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  • Policy 2.2.2: Employment Equity
    Management 2 9 2 Personal Information and Privacy Protection 2 9 3 Delegation of Signing Authority 2 9 4 Disclosure of Wrongdoings Whistleblower Policy 2 9 5 Access to Information Privacy Protection Privacy Standards 2 9 6 Email Management 2 9 7 Information Classification Policy Communications 2 1 1 Communications Information Technology 2 5 1 Use of Technology Assets Human Resources 2 2 1 Staffing 2 2 2 Employment Equity 2 2 3 Conflict of Interest and Ethics 2 2 4 Compensation 2 2 10 Discipline 2 2 11 Appeal Procedures 2 2 13 Relocation 2 2 14 Official Languages 2 2 15 Anti Discrimination and Harassment 2 2 16 Occupational Health Safety and Environment 2 2 17 Political Activity 2 2 19 Industrial Relations 2 2 20 Non Discrimination and the Duty to Accommodate 2 2 21 Code of Conduct 2 2 22 Prevention of Work Place Violence Finance and Administration 2 3 2 Assets 2 3 3 Capital Leases 2 3 4 Cash Funds 2 3 5 Cheque Control 2 3 6 Procurement 2 3 7 Credit and Collections 2 3 8 Delegation of Financial Authorities 2 3 11 Fraud and Theft 2 3 14 Improvements to Leased Property 2 3 15 Full Program Costing Labour and Facilities Cost Rates 2 3 17 Management of Foreign Currency Risk 2 3 18 Payment of Sales Commissions 2 3 20 Reciprocal Trade Contra 2 3 21 Revenue Recording and Reporting 2 3 22 Shared Use of Transmitter Sites and Facilities 2 3 24 TV Program Inventories Recording and Valuation 2 3 28 Independent Contracts 2 3 29 Management of Investments 2 3 30 Fleet Management 2 3 31 Property and Casualty Insurance 2 3 32 Risk Management Real Estate 2 11 1 Parking 2 11 2 Construction and Tenant Alteration 2 11 3 Lease of Space Where CBC Radio Canada is the Tenant 2 11 4 Lease of Space Where CBC Radio Canada is the Landlord Policy on Business Continuity Program Policy on Employee Related Expenses and Reimbursements Policy on Accounting and Financial Reporting Policy on the CBC Radio Canada Pension Plan Funding Policy on Leave Policy on Learning Development and Performance Corporate By Laws Terms of use CBC Digital Services Transparency and Accountability Access to Information Documents released in answer to ATI requests of general interest Agendas Audits Board of Directors Meetings Expenses External Legal Fees Miscellaneous Policies Retreats Requests How to submit an ATI request Transparency and Accountability Bulletin Proactive Disclosure Business travel and hospitality expenses Board of Directors Meeting Court Judgements External information sources Privacy Reports Infosource Annual Public Meeting 2015 Edition 2014 Edition Speeches Video Archives 2013 Edition Speakers Questions and Answers Additional Resources Video Archives 2012 Edition Speakers Question and answers Additional resources Video Archives 2011 Edition 2010 Edition 2009 Edition Reports and Plans Environmental Performance Report Environmental Performance Report 2011 2012 President s Message Stewardship Responsibility Environmental Scorecard Impact and Reporting Prevention Training and Engagement Awards and Distinctions Environmental Performance Report 2012 2013 President

    Original URL path: http://www.cbc.radio-canada.ca/en/reporting-to-canadians/acts-and-policies/management/human-resources/2-2-2/ (2016-02-06)
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  • Policy 2.2.3: Conflict of Interest and Ethics
    Management of Investments 2 3 30 Fleet Management 2 3 31 Property and Casualty Insurance 2 3 32 Risk Management Real Estate 2 11 1 Parking 2 11 2 Construction and Tenant Alteration 2 11 3 Lease of Space Where CBC Radio Canada is the Tenant 2 11 4 Lease of Space Where CBC Radio Canada is the Landlord Policy on Business Continuity Program Policy on Employee Related Expenses and Reimbursements Policy on Accounting and Financial Reporting Policy on the CBC Radio Canada Pension Plan Funding Policy on Leave Policy on Learning Development and Performance Corporate By Laws Terms of use CBC Digital Services Transparency and Accountability Access to Information Documents released in answer to ATI requests of general interest Agendas Audits Board of Directors Meetings Expenses External Legal Fees Miscellaneous Policies Retreats Requests How to submit an ATI request Transparency and Accountability Bulletin Proactive Disclosure Business travel and hospitality expenses Board of Directors Meeting Court Judgements External information sources Privacy Reports Infosource Annual Public Meeting 2015 Edition 2014 Edition Speeches Video Archives 2013 Edition Speakers Questions and Answers Additional Resources Video Archives 2012 Edition Speakers Question and answers Additional resources Video Archives 2011 Edition 2010 Edition 2009 Edition Reports and Plans Environmental Performance Report Environmental Performance Report 2011 2012 President s Message Stewardship Responsibility Environmental Scorecard Impact and Reporting Prevention Training and Engagement Awards and Distinctions Environmental Performance Report 2012 2013 President s Message Environmental Scorecard Green Spotlight Impact and Reporting Prevention Environmental Lead Team Environmental Performance Report 2013 2014 President s Message Environmental Scorecard In the Green Spotlight Impact and reporting Prevention Environmental Lead Team Environmental Performance Report 2014 2015 President s Message Environmental Scorecard In the Green Spotlight Impact and Reporting Environmental Lead Team Corporate Plan Summary Financial Reports Quarterly Reports Annual Report Archives Quarterly Report Archives Supplementary Data on Budget 2012 Implementation Pension Plan Submissions CRTC Submissions LPIF Annual Report Auditor General s Reports Equity Reports Official Languages Reports and Plans Value far Beyond the Broadcast Measuring our Performance Official Languages Employment Equity Technology Standards SYNC online technology magazine SYNC Issue 1 2012 Note from Paul Jané Note from Dany Harrison Cloud Services Emerging Technology IT s Role as an Enabler Local Coverage The Digital Advantage The Not So Black Art of Search Engine Optimisation Next Generation Converged Network NGCN Analogue Television Shutdown The End of an Era for CBC Radio Canada SYNC Issue 2 2012 Radio Broadcast Data System Print Optimisation Program Business Intelligence Adaptive Bitrate Video Streaming File based Workflow Remote Production Terminal Editorial Dany Harrison Radio Centralisation SYNC Editorial SYNC Issue 3 2013 Mobile Digital Television ATSC M H Field testing Measurements Technical Considerations for Digital Television Reception From Email to Collaboration Unified Communications Telecom Expense Reporting Management Systems Radio Canada Est du Québec Security in Today s Digital Information Landscape Editorial Fred Mattocks SYNC Editorial Paul Jané SYNC Editorial Paul Jané Thought Leadership The Perfect Storm of Change SYNC Issue 4 2013 Editorial Fred Mattocks Editorial Paul Jané Capability Through Connection Cloud Compliance Dejero at CBC Radio Canada Elections Technology File based Workflow Phase II The Second Screen in Power Politics Perceptive Pixel Board at CBC Radio Canada Scoop Contributors SYNC Issue 5 2013 Audio fil CDI Automated Production Control File based Workflow in HD Newsgathering Digital Digest The Private Cloud Turning Points HD Videoconferencing at CBC Radio Canada Editorial Fred Mattocks Editorial Paul Jané Contributors SYNC Issue 6 2014 Editorial Fred Mattocks Sync Editorial A Centralised Public Alerting Solution for CBC Radio Canada s Radio Networks Digital Digest ElectR File based Workflow Phase III Google Earth as a Broadcast Engineering Tool Self Serve IT The Mobile Workplace Media Asset Management Topping off our Digital World Contributors LinkedIn Facebook Twitter Print Email Policy 2 2 3 Conflict of Interest and Ethics Effective Date January 1 2003 Responsibility Vice President People and Culture STATEMENT All employees of CBC Radio Canada have an obligation to carry out the functions and activities of their position with the highest level of integrity consistency and transparency in a professional and ethical manner ensuring adherence to the principles and ethics which are enshrined in the Corporate Code of Conduct Policy 2 2 21 APPLICATION The policy applies to all CBC Radio Canada employees regardless of employment status unless excluded by contract or otherwise indicated in a collective agreement HISTORY Revised November 2006 to recognize creation of new Code of Conduct Policy Revised June 16 2004 Replaces previous Human Resources Policies Conflict of Interest no 1 6 Outside Work 1 10 Outside Work by Announcers 1 11 REFERENCES By Law on Conflict of Interest By Law on Officers and Employees By Law on Contracts with the Corporation CBC Radio Canada Solemn Declaration Program Policies 1 1 12 Free Travel Corporate Policies 2 2 17 Political Activity 2 2 21 Code of Conduct 2 3 2 Assets 2 3 6 Procurement 2 3 8 Delegation of Financial Authorities Employee Related Expenses and Reimbursements CBC Radio Canada Form 810 Relevant Collective Agreements PERSON RESPONSIBLE FOR INTERPRETATION AND APPLICATION Line management is responsible for the implementation of this policy in consultation with Human Resources All questions pertaining to the interpretation or application of this policy should be referred to the Vice President of People and Culture or appointed delegate DEPARTMENT RESPONSIBLE TO UPDATE THIS WEBPAGE Corporate Secretariat PROCEDURES AND GUIDELINES Guiding principles and ethics in the daily conduct of CBC Radio Canada employees No conflict should exist or appear to exist between the private interests of CBC Radio Canada employees and their official duties All employees shall place and appear to place the interests of their employer above their own interests Public funds must be spent with prudence and probity Employees may not use CBC Radio Canada premises equipment supplies or the corporate services of other CBC Radio Canada employees in furthering their personal interest Employees must not use their positions to further their personal interests Confidential information must not be used for employees personal advantage either during or after their employment

    Original URL path: http://www.cbc.radio-canada.ca/en/reporting-to-canadians/acts-and-policies/management/human-resources/2-2-3/ (2016-02-06)
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  • Policy 2.2.24: Compensation
    policy of the CBC Radio Canada to provide its employees with fair and equitable compensation for work performed APPLICATION Applies to all CBC Radio Canada employees The governing policies and procedures for unionized employees are found in the applicable collective agreements DESCRIPTION The Corporation recognizes that a fair and equitable compensation program is important in attracting and retaining individuals with skills and abilities required to carry out its objectives The compensation program which reflects internal equity external competitiveness and individual performance is designed to include an appropriate balance of cash compensation a wide range of benefits and paid time off The Corporation is committed to the principles of pay equity The Corporation follows established procedures to review salaries on a periodic basis and upon promotion reclassification or transfer including provisions to address unusual circumstances in which discretionary salary adjustments may be authorized CBC Radio Canada also provides allowances such as those to employees who work in isolated locations and foreign postings to enable them to meet extra expenses normally incurred as a result of living in these locations RESPONSIBILITY The Vice President of People and Culture is accountable for the establishment of compensation principles and developing compensation policies National Compensation is responsible for the interpretation of the policy and Human Resources Directors and Managers are responsible for its application as well as all CBC Radio Canada Managers Managers should seek guidance from Human Resources representatives in dealing with unusual situations Managers must not make commitments that deviate from compensation policies before an appropriate review process has occurred and the required approval has been received REFERENCES Canada Labour Code Canadian Human Rights Act Human Resources Policy 2 2 1 Staffing Human Resources Policy 2 2 7 Income Protection Human Resources Policy 2 2 6 Leave Human Resources Policy 2 2 9 Performance Management Accountability for the Management of Human Resources HISTORY Replaces previous Human Resources Policies Departure no 2 2 12 Compensation no 3 0 MS Job Evaluation no 3 1 Extra Compensation no 3 2 Salary on promotion reclass and transfer no 3 3 Discretionary Salary Adjustments no 3 4 MS Salary Review no 3 5 Controlled Salary no 3 6 Above scale salary no 3 7 Allowances and Expenses Isolated Locations no 9 3 Allowances Foreign Locations no 9 4 Special Meal Allowances no 9 7 and functional Corporate policy HR 1 Management of overtime PROCEDURES ON COMPENSATION POLICY 2 2 4 GENERAL PRINCIPLES All employees are normally paid within the established salary range for the job they are performing Under certain circumstances however individual salary rates above the range may be considered Most employees are eligible to receive compensation for hours worked beyond the normal workday and or workweek They may also be eligible to receive compensation resulting from the manner in which they were scheduled or assigned to work The types of payments their amounts and the terms and conditions under which they may be earned are described below in relevant collective agreements and or the Canada Labour Code When employees accept additional duties and responsibilities for defined periods of time demonstrate excellence in the performance of their duties or possess exceptional abilities and qualifications for their role it is the CBC Radio Canada s practice to recognize and reward them INTERNAL RELATIVITY AND EQUITY CBC Radio Canada maintains systems to ensure that the relative value of all jobs roles and functions are correctly ranked in relation to one another in an equitable gender neutral consistent and effective manner and properly recognize those aspects of work which are valued by CBC Radio Canada MANAGEMENT APS AND CONFIDENTIAL JOBS The job evaluation plan used for Management APS and Confidential jobs is the Decision Band Method Also called DBMTM This method is based on six broad decision bands in support of the Corporation s objective of broadening jobs to reflect its work organization UNIONIZED JOBS For unionized jobs where applicable job evaluation is the method used to determine fair and equitable relationships among jobs at CBC Radio Canada Each job is evaluated on the basis of objective criteria as determined within each of the applicable plans SALARY DETERMINATION EXTERNAL COMPETITIVENESS In order to establish and or verify the competitive position of its salary ranges CBC Radio Canada regularly participates in external surveys and acquires other available data From time to time CBC Radio Canada will conduct its own surveys particularly if data required for specific purposes are not available through the normal sources MANAGEMENT APS AND CONFIDENTIAL SALARY DETERMINATION AND REVIEW CBC Radio Canada s compensation philosophy for Management APS and Confidential employees is designed to help the Corporation fulfill its mandate Its objectives are to help the Corporation retain and attract the people required to fulfill its mandate help all employees focus on the results and behaviors needed for the Corporation to succeed promote a sense of shared accountability for the success of the Corporation Its guiding principles include line management ownership flexibility compensation opportunities reflecting contribution and compensation opportunities which are generally market competitive It is linked to Performance Management The compensation program is designed to support the performance management process Performance management focuses on defining mutual expectations getting feedback and adjusting performance towards continuous improvement More flexible compensation provides an opportunity within a predefined budget to recognize growth in performance and contribution Overall performance over time will be one of the factors influencing compensation levels and it will be considered along with other factors including growth in skills and competencies contribution to the team demonstrating values important to the Corporation etc Pay Bands The Management APS and Confidential compensation system uses pay bands The Pay Bands are a tool for managing individual salaries and represents the range of salary opportunities available for jobs evaluated at a given band They are intended to provide the ability to recognize differences in individual contribution within a competitive framework that reflects both the external market value and internal value of jobs through the job evaluation process Pay bands are reviewed periodically against the market to determine if an adjustment is needed to maintain CBC Radio Canada s relative competitiveness As to base salary it will be reviewed by managers once a year at a common salary review date to determine whether a salary increase and or lump sum award is appropriate New Hires Initial positioning of a new hire in the salary band is a function of the qualifications and experience the individual brings to the role and the anticipated contribution in the role An individual who has the basic qualifications but has not performed in a similar role before should normally be hired in the Entry zone or the bottom of the Reference zone In some cases an incumbent who is being hired for specific expertise and or experience may require a higher positioning within the salary band Naturally the relationship with current staff and their level of contribution is an important consideration A Human Resources representative can provide guidance in this respect Hiring a new employee into the Reference Plus zone requires the approval of the Media or Function Vice President on the advice of their respective Network Corporate Human Resources Director and in some cases the approval of the Vice President of People and Culture Higher Band When an employee is promoted to a job in a higher pay band the salary position should be reviewed relative to the band i e what zone it falls in and relative to others in the same pay band Normally the salary of an incumbent who is new in a role should be positioned in the Entry zone or at the beginning of the Reference zone Other considerations are the length of time it is expected to take the incumbent to fulfill all the requirements of the job the contribution relative to others in the same band and the salaries of any new subordinates On this basis salary increases reflecting promotions to a higher pay band can be made up to 10 of current salary Increase recommendations of more than 10 require the approval of the Media Function Vice Presidents on the advice of their respective Human Resources Directors and in some cases the approval of the Vice President of People and Culture Refer to the Accountability for the Management of Human Resources Handbook Same band Job changes within the same band may not warrant any change in salary However circumstances may present themselves where the move is at the department s request and provides opportunities to broaden and enhance the employee s required skills and where a salary increase may be appropriate Again the major considerations are the current positioning within the band the anticipated contribution in the new role and the relativity with the salaries experience and contribution of other employees in similar roles Lower band An employee who moves to a job in a lower salary band should be appropriately positioned in the band over a period of time Normally this will be accomplished through curtailing base salary increases Cases of this nature should be reviewed with a designated Human Resources representative Other Situations Normally the pay bands used by the Corporation should enable compensating employees competitively using base pay and lump sums and with appropriate internal relativity Occasionally a special market situation which is short term in nature or a specific term assignment may occur and can effectively be addressed through an additional periodic payment over a limited period Such arrangements must have the approval the Media Function Vice President on the advice of their respective Network Corporate Human Resources Director and in certain cases that of the Vice President People and Culture Refer to the Accountability for the Management of Human Resources Handbook CONFIDENTIAL STAFF Overtime accumulated during regular work week shall be paid or banked at the basic hourly rate for all work performed between 36 and 40 hours per week and at 1 times for all work performed in excess of 40 hours per week Work performed on a First scheduled Day Off or on a Legal Holiday shall be paid or banked at 1 times for all hours worked with a minimum of 7 25 hours Similarly work performed on a Second scheduled Day Off shall be paid or banked at double time for all hours worked with a minimum of 7 25 hours For work performed on a Declared Holiday all hours worked shall be paid or banked at straight time with a minimum of 7 25 hours In rare circumstances for work performed between the hours of 00 00 and 07 00 a 15 night differential premium will be paid BARGAINING UNITS SALARY DETERMINATION AND REVIEW Compensation rules and guidelines are set out in the appropriate collective agreements OTHER CONSIDERATIONS ALL GROUPS Effective dates for promotion reclassification and salary adjustment are designated as either the date that the employee is assigned to commence duties in the new or reclassified position or if promoted to another location the day following the last day of work at the releasing location Temporary Assignments a For temporary assignments within affiliation the anniversary date will be the same as for the employee s basic position In cases where the employee has reached the top of their scale on their basic position the anniversary date for the temporary assignment will be the month of the assignment to the temporary duties When a temporary assignment is made permanent with no break in service the anniversary date is adjusted back to the original date of the temporary assignment to allow for total continuous service in that level unless the employee has already received an anniversary increase in the temporary assignment b Broken periods of temporary assignments minimum of six 6 continuous months may be considered when calculating the promotional formula at the time of a promotion to the same level as previously temporarily assigned An extra step on the promotional formula may be awarded The anniversary date will be recognized in the month of the promotion c For temporary assignments between affiliations a separate anniversary date is given for the temporary assignment effective the date of the assignment d The minimum qualifying period for temporary assignment is 1 full day Transfer between affiliations Salary rates on transfer between affiliations will be determined on the same basis as for hiring a new employee i e the minimum rate for the job classification will apply except where experience and qualifications warrant a higher rate The anniversary date will be recognized within the month of the appointment Management of Overtime a Overtime is authorized time worked by an employee in excess of the standard daily or weekly hours of work and for which the employee may be entitled to compensation pursuant to the provisions of a collective agreement the Canada Labour Code or CBC Radio Canada s compensation practices b Overtime is to be authorized only when management is satisfied that doing the work or providing the service is essential and that overtime is the most appropriate way of doing the required work or providing the necessary service Overtime is to be authorized in accordance with the provisions of collective agreements and the terms and conditions governing non affiliated employees c Compensation for overtime is generally provided only when the overtime work is authorized in advance by management or is worked in accordance with standard operating instructions d This section covers all CBC Radio Canada employees The terms of the collective agreements control entitlements within this policy Note Overtime costs will be charged to the budget authority requesting the work or service In general Plant Service Managers will be responsible for scheduled overtime and Producers Users will be accountable for unscheduled overtime Authority for the authorization and management of overtime must be clearly delegated Those with delegated authority will be accountable for compliance with management directives and for the cost effective use of overtime under their control Change of Employee Type Salary rates in moving from temporary to regular employee type will be determined by following the hiring procedures i e the salary step will be based on experience and qualifications If the salary is increased upon change of employee type it will result in a new anniversary date Controlled Salary Red Circle a Controlled Salary occurs when an employee s position level has changed as a result of limited performance due to illness or accident or when an employee s position is reclassified to a lower grouping in the course of an organizational or technological change Note Controlled Salary is not applicable to Management and APS Group Refer to Management and APS Salary Determination Lower Band b Managers should fully document controlled salary treatment submit each recommendation for authorization in accordance with the prescribed Delegation of Authority and advise the employee in writing of the conditions of the new status c There are three main categories of Controlled Salary Red Circle Frozen Salary When an employee s performance becomes limited due to serious illness or accident that employee may be moved to a lower level position without loss of pay The salary is frozen and during the time that the salary remains above the scale for the position occupied the employee is not eligible for any increase Such action is processed as a demotion although without loss of salary In some instances collective agreements provide for lump sum payments Red Circle Frozen Maximum When a position is reclassified to a lower grouping due to re evaluation of the job or when an employee is assigned duties of a more junior nature due to organizational change the employee maintains the eligibility for salary progression up to an identified maximum dollar value equal to the top of the salary range for the group level in which the employee was classified prior to the action The employee is then placed on the new salary scale while retaining his her current salary and anniversary date The employee will remain eligible for any form of salary increase or portion thereof until the salary reaches the identified maximum For the purpose of anniversary salary progression the increment will be equal to that in the employee s former group as published at the time of the action When the salary reaches the identified maximum value the salary rate becomes Red Circle Frozen Salary Red Circle Technological Change When an employee is reassigned to a position with a lower salary range due to technological change the employee s salary is identified as Red Circle Technological Change Even though the employee now occupies a position in either a lower group or with a lower salary range the employee s salary rate and range remain the same as before the reassignment The employee s salary will be adjusted automatically following salary scale increases Refer to the appropriate collective agreements for technological change provisions d Other Controlled Salary Circumstances There may be other circumstances when controlled salary is appropriate Cases of this nature should be reviewed with a designated Human Resources representative Above Scale Treatment When upon Management decision an employee is to be paid at a salary higher than the top of the salary range for the position occupied without specifying a higher group level the amount above the salary range shall be identified as Above Scale Treatment Each time the salary range is updated such Above Scale Salary will not change unless a specific review is made and appropriate authorization received Specific conditions apply to Management and APS see section on Salary Determination Special Authorization Special prior authorization is required if the total of the basic salary plus extra compensation see below exceeds 175 000 EXTRA COMPENSATION ADJUSTMENTS ALL GROUPS Upon receiving the required authorization see Accountability for the Management of Human Resources Handbook extra compensation may be granted to employees who are asked to take on additional duties and responsibilities for defined periods of time are assigned to special projects demonstrate excellence in the performance of their duties or possess critical skills abilities and qualifications Extra compensation payments

    Original URL path: http://www.cbc.radio-canada.ca/en/reporting-to-canadians/acts-and-policies/management/human-resources/2-2-4/ (2016-02-06)
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  • Policy 2.210: Discipline
    Discrimination and the Duty to Accommodate 2 2 21 Code of Conduct 2 2 22 Prevention of Work Place Violence Finance and Administration 2 3 2 Assets 2 3 3 Capital Leases 2 3 4 Cash Funds 2 3 5 Cheque Control 2 3 6 Procurement 2 3 7 Credit and Collections 2 3 8 Delegation of Financial Authorities 2 3 11 Fraud and Theft 2 3 14 Improvements to Leased Property 2 3 15 Full Program Costing Labour and Facilities Cost Rates 2 3 17 Management of Foreign Currency Risk 2 3 18 Payment of Sales Commissions 2 3 20 Reciprocal Trade Contra 2 3 21 Revenue Recording and Reporting 2 3 22 Shared Use of Transmitter Sites and Facilities 2 3 24 TV Program Inventories Recording and Valuation 2 3 28 Independent Contracts 2 3 29 Management of Investments 2 3 30 Fleet Management 2 3 31 Property and Casualty Insurance 2 3 32 Risk Management Real Estate 2 11 1 Parking 2 11 2 Construction and Tenant Alteration 2 11 3 Lease of Space Where CBC Radio Canada is the Tenant 2 11 4 Lease of Space Where CBC Radio Canada is the Landlord Policy on Business Continuity Program Policy on Employee Related Expenses and Reimbursements Policy on Accounting and Financial Reporting Policy on the CBC Radio Canada Pension Plan Funding Policy on Leave Policy on Learning Development and Performance Corporate By Laws Terms of use CBC Digital Services Transparency and Accountability Access to Information Documents released in answer to ATI requests of general interest Agendas Audits Board of Directors Meetings Expenses External Legal Fees Miscellaneous Policies Retreats Requests How to submit an ATI request Transparency and Accountability Bulletin Proactive Disclosure Business travel and hospitality expenses Board of Directors Meeting Court Judgements External information sources Privacy Reports Infosource Annual Public Meeting 2015 Edition 2014 Edition Speeches Video Archives 2013 Edition Speakers Questions and Answers Additional Resources Video Archives 2012 Edition Speakers Question and answers Additional resources Video Archives 2011 Edition 2010 Edition 2009 Edition Reports and Plans Environmental Performance Report Environmental Performance Report 2011 2012 President s Message Stewardship Responsibility Environmental Scorecard Impact and Reporting Prevention Training and Engagement Awards and Distinctions Environmental Performance Report 2012 2013 President s Message Environmental Scorecard Green Spotlight Impact and Reporting Prevention Environmental Lead Team Environmental Performance Report 2013 2014 President s Message Environmental Scorecard In the Green Spotlight Impact and reporting Prevention Environmental Lead Team Environmental Performance Report 2014 2015 President s Message Environmental Scorecard In the Green Spotlight Impact and Reporting Environmental Lead Team Corporate Plan Summary Financial Reports Quarterly Reports Annual Report Archives Quarterly Report Archives Supplementary Data on Budget 2012 Implementation Pension Plan Submissions CRTC Submissions LPIF Annual Report Auditor General s Reports Equity Reports Official Languages Reports and Plans Value far Beyond the Broadcast Measuring our Performance Official Languages Employment Equity Technology Standards SYNC online technology magazine SYNC Issue 1 2012 Note from Paul Jané Note from Dany Harrison Cloud Services Emerging Technology IT s Role

    Original URL path: http://www.cbc.radio-canada.ca/en/reporting-to-canadians/acts-and-policies/management/human-resources/2-2-10/ (2016-02-06)
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  • Policy 2.2.11: Appeal Procedures
    6 Procurement 2 3 7 Credit and Collections 2 3 8 Delegation of Financial Authorities 2 3 11 Fraud and Theft 2 3 14 Improvements to Leased Property 2 3 15 Full Program Costing Labour and Facilities Cost Rates 2 3 17 Management of Foreign Currency Risk 2 3 18 Payment of Sales Commissions 2 3 20 Reciprocal Trade Contra 2 3 21 Revenue Recording and Reporting 2 3 22 Shared Use of Transmitter Sites and Facilities 2 3 24 TV Program Inventories Recording and Valuation 2 3 28 Independent Contracts 2 3 29 Management of Investments 2 3 30 Fleet Management 2 3 31 Property and Casualty Insurance 2 3 32 Risk Management Real Estate 2 11 1 Parking 2 11 2 Construction and Tenant Alteration 2 11 3 Lease of Space Where CBC Radio Canada is the Tenant 2 11 4 Lease of Space Where CBC Radio Canada is the Landlord Policy on Business Continuity Program Policy on Employee Related Expenses and Reimbursements Policy on Accounting and Financial Reporting Policy on the CBC Radio Canada Pension Plan Funding Policy on Leave Policy on Learning Development and Performance Corporate By Laws Terms of use CBC Digital Services Transparency and Accountability Access to Information Documents released in answer to ATI requests of general interest Agendas Audits Board of Directors Meetings Expenses External Legal Fees Miscellaneous Policies Retreats Requests How to submit an ATI request Transparency and Accountability Bulletin Proactive Disclosure Business travel and hospitality expenses Board of Directors Meeting Court Judgements External information sources Privacy Reports Infosource Annual Public Meeting 2015 Edition 2014 Edition Speeches Video Archives 2013 Edition Speakers Questions and Answers Additional Resources Video Archives 2012 Edition Speakers Question and answers Additional resources Video Archives 2011 Edition 2010 Edition 2009 Edition Reports and Plans Environmental Performance Report Environmental Performance Report 2011 2012 President s Message Stewardship Responsibility Environmental Scorecard Impact and Reporting Prevention Training and Engagement Awards and Distinctions Environmental Performance Report 2012 2013 President s Message Environmental Scorecard Green Spotlight Impact and Reporting Prevention Environmental Lead Team Environmental Performance Report 2013 2014 President s Message Environmental Scorecard In the Green Spotlight Impact and reporting Prevention Environmental Lead Team Environmental Performance Report 2014 2015 President s Message Environmental Scorecard In the Green Spotlight Impact and Reporting Environmental Lead Team Corporate Plan Summary Financial Reports Quarterly Reports Annual Report Archives Quarterly Report Archives Supplementary Data on Budget 2012 Implementation Pension Plan Submissions CRTC Submissions LPIF Annual Report Auditor General s Reports Equity Reports Official Languages Reports and Plans Value far Beyond the Broadcast Measuring our Performance Official Languages Employment Equity Technology Standards SYNC online technology magazine SYNC Issue 1 2012 Note from Paul Jané Note from Dany Harrison Cloud Services Emerging Technology IT s Role as an Enabler Local Coverage The Digital Advantage The Not So Black Art of Search Engine Optimisation Next Generation Converged Network NGCN Analogue Television Shutdown The End of an Era for CBC Radio Canada SYNC Issue 2 2012 Radio Broadcast Data System Print Optimisation

    Original URL path: http://www.cbc.radio-canada.ca/en/reporting-to-canadians/acts-and-policies/management/human-resources/2-2-11/ (2016-02-06)
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  • Policy 2.2.13: Relocation
    Performance Report Environmental Performance Report 2011 2012 President s Message Stewardship Responsibility Environmental Scorecard Impact and Reporting Prevention Training and Engagement Awards and Distinctions Environmental Performance Report 2012 2013 President s Message Environmental Scorecard Green Spotlight Impact and Reporting Prevention Environmental Lead Team Environmental Performance Report 2013 2014 President s Message Environmental Scorecard In the Green Spotlight Impact and reporting Prevention Environmental Lead Team Environmental Performance Report 2014 2015 President s Message Environmental Scorecard In the Green Spotlight Impact and Reporting Environmental Lead Team Corporate Plan Summary Financial Reports Quarterly Reports Annual Report Archives Quarterly Report Archives Supplementary Data on Budget 2012 Implementation Pension Plan Submissions CRTC Submissions LPIF Annual Report Auditor General s Reports Equity Reports Official Languages Reports and Plans Value far Beyond the Broadcast Measuring our Performance Official Languages Employment Equity Technology Standards SYNC online technology magazine SYNC Issue 1 2012 Note from Paul Jané Note from Dany Harrison Cloud Services Emerging Technology IT s Role as an Enabler Local Coverage The Digital Advantage The Not So Black Art of Search Engine Optimisation Next Generation Converged Network NGCN Analogue Television Shutdown The End of an Era for CBC Radio Canada SYNC Issue 2 2012 Radio Broadcast Data System Print Optimisation Program Business Intelligence Adaptive Bitrate Video Streaming File based Workflow Remote Production Terminal Editorial Dany Harrison Radio Centralisation SYNC Editorial SYNC Issue 3 2013 Mobile Digital Television ATSC M H Field testing Measurements Technical Considerations for Digital Television Reception From Email to Collaboration Unified Communications Telecom Expense Reporting Management Systems Radio Canada Est du Québec Security in Today s Digital Information Landscape Editorial Fred Mattocks SYNC Editorial Paul Jané SYNC Editorial Paul Jané Thought Leadership The Perfect Storm of Change SYNC Issue 4 2013 Editorial Fred Mattocks Editorial Paul Jané Capability Through Connection Cloud Compliance Dejero at CBC Radio Canada Elections Technology File based Workflow Phase II The Second Screen in Power Politics Perceptive Pixel Board at CBC Radio Canada Scoop Contributors SYNC Issue 5 2013 Audio fil CDI Automated Production Control File based Workflow in HD Newsgathering Digital Digest The Private Cloud Turning Points HD Videoconferencing at CBC Radio Canada Editorial Fred Mattocks Editorial Paul Jané Contributors SYNC Issue 6 2014 Editorial Fred Mattocks Sync Editorial A Centralised Public Alerting Solution for CBC Radio Canada s Radio Networks Digital Digest ElectR File based Workflow Phase III Google Earth as a Broadcast Engineering Tool Self Serve IT The Mobile Workplace Media Asset Management Topping off our Digital World Contributors LinkedIn Facebook Twitter Print Email Policy 2 2 13 Relocation EFFECTIVE DATE January 1 2003 STATEMENT The Corporation will reimburse employees for certain moving expenses related to a transfer or relocation Relocation expenses apply to employer requested moves of regular and contract employees who occupy positions on the Corporation s establishment No relocation assistance is normally provided for temporary employees or employee requested relocations for new appointees or for individuals in a freelance or other relationship to the CBC Radio Canada Upon retirement those management employees who have been transferred during the course of their employment with the Corporation will receive assistance up to 5 000 to relocate to any location where they were permanently based during their CBC Radio Canada career To qualify for it the management employee must change his her principal place of residence and must relocate prior to or within one year following retirement APPLICATION All CBC Radio Canada employees The governing policies and procedures for unionized employees are found in the applicable collective agreements DESCRIPTION In certain circumstances the CBC Radio Canada will reimburse employees for specific expenses involved in relocation within Canada and Foreign Postings and upon retirement for management employees It is the intent of the CBC Radio Canada to relocate employees as quickly and efficiently as possible with a minimum disruption in their lives and to avoid prolonged separation between employees and their families Some expenses which may be covered are furniture moving expenses temporary accommodation travel home disposal within Canada mortgage penalties acquisition of accommodation childcare storage miscellaneous expense and spousal job search assistance Payments will not be made which will result in financial gain to the employee nor will expenses resulting from misinterpretation or mistakes be a basis for reimbursement In cases of employee transfers requested by the Corporation expenses underwritten by the CBC Radio Canada must be estimated discussed and approved in advance by the hiring manager by completing the Estimate of Relocation Costs in consultation with the Human Resources Department RESPONSIBILITY Vice President of People and Culture or his delegate REFERENCES CBC Radio Canada Form 210 Estimate of Relocation Costs CBC Radio Canada Form 466 Travel Authorization Request Relocation Program Brochure Home Disposal Plan Miscellaneous Expenses Form List of Moving Expenses Considered Non Taxable Corporate Finance and Administration Policy 2 3 23 Travel and Entertainment Expenses Accountability for the Management of Human Resources HISTORY Replaces previous Human Resources Policies Relocation Expenses no 9 5 Relocation Expenses Foreign postings no 9 6 Relocation Expenses on retirement MS employees no 10 5 PROCEDURES ON RELOCATION POLICY 2 2 13 General Expenses underwritten by the CBC Radio Canada must be discussed and approved in advance of the move by the hiring manager A CBC Radio Canada 210 form Estimate of Relocation Costs should be completed for this purpose Expenses The hiring manager may allow full relocation expenses and allowances or may negotiate less than full expenses If less than full expenses are to apply the approved estimate must indicate the items allowed Minimum expenses to be allowed are as follows Furniture moving expenses including the cost of moving one vehicle Cost of transportation and travel accommodation for employee and dependents as outlined in Appendix A Cost of temporary accommodation for the employee and dependents as outlined in Appendix A All expenses relating to relocation including legal fees sales commission mortgage discharge penalties and other costs which may be claimed depending on individual circumstances are outlined in Appendix A Information on allowances related to a move is contained in Appendix B The form for income tax purposes in this regard is also in Appendix B Relocation Outside Canada When employees are transferred to posts outside Canada the CBC Radio Canada will cover certain costs of transportation moving and storage or purchase of furniture and household effects for employees and dependents Employees transferred to the United States may normally be allowed to claim expenses in relation to their move if moving to unfurnished accommodation All allowances may not apply because of the costs involved The Home Disposal Plan does not apply to properties in the United States nor are employees encouraged to purchase properties in the United States or abroad Employees posted overseas are normally expected to obtain furnished accommodation However when it is to the advantage of the CBC Radio Canada unfurnished accommodation may be obtained and the shipment and or purchase of a minimum amount of household effects may be authorized The balance of the furniture may be stored at Corporation expense The Home Disposal Plan does not apply to properties overseas The Corporation does not pay for shipping vehicles overseas Responsibilities 1 Human Resources at the departure location is to Assist the employee in developing the Estimate of Relocation Costs CBC Radio Canada 210 in accordance with the limits approved by the manager Counsel the employee with respect to the Corporation s Relocation Policy Obtain the information necessary for the Corporate Relocation Coordinator to initiate the Home Disposal Plan if applicable Request a moving company estimate from the van line with which the Corporation has contracted for moving purposes and make all moving arrangements The Corporate Relocation Coordinator should be copied on all such requests 2 Human Resources at the new location is Responsible for reviewing the final settlement of the relocation claim to ensure that expenses claimed have been in accordance with the agreed upon expenses outlined on the Estimate of Relocation Costs form 3 The Corporate Relocation Coordinator has the responsibility to Administer the Home Disposal Plan including all related CBC Radio Canada contacts with the employee and Relocation Company Administer the relocation loan policy if applicable Advise local Human Resources on interpretations and exceptions to the relocation policy APPENDIX A RELOCATION EXPENSES 1 Mover s Services The Corporation has an arrangement with a major van line that provides services in accordance with an agreed tariff The van line cannot accept initial phone calls from employees All requests for estimates or services must be channeled through the local Human Resources office with a copy to the Corporate Relocation Coordinator The Corporation will pay for packing moving and unpacking of personal household effects including the following items and or services Servicing of appliances disconnecting bracing and bolting for shipment and for normal installation that does not require alterations Disassembling and assembling waterbeds pool tables and grandfather clocks Boarding fees for pets up to a maximum of 200 00 The Corporation will not however pay for shipping live fish nor non domestic animals such as horses Plants may be shipped in the moving van but will be at the employee s risk Items of special value such as antiques paintings collections furs musical instruments and other valuables may be shipped but will be at the employee s risk Special insurance will be the employee s responsibility The Corporation will not pay the costs involved for moving items in the following list These are items specifically provided for by the allowance for miscellaneous expenses outlined in Appendix B Special services such as TV dish or antenna connection or disconnection House cleaning at either end If the employee vacates a house which requires cleaning the Corporation will arrange for cleaning with the cost being deducted from the miscellaneous allowance Rug installation Disassembling or assembling equipment such as above ground pools garden sheds picnic tables lawn furniture play equipment gym equipment work bench radio towers and so on Cost of additional wiring plumbing or venting of appliances Shipping frozen food firewood patio blocks or building materials such as lumber bricks cement Shipping explosives and other flammable items such as paint solvents bleaches aerosol cans ammunition propane tanks etc Shipping heavy or massive items such as airplanes solaria boats outboard motors trailers large mowers or farm equipment Please see section below on Personal Vehicles Shipping antique cars or cars that are not operable Unusual crating requirements for antiques paints furniture collections musical instruments electronic equipment etc Special insurance for antiques and other items of value covered by a basic insurance coverage Extra pickup or delivery of household effects except with prior approval of the Cost Centre Manager Charges for gaining access to stored items Cleaning fumigating or moth proofing Replacing locks Tuning of pianos or other instruments The Corporation reserves the right to exclude or disallow from shipment articles of unusual size or weight and or which are not considered to be household furnishings or which require special handling preparation or transport Vehicles The Corporation will pay for the cost of moving a minimum of one vehicle up to a maximum of two or the cost of driving them to the new location If only one car is being moved the Corporation will pay for moving a second item such as a boat trailer snowmobile etc up to the cost of moving a second car Highway vehicles are to be driven not shipped if the distance is less than 800 kilometres Automobiles will not be shipped if they are not operational The Corporation reserves the right to limit shipping costs to the book value of the automobile Temporary Storage The employee is expected to coordinate his her vacancy date at the old location with the date of occupancy at the new location in such a way that temporary storage of furniture is not required The high cost of handling for storage purposes should therefore be avoided 2 Transportation and Accommodation The Corporation will pay The cost of one way transportation of the employee and dependents to the new location When the distance is less than 800 kilometres the employee and dependents are expected to drive their automobile s When the distance to be traveled exceeds 800 kilometres one day travel time will be allowed for each 550 kilometres For greater distances the employee may choose to ship the vehicle and travel by bus train or economy air The cost of accommodation and a per diem allowance to cover meals and incidental expenses en route Per diem rates will be based on full per diem for the employee and spouse two thirds per diem for dependents age 18 and over and half per diem for dependents under age 18 If the employee and or family use accommodation at a private residence an allowance in accordance with Travel Policy guidelines and procedures will be allowed for each day that the employee and dependents use the accommodation Note Any extra costs incurred as a result of personal stopovers or side trips are the responsibility of the employee 3 Employee Precedes Family When an employee is required to begin work at the new location prior to relocating the family allowances and expenses will be provided in accordance with one of the following options An allowance not exceeding 500 month to cover living expenses when living in private accommodation or in a room and board type situation or Living costs incurred in commercial accommodation such as Rent for furnished bachelor apartment within the medium cost range as verified by local Human Resources For periods of three months or less an apartment hotel may be used plus Cost of parking cable television telephone rental and electricity plus An allowance of one half of the daily per diem rate This allowance is not to be claimed for days when the employee is travelling on Corporation business nor when the employee returns home for short periods and While the employee is separated from dependents the Corporation will pay transportation costs for one trip home every third weekend until the dependents join the employee at the new location 4 Housing Hunting Trip Although a house hunting trip may be provided it should not be looked upon as entitlement It should only be permitted if it is cost effective Less than the maximum of five days may be required if the employee is familiar with the new location Transportation Transportation accommodation and per diem allowances for a period of five days plus a maximum of two days travel time are permitted for an employee or spouse or both in the search of accommodation at the new location House Hunting Services House hunting assistance is available at many CBC Radio Canada locations when searching for either rental or real estate accommodations The Corporate Relocation Coordinator should be consulted prior to the house hunting trip Local Transportation at New Location During House Hunting Trip Local transportation assistance is provided while house hunting as follows i Cost of car rental at CBC Radio Canada rates from approved company ii Mileage rate as per Travel policy for use of private vehicle or iii Public transportation Child Care Expenses An employee may be assisted financially with child care costs incurred during a house hunting trip provided that the dependents other than the spouse residing in the house are all under 16 years of age The following costs may be reimbursed i Five dollars per day per child for each day the children are left in the care of an adult friend or relative who does not normally reside with the family or ii Up to a daily maximum of 35 00 per day per child to either A commercial organization providing child care services upon presentation of a receipt or accompanied by a statement made on the company s letterhead or An individual who provides childcare services to a number of clients on a regular basis upon presentation of a receipt bearing the individual s SIN number and the dates when the services were provided The individual providing the service or the employee must certify that the individual who provided the service also provides such services on a regular basis to a number of clients 5 Spousal Job Search Assistance As a result of relocating the spouse of the employee may have to find new employment The Corporation will provide assistance to a maximum of 2 000 to an employee s spouse who currently works full time and wishes to find a job in the new location Expenses permitted are as follows Transportation accommodation and a per diem allowance for up to five days maximum Reimbursement for assistance in preparing a resume provided an invoice supports the claim Reimbursement for the services of a job counselor providing an invoice supports the claim Reimbursement for childcare expenses in accordance with the provisions outlined in section 4 of this document 6 Temporary Accommodation This applies to the period during which furniture is being packed shipped and unpacked at the new location It includes accommodation if any required during the time it takes to ship the furniture to the new location In addition to the days en route the employee and or his her family may claim a total of two days of temporary accommodation Full per diem may be claimed by the employee and 50 per diem by the spouse and for each child 7 Interim Accommodation In unusual circumstances when unloading and unpacking does not immediately follow the arrival of the furniture interim accommodation may be authorized If the new residence cannot be occupied because of other reasons beyond the control of the employee interim accommodation and per diem may be provided for a period not to exceed 15 days When interim accommodation beyond 15 days is required and where the employee s supervisor is satisfied that the employee was unable to occupy permanent accommodation beyond 15 days the employee may be reimbursed for the cost of accommodation only No per diem or living expenses will be paid during this extended period An employee who chooses to build

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  • Policy: 2.2.14 Official Languages
    2 3 21 Revenue Recording and Reporting 2 3 22 Shared Use of Transmitter Sites and Facilities 2 3 24 TV Program Inventories Recording and Valuation 2 3 28 Independent Contracts 2 3 29 Management of Investments 2 3 30 Fleet Management 2 3 31 Property and Casualty Insurance 2 3 32 Risk Management Real Estate 2 11 1 Parking 2 11 2 Construction and Tenant Alteration 2 11 3 Lease of Space Where CBC Radio Canada is the Tenant 2 11 4 Lease of Space Where CBC Radio Canada is the Landlord Policy on Business Continuity Program Policy on Employee Related Expenses and Reimbursements Policy on Accounting and Financial Reporting Policy on the CBC Radio Canada Pension Plan Funding Policy on Leave Policy on Learning Development and Performance Corporate By Laws Terms of use CBC Digital Services Transparency and Accountability Access to Information Documents released in answer to ATI requests of general interest Agendas Audits Board of Directors Meetings Expenses External Legal Fees Miscellaneous Policies Retreats Requests How to submit an ATI request Transparency and Accountability Bulletin Proactive Disclosure Business travel and hospitality expenses Board of Directors Meeting Court Judgements External information sources Privacy Reports Infosource Annual Public Meeting 2015 Edition 2014 Edition Speeches Video Archives 2013 Edition Speakers Questions and Answers Additional Resources Video Archives 2012 Edition Speakers Question and answers Additional resources Video Archives 2011 Edition 2010 Edition 2009 Edition Reports and Plans Environmental Performance Report Environmental Performance Report 2011 2012 President s Message Stewardship Responsibility Environmental Scorecard Impact and Reporting Prevention Training and Engagement Awards and Distinctions Environmental Performance Report 2012 2013 President s Message Environmental Scorecard Green Spotlight Impact and Reporting Prevention Environmental Lead Team Environmental Performance Report 2013 2014 President s Message Environmental Scorecard In the Green Spotlight Impact and reporting Prevention Environmental Lead Team Environmental Performance Report 2014 2015 President s Message Environmental Scorecard In the Green Spotlight Impact and Reporting Environmental Lead Team Corporate Plan Summary Financial Reports Quarterly Reports Annual Report Archives Quarterly Report Archives Supplementary Data on Budget 2012 Implementation Pension Plan Submissions CRTC Submissions LPIF Annual Report Auditor General s Reports Equity Reports Official Languages Reports and Plans Value far Beyond the Broadcast Measuring our Performance Official Languages Employment Equity Technology Standards SYNC online technology magazine SYNC Issue 1 2012 Note from Paul Jané Note from Dany Harrison Cloud Services Emerging Technology IT s Role as an Enabler Local Coverage The Digital Advantage The Not So Black Art of Search Engine Optimisation Next Generation Converged Network NGCN Analogue Television Shutdown The End of an Era for CBC Radio Canada SYNC Issue 2 2012 Radio Broadcast Data System Print Optimisation Program Business Intelligence Adaptive Bitrate Video Streaming File based Workflow Remote Production Terminal Editorial Dany Harrison Radio Centralisation SYNC Editorial SYNC Issue 3 2013 Mobile Digital Television ATSC M H Field testing Measurements Technical Considerations for Digital Television Reception From Email to Collaboration Unified Communications Telecom Expense Reporting Management Systems Radio Canada Est du Québec Security in Today s Digital Information Landscape Editorial Fred Mattocks SYNC Editorial Paul Jané SYNC Editorial Paul Jané Thought Leadership The Perfect Storm of Change SYNC Issue 4 2013 Editorial Fred Mattocks Editorial Paul Jané Capability Through Connection Cloud Compliance Dejero at CBC Radio Canada Elections Technology File based Workflow Phase II The Second Screen in Power Politics Perceptive Pixel Board at CBC Radio Canada Scoop Contributors SYNC Issue 5 2013 Audio fil CDI Automated Production Control File based Workflow in HD Newsgathering Digital Digest The Private Cloud Turning Points HD Videoconferencing at CBC Radio Canada Editorial Fred Mattocks Editorial Paul Jané Contributors SYNC Issue 6 2014 Editorial Fred Mattocks Sync Editorial A Centralised Public Alerting Solution for CBC Radio Canada s Radio Networks Digital Digest ElectR File based Workflow Phase III Google Earth as a Broadcast Engineering Tool Self Serve IT The Mobile Workplace Media Asset Management Topping off our Digital World Contributors LinkedIn Facebook Twitter Print Email Policy 2 2 14 Official Languages Effective Date January 1 2003 STATEMENT The Corporation will communicate in both official languages in compliance with the Official Languages Act APPLICATION The Official Languages Policy applies to all CBC Radio Canada employees in varying degrees depending on geographic location of the workplace DESCRIPTION The CBC Radio Canada will ensure that the public can communicate with it in both official languages in accordance with the circumstances and location of the office Some locations are identified as significant demand in accordance with the Official Languages Regulations see attached procedures The CBC Radio Canada will also ensure that in these locations active offer of service see definition whether orally or in writing is readily provided in both official languages For the purpose of language of work the Corporation will ensure that in areas designated as bilingual by the Act see attached procedures the environment is conducive to the use of both official languages that employees can use the language of their choice and that members of the executive group meet the language requirements in accordance with the spirit of the government s policy on this question The Corporation has also designated some locations as having partial bilingual responsibilities to ensure that where English and French services co exist departments serving both have the bilingual capacity to allow employees to get service in the language of their choice Where there is a requirement for the use of both languages current incumbents may enroll in training courses to upgrade their language skill level Where skill levels cannot be attained alternative assignments will be considered Inability to acquire a second language will not be grounds for separation For staffing and promotion qualified bilingual candidates will be a deciding factor The Corporation is committed to ensuring that English speaking and French speaking Canadians without regard to their ethnic origin or first language learned have equal opportunities to obtain employment and advancement RESPONSIBILITY The Vice President of People and Culture ensures compliance with the Official Languages Act The Senior Manager Employment Equity and Official Languages is responsible

    Original URL path: http://www.cbc.radio-canada.ca/en/reporting-to-canadians/acts-and-policies/management/human-resources/2-2-14/ (2016-02-06)
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  • Policy 2.2.15: Anti-Discrimination and Harassment
    Code of Conduct 2 2 22 Prevention of Work Place Violence Finance and Administration 2 3 2 Assets 2 3 3 Capital Leases 2 3 4 Cash Funds 2 3 5 Cheque Control 2 3 6 Procurement 2 3 7 Credit and Collections 2 3 8 Delegation of Financial Authorities 2 3 11 Fraud and Theft 2 3 14 Improvements to Leased Property 2 3 15 Full Program Costing Labour and Facilities Cost Rates 2 3 17 Management of Foreign Currency Risk 2 3 18 Payment of Sales Commissions 2 3 20 Reciprocal Trade Contra 2 3 21 Revenue Recording and Reporting 2 3 22 Shared Use of Transmitter Sites and Facilities 2 3 24 TV Program Inventories Recording and Valuation 2 3 28 Independent Contracts 2 3 29 Management of Investments 2 3 30 Fleet Management 2 3 31 Property and Casualty Insurance 2 3 32 Risk Management Real Estate 2 11 1 Parking 2 11 2 Construction and Tenant Alteration 2 11 3 Lease of Space Where CBC Radio Canada is the Tenant 2 11 4 Lease of Space Where CBC Radio Canada is the Landlord Policy on Business Continuity Program Policy on Employee Related Expenses and Reimbursements Policy on Accounting and Financial Reporting Policy on the CBC Radio Canada Pension Plan Funding Policy on Leave Policy on Learning Development and Performance Corporate By Laws Terms of use CBC Digital Services Transparency and Accountability Access to Information Documents released in answer to ATI requests of general interest Agendas Audits Board of Directors Meetings Expenses External Legal Fees Miscellaneous Policies Retreats Requests How to submit an ATI request Transparency and Accountability Bulletin Proactive Disclosure Business travel and hospitality expenses Board of Directors Meeting Court Judgements External information sources Privacy Reports Infosource Annual Public Meeting 2015 Edition 2014 Edition Speeches Video Archives 2013 Edition Speakers Questions and Answers Additional Resources Video Archives 2012 Edition Speakers Question and answers Additional resources Video Archives 2011 Edition 2010 Edition 2009 Edition Reports and Plans Environmental Performance Report Environmental Performance Report 2011 2012 President s Message Stewardship Responsibility Environmental Scorecard Impact and Reporting Prevention Training and Engagement Awards and Distinctions Environmental Performance Report 2012 2013 President s Message Environmental Scorecard Green Spotlight Impact and Reporting Prevention Environmental Lead Team Environmental Performance Report 2013 2014 President s Message Environmental Scorecard In the Green Spotlight Impact and reporting Prevention Environmental Lead Team Environmental Performance Report 2014 2015 President s Message Environmental Scorecard In the Green Spotlight Impact and Reporting Environmental Lead Team Corporate Plan Summary Financial Reports Quarterly Reports Annual Report Archives Quarterly Report Archives Supplementary Data on Budget 2012 Implementation Pension Plan Submissions CRTC Submissions LPIF Annual Report Auditor General s Reports Equity Reports Official Languages Reports and Plans Value far Beyond the Broadcast Measuring our Performance Official Languages Employment Equity Technology Standards SYNC online technology magazine SYNC Issue 1 2012 Note from Paul Jané Note from Dany Harrison Cloud Services Emerging Technology IT s Role as an Enabler Local Coverage The Digital Advantage The Not So Black Art of Search Engine Optimisation Next Generation Converged Network NGCN Analogue Television Shutdown The End of an Era for CBC Radio Canada SYNC Issue 2 2012 Radio Broadcast Data System Print Optimisation Program Business Intelligence Adaptive Bitrate Video Streaming File based Workflow Remote Production Terminal Editorial Dany Harrison Radio Centralisation SYNC Editorial SYNC Issue 3 2013 Mobile Digital Television ATSC M H Field testing Measurements Technical Considerations for Digital Television Reception From Email to Collaboration Unified Communications Telecom Expense Reporting Management Systems Radio Canada Est du Québec Security in Today s Digital Information Landscape Editorial Fred Mattocks SYNC Editorial Paul Jané SYNC Editorial Paul Jané Thought Leadership The Perfect Storm of Change SYNC Issue 4 2013 Editorial Fred Mattocks Editorial Paul Jané Capability Through Connection Cloud Compliance Dejero at CBC Radio Canada Elections Technology File based Workflow Phase II The Second Screen in Power Politics Perceptive Pixel Board at CBC Radio Canada Scoop Contributors SYNC Issue 5 2013 Audio fil CDI Automated Production Control File based Workflow in HD Newsgathering Digital Digest The Private Cloud Turning Points HD Videoconferencing at CBC Radio Canada Editorial Fred Mattocks Editorial Paul Jané Contributors SYNC Issue 6 2014 Editorial Fred Mattocks Sync Editorial A Centralised Public Alerting Solution for CBC Radio Canada s Radio Networks Digital Digest ElectR File based Workflow Phase III Google Earth as a Broadcast Engineering Tool Self Serve IT The Mobile Workplace Media Asset Management Topping off our Digital World Contributors LinkedIn Facebook Twitter Print Email Policy 2 2 15 Anti Discrimination and Harassment Effective Date February 1 2010 STATEMENT CBC Radio Canada s Commitment provide an inclusive workplace environment free of discrimination and harassment including sexual harassment support the productivity personal goals dignity and self respect of all its employees and potential employees and promote sensitivity to individual differences CBC Radio Canada will make every reasonable effort to ensure that no employee is subjected to discrimination and harassment in the workplace In particular CBC Radio Canada accepts responsibility to ensure that its policies practices work arrangements and facilities do not have unlawful discriminatory effects on those individuals protected under the Canadian Human Rights Act Further CBC Radio Canada will not tolerate any behaviour including from independent contractors and other individuals with whom CBC Radio Canada does business that conflicts with the spirit or intent of the Canadian Human Rights Act or any other human rights laws that are applicable to CBC Radio Canada s operations within or outside Canada APPLICATION This policy applies to all CBC Radio Canada employees DESCRIPTION The CBC Radio Canada considers all forms of discrimination including discriminatory and sexual harassment to be unacceptable will not tolerate its occurrence and will make every reasonable effort to ensure that no employee is subjected to it As per the definitions below discriminatory and sexual harassment are specific forms of discrimination Further for any violence or threats of violence in the workplace please refer to CBC Radio Canada s Workplace Violence Policy Definitions 1 Discrimination means

    Original URL path: http://www.cbc.radio-canada.ca/en/reporting-to-canadians/acts-and-policies/management/human-resources/2-2-15/ (2016-02-06)
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