travel policy template nz

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• About the University
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• You are currently on: Travel Policy

Travel Policy

To ensure that:

• Research, teaching, outreach and impact-producing activities for the University are enabled
• travel costs are effectively managed, monitored and authorised
• travel risks are identified and managed
• environmental impact of travel is minimised
• the University is able to support all University members and students when travelling on University business and to comply with duty of care and other Health and Safety obligations

Application

This policy applies to:

• all University members organising, undertaking or approving University travel funded by the University or a third party and
• all University student activity travel , unless indicated otherwise

7. All University air travel must be economy class in order to support the University’s carbon reduction and manage travel costs.

8. The University is committed to ensuring that all University members experience safe and equitable opportunities to travel. Therefore, a higher class of travel may be approved by:

• an approving manager to accommodate the specific health and safety needs of a University member with a medically certified disability or medical condition, or
• a University Executive Committee member, or faculty dean for requests originating from their own faculty, if justified by the circumstances or nature of the travel.

9. Staff may use personal funds or other personal rewards such as frequent flyer points to upgrade to a higher class of travel.

Organising and booking travel

10. The University has a duty of care obligation to all staff and students when travelling on University business and to ensure their safety.

11. To support this obligation the travel management compan y (TMC) must be used to coordinate all travel requirements including airfares, accommodation and rental vehicles unless one of the exceptions outlined in Travel Expenses and Booking Procedures applies.

High risk travel

12. All travellers must adhere to official risk advice while travelling.

13. The University has the right to prohibit travel or recall travellers if travel to the destination(s) is deemed inadvisable by the Risk Office, and to extend the high risk status to destination(s) based on information from the University’s insurer and other risk rating agencies.

International travel insurance

14. The University provides international travel insurance in the following situations:

• Funded University travel
• University Student Activity Travel
• University travellers are eligible for University travel insurance cover whilst undertaking limited personal travel which is incidental to the University business travel and part of the end-to-end journey.

15. All international University travel, eligible University student activity travel registered with 360 International and personal travel in conjunction with such travel, must be insured by the University insurer , for the entire duration of the journey. Refer to:   University student activity travel insurance terms and conditions - The University of Auckland .

16. Students traveling on programmes of a semester length or longer, including the 360 International Exchange programme, are not covered by University travel insurance.

17. Students who are not eligible for University-funded international travel insurance must purchase their own comprehensive travel insurance for the duration of their travel. Refer to:   University student activity travel insurance terms and conditions - The University of Auckland .

Companion travel

18. The University does not cover travel or any other additional costs for companions travelling with the University traveller.

19. Travellers with exceptional circumstances may request dispensation from their approving manager to have their companion’s travel expenses reimbursed.

University travel expenses

20. All costs associated with University travel must comply with the Travel Expenses Procedures .

Consequences of non-compliance

21. Failure to fully comply with this policy may amount to misconduct or serious misconduct which may result in the University taking disciplinary action.

22. Where a breach of policy has been identified, the University could:

• Seek reimbursement of costs directly from the traveller;
• Cancel the travel
• Refuse reimbursement claim

Conduct while travelling

23. While travelling all University travellers must behave in a manner appropriate of representing the University in accordance with the University’s Code of Conduct .

Definitions

The following definitions apply to this document:

360 International  is the service division within the International Office that supports the University’s outbound student mobility objectives, including management of the exchange programme and other learning abroad initiatives, and the registration of all University student activity travel.

Approving manager is the traveller’s line manager or a manager higher in the approval hierarchy with the appropriate financial delegated authority or travelling student’s supervisor, travel organiser, or the 360 International office.

Disability is any physical, psychological, cognitive or sensory impairment which, in interaction with social and systemic barriers, restricts a person's full and effective participation in university life on an equal basis with others.

Duty of care is a legal obligation to a standard of care, that a business has to its employees and others. When individuals are travelling on behalf of a company and to ensure their safety, the proper procedures and travel policies need to be in place and understood.

Economy class does not include premium economy class, products (such as Skycouch) or equivalent where an additional cost is incurred over and above that of the standard economy class airfare.

Exceptional circumstances may include carer responsibilities that require companion travel.

Entire duration is the total length of the trip from the date of departure to the date of return to the traveller’s place/city of departure.

Essential travel is travel that is absolutely necessary and required to deliver the University’s strategic objectives. Travel is directly attributable to achieving the agreed strategic objectives of the faculty, service division, or

• the purpose of travel is directly attributable to achieving a contracted deliverable or milestone, orstudent approved travel, or
• travel provides demonstrable benefits to the University through updated knowledge, networking with peers or developing new skills, supporting early -career development and
• the benefits cannot be achieved through teleconferencing or videoconferencing, or
• the University traveller is presenting at an event which provides demonstrable reputational benefit to the University and/or contributes to the professional or academic community of practice;
• it has been specifically included in a grant or fund

External funds grants received by the University from external parties are considered to be University funds and must be administered in accordance with this policy except where a grant has specific terms and conditions or compliance requirements that are stricter than this policy, in which case those terms and conditions or compliance requirements may supersede this policy dependent on the terms of the agreement

High risk destination is an international location (i.e. country or area of a country) that the Ministry of Foreign Affairs and Trade (MFAT) and (or) the Insurer have identified as having an “avoid non-essential travel” or “do not travel” status.

Insurer is the University’s travel insurer via the University’s insurance broker Marsh Ltd.

International Travel refers to all travel where the destination is outside of New Zealand.

Net Zero Carbon : Human caused greenhouse gas emissions are balanced by human driven greenhouse removals over a specified period. Net-zero Greenhouse Gas emissions must be achieved at the global level to stabilise temperature increase and limit warming to 1.5˚C. This involves steep reduction trajectories.

Personal travel is travel for non-University purpose.

Staff member refers to an individual employed by the University on a full, casual or part-time basis.

Third Party is an organisation or individual separate from the University.

Travel organiser is the member of staff arranging, requiring or supporting the trip or activity, as recognised by the approving manager.

Travel Management Company (TMC) means Orbit World Travel, the travel agency contracted by the University to supply travel management services.

University  means Waipapa Taumata Rau - the University of Auckland and includes all subsidiaries.

University’s insurance policy refers to the travel insurance policy.

University members refers to those persons who make up the University as set out in section 3(2) of University of Auckland Act 1961 and also refers to University staff members, students, Council committee members, contractors, sub-contractors and invitees.

University student activity travel refers to international travel for any student activity:

• undertaken to fulfil a requirement for academic progress at the University or
• organised or supported by the University or
• endorsed by 360 International and directly related to the to the student’s professional/academic development.
• University student activity travel does not include activities organised solely by a student or group of students unless they otherwise meet the above definition of University student activities.

University travel is travel that has been approved as being for University purpose and is funded by the University or third party.

Key relevant documents

Include the following:

• Travel Booking Procedures
• Travel Expenses Procedures
• University Student Activity Travel Insurance Terms & Conditions
• University Student Activity Travel Procedures
• High Risk Travel Authorisation Form
• Funded Travel Insurance Terms & Conditions
• Traveller checklist for University student activity travel
• Traveller Checklist for Funded University Travel
• Motor Vehicles Policy
• Procurement Policy
• Sensitive Expenditure Policy
• Sustainability Policy
• Te Ara Tautika | Equity Policy
• Te Rautaki Aronga Toitū | Sustainability Strategy
• Te Taumata Tukuwaro-kore | Net Zero Carbon Strategy
• Disability Action Plan
• University of Auckland Act 1961

Document management and control

Owned by : Chief Financial Officer Content manager : Procurement Office Approved by : Vice-Chancellor Date approved :  01 November 2023 Review date :  01 November 2025

• Human Resources
• Tools and Samples

Company Travel Policy

A company travel policy is designed to outline a business's travel arrangement procedures and guidelines, stipulating which travel expenses are paid for by the company and how to manage the reimbursement process. A company travel policy should include a purpose statement, scope, authorization and reimbursement section, and travel arrangement processes.

Creating a detailed company travel policy will help ensure all business trips run smoothly, are secured ahead of time, and adhere to all company requirements.

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Company Travel Policy - Free Template

Download this company travel policy template in Microsoft Word format.

Company Travel Policy Template:

Introduction..

When employees travel for company-related purposes, it is [ company name's ] responsibility to provide safe and reliable travel arrangements. This company travel policy serves to clarify the conditions and parameters of a company-paid trip.

The purpose of this company travel policy is to (a) outline the authorization and reimbursement process for travel arrangements and expenses; (b) list the company-paid travel expenses; and (c) establish protocols that oversee the travel arrangement process.

This company travel policy is applicable to all employees under contract at [ company name ], including paid interns, contractors, as well as seasonal, part-time, and full-time employees. [ Company name ] sees traveling out of the city, state, and/or country as a fully-paid business trip, as well as one-day trips that are [ number of hours ] hours away from the office.

Authorization and Reimbursements.

All company travel arrangements must be authorized by senior employees at least [ number of weeks/months ] before the expected travel date, depending on the circumstances and the required travel arrangement time period. Employees are not permitted to authorize their own travel arrangements.

Employees are expected to submit a Travel Expense Report at least [ number of days/weeks ] after the first business day back at work. On the Travel Expense Report, employees must include all company-paid expenses and personal expenses. The finance department is responsible for examining the Travel Expense Report and finalizing reimbursement payments.

Travel Arrangement:

All travel arrangements must be reserved at least [ number of weeks ] weeks before the travel date. The finance department is responsible for the booking and payment of all transportation, accommodation, and travel-related expenses.

Travel Expenses.

[ Company name ] employees are entitled to a company-paid travel ticket for any means of transportation the employee(s) require, including a [ type of class ] return plane, boat, train, and/or coach ticket, [ number of meals ] meals, and [ number of luggage ] luggage. While traveling, employees will be able to use a company-paid taxi service from and to the airport, hotel, and business location. If an employee wishes to travel for personal reasons, they will be financially responsible for the travel fare.

Accommodation.

[ Company name ] employees are permitted to stay in a [ number of stars ][ type of accommodation ] while traveling for company purposes. The finance manager is responsible for securing the [ type of accommodation ] room and paying for an employee's stay.

Other Expenses.

[ Company employees ] will be reimbursed for [ number of meals ] lunch(s) and [ number of meals ] dinner(s) for a maximum of [ $/meal amount ] per meal. If an employee is hosting a client of [ company name ], the entire meal will be reimbursed. In addition, if an employee requires a meeting, boardroom, or conference room while traveling, [ company name ] will book the room and make payment.

Personal Travel.

[ Company name ] will not be financially responsible for any personal expenses and travel arrangements. If an employee chooses to travel with a partner, [ company name ] is not responsible for their partner's accommodation, leisure, and/or travel expenses. An employee is required to submit this information on the Travel Expense Report and produce payslips for their expenses only.

International Travel.

If employees are required to travel out of the country for business, [ company name ] is financially responsible for all travel arrangements, including accommodation, transportation, visas, travel insurance, and medical expenses. International business trips must be authorized at least [ number of months ] months before the expected travel date. The finance department is required to submit a Travel Expense Report before and after the trip. Both reports must be signed off by at least two senior officials before and after the trip.

More Policies:

• Bereavement Leave Policy.
• Cell Phone Policy.
• Company Credit Card Policy.
• Company Travel Policy.
• Company Vehicle Policy.
• Conflict of Interest Policy.
• Cyber Security Policy.
• Dress Code Policy.
• Paid Time Off Policy.
• Social Media Policy.
• Telecommuting Policy.
• Overtime Policy.
• Attendance Policy.
• Expense Reimbursement Policy.
• Sexual Harassment Policy.
• Remote Work Policy.

Company Credit Card Policy

What should be included in a travel policy?

• Introduction .
• Purpose statement .
• Authorization and reimbursements .
• Travel arrangement (both business-related and personal) .

What is corporate travel policy?

A corporate travel policy is a formal document that details the procedures and rules of business-related trips. The policy mainly focuses on the arrangements, expenses, and authorization processes.

How do you write a travel expense policy?

Use our free, customizable company travel policy template in Word format.

What is a travel and expense policy?

A travel and expense policy is an alternative name for a company travel policy, which outlines the travel arrangements and expenses required on a company-paid business trip.

Related Articles:

Employee handbook, expense reimbursement form, conflict of interest policy, code of ethics, professional code of conduct.

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Policy Templates

8+ travel policy templates.

You have probably heard passengers say how travel agencies suck, and you wonder whether your business is under the same spell of carelessness. There is always a new customer complaint, a new delay case, a new story about lost client and reduced conversion rates. These are common problems but they often accrue because of lack of a comprehensive travel policy template. In fact, a lack of a professional travel policy is the cause of additional, unnecessary travel costs, and late bookings. It’s time to use a travel policy template and turn it all around. You may also see HR Policy Templates .

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Staff Travel Policy

> What are the Advantages of having a Travel Policy for Your Business?

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Developing policies

Created: July 26, 2013 at 12:07 PM | Updated: August 25, 2023 | By Community Resource Kit

A healthy, well-run organisation will develop key policies to cover strategic (long-term/high-level) and operational (practical, day-to-day) matters. Policies are created for a definite purpose and linked to the group's mission, culture and values.

Once developed, policies should be reviewed regularly to reflect change within the group and within the community. A clear process of reviewing and updating policies will ensure everyone affected by a policy has the latest version and all policies are implemented and communicated throughout the organisation.

Policies should be:

• easily understood and written in plain, jargon-free language
• maintained in electronic and paper formats
• contained in a policy manual with all the organisation's other policies
• available at all board meetings
• accessible at all times to all staff or volunteers
• regularly reviewed and updates notified

When writing policies, procedures, codes, rules and guidelines, do:

• think about your organisation’s requirements
• think about issues that have come up in the past, and how you might avoid them happening again
• think about any questions you have had from staff – “How do I...?”, “Can I...?", “Am I allowed to...?”, “What would happen if I...?”
• consider policies and procedures that you know other employers in your industry have that might be useful
• ask your employees (and unions) if they think that there are gaps or areas that could be clarified by policy, procedure etc.
• think about any legislation or common law that may apply to this area, check with your legal advisors if you aren’t sure
• think about what is fair and reasonable
• think about the workplace culture you want to maintain or create
• think about how you will make sure that people follow the document you’ve created
• use relevant documents other people have written as a starting point if you are stuck (but make sure that what you come up with suits your own organisation)

When writing policies, procedures, codes, rules and guidelines, don’t:

• assume that just because you know what you want your employees to do in a particular area that they will think the same way that you do
• produce paperwork and rules for the sake of it, all your policies should be needed, for example, if you don’t issue company credit cards, you don’t need a credit card usage policy even if you had one in a previous organisation

When the policy, procedure, code, rule or guideline is drafted:

• you should generally ask staff and unions to give you feedback (unless the procedure etc. is minor or has no room for flexibility or changes), and consider their views before you release the final version
• bring the document to the attention of staff who have to follow it (and send a copy to the union); this can be done in many ways, for example, by displaying it on staff noticeboards and on the organisation intranet, discussing it in team meetings and putting it in manuals that all staff have access to, emailing it to staff or giving them hardcopies
• diarise a suitable review date to make sure that it is still fit for purpose

Source:  Employment New Zealand - https://www.employment.govt.nz/workplace-policies/what-are-workplace-policies/

Risks arise when policies are:

• developed in a vacuum, without input from all stakeholders
• developed in an unplanned or retrospective, such as to meet the requirements of a funding proposal or audit
• taken from another organisation without being adapted
• not part of day-to-day operation or are used only when problems arise, or to show funders or auditors
• obsolete because they have not kept up with changes in the group or the community
• version control policies not updated or notified regularly so staff (and others) operate from old versions.

Tikanga framework for developing policies

An example of a Māori framework for setting policies or developing the kaupapa and tikanga of an organisation is provided by Te Wānanga o Raukawa:  https://www.wananga.com/guiding-principles - an overview of Kaupapa and their expression.

'The basic idea is that through Karakia, Moteatea, Whākatauki and Whakapapa, our World View is described and a set of Kaupapa are drawn from which the culture is founded. These are the bedrock, the foundation of the culture. Growing from within the Kaupapa are our Tikanga, just like a tree springs from Papatuanuku. The tikanga are actions, methods, processes, policies etc. that are aligned and consistent with the foundation Kaupapa. All tikanga purporting to be Māori should find their bases in Kaupapa.'

This Māori framework is represented as follows:

Policy and procedures development process

1. set overall policy objectives.

These are the overall objectives, or guiding principles, that underlie your policies and need to be kept in mind when developing the details of your policies. They link to the mission and values of the organisation.

For example, the objectives of Xxxx group's policies are:

• Xxxx services are accessible and appropriate to its community
• Xxxx supports the Treaty of Waitangi and the rights of Māori as tangata whenua
• Xxxx is accountable and responsive to its community
• Xxxx has effective management and governance arrangements
• Xxxx has co-ordinated, planned and reliable services
• Xxxx values the role of its various stakeholders, including staff, volunteers, clients, and community members
• Xxxx will represent and, where appropriate, advocate on behalf of its community
• Xxxx welcomes feedback, including complaints, which it will address in a timely, fair and equitable manner.

2. Develop detailed policies

3. develop/review procedures.

Procedures are the steps that put a policy into effect and let everyone in the organisation know how that should be done. In practice, the procedures are often developed at the same time as the policies and need to be reviewed at the same time as the policies. Management should be responsible for developing and circulating the procedures.

Checklist of policies and procedures

A group may need to some, or all, of these policies and procedures:

• Board/committee terms of reference
• Conflict of interest
• Cultural responsiveness   
• Treaty of Waitangi   
• Cost of governance
• Board committees   
• Chief executive performance evaluation
• Board delegation to the chief executive
• Protection of assets
• Financial management     
• Reserves      
• Investments 
• Treatment of staff and volunteers
• Reporting to the board       
• Protection of intellectual property
• Public affairs/relations       
• Compliance with legislation

Recruitment and employment   

• Recruitment and appointment
• Remuneration (wages or salary)
• Wage and time recording procedures     
• Time in lieu policy
• Disciplinary procedures
• Leave recording procedures
• Parental leave policy          
• Equal employment opportunity policy

Staff  

• Employee code of conduct           
• Anti-harassment
• Supervision
• Volunteer management
• Training and development (including study support)   
• Employee personal grievance procedure
• Annual performance appraisal procedures

Provision of services       

• Organisational monitoring
• Privacy and confidential information
• Internet/email and phone use
• Travel (including use of credit cards and reimbursement)       
• Client complaint procedure
• Child protection policy and abuse notification procedures     

Health and safety

• Health and safety policy
• Health and safety procedures, e.g. fire, earthquake, accident                       
• Smoke-free policy
• Workplace injury prevention policy

Financial management    

• Financial management
• Misappropriation of funds
• Expenditure and receipting procedures
• Petty cash and reimbursement procedures

Template for writing policies

This is a useful template for writing the policies for your organisation.

Tip:  A NZ-developed policy library is hosted by Platform Trust. Although the templates were developed specifically for use by Mental Health and Addiction providers, many templates are easily adapted to use in other types of community organisations - https://www.platform.org.nz/Policy-library .

For more sample policies and templates, visit Policy Bank - The Institute of Community Directors Australia .

Next page: Policy and Procedures Development Process

Previous page: Introduction to policies

Contents of the Community Resource Kit

Kick-start your business travel policy

If the thought of building a business travel policy for your organisation from scratch, has you running for the nearest exit. Don’t fret.

To get a travel policy up and running you’re going to need the help of a business travel specialist and some reliable technology to automate processes behind the scenes.

Don't miss the template at the bottom of this blog to get started!

The first step is to partner with a business travel company, who’ll provide your organisation with your own dedicated Corporate Travel Consultant . Your Travel Consultant will work closely with you to provide guidelines on how to build a policy and what to think about including in it.

A well-planned travel policy answers all the questions surrounding company travel, so you don’t have to every time someone makes a booking. Without this framework and great technology to support it, business travel can become a bit of a free-for-all mess.

A starter travel policy could include basic instructions on:

• Booking information
• Domestic flights
• International flights
• Accommodation
• Car hire / transport
• Internal communication
• Traveller safety and wellbeing

Capture your instructions for each of these travel components in a document. We suggest sharing the document with your Corporate Travel Consultant or getting them involved at the start to help you develop and cohesively document your company’s preferences. It’s also a good idea to share this document internally and potentially with one or two regular travellers in your organisation to sense check.

When it comes to technology, your Corporate Travel Consultant will explain how a good travel management platform can support your policy controls.

With Corporate Traveller’s Your.CT, you control an online booking tool that eliminates hours searching for fares that balance budgetary and practical needs. You can book flights, accommodation and more in a fraction of the time. Plus, manage up to 150 travellers at any given time with tools that make reporting and administration more efficient.

Down the track

Once you get started, taking your travel policy from good to great, will take a bit of time. We suggest reviewing a newly implemented travel policy after about six months. You’ll be able to gauge how effective your policy is from the amount of questions or ‘noise’ you get from travellers and decision makers. When you’re ready to develop a more detailed policy, the process will involve input from quite a few key stakeholders.

Creating a strong foundation for business travel now and then reviewing your policy as your company grows will ensure business travel is handled efficiently and stays on budget over the long term.

Ready to level up your business travel?

Download this template of travel questions to guide the first draft of your policy. Then connect with one of our travel specialists directly, to help you roll the policy out to your business.  

Are my employees entitled to compensation for work travel?

20 June 2022

Commuting to work isn’t something everyone enjoys, but for some employees, travelling for work is an inescapable part of their job. And while there’s no specific legal entitlement to allowances, employees and employers can come to an agreement that recognises travelling for work as a component of their role. We’re not just talking about people for whom travelling is the nature of the job, but also professions that require attendance at face-to-face meetings or in-person visits to stores, sites, or houses.

If you have employees who are required to travel away from their primary place of work to complete their job, it’s considered good practice to reimburse or suitably compensate them should they incur costs carrying out such work.

Here we explain what travelling for work entails, the differences between expenses, reimbursements, and allowances, and why employers can’t afford to get it wrong.

1. Expenses

If you’ve any employees who are travelling for work as a required part of their duties, it’s important that you clearly outline how the travel expenses will be paid. Some examples include:

• the business provides the employee with the property they can use for work-related travel purposes such as a company car, a fuel card, or vouchers;
• the business bears the travel expenses by booking and paying for transport, accommodation, and meals in advance;
• the employee bears the travel expenses and is later reimbursed that amount by the business; or
• the employee is provided with a travel allowance or lump sum payment to cover the anticipated costs of travel.

Whichever method you choose for your business, it needs to be communicated to your employees. If an employee is allocated company property like a motor vehicle or fuel card, you should consider implementing relevant policies to govern how company property operates. For example, you should think about whether the employee is permitted to utilise it for reasonable personal use or whether it should be strictly confined to authorised business use.

2. Reimbursements

If you’re required to reimburse the employee, ensure that you advise your employees to obtain and keep receipts for all expenses which should be produced to the business before the reimbursement will be made.

We also recommend that you implement a policy outlining what’ll be considered reasonable and unreasonable expenses or requiring that expenses be approved in advance by the business if you prefer.

3. Allowances

You may choose to implement a form of vehicle or travelling allowance intended to compensate employees for the inconvenience of out-of-pocket expenses of travel. This is commonly expressed as a per-kilometre mileage rate so you should require such employees to keep a detailed logbook of their work-related travel including recording the odometer at the start and end of each journey to ensure you’re paying them the correct allowance.  Mileage rates must follow the Inland Revenue guidelines.

For salaried employees, you may wish to incorporate a vehicle allowance into the annualised salary amount. This’ll require an estimate of the kilometres the employee is expected to travel during the year, which may not always be easy to calculate. If in doubt, round up and round up again – the last thing you want is an underpayment claim when we’re only talking about a matter of cents per kilometre travelled.

4. Travelling time

Employees should usually be paid for time spent travelling for work-related purposes, as it’s part of their duties as much as answering phones, writing reports, or providing customer service. However, it’s important to note that whether an employee is entitled to be paid for travelling time will depend on the situation, and the employment agreement or workplace policies that are in place.

Time spent getting to and from work doesn’t normally need to be compensated; the costs of this travel are borne by the employees themselves. There are exceptions to this however such as if the employee is being temporarily, or even permanently, relocated from their primary place of work. Look into what the additional travel time will mean for the employee and what kinds of additional expenses may be incurred as a result of this, and what kind of compensation will be considered reasonable under the circumstances.

Keeping track of travel expenses, reimbursements, and allowances can be tricky, but you can’t afford to get it wrong. For more information about how to manage travel for work, please reach out to our experts via our 24/7 Telephone Advisory Service .

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Policy Library

This library provides a set of templates for NGO and community mental health and addiction providers to inform their own policy and procedure development to ensure services adhere to legislation, contractual requirements, Ngā Paerewa Health and Disability Services Standards NZS 8134:2021, and best practice.

 The templates are being reviewed to align with the six sections of the new standards, these are:

• Ō Tātou Motika | Our rights (Replaces consumer rights)
• Hunga mahi me te Hanganga | Workforce and structure (Replaces organisational management)
• Ngā huarahi ki te oranga | Pathways to wellbeing (Replaces service delivery continuum)
• Te aro ki te tangata me te taiao haumaru / Person-centred and safe environment (Replaces safe and appropriate environments)
• Te kaupare pokenga me te kaitiakitanga patu huakita | Infection prevention & antimicrobial stewardship (Replaces infection prevention and control)
• Here taratahi | Restraint and seclusion (Replaces restraint minimisation and safe practice)

  Using the templates

These templates require each organisation’s input, tailoring, and authorisation before being ready for use.

 There are some things to consider when using these templates:

• Format: The templates are designed to follow a standard policy template structure that aligns with best practice. If you have the resourcing, then you can modify the format when you download templates to align with your organisation's format. Otherwise use the current format and adapt the template to reflect your organisation's specific information.
• Links: The templates include helpful links relevant to sector, legislative, and best practice sources. If the links are not working, check your security or user settings and refresh to allow access.
• Updates: Bracketed dates refer to the last time the policy was updated.

If you have any queries about the policy library or the individual templates, please contact us via admin@platform.org.nz.

Please note: While every effort is made to keep the policy and procedure templates and related information on this website up to date, organisations themselves must ensure all policies and procedures implemented within their respective organisation comply with all legislative and contract requirements.

• Adverse Events (01/08/2023) (DOCX 121 KB)
• Adverse Events HQSC Learning Review Template (01/06/2023) (DOCX 71 KB)
• Aku rongoā – My medication (01/09/2023) (DOCX 229 KB)
• Alternative Wellness Study Plan 1 (DOCX 145 KB)
• Alternative Wellness Study Plan 2 (DOCX 250 KB)
• Alternative Wellness Study Plan 3 (DOCX 321 KB)
• Application to Change or Develop a Document (19/09/2020) (DOCX 34 KB)
• Asset Management (23/09/2020) (DOCX 98 KB)
• Board Member Self Assessment (01/09/2023) (DOCX 36 KB)
• Business Continuity (7/06/2020) (DOCX 102 KB)
• Complaint Letter Results (26/09/2020) (DOCX 27 KB)
• Complaints Acknowledgement Letter (26/09/2020) (DOCX 27 KB)
• Conflicts of Interest (01/09/2023) (DOCX 121 KB)
• Consent to Share Information (01/03/2024) (DOCX 40 KB)
• Credit and Debit Card Use (4/10/2020) (DOCX 88 KB)
• Declined Services Log (1/10/2020) (XLSX 24 KB)
• Delegation Of Duties (4/10/2020) (DOCX 40 KB)
• Document Management (22/11/2020) (DOCX 109 KB)
• Domestic Violence Leave and Support (15/01/2020) (DOC 384 KB)
• Emergency and Security Management (01/03/2024) (DOCX 716 KB)
• Emergency Procedures Template WorkSafe NZ (PDF 4.8 MB)
• Facility Specifications (8/02/2021) (DOCX 235 KB)
• Family Advisor Contract (1/02/2021) (DOCX 36 KB)
• Governance Mana Whakahaere (01/09/2023) (DOCX 94 KB)
• Health and Safety (01/10/2023) (DOCX 513 KB)
• Health And Safety Checklist For New Employees (1/09/2017) (DOCX 23 KB)
• Health and Safety Contractor Permit (2/10/2020) (DOCX 35 KB)
• Health and Safety Plan (01/10/2023) (DOCX 39 KB)
• Healthy Food And Beverages (01/02/2024) (DOCX 38 KB)
• Home and Community Visit Safety Guidelines (01/10/2023) (DOCX 62 KB)
• Hunga mahi me te hanganga / Workforce and structure (18/11/2022) (DOCX 243 KB)
• Individual Restraint Record (1/09/2017) (DOCX 25 KB)
• Infection Prevention and Antimicrobial Stewardship (23/12/2022) (DOCX 1.4 MB)
• Koha Donations (1/03/2017) (DOCX 100 KB)
• Kounga me te morearea – Quality and Risk (23/12/2022) (DOCX 882 KB)
• Maintaining a Restraint Free Environment (01/09/2023) (DOCX 139 KB)
• Managing people's records and information (7/09/2020) (DOCX 84 KB)
• Ngā Huarahi ki te oranga – Pathways to wellbeing (01/11/2023) (DOCX 166 KB)
• Ō Tātou Motika (04/11/2021) (DOCX 1.5 MB)
• Pandemic Planning – Generic (01/04/2024) (DOCX 208 KB)
• Residential Inpatient Checklist (DOCX 655 KB)
• Responding To The Death Of Tangata Whai Ora/Tangata Whaikaha (01/12/2023) (DOCX 35 KB)
• Risk Analysis For Health Emergency (1/10/2017) (DOCX 26 KB)
• Safe Restraint Practice (1/09/2017) (DOCX 90 KB)
• Sensitive Expenditure (01/09/2023) (DOCX 58 KB)
• Service Entry (1/07/2017) (DOCX 49 KB)
• Service Improvement Corrective Action Log (2017) (XLSX 12 KB)
• Service Improvement Request (1/06/2017) (DOCX 22 KB)
• Service Intervention Matrix (DOCX 18 KB)
• Service User Delivery Review (1/05/2017) (DOCX 18 KB)
• Service User Advisor Agreement (1/06/2017) (DOCX 26 KB)
• Service User Plan (1/08/2017) (DOCX 175 KB)
• Smoke Free Environment (1/09/2017) (DOCX 144 KB)
• SPHC Checklist Organisational (PDF 204 KB)
• Supervision (1/03/2017) (DOCX 157 KB)
• Supervision Contract (1/05/2017) (DOCX 22 KB)
• Supporting Parents Healthy Children (24/03/2020) (DOCX 109 KB)
• Supporting Recovery Oriented Safety (01/02/2024) (DOCX 61 KB)
• Taioranga kai hei tautoko I te oranga – Nutrition to support wellbeing (01/03/2024) (DOCX 60 KB)
• Theft And Fraud (1/03/2017) (DOCX 106 KB)
• Three Monthly Restraint Monitoring and Practice Review (1/09/2017) (DOC 17 KB)
• Travel Management (1/05/2017) (DOCX 418 KB)
• Using Vehicles for Company Business (01/04/2024) (DOCX 42 KB)
• Visitors (1/07/2017) (DOCX 27 KB)
• Vulnerable children (1/07/2016) (DOCX 480 KB)
• Wellness Safety Assessment and Plan (1/08/2017) (DOC 613 KB)
• Whānau Family Participation (1/02/2021) (DOCX 392 KB)
• Whistleblower / Protected Disclosure (22/01/2020) (DOCX 112 KB)
• WHO Standard Precautions (2006) (PDF 68 KB)
• WorkSafe - particular hazardous work notification (01/08/23) (PDF 112 KB)

Quick Links

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Visiting New Zealand

Policy wording.

Visiting New Zealand - effective from 1 August 2019

It is important that you read the policy document before buying this travel insurance policy to make sure it is right for you. Here you will find full information about all of the key benefits and the terms and conditions of the Visiting New Zealand policy.

Download Visiting New Zealand policy document

If you don't have Adobe Reader, you can download it for free from here.

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Our Visiting New Zealand travel insurance is designed to protect you while you’re in New Zealand, so you can enjoy your time here with peace of mind, knowing you’re protected.

To understand our policy a little better, have a read through our Visiting New Zealand travel insurance brochure below, which outlines:

• Policy options available
• Schedule of benefits
• Section limits and sub limits
• How to contact us

This brochure is available in Chinese, Korean and English. Please note that our Policy Document is only available in English.

What you need to know

This page provides a summary of the key terms only. As with all insurance policies, terms and conditions apply. For our terms and conditions (including information about exclusions, excesses and sub limits) we recommend you read the travel insurance Policy Document .

Cover-More Policy Wording Documents

Read our policy wording documents to discover if our travel insurance is right for you.

The information contained in the below Policy Wording documents will help you understand if we can provide appropriate travel insurance options for you and your travel needs.

Please download the relevant Cover-More travel insurance Policy Wording documents in PDF format for the plan/s you’re considering and read them carefully. This will help you make an informed decision about whether to buy a travel insurance policy from us. If you require further clarity, you can contact us to discuss further.

If you find a suitable plan, you can either get a quote and purchase a policy online (Options and Essentials Plans only) or call  (0800) 500 225 during business hours to purchase a policy over the phone.

Current policies:

Options plan: our comprehensive plan (online policy).

This is one of our most comprehensive travel insurance plans, which includes extensive benefits and coverage levels. 

It is suitable for international, domestic, and inbound travellers, and is available on both Single Trip and Annual Multi-Trip policies.

It includes limited COVID-19 benefits on both Single Trip and Annual Multi-Trip policies. Optional Snow Sports cover is also available for purchase.

This plan is available to purchase online via our covermore.co.nz website.

• Download the  Options Plan Policy Wording (Online).

Essentials Plan: Our budget plan (online policy)

This is our international travel insurance plan for those looking for appropriate cover at a lower price point. It is popular with students, backpackers, or travellers on a budget.

It is available on both Single Trip and Annual Multi-Trip policies. Optional Snow Sports cover is also available for purchase.

It does not contain COVID-19 benefits.

• Download the  Essentials Plan Policy Wording (Online) .

YourCover* Plan: Our premium plan (phone policy)

This is one of our most comprehensive phone travel insurance plans with a range of key benefits and options to vary your cover.

Its International and Domestic Plans offer both Single Trip and Annual Multi-Trip policies. The Domestic Cancellation Plan and Inbound Plan are available on Single Trip policies only.

It includes limited COVID-19 benefits on Single Trip and Annual Multi-Trip policies. Optional Snow Sports, Snow Sports+, Cruise, Adventure Activities, Adventure Activities+ and Motorcycle Moped Riding+ cover are also available for purchase.

This plan is available for purchase via our Customer Service team, who can be contacted on (0800) 500 225. It is not available to purchase online.

• Download the  Your Cover Plan Policy Wording (Phone) .

Essentials* Plan: Our budget plan (phone policy)

This is our international travel insurance plan that’s popular with students, backpackers, and people travelling on a budget.

Optional Snow Sports and Cruise cover is available for purchase.

This plan is available for purchase via our Customer Service team on (0800) 500 225. It is not available to purchase online.

• Download the  Essentials Plan Policy Wording (Phone) .

Business* Plan: Our plan for individual travellers (for policies purchased on or after 18 October 2023)

This is our quality travel insurance for business travellers up to 74 years of age who travel multiple times per year.

It covers business travellers for an unlimited number of trips more than 100km from home, throughout the year, and includes up to six weeks of leisure travel coverage per year.

It includes limited COVID-19 benefits.

This plan is available for purchase via our Customer Service team. It is not available to purchase online.

To get a quote, please complete the enrolment form in the policy wording document and email it to  [email protected] .

• Download the  Business Plan Policy Wording.

Policies issued between 9 September 2022 and 17 October 2023:

• Business Plan - Individual Travellers (Phone)

Policies issued between 27 July 2022 and 17 October 2023:

• Options Plan - Comprehensive (Online)

Policies issued between 27 July 2022 and 5 September 2023:

• YourCover Plan (Phone)

Policies issued between 26 April 2022 and 5 September 2023:

• Essentials Plan (Online)
• Essentials Plan (Phone)

Policies issued between 27 July and 8 September 2022:

• Business Plan – Individual Travellers (Phone)

Policies issued between 27 April and 26 July 2022:

• Options Plan – Comprehensive (Online)
• Essentials Plan – Budget (Online)
• YourCover Plan – Premium (Phone)
• Essentials Plan – Budget (Phone)

Policies issued between 9 February and 26 April 2022:

• Essentials Plan – Budget (Online)

Policies issued between 9 December 2020 and 8 February 2022:

Policies issued between 27 october 2020 and 8 december 2020:, policies issued between 10 september 2020 and 26 october 2020:, policies issued between 1 june 2017 and 9 september 2020:.

To obtain a copy of the Policy Wording for policies issued prior to 1 June 2017 – or to ask any general travel insurance cover questions – please contact our team on (0800) 500 225 .

Ready to protect your journey?

Choose the best Cover-More travel insurance plan for you and your trip now.

*Currently, our YourCover, Essentials (Phone), and Business Plans are only available through our agents or by calling our Customer Service on 0800 500 225.

Limits, sub-limits, conditions, and exclusions apply. Insurance administered by Cover-More (NZ) Ltd, underwritten and issued by Zurich Australian Insurance Limited (ZAIL) incorporated in Australia, ABN 13 000 296 640, trading as Zurich New Zealand. Consider the Policy Brochure and wording therein before deciding to buy this product. For further information see Zurich New Zealand’s financial strength rating. © 2023 Cover-More Ltd.

• Starting employment
• Who is an employee
• Types of employee
• Contractor versus employee
• Preparing for the hiring process
• Describing the job
• Advertising the job
• Job applications
• Interview tips for applicants
• Selecting and appointing
• Psychometric testing and assessment centres
• Discrimination when hiring
• Transgender employees
• Hiring young people
• Why employ young people
• Find and hire young staff
• Support and train young staff
• Help and resources for young people
• Barriers to youth employment
• Hiring migrants
• Sample appointment letters
• Employment agreements
• Types of employment agreements
• Things an employment agreement must contain
• Offering and negotiating employment agreements
• Employment agreement builder
• Unfair bargaining
• Trial and probationary periods
• Trial periods
• Probationary periods
• Unions and bargaining
• Collective agreements
• Collective bargaining
• Initiation of collective bargaining
• Preparing for bargaining
• Preparing your team
• Negotiating the agreement
• After the negotiations
• Code of good faith in collective bargaining
• Passing on collective agreement terms
• Unable to agree
• Strikes and lockouts
• Work stoppages
• Employment relations education
• Employment relations education leave
• Criteria to assess course approval
• Approved courses
• Workplace relationships in the screen industry
• Status of occupational bargaining
• What work is covered by the Screen Industry Workers Act
• Contracts between engagers and workers
• Collective bargaining in the screen industry
• Bargaining for occupational contracts
• Bargaining for enterprise contracts
• Resolving disputes in the screen industry
• Workplace access in the screen industry
• Rights and responsibilities
• Minimum rights of employees
• Minimum rights in other languages
• Employment responsibilities
• Working more than one job
• Protecting employees who work alone
• Young employees
• Right to work in New Zealand
• Hours and wages
• Pay and wages
• Types of pay
• Minimum wage
• Current rates
• Previous rates
• Disability exemptions
• Agricultural industry
• Foreign fishing crews
• How much to pay
• Benefits and allowances
• Pay and employment equity
• Pay equity process
• Pay equity information in the repository
• Gender pay gap
• Pay review process
• Pay review analysis
• Evaluation of equitable jobs
• Spotlight skills recognition tool
• Employee pay check
• Resources for payroll professionals
• Rests and breaks
• Rest and meal breaks
• Breastfeeding at work
• Hours of work
• Keeping accurate records
• Leave and holidays
• Alternative holidays
• Minimum leave and holidays entitlements
• Public holidays
• Public holidays and anniversary dates
• Previous years
• Public holidays falling on a weekend
• Public holiday falls on Saturday
• Public holiday falls on Sunday
• Falls within leave period
• Employees working shifts or on call
• Transferring by agreement
• Restricted shop trading days
• Restricted shop trading tool
• Local council Easter Sunday shop trading policies
• Annual holidays
• Entitlements
• Pay-as-you-go
• Cashing-up annual holidays
• Annual closedowns
• Taking annual holidays
• Sick leave entitlements
• Requirement for medical examination
• Sick leave and ACC payments
• Otherwise working day
• Bereavement leave
• Parental leave
• Eligibility
• Types of parental leave
• Keeping in touch days
• Protecting your job
• How to take parental leave
• Leave forms and letters
• Leave scenarios
• Employer's response
• Parental leave payment
• Who can get parental leave payments
• Payment amount
• Payment period
• Applying for payments
• Preterm baby parental leave payments
• Payment scenarios
• Returning to work
• Ending leave scenarios
• Parental leave problems
• Family violence leave
• Short-term flexible working
• Proof of family violence
• Problems getting family violence rights
• Workplace policies and penalties
• Other types of leave
• Stress leave
• Garden leave
• Defence force volunteers
• Leave without pay
• General election voting leave
• Employment during and after disasters
• Long service leave
• Jury service
• Calculating payments for holidays and leave
• Annual holiday payment rates
• Paying via payroll system
• Pay for leave and holidays guidance
• Public, sick, bereavement, alternative pay
• Leave and holidays in final pay
• Relevant and average daily pay
• Changes to tax legislation for employee share schemes
• Holiday and leave entitlement and payment ‘must-knows’
• Gross earnings to calculate payment

Workplace policies

What are workplace policies, employee performance.

• Growing performance
• Setting expectations
• Good communication
• Performance reviews
• Giving and getting feedback
• Positive conversations and reaching agreement
• Managing performance issues
• Why manage performance issues
• Possible causes
• Questions managers should ask themselves
• How to manage performance issues
• Informal intervention
• Formal intervention
• When performance improves
• On-the-job training
• Training, development and coaching
• Education and training for trades

Health and safety at work

Ethical and sustainable work practices.

• What are ethical and sustainable work practices
• Demand for ethical and sustainable work practices
• End-to-end assurance systems and processes
• Employer's approach to assuring ethical and sustainable work practices
• Identify and minimise labour rights issues
• Franchisor's approach to assuring ethical and sustainable work practices
• Managing risks
• Work practice policy or code of conduct
• Recruiters and employment brokers approach to assuring ethical and sustainable work practices
• Employment due diligence questions

Productive workplaces

• Work-life balance
• Flexible work
• Benefits, rights and responsibilities
• Things to consider when working remotely
• How to apply
• Considering a request
• Responding to a request checklist
• Approving a request
• Declining a request
• Unresolved requests
• High Performance Work Initiative (HPWI)
• Employee privacy

Protected disclosures

Workplace change.

• Overview of workplace change
• Workplace change process outline
• Assessing the impact of structure change on jobs
• Selection process
• Restructuring when a business is sold or transferred
• Insolvency and employment

Restraint of trade

Work equipment and clothing.

• Tools of trade
• Uniforms and dress codes

Tests and checks

• Criminal record checks
• Drugs, alcohol and work
• Credit checks

Employment for disabled people

• Disability definitions and etiquette
• The benefits of being a disability confident organisation
• Plan to become a disability confident organisation
• Reasonable accommodation (measures)
• Communications support
• Hiring disabled people
• Keeping disabled employees
• Financial help and wages
• Disability information and resources for employers
• Resources and government support for disabled employees and jobseekers

COVID-19 and the workplace

• Leave and pay entitlements during COVID-19
• Vaccines and the workplace
• Frequently asked questions
• Addressing health and safety concerns
• Modifying employment agreements
• COVID-19: Guidance for payroll professionals
• Temporary changes to parental leave law
• Resolving problems
• Employer and employee must do’s
• Not misleading or deceptive
• Be responsive and communicative
• Decisions which might cause job loss
• Good reason
• Fair process
• Types of problems
• Misconduct and serious misconduct
• Employee actions outside of work
• Bullying, harassment and discrimination
• General process
• Steps for the person who feels bullied
• Steps for employers
• Further steps
• Sexual harassment
• What is sexual harassment
• Steps for workers to address sexual harassment
• Steps for workers accused of sexual harassment
• Steps for employers to address sexual harassment
• Racial harassment
• Discrimination
• Transgender people discrimination
• Exceptions to unlawful discrimination
• Incompatibility
• Medical incapacity
• Migrant exploitation
• Chinese Simplified
• Chinese Traditional
• Steps to resolve
• Informal actions
• Talking to your employer
• Disciplinary action
• Disciplinary process
• Investigations
• Early Resolution
• Personal grievances
• What is a personal grievance?
• The personal grievance process
• Unjustifiable dismissal
• Unjustified disadvantage
• What is mediation
• How to request mediation
• Online mediation meeting
• Preparing for mediation
• Reaching an outcome in mediation
• Representation at mediation
• Role of a representative
• Mediation in collective bargaining
• Records of settlement
• How to submit a record of settlement
• Labour Inspectorate
• Labour Inspectors
• Labour Standards Officers
• Addressing Holidays Act non-compliance
• Employers who breached employment standards
• Courier drivers’ employment status
• Follow the agreed process
• Preventing relationship problems
• Stop issues before they start
• Recognise an issue early
• Escalating unresolved issues
• Employment Relations Authority
• Employment Court
• Human Rights Review Tribunal
• Ending employment
• Resignation
• Abandonment of employment
• Constructive dismissal
• Giving notice
• During the notice period
• On and after last day of employment

Clear workplace policies and procedures support employment agreements and mean everyone knows how things are meant to be done. This section provides help in some key areas.

Employees find it helpful to understand what the rules are that cover their workplace. These can be provided in policies, procedures, codes, rules and guidelines.

Working in a positive way with your employees to grow their performance will increase employee engagement and help your organisation achieve its goals.

A brief introduction to health and safety in the workplace. For more detailed information visit WorkSafe New Zealand’s website.

Implementing and demonstrating ethical and sustainable work practices is essential to future proofing business.

• Procurer's approach to assuring ethical and sustainable work practices in supply chains
• Director’s approach to assuring ethical and sustainable work practices
• Investor’s approach to assuring ethical and sustainable work practices
• Auditor's approach to assuring compliance with employment standards

A productive workplace starts with a positive culture where employers and employees work together to achieve good work and make continual improvements.

People who report serious wrongdoing in the workplace can be protected by the Protected Disclosures Act 2022.

Employers who want to make a change in their workplace need to follow specific steps.

Restraint of trade clauses prevent employees from working in similar businesses in a way that may affect their former employer’s business.

Work equipment and clothing is often provided by employers. In some workplaces employees agree to provide their own.

Employers can use tests and checks both before and during employment. Checks can include criminal or credit history, drug and alcohol testing, but must be relevant to the job and/or work place.

Information to help remove barriers to employment for disabled people.

Guidance for employees, employers, and businesses around COVID-19 and the workplace.

• Frequently asked questions: COVID-19 and the workplace
• Modifying employment agreements because of COVID-19
• Temporary changes to parental leave law due to COVID-19

Still haven't found what you're looking for?

Please note that this content will change over time and may be out of date.

® Ministry of Business Innovation and Employment