payments, favors, gifts or entertainment from a member, client, vendor, supplier, outside organization or agency, unless it is less than $25. 7. Speculating or dealing in materials, equipment, supplies, services, or property purchased by the organization. 8. Participating in civic or professional organization activities in a manner that divulges confidential organizational information. 9. Misuse of privileged information or improper disclosure of confidential CEBA or member information or >[email protected]). All threats will be promptly investigated, and CEBA will take prompt and appropriate corrective action, including disciplinary action up to and including termination. CEBA reserves the right to obtain a restraining order, where necessary. No employee will be subject to retaliation, intimidation, or discipline as a result of reporting a threat in good faith under this guideline. If you become aware of violent acts or threats of an imminent violent act in the workplace, immediately contact 911 or local law enforcement, then contact your supervisor, manager, or the People Team ([email protected]). Any individual engaging in violence against the organization, its employees, or its property will be prosecuted to the full extent of the law. All acts will be investigated, and the appropriate action will be taken. Any such act or threatening behavior may result in disciplinary action up to and including termination. As mentioned in our code of conduct, CEBA always prohibits the possession of weapons on its property. Any employee violating this policy is subject to discipline up to and including dismissal for the first offense.
Page | 17 The organization reserves the right to inspect all surroundings and belongings of employees on its premises, including packages, briefcases, purses and handbags, gym bags, and personal vehicles on CEBA property. In addition, CEBA may inspect the contents of lockers, storage areas, file cabinets, desks, and workstations at any time and may remove all organizational property and other items that are in violation of CEBA rules and policies. Employees should have no expectation of privacy on CEBA’s premises, except in restrooms. Commitment to Safety Protecting the safety of our employees and visitors is the most important aspect of running our business. All employees have the opportunity and responsibility to contribute to a safe work environment by using commonsense rules and safe practices and by notifying management when any health or safety issues are present. All employees are encouraged to partner with management to ensure maximum safety for all. In the event of an emergency, notify the appropriate emergency personnel by following office protocol for an outside line, or by dialing 911 directly to activate the medical emergency services. Please consult the office resource guide for additional information on building evacuation procedures, assembly areas, etc. Emergency Closings CEBA will always make every attempt to be open for business. In situations in which some employees are concerned about their safety, management may advise supervisors to notify their departments that the office is not officially closed, but anyone may choose to leave the office if they feel uncomfortable. If the office is officially closed during the day to permit employees to leave early, nonexempt employees who are working on-site as of the time of the closing will be paid for a full day. Nonexempt employees that leave earlier than the official closing time will be paid only for actual hours worked. Exempt employees will be paid for a normal full day but are expected to complete their work at another time. Code of Conduct
Page | 18 All CEBA staff members contribute in vital ways to the organizational mission and are expected to conduct their work with professionalism, personal integrity, and respect for the rights, differences, and dignity of others. It is not possible to list all forms of behavior that are considered unacceptable in the workplace, but the following are examples of infractions of rules of conduct that may result in disciplinary action, including suspension, demotion, or termination of employment: • Violation of the core values of CEBA, i.e., Respect, Integrity, Service and Excellence (RISE) • Falsification of employment records, employment information, timecard, or other records • Theft or the deliberate or careless damage of any Organizational property or the property of any regular employee, temporary employee to include interns, consultant, contractor, or customer. • Abuse of the Organization’s electronic resources, including sending personal emails during working time or in a manner that interferes with the employee’s work performance • Possessing, distributing, selling, transferring, using, or being under the influence of alcohol or illegal drugs in the workplace • Provoking or engaging in physical fighting during working hours or on premises owned or occupied by the Organization • Carrying firearms, weapons, or dangerous substances at any time, on premises owned or occupied by the Organization, unless state law provides otherwise. Note: This prohibition applies only to the extent allowed by applicable state law. In those states that specifically give the employee the right to maintain a lawfully possessed firearm in a locked vehicle in the employer’s parking lot, employees will be permitted to maintain a firearm in their own locked vehicle in compliance with the law. Under those circumstances, employees are strictly prohibited from removing the firearm from their vehicle or carrying it on their person or into a building. • Using abusive, violent, threatening, vulgar or disrespectful language at any time during working hours, in virtual meetings or while on premises owned or occupied by the Organization • Failing to provide a certificate from a healthcare provider when requested or required to do so in accordance with applicable law
Page | 19 • Working overtime without authorization or refusing to work assigned hours • Violating any safety, health, or security policy, rule, or procedure of the Organization • Committing a fraudulent act or intentional breach of trust under any circumstances Conflict Resolution Process CEBA’s values underpin who we are as an organization. Core to those values is Respect in our treatment of people and the planet, Integrity in how we conduct ourselves, Service to CEBA’s mission, members, and colleagues, and Excellence in our programs and work. Conflict Resolution Guidelines at CEBA All relationships face challenging moments, and the highest performing teams sometimes must pass through a storming phase to ultimately reach high performance. When these moments occur, we encourage staff to raise their issues respectfully and shed light on the problems free from retaliation. Workplace conflict can occur because of lack of communication, misaligned expectations, or conflicts in workstyle. If in these situations CEBA employees do not raise the issues/problems or neglect to speak up when frustrated or concerned with a situation, it becomes more challenging to develop norms and better ways of working that respect all employees’ differences. Please note that the guidance provided here pertains to challenges, complaints, or frustrations that are not breaches of CEBA’s anti-discrimination, anti-harassment, conflict-of-interest, or other employee policies as described in this handbook. If at any time you feel that CEBA’s employment or HR policies have been breached, skip immediately to steps 3 or 4. 1. Direct Discussions Direct dialogue provides the greatest opportunity for clear communication and finding a mutually workable solution. At times this may feel scary or uncomfortable to directly discuss a conflict with a peer, boss, or organizational leader. At any time, all employees should feel free to request an in-person,
Page | 20 phone, or video meeting to discuss and resolve challenges, or to express concerns by email or other written forms of communication. Respectful conversations about difficult topics, complaints, frustrations, and challenges are a crucial component of teams moving through the storming phases and forming new ways of working to improve everyone’s success. Whether you are the initiator or receiver of challenging feedback, we all have a right to be heard; feel what we feel; and share our thoughts without fear of retaliation. As part of CEBA’s value of respect for each other, we will all aim to: • Share concerns and frustrations as factually as possible. • Not attack one another personally. • Assume the best intents of others—even when their position and approach may feel challenging. • Recognize that differences in work style and/or expectations may underpin your challenges. • Be clear in requests and be willing to compromise. While most situations can be resolved through compromise and new ways of working, in some situations, they will not. If this is the case, consider visiting step 3. Please note that concerns as well as constructive feedback should be shared or discussed one on one with the person directly rather than in a group setting like a team meeting for it to be most effective and respectful. 2. Quarterly Feedback via our HRIS Platform The quarterly review period is an excellent time to provide both positive or critical feedback for your colleagues and manager in a confidential way. Typically, you will receive at least one opportunity to give feedback on your direct manager to their manager each year, and you may be asked to provide feedback on your peers or others in the organization, too. If you would like to provide feedback but have not been asked, please reach out to the person’s manager or the People Team to provide input in the upcoming quarter. What you write in the quarterly feedback will not be directly shared with the employee, but your name and comment will be visible to their manager and used as part of the overall feedback provided to the employee. Managers look for patterns across many feedback providers to share trends of strengths and weaknesses, and managers make every attempt to ensure the employee cannot determine who has provided what input (especially critical feedback). If multiple reviewers raise serious concerns in the process, appropriate next steps will be taken to ensure the anonymity of the reviewers while also
Page | 21 providing clear, actionable feedback to the person by their manager in collaboration with the people team as needed. 3. Open-Door Policy CEBA has an Open-Door Policy for all employees. The Open-Door Policy means that every manager's door is open to every employee. The purpose of our Open-Door policy is to encourage open communication, feedback, and discussion about any matter of importance to an employee that has not been resolved through direct discussions or for which an employee does not feel safe to have a direct discussion. The people team is committed to be a thought partner in supporting employees at all levels of the organization to build positive employee relations and encourage you to reach out to them directly if you have questions, need support and/or have issues that need to be addressed. Along with the people team, the executives including the CEO and COO are available for conversations on any topic. Our Open-Door policy means that employees are free to talk with their manager or these representatives at any time about any matter. The Open-Door policy includes the assurances that an employee who pursues their rights to talk to senior leadership will experience no retaliation or interference from the employee's immediate manager. The manager should be included as needed. You can consider using the Open-Door policy when: • You would like advice on how to approach a sticky issue with your manager or colleague. • You have raised an issue with your manager or colleagues and need further support. • You are not sure what next steps you need to take and are looking for guidance. If any area of your work is causing you concern, you have the power to address your concern. Whether you have a problem, a complaint, a suggestion, or an observation, we want to hear from you. As described above, most problems can and should be solved in direct discussions with your immediate supervisor and colleagues. We encourage direct discussions as your first effort to solve a problem. However, CEBA’s open door policy means that you may also discuss your issues and concerns with the People Team at any time or next level of management and no matter your approach, you will find them willing to listen and help bring about a solution.
Page | 22 When you share, CEBA can grow, create better processes, address complaints, and foster understanding of the rationale for practices, procedures, and decisions. 4. Formal complaint process In cases when an informal discussion or previous steps defined here do not yield a resolution, or in cases where the employee does not wish to make use of the other steps, the employee may request a review of an issue by reaching out to the people team and/or submitting a formal written request/complaint to People team (Human Resources). For serious complaints: After a request is received, a thorough and appropriate investigation by People Team will be undertaken. The investigation will be completed, and a determination will be made and communicated to the employee as soon as practical. CEBA expects that all employees fully cooperate in a confidential way with any investigation conducted by the organization into a complaint including harassment, discrimination, retaliation, or regarding the alleged violation of any other CEBA policies or core values. If a complaint of prohibited harassment, discrimination, or retaliation; violation of any other CEBA policies or core values is substantiated, appropriate disciplinary action, up to and including termination of employment, will be taken. A formal complaint process could be used for: • The problem you have is egregious in nature (violation of CEBA’s policies) and you do not feel comfortable having direct discussion with your manager on the topic. • Serious violation of CEBA policies including Harassment, discrimination, creating a hostile work environment or retaliation. Please note that all formal complaints and investigations should remain confidential within the parties involved. 5. Whistleblowing and Serious Complaints CEBA has a Whistleblower Policy which provides guidelines and procedures to report allegations of known or suspected Improper Activities (as defined in detail by the policy itself and summarized below). The Whistleblower Policy applies to all employees, executives, and others affiliated with CEBA. All employees must familiarize themselves with and adhere to the principles and rules set out in this policy, which is intended to supplement but not replace any state and federal laws.
Page | 23 If you believe that any of CEBA’s employees or others acting on behalf of CEBA have engaged in an Improper Activity, you may report your observations using any of the following methods: • Report the matter directly to CEBA’s People team. • Report the matter directly to the CEO or COO. • Report the matter through CEBA’s third party reporting service, either by telephone, email, or web reporting (anonymous reporting is available) as described below. If you do not feel comfortable raising serious concerns directly with your supervisor, people team, or other leadership, or if you have done so and feel your situation was not adequately investigated or appropriately adjudicated, you can utilize the Whistleblower Hotline. The Whistleblower Hotline is an independent, third-party resource managed by Lighthouse Services, LLC. It is intended to cover serious concerns that could have a material impact on CEBA or the CEBA community. This includes actions that: • Indicate a risk of incorrect financial reporting • Are unlawful • Represent serious violations of organizational policy or values • Otherwise amount to serious improper conduct Harassment or victimization of individuals for submitting good-faith hotline reports is explicitly prohibited and will not be tolerated. While good-faith reporting is protected, malicious allegations based on intentionally false information will not be tolerated and may result in disciplinary action. The hotline also will not protect an individual from consequences of their own misconduct. Serious concerns can and should be reported in any of the following ways: • Website: www.lighthouse-services.com/cebuyers • Telephone: 866-860-0008 • E-mail: [email protected] (must include the organization’s name with report) • Fax alternative for written documents: 215-689-3885 (must include the organization’s name with report) Anonymity - Reporters to the hotline will have the ability to remain anonymous if they choose. Please note that the information provided by you may be the basis of an internal and/or external investigation into the issue you are
Page | 24 reporting, and your anonymity will be protected to the extent possible. However, your identity may become known during the course of the investigation because of the information you have provided. Reports are submitted by Lighthouse to CEBA designees and may or may not be investigated at CEBA’s sole discretion. Timing - The earlier a concern is expressed, the easier it is to take action. Evidence - Although you are not expected to prove the truth of an allegation, your report should include sufficient grounds to investigate your concern appropriately. Routing - Your report will be simultaneously routed to CEBA’s CEO, CFO and Senior Director of People, which means that no one person will receive the report in isolation. You can be assured that if your report involves any individual, including senior leadership, it will be received by multiple parties so that it cannot be hidden by any one single recipient. Initial Inquiries - Unless a subject of the report, CEBA’s Senior Director of People will make inquiries to determine whether an investigation is appropriate, and the form that it should take. Some concerns may be resolved by agreed-upon action without the need for an investigation. Feedback to Reporter - When submitting a report to the hotline, you will be given the opportunity to receive follow-up on your concern: • Acknowledging that the concern was received • Indicating how the matter will be dealt with • Giving an estimate of the time that it will take for a final response Further Information - The amount of contact between the individual submitting a report and the body investigating the concern will depend on the nature of the issue, the clarity of information provided, and whether the employee remains accessible for follow-up. Further information may be sought from the reporter. Outcome of an Investigation – At CEBA’s discretion and subject to legal and other constraints the reporter may be entitled to receive information about the outcome of an investigation. Performance Correction and Disciplinary Process To ensure an effective, respectful, and productive workplace, CEBA expects its employees to comply with the organization's standards and policies for work, performance, and conduct, including the standards and policies set forth in
Page | 25 this handbook, and to timely correct any noncompliance with these standards and policies. A progressive discipline/performance correction process is appropriate in addressing most types of work performance problems, including unprofessional or unacceptable conduct. It is intended to be prompt and to assist the employee in identifying and overcoming work-related difficulties, performance deficiencies, or behavior that violates policies, procedures, or practices. This process should usually be progressive, although in some cases the nature of the work performance problems or other behavior may warrant immediate formal warning or termination outside the progressive approach. Generally, the formal performance correction process should follow active performance coaching and/or management. It typically includes a verbal warning and, where appropriate, one or more written warnings prior to any termination. An unpaid suspension may be appropriate in some circumstances. However, any deduction in the pay of an exempt employee needs to be in compliance with the salary basis requirements of the Fair Labor Standards Act (FLSA). Before taking such action, supervisors should consult the People team. Any performance correction process, as well as any departures from the performance correction process, should be undertaken with the advice and counsel of the People team. This policy does not change the at-will status of employment, and CEBA reserves the right to depart from this performance correction process (including not following this process at all in a given case). Discipline may include counseling, oral or written warnings, suspensions, or termination of employment, at CEBA’s sole discretion. CEBA reserves the right to skip, repeat, or modify these disciplinary measures in its discretion. • Employees Holding Certain Positions: The progressive discipline/performance correction process may not be appropriate in circumstances involving individuals who hold senior-level management positions that regularly and reliably require them to exercise a high level of judgment and discretion. In these rare situations, the affected employee should be given a clear understanding and thorough discussion of how his or her performance is not meeting the standards of the job and she or he should be given an opportunity to present his or her understanding of the situation. If a mutually agreeable resolution to the situation cannot be found, CEBA reserves the right to terminate the employee.
Page | 26 • These procedures are not available to employees hired as temporary or part-time employees, or those not employed on a regular payroll (e.g., consultants). Employment Relationship Employment Classification To determine eligibility for benefits and overtime status and to ensure compliance with federal and state laws and regulations, CEBA classifies its employees as shown below. Employees are classified as exempt or nonexempt. This classification is centered on job responsibilities performed by the employee, meaning that an employee’s classification is determined by the actual job activities and not the job title. • Exempt. An employee whose job assignments and salary level meet the federal and state requirements to be exempt from overtime pay. • Non-Exempt. An employee who is eligible for overtime pay. Non-exempt employees are eligible for paid overtime in accordance with applicable federal and state law. • Regular, Full-Time. Employees who are not in a temporary status work a minimum of 30 hours weekly and maintain continuous employment status. Generally, these employees are eligible for the full-time benefits package and are subject to the terms, conditions, and limitations of each benefits program. • Regular, Part-Time. Employees who are not in a temporary status and who are regularly scheduled to work fewer than 30 hours weekly, but at least 20 hours weekly, and who maintain continuous employment status. Part-time employees who work between 20-30 hours regularly may be eligible for prorated benefits (based on number of hours worked). • Temporary, Full-Time. Employees who are hired as interim replacements to temporarily supplement the workforce or to assist in the completion of a specific project and who are temporarily scheduled to work the company’s full-time schedule for a limited duration of 3-6 months. Employment beyond any initially stated period does not in any way imply a change in employment status. • Temporary, Part-Time. Employees who are hired as interim replacements to temporarily supplement the workforce or to assist in the completion of a specific project and who are temporarily scheduled to work fewer than 30 hours weekly, but at least 20 hours weekly for a limited duration, usually 3-6 months. Employment beyond any initially stated period does not in any way imply a change in employment status. This category includes interns. Please note that anyone working for less than 20 hours per week or in temporary status (as listed above) will not be eligible for any benefits.
Page | 27 CEBA may review or change employee classifications at any time. Work Location CEBA’s headquarters are in Washington, DC, and CEBA offers fully remote work opportunities for some roles. Whether a job is located in DC or remote is at the discretion of CEBA management and will be based on organizational needs. Work Week and Hours of Work The standard work week is from Saturday 12:00 a.m. until Friday 11:59 p.m. and generally consists of 40 work hours. Core office hours are 8:30 a.m. to 5:00 p.m. in employees’ local time zones, with a reasonable lunch break. However, CEBA employees may work flexible hours if their project and manager can accommodate such flexible work schedules. If you have questions, your manager can answer them. Individual work schedules may vary depending on the needs of each department. A healthy body is essential to a healthy mind and achieving our core value of Excellence in job performance and Respectful treatment of ourselves and others. Consistent, persistent work weeks of over 40 hours does not align with CEBA’s value of Respect, and inhibits employees’ ability to ensure an integrated, balanced life outside of work. If an employee is consistently working long hours, the employee or the employee’s manager may raise the issue to ensure appropriate workload and to ensure that the employee is performing in the most efficient way possible. Meal and Rest Breaks A healthy body is essential to a healthy mind and achieving our core value of Excellence in job performance and Respectful treatment of ourselves and others. Thus, all CEBA employees are encouraged to make time for healthy meals, physical exercise, and fresh air throughout their day. Lactation break: CEBA will provide a reasonable amount of break time to accommodate an employee desiring to express breast milk for the employee's child, in accordance with and to the extent required by applicable local or state law. Employees should notify their immediate supervisor if they are requesting break time under this policy. Work from Home CEBA believes that work location should be rooted in purpose, “Place – with - Purpose”. Creativity, breakthrough innovation, and employee relationships are enhanced when employees physically work together collaboratively.
Page | 28 Likewise, remote work is beneficial to our organization and to our employees by providing opportunity for independent thinking, learning, and focus, and can enhance work-life integration for some. An employee may request the option to work remotely or from home, and a manager may request remote location for certain roles for a variety of reasons. The approval to work remotely will be made by the employee’s manager, in consultation with the department leader and the People Team and Executive Leadership Team (ELT). Working remotely on a regular basis (more than 3 days per week most weeks), whether from home, in DC, or from another location, may be an opportunity considered for specific roles, and approval is not guaranteed. Management will consider each role and request individually and will consider the unique qualities of the job itself, the individual employee’s unique situation, and CEBA’s ability to support a remote role. Pets at Work Pets may be restricted by office building leases. If you have any questions, please contact the People Team [email protected]. Time Records Integrity in how we conduct ourselves requires transparency into how we spend our time. Our Members, Grantors, and other Stakeholders may require such visibility to ensure compliance with grant guidelines or for other reasons. Timesheets are required to ensure correct pay for hourly-paid employees and must be approved by their respective supervisor. “Off-the-clock” work by nonexempt employees is strictly prohibited. All employees are required to record any time taken off, such as for PTO, sick leave, or other reasons and must be approved by their supervisor. Altering, falsifying, and tampering with time records is prohibited and subject to disciplinary action, up to and including termination.
Page | 29 Overtime CEBA has classified certain positions eligible for overtime (non-exempt). Only these positions may receive overtime pay. In accordance with federal and state wage and hour laws, employees that are overtime-eligible will be compensated for time worked in excess of forty (40) hours in a particular week (as defined above Saturday 12:00 a.m. until Friday 11:59 p.m.) or as mandated by state or local law. Overtime eligibility is indicated on each employee’s offer letter. Nonexempt employees will be paid overtime compensation at the rate of the greater of one and one half their regular rate of pay for all hours over 40 actually worked in a single workweek, or as mandated by state or local regulations. Paid leave, such as holiday, paid time off (PTO), and paid parental leave does not apply toward work time. All overtime work for non-exempt employees must be approved in advance by a supervisor or manager. Consistent, persistent work weeks of over 40 hours does not align with CEBA’s value of Respect, and inhibits employees’ ability to ensure an integrated, balanced life outside of work. If an employee is consistently working too long hours, the employee or the employee’s supervisor may raise the issue to ensure an appropriate workload and to ensure that the employee is performing in the most efficient way possible. Overtime Approval and Compliance CEBA is committed to maintaining a workplace that is fully compliant with federal and state wage and hour laws. Given the complexities of overtime matters, CEBA employees, including overtime-eligible employees, their supervisors, and other staff should review this policy. In addition, overtimeeligible employees and their supervisors should regularly communicate about the employees’ activities that may require overtime work. Supervisors of overtime-eligible employees are responsible for providing guidance on the employee’s workload. Supervisors (or other program/departmental staff with relevant supervisory responsibilities) may not knowingly request that an overtime-eligible employee avoid reporting overtime hours worked. For example, a supervisor may not ask an overtimeeligible employee to report overtime hours worked in a different Week. Before working overtime, an overtime-eligible employee must obtain approval from their supervisor or the appropriate program/departmental staff member. If an employee is unable to obtain approval prior to working
Page | 30 overtime, the employee must notify their supervisor or the appropriate program/departmental staff member as soon as possible after the overtime work is performed. Overtime-eligible employees must report all overtime hours worked. Any CEBA employee that fails to abide by this policy may face disciplinary action up to and including termination. Deductions from Pay/Safe Harbor Exempt Employees CEBA is obligated by law to deduct certain items from an employee’s paycheck. These include, but are not limited to, local, state and federal taxes and court-ordered deductions, such as garnishments. CEBA also allows employees who are eligible for organizational benefit plans to voluntarily authorize CEBA, in writing, to deduct the employee cost for these programs from their paycheck. Employees classified as exempt from the overtime pay requirements of the FLSA will be notified of this classification at the time of hire or change in position. Permitted deductions. The FLSA limits the types of deductions that may be made from the pay of an exempt employee. Deductions that are permitted include: • Deductions that are required by law, e.g., taxes and court-ordered deductions such as garnishments; • Deductions for employee benefits when authorized by the employee; • Absence from work for one or more full days for personal reasons other than disability PTO; • Absence from work for one or more full days due to PTO or disability if the deduction is made in accordance with a bona fide plan, policy, or practice of providing compensation for salary lost due to illness; • Offset for amounts received as witness or jury fees, or for military pay; or • Unpaid disciplinary suspensions of one or more full days imposed in good faith for workplace conduct rule infractions. During the week an exempt employee begins work for the organization or during the last week of employment, the employee will only be paid for actual hours worked. Employees that are resigning from CEBA will receive their last paycheck on the next regularly scheduled pay day or as otherwise required based on state or local pay rules. For questions and concerns, please contact the People Team ([email protected]). Improper deductions. If an employee classified as exempt believes that an improper deduction has been taken from their pay, the employee should immediately report the deduction to the People Team
Page | 31 ([email protected]). The report will be promptly investigated and if it is found that an improper deduction has been made, the company will reimburse the employee for the improper deduction. Paychecks CEBA’s pay periods for all employees are semi-monthly, with the first starting on the 1st day of the month and ending on the 15th day and the second starting on the 16th day of the month and ending on the last day of the month. The paycheck date for the first pay period is on the 20th day of the month and the paycheck date for the second pay period is on the 5th day of the subsequent month, unless otherwise communicated. If a paycheck date falls on a federal holiday or a weekend, employees will receive their paycheck on the preceding workday. Access to Personnel Files Employee personnel files are the property of the organization. Employee files are maintained by the People Team and are considered confidential. Managers and supervisors may only have access to personnel file information on a need-to-know basis. Personnel file access by current employees and former employees upon request will generally be permitted within 3 days of the receipt of a request unless otherwise required under state law. Personnel electronic files are to be reviewed in the presence of the People Team, either in person or by screen sharing through electronic communications methods such as Zoom or an alternative software application. Representatives of government or law enforcement agencies, in the course of their duties, may be provided access to information in an employee’s personnel file. Employment of Relatives and Domestic Partners Relatives and domestic partners may be hired by the organization if (1) the persons concerned will not work in a direct supervisory relationship, and (2) the employment will not pose difficulties for supervision, security, safety, or morale. For the purposes of this policy, “relatives” are defined as spouses, children, siblings, parents, or grandparents. A “domestic partnership” is generally defined as a committed relationship between two individuals who are sharing a home or living arrangements. Current employees who marry each other or become involved in a domestic partnership will be permitted to continue employment with the organization
Page | 32 if they do not work in a direct supervisory relationship with each other or otherwise pose difficulties as mentioned above. If employees who marry or live together do work in a direct supervisory relationship with each other, the organization will attempt to reassign one of the employees to another position for which they are qualified if such a position is available. If no such position is available, the employees will be permitted to determine which one of them will resign from the organization. Workplace Guidelines Attendance All employees are expected to be on time, ready to work, every day they are scheduled to work. All employees are expected to work during the core office hours of 8:30 a.m. to 5:00 p.m. (ET). However, CEBA embraces flexibility and asks that you coordinate with your supervisor. If an employee is unable to be at work on time, or if they will be absent for the entire day, the employee must contact the supervisor as soon as possible. Excessive absenteeism or tardiness will result in discipline up to and including termination. Failure to show up or call in for work without prior approval may result in disciplinary action. If an employee fails to report to work or call in to inform the supervisor of the absence for 3 consecutive days or more, the employee will be considered to have voluntarily resigned their employment with CEBA (except in exceptional circumstances). Compensation Structure and Salary Philosophy. Achieving our vision of a zero-carbon energy system requires the best minds and a diverse perspective on problem solving. Total cash compensation (salary plus bonus) is only one piece of CEBA’s compensation, and in service to our team, we offer generous time off and other benefits that contribute to an employee’s total rewards package. Our approach to promotions, progressions, and bonus payout is described in this Salary Philosophy document. In embodiment of our core values of respect for people and integrity in how we conduct ourselves, CEBA’s leadership team goes to great length to ensure no wage gaps exist Scan QR Code to View Salary Philosophy
Page | 33 based on age, gender, race, ethnicity, sexual orientation, or other non-relevant criteria. Work Performance As we strive for Excellence in our work and Respect for one another, communication between employees and supervisors or managers is very important. Discussions regarding job performance are ongoing and often informal. Employees should initiate conversations with their supervisors if they feel additional ongoing feedback is needed. Generally, formal performance reviews are conducted annually. These reviews include a written performance discussion between the employee and the supervisor about job performance and expectations and professional growth plans for the coming year. We encourage you to refer to the following sources for more information about gauging your performance and promotability: • CEBA’s Performance Management eLearning Module • CEBA’s Career Development eLearning Module • CEBA’s Compensation Structure and Salary Philosophy eLearning Module Internal Transfers It is the general policy of CEBA to promote from within whenever possible. An employee interested in being considered for a posted role vacancy should apply via the internal career center. Hiring Managers will work with the People Team to contact internal candidates for an interview if the staff member is eligible to apply and meets the minimum qualifications. Given CEBA cost of training, internal applications for transfer will normally not be considered within six months of an employee's hire date or placement in the current position. Internal transfer requests also are not normally considered if the employee is on a Probationary appointment. While all inquiries are kept confidential by the People Team, employees are What is an eLearning Module? CEBA provides selfguided modules for your learning convenience these modules are located here (on the left). Also, they can be found in the Onboarding Guide, SharePoint, and on the LinkedIn Learning Hub.
Page | 34 strongly encouraged to discuss their career goals with their supervisor. In many cases there may be an opportunity for growth and advancement within the Program or Division. Before an offer of a transfer can be made, the applicant will need to give permission to the hiring supervisor to contact their current supervisor for a reference. Authority to Bind In accordance with authority granted by the CEBA’s Board, only certain individuals are authorized to execute documents that legally bind the Organization. All such documents must be reviewed and approved as required by CEBA’s processes and procedures. CEBA’s employees and independent contractors should not approve or execute any documents outside the authority granted to them. There are administrative approval procedures in place for virtually every expenditure or contractual arrangement into which the Organization enters. If an employee has any questions about authority to obligate the Organization, please contact the Operations team. Only designated People Team members are authorized to make offers of employment, promotion, or any change in compensation. Failure to comply with appropriate contracting and hiring procedures can cause the Organization to be noncompliant of legal, regulatory, or accounting guidelines and creates risks for the Organization. Violation of these procedures can lead to disciplinary action up to, and including, termination. Intellectual Property CEBA’s Intellectual Property Policy provides its employees and independent contractors with guidelines regarding the Organization’s intellectual property rights. Intellectual Property created by a CEBA employee within the scope of their employment shall be owned by the Organization and, in the case of works authorship, shall be deemed “works made for hire” within the meaning of the
Page | 35 United States Copyright Act of 1976, as amended. CEBA/CEBI owns all rights to all intellectual property so prepared without limitation, and for copyright purposes CEBA/CEBI is considered the author. Privacy CEBA is dedicated to protecting confidential information in its custody. CEBA may use confidential information, including personally identifiable information, for its own internal business purposes, provided those purposes are reasonably related to the purpose for which the information was provided. In the event that CEBA provides confidential information to third parties, it will make commercially reasonable efforts to ensure that such third parties have privacy policies in place to protect the confidential information. As part of its normal business, CEBA has access to information about its employees and independent contractors and applicants, including personally identifiable information. CEBA will use this information as necessary to conduct its business and comply with internal policies and external requirements. CEBA’s office, >[email protected]).
Page | 36 Social Media CEBA encourages employees to share information with co-workers and with those outside the organization for the purposes of gathering information, generating new ideas, and learning from the work of others. Social media provides inexpensive, informal, and timely ways to participate in an exchange of ideas and information. However, information posted on a website is available to the public and, therefore, the organization has established the following guidelines for employee participation in social media. Note: As used in this policy, “social media” refers to blogs, forums, and social networking sites, such as Twitter, Facebook, LinkedIn, YouTube, Instagram, and Snapchat, among others. Off-duty use of social media. Employees may maintain personal websites or weblogs on their own time using their own facilities. Employees must ensure that social media activity does not interfere with their work. In general, the organization considers social media activities to be personal endeavors, and employees may use them to express their thoughts or promote their ideas. On-duty use of social media. Employees may engage in social media activity during work time provided it is directly related to their work, approved by their supervisor, and does not identify or reference organizational clients, members, or vendors without express permission. CEBA may, from time to time, monitor employee use of organizational computers and the Internet, including employee blogging and social networking activity, if there is concern that such activity is or may negatively impact CEBA or an employee’s ability to meet their job obligations. It is especially important that employees refrain from political activity on their personal social media during business hours, as such activity could be considered lobbying. Respect. As a core CEBA value, demonstrating respect for the dignity of the organization, its members, its vendors, and its employees is of high value and extremely important to CEBA. A social media site is a public place, and employees should avoid inappropriate comments. For example, employees should not divulge CEBA-confidential information such as trade secrets, member lists, or information restricted from disclosure by law on social media sites. Similarly, employees should not engage in harassing or discriminatory behavior that targets other employees or individuals because of their protected class status or make defamatory comments. Even if a message is posted anonymously, it may be possible to trace it back to the sender. Post disclaimers. If an employee identifies themselves as a CEBA employee or discusses matters related to the organization on a social media site, the site
Page | 37 must include a disclaimer on the front page stating that it does not express the views of the organization and that the employee is expressing only their personal views. For example: “The views expressed on this website/blog are mine alone and do not necessarily reflect the views of my employer.” Place the disclaimer in a prominent position and repeat it for each posting expressing an opinion related to the organization or the organization’s business. Employees must keep in mind that if they post information on a social media site that is in violation of organizational policy and/or federal, state, or local law, the disclaimer will not shield them from disciplinary action. Competition. Employees should not use social media to criticize the organization’s competition and should not use it to compete with the organization. Confidentiality. Do not identify or reference CEBA clients, members, or vendors without express permission. Employees may write about their jobs in general but may not disclose any confidential or proprietary information. For examples of confidential information covered by this policy, please refer to the confidentiality policy. If in doubt, ask before publishing. New ideas. Please remember that new ideas related to work, or the organization’s business belong to the organization. Do not post them on a social media site without the organization’s permission. Trademarks and copyrights. Do not use the organization’s or others’ trademarks on a social media site or reproduce the organization’s or others’ protected material without first obtaining permission. Legal. Employees are expected to comply with all applicable laws, including but not limited to, Federal Trade Commission (FTC) guidelines, copyright, trademark, and harassment laws. Discipline. Violations of this policy may result in discipline up to and including immediate termination of employment. Note: Nothing in this policy is meant to, nor should it be interpreted to, in any way limit your rights under any applicable federal, state, or local laws, including your rights under the National Labor Relations Act to engage in protected concerted activities with other employees to improve or discuss terms and conditions of employment, such as wages, working conditions, and benefits. Bulletin Boards All required governmental postings are posted in clearly visible areas of the office. These boards may also contain general announcements.
Page | 38 Solicitation Employees should be able to work in an environment that is free from unnecessary annoyances and interference with their work. In order to protect our employees and visitors, solicitation by employees is strictly prohibited while either the employee being solicited or the employee doing the soliciting is on “working time.” “Working time” is defined as time during which an employee is not at a meal, on break, or on the premises immediately before or after their shift. Employees are discouraged from distributing written materials, handbills, or any other type of literature during working time. Any employee wanting to post notices of general interest, such as for-sale notices; recreational-type announcements and/or club functions (e-mail should not be used for the aforementioned); postcards; expressions of gratitude or sympathy; and notices looking for/offering carpools, tickets, roommates, or pets either in person or by electronic means should follow certain criteria and may be asked to be removed if the People Team finds that they should be removed (offensive, inappropriate, etc.). Nonemployees may not trespass or solicit or distribute materials anywhere on CEBA premises at any time. Computers, Internet, Email, and Other Resources The organization provides a wide variety of communication tools and resources to employees for use in running day-to-day business activities. Whether it is the telephone, voice mail, fax, scanner, Internet, intranet, e-mail, text messaging, or any other organization-provided technology, use should be reserved for business-related matters during working hours. All communications using these tools should be handled in a professional and respectful manner. Employees should not have any expectation of privacy in their use of the organization’s computer, phone, or other communication tools. All communications made using CEBA-provided equipment or services including email and internet activity are subject to inspection by the organization. Employees should keep in mind that even if they delete an email, voicemail or other communication, a copy may be archived on the organization’s systems. Employee use of organization-provided communication systems, including personal e-mail and internet use, that are not job-related have the potential to drain, rather than enhance, productivity and performance. You should also
Page | 39 be aware that information transmitted through e-mail and the internet is not completely secure or may contain viruses or malware, and information you transmit and receive could damage the organization’s systems as well as the reputation and/or competitiveness of the organization. To protect against possible problems, delete any e-mail messages prior to opening that are received from unknown senders and advertisers. It also is against CEBA policy to turn off antivirus protection software or make unauthorized changes to system configurations installed on CEBA computers. Violations of this policy may result in disciplinary action, up to and including termination. The organization encourages employees to use e-mail only to communicate with fellow employees, suppliers, members, or potential members regarding CEBA business. Internal and external e-mails are considered business records and may be subject to federal and state recordkeeping requirements and discovery in the event of litigation. Be aware of this possibility when sending e-mails within and outside the organization. All use of organization-provided communications systems, including e-mail and internet use, should conform to our organizational guidelines/policies, including but not limited to the Equal Opportunity, Harassment, Confidential Information, and Conflicts of Interest policies. For example, employees should not engage in harassing or discriminatory behavior that targets other employees or individuals because of their protected class status or make defamatory comments using organization-provided systems or otherwise. Similarly, employees should not divulge confidential information such as trade secrets, client lists, or information restricted from disclosure by law on social media sites. Because e-mail, telephone and voice mail, and internet communication equipment are provided for organization business purposes and are critical to the organization’s success, your communications may be accessed without further notice by Information Technology administrators and organizational management to ensure compliance with this guideline. The electronic communication systems are not secure and may allow inadvertent disclosure, accidental transmission to third parties, etc. Sensitive information should not be sent via unsecured electronic means. Office telephones are for business purposes. While the organization recognizes that some personal calls are necessary, these should be kept as brief as possible and to a minimum. Personal use of the organization’s cell phones, long-distance account, or toll-free numbers is strictly prohibited. Abuse of these privileges is subject to corrective action up to and including termination. Nothing in this policy is designed to interfere with, restrain, or prevent employee communications regarding wages, hours, or other terms and
Page | 40 conditions of employment as protected under the National Labor Relations Act. Employees have the right to engage in or refrain from such activities. Time Off and Leaves of Absence Taking time away from the office to connect with family for holidays and vacations embodies our value of respect for people and the planet and fosters excellence by encouraging mental and physical recharge. CEBA follows all mandated laws in the states and municipalities where we have offices and employees working remotely that regulate leaves of absence and paid time off. Holidays The organization observes and allows time off with pay for the following holidays: • New Year’s Day • Martin Luther King Jr. Day • President’s Day • Memorial Day • Juneteenth • Independence Day • Labor Day • Indigenous People’s Day • Veteran’s Day • Thanksgiving Day and the Friday after Thanksgiving • Christmas Eve and Christmas Day • Week between Christmas and December 31 If one of these holidays falls on a Sunday, it will be observed on the following Monday. If the holiday falls on a Saturday, the organization will select either the following Monday or the preceding Friday as a substitute holiday. The organization reserves the right to pay eligible employees in lieu of time off if the holiday falls on Saturday. Holiday pay. Full-time regular employees are eligible for holiday pay. Fulltime employees may receive holiday pay immediately upon joining the organization. Part-time and temporary employees are not eligible for holiday pay. Interns are eligible for holiday pay. 2023 Holiday Calendar To visualize this timeline, please refer to CEBA’s 2023 Holiday Calendar. Any additional holidays will be designated by the organization at the start of each calendar year.
Page | 41 Holiday pay shall be at the employee’s regular straight-time rate, times regularly scheduled hours (not to exceed 8 hours). A holiday shall be considered as 8 hours worked for the purpose of computing overtime. To receive holiday pay, an eligible nonexempt employee must be at work or taking an approved absence on the workdays immediately preceding and immediately following the day on which the holiday is observed. An approved absence is a day of paid PTO. If an employee is absent on one or both days because of an illness or injury, the organization may require verification of the reason for the absence before approving holiday pay. Religious observances. Employees who need time off to observe religious practices or holidays not already scheduled by the organization are encouraged to speak with their supervisor to help accommodate individual’s religious observances. Paid Time Off CEBA recognizes the importance of time off from work and encourages all employees to take time for themselves, for family, or for personal business matters. The CEBA value of service extends beyond the workplace and includes taking care of yourself and your loved ones. All regular, full-time employees are eligible for flexible paid time off upon hire date. It is expected that employees should take at least 10 business days of vacation per calendar year. There is no set limit to PTO other than any absences of more than 3 consecutive weeks per calendar year must be taken under another leave policy, such as Sabbaticals, Parental Leave, Family and Medical Leave Act (FMLA), or other approved leave of absence. Please note though that PTO should be approved and should not interfere with your job expectations and your program/teammates need. Your manager will make every effort to accommodate your leave request but in certain circumstances if your leave is interfering with job expectations and deliverables or if you have already taken a lot of PTO before, the request can be denied by your manager. Time off will not be banked or transferred to subsequent years and will not be paid upon termination. This policy is one of integrity, trust, and shared accountability. Is there unlimited PTO? YES! This policy is one of integrity, trust, and shared accountability.
Page | 42 Sick and Safe Leave For your own health and that of your colleagues, employees should tend to their health if they are sick and ensure they are taking the time off to get better and for medical appointments. PTO is at the employee’s discretion, with prior notification whenever possible for planned appointments/procedures to the employee’s direct supervisor. Employees may use paid leave for the illness of a family member. Family members include a spouse or domestic partner, parents, parents-in-law, children (foster or grandchildren included), children’s spouses, siblings, siblings’ spouses, children living with the employee and for whom the employee permanently assumes and discharges parental responsibility, or a person who has shared a mutual residence and committed relationship with the employee for at least the preceding 12 months. Paid time off under this policy may be used by an employee for any of the following: • An absence resulting from a physical or mental illness, injury, or medical condition of the employee. • An absence resulting from obtaining professional medical diagnosis or care, or preventive medical care, for the employee. • An absence resulting from being selected as or volunteering as a bone marrow or organ donor. • An absence for the purpose of caring for a family member as described above. • An absence if the employee or the employee’s family member is a victim of stalking, domestic violence, or sexual abuse; provided, that the absence is directly related to social or legal services pertaining to the stalking, domestic violence, or sexual abuse, to: o Seek medical attention for the employee or the employee’s family member to recover from physical or psychological injury or disability caused by domestic violence or sexual abuse o Obtain services from a victim services organization o Obtain psychological or other counseling o Temporarily or permanently relocate o Take legal action, including preparing for or participating in any civil or criminal legal proceeding related to or resulting from the domestic violence or sexual abuse
Page | 43 o Take other actions to enhance the physical, psychological, or economic health or safety of the employee or the employee’s family member or to enhance the safety of those who associate or work with the employee. • Another absence provided for under state or local sick or safe leave laws. CEBA reserves the right to request medical verification of an employee’s request for sick leave, which demonstrates the employee’s incapacity to report to work or necessity to be absent. Verification of the reason for paid leave may be required if the employee requests three (3) or more consecutive days of sick leave. Such verification may include: • A signed document from a healthcare provider affirming the illness of the employee or immediate family member; or • In the case of Safe Leave, a police report, court order or written statement from a counselor affirming that the employee or immediate family member was the victim of stalking, domestic violence, or sexual abuse. This verification may be provided by the employee upon the employee’s return to work to the People Team. All information disclosed by an employee as required by this policy will be kept confidential and will not be disclosed without the employee’s permission, except where permitted or required by law. If a pattern of abuse is suspected, more frequent certification may be requested. Part-time employees are not eligible for paid time off. RECharge Fridays As part of our commitment to employees recharging their own energy supplies, volunteering for causes that they care about, attending doctor’s appointments, or other needs, CEBA provides a paid day off on one Friday each months. These Fridays will generally be set to coincide with “Monday holiday” weekends, and the schedule will be set and distributed at the beginning of the year for planning purposes. While CEBA will not generally set meetings on these Fridays, there may be times when programmatic needs require CEBA staff to work some or all the RECharge Fridays. This
Page | 44 benefit may be modified at any time based on programmatic and stakeholder needs. To visualize this timeline, please refer to CEBA’s 2023 Holiday Calendar. Sabbaticals CEBA is committed to allowing our employees unpaid time off for personal growth or development. The sabbatical may be up to 3 months. Employees must have completed six years of continuous employment to be eligible to take a sabbatical. Sabbaticals will be granted only after the employee’s supervisor has approved that the requesting employee’s role can be supported by other CEBA staff members or by contracted support. Requests must be made at least 6 months in advance. Note: CEBA employees hired in 2019 from a pre-CEBA NGO will use their hire date at the NGO as their service date only for purposes of calculating continuous employment for this policy. FAMILY AND MEDICAL LEAVE ACT (FMLA & DCFMLA) Basic Leave Entitlements (DCFMLA) The District of Columbia Family and Medical Leave Act (FMLA) requires CEBA to provide up to 16 workweeks (80 workdays) of unpaid, job-protected leave during any 24-month period to eligible employees working in DC area for the following reasons: • incapacity due to pregnancy, prenatal medical care, or childbirth • to care for the employee’s child after birth or placement for adoption or foster care • to care for the employee’s spouse, son or daughter, or parent who has a serious health condition • for a serious health condition that makes the employee unable to perform their job An employee is eligible under the Act if they have been employed with the employer for at least one year without a break in service and worked at least 1,000 hours during the 12-month period immediately preceding the requested leave. The one year of service requirement does not need to have immediately preceded the request for leave. Basic Leave Entitlements (FMLA) The Family and Medical Leave Act (FMLA) provides certain employees with up to 12 weeks of unpaid, job-protected leave per year. It also requires their group benefits to be maintained during the leave.
Page | 45 FMLA is designed to help employees balance their work and family responsibilities by allowing them to take reasonable unpaid leave for certain family and medical reasons. It also seeks to accommodate the legitimate interests of employers and promote equal employment opportunity for men and women. FMLA applies to all public agencies, all public and private elementary and secondary schools, and companies with 50 or more employees. These employers must provide eligible employee with up to 12 weeks of unpaid leave each year for any of the following reasons: • For the birth and care of the newborn child of an employee; • For placement with the employee of a child for adoption or foster care; • To care for an immediate family member (i.e., souse, child, or parent) with a serious health condition; or • To take medical leave when the employee is unable to work because of a serious health condition. Employees are eligible for leave if they have worked for their employer at least 12 months, at least 1,250 hours over the past 12 months, and work at a location where the organization employs 50 or more employees within 75 miles. Whether an employee has worked the minimum 1,250 hours of service is determined according to FLSA principles for determining compensable hours or work. Time taken off work due to pregnancy complications can be counted against the 12 weeks of family and medical leave. Military family leave provisions, first added to the FMLA in 2008, afford FMLA protections specific to the needs of military families. Military Family Leave Entitlements Eligible employees with a spouse, son, daughter, or parent on active duty or who is called to active duty status in the Armed Forces, National Guard, or Reserves in a foreign country or in support of a contingency operation may use their 12-week leave entitlement to address certain qualifying exigencies. Qualifying exigencies may include attending certain military events, arranging for alternative childcare, addressing certain financial and legal arrangements, attending certain counseling sessions, and attending post deployment reintegration briefings. FMLA also includes a special leave entitlement that permits eligible employees to take up to 26 weeks of leave to care for a covered service member during a single 12-month period. A covered service member is:
Page | 46 • A current member of the Armed Forces, National Guard, or Reserves who has a serious injury or illness incurred in or aggravated by service in the line of duty on active duty that may render the service member medically unfit to perform his or her duties and for which the service member is undergoing medical treatment, recuperation, or therapy, or is in outpatient status, or is on the temporary disability retired list • A veteran undergoing such medical treatment, recuperation, or therapy for a serious injury or illness and who was a member of the Armed Forces, National Guard, or Reserves at any time during the five years preceding the date of such treatment, recuperation, or therapy Benefits and Protections During FMLA leave, CEBA will maintain the employee’s health coverage under any group health plan on the same terms as if the employee had continued to work. Use of FMLA leave will not result in the loss of any employment benefit that accrued prior to the start of an employee’s leave. Definition of Serious Health Condition A serious health condition is an illness, injury, impairment, or physical or mental condition that involves either an overnight stay in a medical care facility or continuing treatment by a healthcare provider for a condition that either prevents the employee from performing his or her job functions or prevents the qualified family member from participating in school or other daily activities. Substitution of Paid Leave for Unpaid Leave If the leave is for the employee’s own serious illness or childbirth, sick time, parental leave and/or Short-Term Disability benefits will generally be available. If the leave is for a family illness, the employee could use other paid leave provisions like elder care leave. After exhausting these paid leave provisions, the employee may choose to use PTO for the remainder of the leave. In order to use paid leave during FMLA leave, employees must comply with normal paid leave policies. If the leave is for an employee’s work-related injury, workers’ compensation benefits will generally be available. However, due to differences in the two statutes, there may be cases where workers’ compensation benefits might end but FMLA leave would continue, or vice versa. Other CEBA policies and benefit programs may provide salary continuation and additional benefits. CEBA will simultaneously administer any policies and benefit programs that apply (e.g., Parental Leave, Short-Term Disability, and
Page | 47 workers’ compensation) when an employee is on a FMLA leave. FMLA leave will automatically run concurrently with certain qualifying absences. Employee Responsibilities Requests for FMLA leave should be made in writing to the supervisor and the People Team. When leave is foreseeable (for example, for childbirth, placement of a child for adoption or foster care, or planned medical treatment), the employee is expected to give as much advance notice as possible, generally at least 30 days. When 30 days’ notice is not possible (for example, due to unanticipated medical circumstances or inadequate notice from relevant agencies), the employee must provide notice as soon as possible, ordinarily within one or two business days of when she or he learns of the need for leave and must generally comply with normal call-in procedures. Employees must provide sufficient information, by filling out a FMLA form here, and return it to the People Team, for CEBA to determine if the leave may qualify for FMLA protection and the anticipated timing and duration of the leave. Sufficient information may include whether the employee is unable to perform job functions, whether the family member is unable to perform daily activities, the need for hospitalization or continuing treatment by a healthcare provider, or circumstances supporting the need for military family leave. Employees must also inform CEBA if the requested leave is for a reason for which FMLA leave was previously taken or certified. Employees on FMLA leave may be asked to report periodically to the employing department on their status and intention to return to work. Employees may be required to provide a certification and periodic recertification supporting the need for leave. Employer Responsibilities CEBA will inform employees requesting leave whether they are eligible under FMLA. If they are, the notice will specify any additional information required and the employee’s rights and responsibilities. If they are not eligible, CEBA will provide a reason for the ineligibility. Employees will be informed if leave will be designated as FMLA-protected and the amount of leave counted against the employee’s leave entitlement. If it is determined that the leave is not FMLA-protected, the People Team will notify the employee.
Page | 48 When Both Spouses Work for CEBA Spouses who work for CEBA and who are both eligible for FMLA leave are limited to a combined total of 16 weeks of FMLA leave during a 24-month period for birth or placement of a child or to care for a sick parent. Each eligible spouse is entitled to 16 weeks of FMLA leave for his or her own serious health condition or that of the other spouse or a dependent child. Additionally, each spouse is eligible to use paid parental leave. Definition of the FMLA Leave Year The 12-month FMLA period is measured from the date an employee’s first FMLA leave begins. For example, if an employee’s FMLA leave begins on May 1, that employee’s “leave year” begins on May 1 and ends on April 30 of the following year. The next 12-month period begins the first time FMLA leave is taken after completion of any previous 12-month FMLA leave period. Medical Certification An employee requesting FMLA must provide the appropriate completed leave certification form in a timely manner, generally within 15 days. If the employee fails to provide timely certification, the leave may be delayed until the required certification is submitted. Recertification may be required during the leave. The following certification forms are available from the People Team: • Healthcare Provider for Employee’s Serious Health Condition • Healthcare Provider for Family Member’s Serious Health Condition • Qualifying Exigency for Military Family Leave • Serious Injury or Illness of Covered Service Member—For Military Family Leave An employee applying for Short-Term Disability or workers’ compensation benefits must also comply with the certification requirements of that program. If CEBA questions the adequacy of a medical certification for an employee’s serious health condition or that of a family member, it may require, at its own expense, that the employee get the opinion of a second healthcare provider designated or approved by CEBA. If the second opinion differs from the first, CEBA may require, again at its own expense, a third opinion from a healthcare provider designated or approved jointly by CEBA and the employee. The third opinion will be final and binding. Employees returning from leave due to their own illness may be required to provide certification that they are able to resume work.
Page | 49 Reinstatement Upon return from FMLA leave, the employee returns to the position she or he held when the leave began or, if agreeable to the employee and the employing department, to an equivalent position with equivalent benefits, pay, and other terms and conditions of employment. An employee whose position is eliminated while on FMLA leave is entitled to the same rights and benefits as other employees whose positions are eliminated. However, they will have no greater rights to reinstatement or other benefits and conditions of employment than if they had continued to work. Unlawful Acts FMLA makes it unlawful for an employer to: • Interfere with, restrain, or deny the exercise of any right provided under FMLA • Discharge or discriminate against any person for opposing any practice made unlawful by FMLA or for involvement in any proceeding under or relating to FMLA Parental Leave CEBA's parental leave policy supports birth, adoption, legal guardianship, or fostering. CEBA offers up to 9 weeks of paid parental leave, plus up to 3 weeks of consecutive PTO, and 4 weeks of unpaid parental leave, for a total of 16 weeks of leave per leave year. A leave year is calculated by when the employee begins to use this benefit for the following 12 months. To qualify for this benefit, the employee must have been employed, with CEBA, for at least 6 months. This benefit is available to all parents and guardians when a new child comes into the family. As with other leaves, the employee should notify their supervisor and the People Team ([email protected]) as early as possible to allow time to plan for the employee’s absence. If you are going out on parental leave, you will need to file a Short-Term Disability (STD) claim with Principal at the following link Disability Claim Forms (principal.com), In addition to filling out a FMLA form here. The STD claim will be processed with Principal and the FMLA form(s) will be processed with the People Team.
Page | 50 The STD claim will provide you directly with 60% of your weekly earnings to a maximum benefit of $1500 per week. CEBA will provide the remaining 40% of your salary for the time you are out on parental leave STD via Principal. There is a 1-week elimination period before benefits start and the benefits are payable for 6 or 8 weeks dependent on the delivery type. Principal will provide you with a lump sum payment of benefits. Because your salary will continue through CEBA, once you receive the Principal benefits, your remaining pay, while you are out will be adjusted accordingly. Paid parental leave will run concurrently with FMLA and/or disability benefits. For specific questions or concerns, contact the [email protected] . CEBA’s PTO policy allows employees to use time off to meet any other state or local regulations that are required by law. Return from Paid Parental Leave When an employee returns from paid parental leave, CEBA will reinstate the employee to their former position, or one with equivalent status, pay and benefits that the employee held as of the date of their leave. CEBA will not reinstate an employee who would not have otherwise continued to be employed (such as layoff, reduction in force, project end or other reason) had paid parental leave not been taken. Leave to Care for Elder Family Member CEBA offers up to 2 weeks of paid elder care leave, in addition to 4 weeks of unpaid leave, for a total of 6 weeks of leave per year. . A leave year is calculated by when the employee begins to use this benefit for the following 12 months. This benefit is available to employees who are caring for an elderly family member. As with other leaves, the employee should notify their supervisor and the People Team ([email protected]) as early as possible to allow time to plan for the employee’s absence. Military Leave CEBA supports the military obligations of all employees and grants unpaid leaves for uniformed service in accordance with applicable federal and state laws. Any employee who needs time off for uniformed service should immediately notify the People Team ([email protected]) and their
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