Aatc employee handbook final 2010 (2)

AATC Employee Handbook-Rev2010 Page 1 of 71
Atlanta Airlines Terminal Corporation
Hartsfield-Jackson Atlanta International Airport
EMPLOYEE
HANDBOOK
Second Edition, January 2010

Table of Contents
SECTION 1 INTRODUCTION.......................................................................................6
1.0 The Company ...........................................................................................6
1.1 Vision ......................................................................................................6
1.2 Mission ....................................................................................................6
1.3 Values......................................................................................................7
1.4 Client Relations.........................................................................................7
1.5 Equal Employment Opportunity Policy........................................................7
1.6 Employment at Will...................................................................................8
1.7 Harassment...............................................................................................8
1.8 Safety.....................................................................................................10
1.8.1 Safety Rules .....................................................................................11
1.8.2 Hazardous Wastes............................................................................12
1.8.3 Reporting Injuries and Accidents .......................................................12
1.8.4 Weapons in the Workplace ................................................................12
1.9 Drug-Free Workplace ..............................................................................13
1.9.1 Prohibitions.....................................................................................13
1.9.2 Drug Awareness Program.................................................................14
1.9.3 Disciplinary Actions .........................................................................15
SECTION 2 EMPLOYMENT......................................................................................17
2.0 Personnel Administration .........................................................................17
2.1 Personnel Records ...................................................................................17
2.1.1 Contents of Personnel Files...............................................................17
2.1.2 Employee Information.......................................................................18
2.1.3 Employee's Request for Review of Personnel Records ..........................18
2.1.4 Management Review of Personnel Files..............................................18
2.2 Service ...................................................................................................18
2.2.1 Employee Categories ........................................................................19
2.2.2 Job Posting Procedures ....................................................................19
2.2.3 Employment of Relatives/Employees in Personal Relationships.............19
2.2.4 Employment of Minors......................................................................20
2.2.5 Promotions......................................................................................20
2.2.6 Transfer of Employees ......................................................................20
2.2.7 Introductory Period..........................................................................20
2.2.8 Outside Employment.........................................................................21
2.3 New Employees ......................................................................................21
2.3.1 Application for Employment ..............................................................21
2.3.2 Confirmation of Previous Employment ...............................................22
2.3.3 Compliance Information ...................................................................22
2.3.4 Immigration and Naturalization.........................................................22
2.3.5 Physical Examination Prior to Employment ........................................22

2.3.6 Screening and Testing ......................................................................22
2.3.7 Motor Vehicle Record (MVR) Inquiry.................................................23
2.4 Employee Suggestion Program..........................................................23
SECTION 3 COMPENSATION & BENEFITS................................................................25
3.0 Benefit Eligibility....................................................................................25
3.1 Payroll Information .................................................................................25
3.1.1 Time Records...................................................................................25
3.1.2 Pay Periods.....................................................................................25
3.1.3 Salary Compensation for Partial Pay Period ......................................25
3.1.4 Payroll Deductions ..........................................................................26
3.1.5 Overtime.........................................................................................26
3.1.6 Payroll Errors .................................................................................26
3.1.7 Garnishment of Employee Wages.......................................................26
3.1.8 Authorized Check Pickup ..................................................................27
3.1.9 Pay at Time of Separation.................................................................27
3.2 Vacation & Holidays ...............................................................................27
3.2.1 Vacation Eligibility ..........................................................................27
3.2.2 Vacation Schedules ..........................................................................28
3.2.3 Vacation Pay...................................................................................28
3.2.4 Holidays .........................................................................................28
3.2.5 Floating Holidays/Personal Days ......................................................29
3.3 Attendance & Leave................................................................................30
3.3.1 Sick Leave Policy.............................................................................30
3.3.2 Sick Leave Credit Limit ....................................................................30
3.3.3 Sick Leave Policy – Usage ................................................................31
3.3.4 Medical, Dental and Optical Appointments.........................................31
3.3.5 Exhaustion of Accumulated Sick Leave...............................................31
3.3.6 Funeral, Emergency Leave...............................................................32
3.3.7 Civic Leave or Jury Duty ..................................................................32
3.3.8 Voting.............................................................................................32
3.3.9 Military Leave .................................................................................32
3.3.10 Family and Medical Leave (FMLA) ...................................................33
3.3.11 Personal Leave of Absence................................................................42
3.4 Insurance................................................................................................43
3.4.1 Hospitalization and Medical Insurance ..............................................43
3.4.2 Continuation of Group Health Insurance (COBRA).............................43
3.4.3 Life Insurance..................................................................................45
3.4.4 Long-Term Disability Insurance ........................................................45
3.4.5 Social Security.................................................................................45
3.4.6 Workers' Compensation....................................................................45
3.4.7 Unemployment Compensation ...........................................................45
3.5 Savings Plan 401 (K)...............................................................................45
3.6 Miscellaneous Benefits ............................................................................46
3.6.1 Break Room.....................................................................................46

3.6.2 Employee Discounts .........................................................................46
3.6.3 Educational Assistance .....................................................................47
SECTION 4 EMPLOYEE RESPONSIBILITIES...............................................................49
4.1 Work Schedules ......................................................................................49
4.1.1 Working Hours.................................................................................49
4.1.2 Salaried Employees ..........................................................................49
4.1.3 Hourly Employees ............................................................................49
4.2 Tardy Arrivals.........................................................................................49
4.2.1 Disciplinary Action..................................................................................50
4.2.2 Non-Scheduled Incidents....................................................................50
4.2.3 Attendance Counseling .....................................................................50
4.3 Clean Workplace..............................................................................51
4.4 Legal & Ethical Conduct..........................................................................51
4.4.1 Ethical Standards.............................................................................51
4.4.2 Conflicts of Interest ..........................................................................52
4.4.3 Personal Conduct.............................................................................53
4.4.4 Confidentiality .................................................................................53
4.4.5 Bribes, Kickbacks and Illegal Payments..............................................53
4.4.6 Patents and Copyrights.....................................................................53
4.4.7 Projects Related to AATC..................................................................53
4.4.8 Conflict and Non-Compliance Reporting ............................................54
4.5 Misconduct.............................................................................................55
4.5.1 Serious Misconduct ..........................................................................55
4.5.2 Very Serious Misconduct...................................................................56
4.5.3 Inexcusable Misconduct ....................................................................57
4.5.4 Misconduct Investigations .................................................................58
4.6 Transportation & Travel...........................................................................58
4.6.1 Company-Owned/Leased Vehicles......................................................59
4.6.2 Personal Vehicles.............................................................................59
4.6.3 Living Expense Allowance.................................................................59
4.6.4 Other Travel Expenses......................................................................59
4.6.5 Expense Records ..............................................................................60
4.6.6 Travel Advances...............................................................................60
4.6.7 Expense Reimbursement – Third Party ...............................................60
4.6.8 Expense Policies – Violations ............................................................60
4.6.9 Company Credit Cards .....................................................................60
4.7 Appearance & Belongings........................................................................60
4.7.1 Personal Appearance........................................................................61
4.7.2 Business Attire .................................................................................61
4.7.3 Casual Attire....................................................................................61
47.4 Inappropriate Attire..........................................................................61
4.7.5 Uniforms .........................................................................................61
4.7.6 Personal Belongings.........................................................................62
4.7.7 Alcohol and Drugs ...........................................................................62

4.7.8 Medication ......................................................................................62
4.7.9 Smoking Policy................................................................................62
4.8 Equipment & Facilities ............................................................................63
4.8.1 Parking...........................................................................................63
4.8.2 Computer, Network, and Telephone Use.............................................63
4.8.3 Motor Vehicle and Workplace Equipment Operation ...........................63
4.8.4 Safety Equipment .............................................................................63
4.8.5 Company Tools................................................................................64
4.8.6 Waste Prevention.............................................................................64
4.8.7 Theft...............................................................................................64
4.8.8 Security...........................................................................................65
4.8.9 Bulletin Board .................................................................................65
EMPLOYEE HANDBOOK FORMS.............................................................................66
ACKNOWLEDGEMENT OF RECEIPT AND UNDERSTANDING.....................67
STATEMENT OF LEGAL AND ETHICAL BUSINESS CONDUCT ...................68
DRUG-FREE WORKPLACE POLICY EMPLOYEE ACKNOWLEDGEMENT....70

Section 1
Introduction
1.0 The Company
Atlanta Airlines Terminal Corporations (AATC) was formed in 1979 to fulfill
Contracting Airlines’ lease requirement to operate and maintain the Central Passenger
Terminal Complex (CPTC) at Hartsfield-Jackson Atlanta International Airport. AATC
was chartered under the precept that an airline owned and controlled management team
would provide the most efficient operation and maintenance services.
In joint-leased areas (corridors, ticketing lobby, transit mall, common ramp areas, etc.)
AATC has full responsibility for all services including HVAC, housekeeping, systems &
building maintenance, lost & found, security, and vertical transportation maintenance. In
the exclusively leased facility (gate hold rooms; airline offices areas, etc.), AATC
provides similar services as requested by lessee. Services are provided to the
concessionaires and other airport tenants on a fully reimbursable basis.
AATC is committed to delivering quality services on a timely basis at a reasonable cost
while sustaining Hartsfield-Jackson Atlanta International Airport’s reputation as the
world’s finest maintained passenger terminal complex.
1.1 Vision
―We aspire to‖
Attain long-term success by building on proven processes to achieve “world
class” performance in all areas of responsibility. We will perform our work
consistently with the highest standards of quality, safety and sustainability. We
will be recognized for the superior skill of our people and our service providers
and their ability to deliver exceptional results. We will be recognized as a leader
in the industry, responding to its ever-changing needs with creative solutions,
decisive action and our aggressive pursuit of excellence.
1.2 Mission
―We resolve to‖
Deliver ―world class‖ performance in airport facility maintenance and operations. Our
passion for innovation, responsiveness and excellence will provide outstanding value to
our Shareholders and our customers.

1.3 Values
―We believe in‖
Absolute commitment to life safety
Building relationships based on trust, respect, and integrity
Dedication to quality services
The relentless pursuit of customer satisfaction
Respect for the environment
Continuous improvements
Empowerment with accountability
Teamwork and collaboration
Responsiveness and a passion for excellence
Ensuring our employees’ quality of life by maintaining an equitable
balance between work and family
1.4 Client Relations
The success of AATC depends upon the quality of the relationships between AATC, our
employees, our clients, our contractors and the general public. Our clients’ impression
of AATC and their interest and willingness to engage us is greatly affected by the people
who serve them. Regardless of your position, you are a representative of AATC. If you
promote goodwill, our clients will respect and appreciate you, AATC, and our services.
1.5 Equal Employment Opportunity Policy
AATC is built upon teamwork and equal opportunity and is committed to implementing
a program of nondiscrimination and affirmative action. The company subscribes to the
principles of an equal opportunity employer and will recruit, interview, hire, classify,
train, promote, demote, discipline, transfer, terminate, and set rates of pay or other
compensation on the basis of merit and qualification without regard to race, religion,
creed, color, national origin, disability, sex, age, genetic information, veteran status, or
any other factor protected by applicable law.
AATC also subscribes to equal employment opportunity for qualified individuals with a
disability and in furtherance of that goal will provide reasonable accommodations, short
of undue hardship, that will allow such individuals to perform the essential functions of
their jobs and to enjoy equal access to the benefits and perquisites of employment. If
you have a disability and need a reasonable accommodation, you should notify your
supervisor or the Human Resources Administrator of that need as soon as you become
aware of it.
Any perceived violations of the AATC Equal Employment Opportunity Policy by
an employee must be reported immediately to management or to the Human
Resources Administrator. No employee will be retaliated against for reporting in

good faith a perceived violation of the Equal Employment Opportunity Policy or
for participating in good faith in any investigation of a perceived violation of the
Equal Employment Opportunity Policy or in any proceeding or hearing involving
alleged discrimination. Management and supervisory personnel will be
responsible for maintaining a work environment that is free of racial, sexual, or
any other form of harassment.
AATC will cooperate with federal, state or local government agencies that have the
responsibility to ensure our compliance with various laws relating to employment.
Management will furnish such reports, records and other matters as are required by law
in order to foster the program of equal opportunity for all persons regardless of race,
creed, religion, color, sex, age, national origin, genetic information, veteran status,
disability, or any other factor protected by applicable law according to the policies stated
in the previous paragraphs.
Management, individually and collectively, has the overall responsibility of
carrying out AATC's Equal Employment Opportunity Policy in their respective
work areas.
1.6 Employment at Will
AATC may dismiss an employee who was hired for an indefinite period at any
time and for any reason not prohibited by law or no reason, without incurring any
liability to the employee. This general rule is often referred to as "employment at
will.”
All employment and compensation with AATC is “at will.” Neither AATC nor any
of its managers or any other employee can guarantee a specific duration of
employment. AATC recognizes that circumstances change with the passage of
time and that some employees may seek opportunities elsewhere or choose to
leave AATC for other reasons. Others may not fulfill the operational needs of
AATC or changed circumstances may reduce available employment
opportunities, which may result in involuntary terminations. Employees may
leave employment at any time with or without a reason. Likewise, AATC
reserves the right to terminate any employee at any time consistent with the
provisions of federal, state, and local laws.
This Employee Handbook is intended for informational purposes only and does
not constitute an express or implied contract of employment. Nothing in this
Employee Handbook should be construed as altering an employee’s status as
an employee at will or as limiting in any way the rights of the employee and the
company to terminate employment at any time and for any reason not prohibited
by applicable law.
1.7 Harassment
AATC is committed to providing a work environment that is free of
discrimination. In keeping with this commitment, the company maintains a
policy prohibiting unlawful harassment (and conduct that, while not unlawful,
could reasonably be considered harassment), including sexual harassment.
This policy prohibits harassment in any form, including verbal, physical, or

visual, when the harassment is based on race, color, religion, sex, national
origin, age, disability, genetic information, veteran status, or any other factor
protected by applicable law.
Sexual harassment is broadly defined as unwelcome sexual advances, requests
for sexual favors, and other verbal or physical conduct of a sexual nature.
Sexual harassment does not refer to occasional compliments of a socially
acceptable nature. It does refer to any remarks or actions of a sexual nature
that are not welcome and are likely to be viewed as personally offensive. This
includes sexual flirtations; unwelcome physical or verbal advances; propositions;
verbal abuse of a sexual nature; vulgar talk or jokes; degrading graphic or verbal
comments of a sexual nature about an individual or his or her appearance; the
display of sexually suggestive objects; and physical contact of a sexual or
particularly personal nature. Cartoons, pictures, or other graphic materials that
create a hostile or offensive working environment may also be considered as
harassment. In addition, no one should imply or threaten that an employee or
applicant’s “cooperation” with unwelcome sexual advances or requests for
sexual favors (or refusal thereof) will have any effect on an individual’s
employment, assignment, compensation, advancement, career development, or
any other condition of employment.
Prohibited harassment of a nonsexual nature is broadly defined as verbal or
physical conduct that denigrates or shows hostility or aversion toward an
individual because of that individual’s race, color, religion, gender, national
origin, age, disability, genetic information, veteran status, or other status
protected by applicable law and that --
- has the purpose or effect of creating an intimidating, hostile, or offensive
work environment;
- has the purpose or effect of unreasonably interfering with an individual’s
work performance; or
- otherwise adversely affects an individual’s work performance.
Prohibited harassing conduct includes epithets, slurs, negative stereotyping, and
threatening, intimidating, or hostile acts that relate to race, color, religion,
gender, national origin, age, disability, genetic information, veteran status, or
other factor protected by applicable law; and written or graphic material (for
example, pictures or cartoons) posted or circulated in the workplace that
denigrates or shows hostility or aversion toward an individual or group because
of race, color, religion, gender, national origin, age, disability, genetic
information, veteran status, or other factor protected by applicable law.
All harassing conduct prohibited by this Policy, whether committed by
management or nonmanagement personnel or by third parties (for example,
customers, vendors) with whom employees come into contact in the course of
their jobs, is strictly prohibited and will bring prompt and certain disciplinary
action, including possible termination, or other appropriate remedial action. No

one has the authority to engage in this kind of unacceptable behavior, and the
company will not tolerate it.
If you have witnessed harassment of others or if you believe you have been
harassed in violation of this Policy, you should promptly report, without fear of
reprisal, the facts of the incident and the name(s) of the individual(s) involved to
your immediate supervisor, or to a higher company official, or to the Human
Resources Administrator. The company will not retaliate or take any adverse
action against an employee for truthfully reporting conduct that the employee in
good faith believes to be in violation of this Policy or for participating in good
faith in an investigation of alleged harassment or in any proceeding or hearing
relating to alleged harassment. Supervisors should immediately report any
incidents of harassment to the Human Resources Administrator or to the
President of the company. The Human Resources Department or a person
designated by the Human Resources Administrator will investigate all such
claims and take appropriate corrective action. However, if the complaint of
harassment relates to an employee in the Human Resources Department, the
complaint will be investigated and resolved by a neutral management official
outside that department or by another qualified person outside that department
who is designated by the President of the company. All harassment complaints
will be treated in the strictest confidence possible under the particular
circumstances.
1.8 Safety
AATC is committed to the safety of its employees and its property and
equipment. To this end, we will utilize a safety program in our daily activities.
Disregard of any company safety rule and regulation may result in disciplinary
action including termination of employment.
It is necessary that AATC establish safety rules and regulations to be observed by all
employees at all times. With regard to these rules, the following will be considered
standard procedure for all employees:
All questions concerning the reason for doing something in a certain manner
may be asked of any member of management at any time. The employee will
inform their Manager or the Human Resources Administrator in the event that a
safety regulation is modified that may compromise an employee's safety.
Employee's decisions will always be guided by AATC's commitment to safety.
When a hazardous situation or condition exists and a decision has to be made
on safety or production, safety concerns will always take precedence over
production.
It is the responsibility of each Manager and Supervisor to see that every
employee at AATC is provided with safe working conditions, all safety
regulations are observed and employees use good common sense to protect
themselves as well as others. Management and supervisors will periodically
inspect working conditions and may suspend all work activity until an unsafe
condition is corrected.

The most important part of safety is the employee. It is the responsibility of each
employee to abide by the safety rules; these rules are made for your protection.
Employees are expected to immediately report any personal injury, however
minor, and all dangerous conditions and practices to their Manager, Supervisor
or the Human Resources Administrator.
1.8.1 Safety Rules
Besides the following listed safety rules, each employee will make himself
familiar with the workplace and check if there are any additional special safety
rules in the designated work area.
The first aid supply kit is located in the Communications Center. It is the
responsibility of the Communications Center Supervisor to see that the kit
remains well stocked.
Know where the fire extinguishers are located and how to use them.
All defective materials or tools must be brought to the attention of the
supervisor and not remain on the job.
Wear safety glasses provided by AATC on jobs that require such devices.
Wear hearing protection devices provided by AATC on jobs that require
such devices.
Wear clothes suited for the job.
Practice good housekeeping. Keep work area clean and free from stumbling
hazards, etc.
Learn to lift the correct way. Bend knees. Keep back erect. Get help for
heavy loads.
No scuffling or horseplay on the job.
Do not run within the work area.
Do not allow raw material, finished goods or trash to be in aisles or
stairways.
Employees must be sure that their actions do not endanger other
employees or airport patrons or damage company or personal property.
Keep guards and protective devices in place at all times.
Use tools only for their intended purposes. Do not use broken or
dangerously dull tools.
Do not attempt to operate special machinery or equipment without
permission and instructions.
Do not repair or adjust machinery while it is in operation and never oil
moving parts except on equipment fitted with safeguards for this purpose.

Driving on the ramp area is authorized for only those who have
successfully completed the DOA Airside Operations driving training and
have a “D” on their badge. Driving on the ramp must always be
conducted in a safe manner and in accordance with all applicable
regulations.
Additional Safety information is available in the safety information packet
provided upon hire.
1.8.2 Hazardous Wastes
As a company, we are committed to preventing the creation or disposal of
hazardous wastes that may contaminate the environment. AATC recognizes
that hazardous wastes present immediate and long-term problems that threaten
the life-sustaining capabilities of the Earth. Our goal is to manage existing
wastes in the safest way and to lead our employees to the wisest use of all
materials so that hazardous wastes are not produced. This will protect worker
and community health, conserve resources and improve environmental quality.
We should carefully choose materials that have been judged as non-hazardous
whenever possible. Hazardous waste should be properly disposed of in
accordance with Environmental Protection Agency (EPA) and Georgia
Environmental Protection Division (EPD) regulations. In addition, no employee
should ever knowingly dump hazardous wastes into the environment.
Any employees handling hazardous waste will be trained in accordance with
EPA, EPD and OSHA regulations to ensure they understand the proper
handling and disposal of the materials being used. Employees encountering
suspected hazardous waste should inform management immediately.
1.8.3 Reporting Injuries and Accidents
Employees must advise the Human Resources Administrator and/or
management of all accidents, injuries or illnesses that occur while at work. All
accidents, injuries or illnesses that occur while at work must be reported
immediately, no matter how slight they may appear.
AATC will provide the proper forms for reporting job-related accidents, injuries
and illnesses. Failure to report these occurrences may be cause for disciplinary
action.
Employees involved in an accident or work-related injury may be drug tested.
In the event of a vehicular accident involving a company-owned vehicle or while on
company business, employees will report all information immediately to management.
In no instance will responsibility for an accident be expressed to anyone until the proper
person in AATC has been notified and permission has been obtained to make
statements.
1.8.4 Weapons in the Workplace
Weapons of any kind are not permitted in the workplaceor within the designated
employee parking areas regardless of the presence of a valid weapons permit.

All personnel entering any building occupied by the company or any working
area of the company are prohibited from carrying knives, handguns, firearms or
other weapons of any kind, with the exception of security personnel who are
acting within the scope of their responsibility of an official capacity and who
may carry company-authorized weapons.
A violation of the Weapons Policy may result in disciplinary action, up to and
including termination of employment, at AATC's sole discretion.
1.9 Drug-Free Workplace
In response to federal requirements for drug-free workplaces, and in keeping
with AATC concern for the health and safety of its work force, AATC has
instituted the following Drug-Free Workplace Policy:
This policy certifies AATC's intent to maintain a drug-free workplace. The
first section describes the prohibitions of this policy such as the
manufacture, distribution, sale, possession or use of a controlled
substance in the workplace.
In addition, this policy creates an Employee Assistance Program that
provides information on the dangers of workplace drug use to all
employees as well as information about available private and community
treatment facilities.
The last section of this policy lists the disciplinary actions that employees will
face for any violation of AATC's Drug-Free Workplace Policy. Finally, an
employee acknowledgement must be signed and dated by each employee who
receives a copy of this policy.
The Drug-Free Workplace Act specifically requires AATC to notify each
employee that, as a condition of employment, each employee must:
Comply with AATC's Drug-Free Workplace Policy.
Notify AATC of any conviction for drug-related offense committed in the
workplace within five (5) days of conviction.
Any employee who violates this company policy will be subject to
disciplinary action including termination of employment.
1.9.1 Prohibitions
AATC's Drug-Free Workplace Policy prohibits employees from engaging in any
of the following activities:
Use, possession, manufacture, distribution, dispensation or sale of illegal
drugs on company premises (including the designated employee parking
areas) or company business, in company supplied vehicles, or during
working hours.
Being under the influence of an illegally used controlled substance on
company premises or while on company business, or while in company-
supplied vehicles.

Any possession, use, manufacture, distribution, dispensation or sale of
illegal drugs off company premises that adversely affects the individual's
work performance, their own safety or the safety of others at work, or
AATC's regard or reputation in the community.
Failure to notify AATC of any conviction under criminal drug statutes for
a workplace offense within five (5) days of the conviction;
Refusal to sign a statement to abide by AATC's Drug-Free Workplace
policy.
Unauthorized use of prescribed medicine that may adversely affect job
performance. An employee undergoing prescribed medical treatment
with a drug that may alter their ability to safely and effectively perform
their job must report this prescription drug use to AATC's Human
Resources Administrator. The Human Resources Administrator will
determine whether a temporary change in the employee's job
assignment or other employment action is warranted during the period of
treatment.
1.9.2 Drug Awareness Program
To assist employees and their families to understand and avoid the perils of
drug abuse, AATC has developed a comprehensive Drug Awareness Program.
AATC uses this program in an educational effort to prevent and eliminate drug
abuse that may affect the workplace.
AATC’s Drug Awareness Program consists of the following:
Dangers of drug abuse in the workplace.
AATC's Drug-Free Workplace Policy.
The availability of treatment and counseling for employees who
voluntarily seek such assistance.
Disciplinary actions for violations of AATC's Drug-Free Workplace
Policy.
Employees of AATC are our most valuable resource and, for that reason, their
health and safety is our number one concern. Any illegal drug use that imperils
the health and well-being of our employees or threatens our business will not
be tolerated.
The use of illegal drugs and abuse of other controlled substances on or off duty
is inconsistent with the law-abiding behavior expected of citizens. Employees
who use illegal drugs or abuse other controlled substances on or off duty tend
to be less productive, less reliable, and prone to greater absenteeism. This, in
turn, can result in increased costs, delays and risks to AATC's business.
Drug use in the workplace puts the health and safety of the abuser and all other
workers around them at increased risk. Employees have the right to work in a
drug-free environment. In addition, drug abuse inflicts a terrible toll on the

nation's productive resources and the health and well-being of American
workers.
Early recognition and treatment of drug abuse is important for successful
rehabilitation. Whenever feasible, AATC will assist employees in overcoming
drug abuse by providing information on treatment opportunities and programs.
However, the decision to seek diagnosis and accept treatment for drug abuse is
primarily the individual employee's responsibility.
Employees with drug abuse problems may request assistance from
management. AATC will treat such requests confidentially and, where
appropriate, will refer the employee to the appropriate treatment and counseling
services. Employees who voluntarily request AATC's assistance in dealing with
a drug abuse problem before being charged with a violation of company policy
or any other disciplinary offense may do so without jeopardizing their continued
employment, provided they strictly adhere to the terms of their treatment and
counseling program. At a minimum, these terms include the immediate
cessation of any illegal use of drugs, and participation, where required by a
program, in periodic unannounced testing for a twenty-four (24) month period
following enrollment in the program or other post-enrollment drug testing.
Voluntary requests for assistance from employees will not, however, prevent
disciplinary action for any violation of AATC's Drug-Free Workplace Policy or
for violations of other company policies.
AATC has a "zero tolerance" level program. AATC is committed to maintaining
a safe workplace free from the influence of illegally used drugs. All employees
are hereby notified that AATC will comply with the requirements of the Drug-
Free Workplace Act of 1988, and all applicable regulations issued thereunder,
as well as, when applicable, any more stringent rules created by other laws or
government agencies.
AATC's Drug Awareness Program does not create an employment contract
between the employer and employee. Furthermore, AATC has the sole right to
modify the policy and program at any time.
1.9.3 Disciplinary Actions
A violation of AATC's Drug-Free Workplace Policy may result in disciplinary
action, up to and including termination of employment, at AATC's sole
discretion.
In addition to any disciplinary action, AATC may, in its sole discretion, refer the
employee to a treatment and counseling program for drug abuse. Employees
referred to such a program by AATC must immediately cease any illegal drug
use, may be subject to periodic unannounced drug testing for a period of
twenty-four (24) months, and must comply with all other conditions of the
treatment and counseling program.
AATC shall determine whether an employee, if referred for drug treatment and
counseling, will be temporarily reassigned to another position for safety

reasons. AATC will promptly terminate any employee who tests positive for
illegal use of drugs while undergoing treatment and counseling for drug abuse.

Section 2
Employment
2.0 Personnel Administration
AATC has established a Human Resources (HR) Administrator or point-of-
contact, which is responsible for personnel administration. Questions regarding
your employment and this Employee Handbook will be addressed to the
Human Resources Administrator.
2.1 Personnel Records
AATC will maintain a personnel file on each employee. An employee's
personnel record begins with their completed employment application form and
resume. From time to time information may be added to this personnel record
regarding an individual's employment status with AATC. Personnel records are
the property of AATC and will be treated the same as any other confidential
company information.
The following provisions apply with respect to AATC's standards for establishing,
maintaining and handling employee personnel records:
All official records concerning an employee will be kept up to date and all
employees shall promptly report all pertinent personal information and
data changes to the Human Resources Administrator.
Employees may be permitted to review their personnel records at
reasonable times at the company’s discretion.
The personnel file of an employee terminating employment will be
maintained for a minimum of (six) 6 years.
2.1.1 Contents of Personnel Files
Employee personnel records will include the following (but may be filed
separately):
Original Employment Application.
I-9 Form (filed separately).
Performance Appraisal Reports.
Disciplinary action.
Special commendations.
Education achievement.
Status changes affecting employee's work and salary history.
Employee's resume.
Other relevant documents as determined by management.

2.1.2 Employee Information
Employees are asked to help keep AATC informed about any major change in
personal information that may affect their benefits, tax withholdings, or other
employment-related matters. Important changes to report to the Human
Resources Administrator include:
Name.
Address.
Home telephone number.
Marital status.
Number of dependents.
Emergency telephone numbers and whom to notify in case of
emergency.
Change of beneficiary.
Authorized payroll deductions.
Additional education and special training courses.
2.1.3 Employee's Request for Review of Personnel Records
The following provisions apply with respect to an employee's request to review
their personnel record:
The Human Resources Administrator will have the responsibility of
coordinating the timing of any permitted review of an employee's personnel
records with the employee's immediate supervisor.
A member of HR Department must be present while the employee
reviews their personnel file.
The employee may take notes, but may not add to, remove, deface or
otherwise make notations on the documents in their personnel file.
Photocopies may be made available by request to the Human
Resources Administrator.
2.1.4 Management Review of Personnel Files
All information in employee personnel files is considered confidential. This
information will only be available to the HR Administrator, Executive Director, Deputy
Executive Director and the immediate Management personnel, who are responsible for
the employee.
Violation of this policy is considered a very serious offense.
2.2 Service
Management shall make every effort to accommodate employees during their
transition into or out of service with AATC.

2.2.1 Employee Categories
Company policies apply to all categories of employees. Employees are divided into the
following categories for the purpose of compensation and benefits.
Full-Time: Employees hired full time (at least 40 hours a week) on a full workweek
basis are considered full-time employees for compensation and benefit purposes.
Part-Time: Employees whose work schedule is less than full time (less than 40 hours a
week) on a full work week basis are part-time employees for all compensation and
benefit purposes.
Temporary: Employees hired as temporary replacement for full-time or part-time
employees, or for short periods of employment such as summer month, peak periods
and vacations are considered temporary employees. Temporary employees are not
eligible for benefits regardless of the number of hours or weeks worked.
Regular: Employees who are not hired as temporary employees are considered regular
employees.
Exempt employees are employees who, because of their duties and responsibilities and
level of decision making authority, are exempt from the overtime provisions of the Fair
Labor Standards Act (FLSA).
Non-exempt employees are employees who, because of the type of duties performed,
the usual level of decision making authority, and the method of compensation, are
subject to all Fair Labor Standards Act (FLSA) provisions including the payment of
overtime. Non-exempt employees are required to account for hours and fractional hours
worked.
2.2.2 Job Posting Procedures
Employees will be notified of available internal positions via posting on the AATC
bulletin board. Positions are normally posted for a period of one (1) week. The
applicable contact person will be included on the posting notice.
2.2.3 Employment of Relatives/Employees in Personal Relationships
AATC discourages the employment of close relatives. However, under certain
conditions, management may waive this policy in favor of employing close
relatives within the same payroll area. Close relatives are defined as: spouse,
mother, father, son, daughter, brother, sister, grandparent or in-laws.
Awarding jobs, promotions, pay increases and other advantages to relatives or
friends without consideration of qualifications and performance will not be
tolerated.
Family members will not be allowed to directly supervise another family
member. Employees that enter into a personal relationship, non-work related,
will not be allowed to supervise the other.
Employees must disclose to the Human Resources Administrator all family
relationships (whether by blood, marriage, or adoption) with other AATC
employees, regardless of the positions currently held by the related employees.

Employees who are in or who enter into intimate or romantic personal
relationships with other AATC employees must disclose those relationships to
the Human Resources Administrator. If the Human Resources Administrator is
related to or involved in an intimate or romantic relationship with another AATC
employee, both affected employees must disclose the relationship or family
status to the Executive Director of AATC. Employees who fail to make these
required disclosures will be subject to discipline, up to and including termination
of employment. Notice of a familial or personal relationship will be treated as
confidential and will be disclosed to persons within the company only on a
“need to know” basis or to any other individual as may be required by law. In
each case in which a family relationship or an intimate or romantic relationship
exists between AATC employees, the company reserves the right to determine
in its sole discretion whether the relationship may adversely affect the company
and to take what it deems to be appropriate personnel action, including but not
limited to the reassignment or termination of one or more of the affected
employees.
2.2.4 Employment of Minors
AATC will fully comply with the Child Labor provisions of the Fair Labor
Standards Act and applicable state statutes, which govern the employment of
minors. Due to increasingly stringent federal and state laws, employees must
be 16 years of age in order to be employed by Atlanta Airlines Terminal
Corporation. If the position for which the minor is being hired requires working
with or around heavy machinery, the age requirement is 18 years of age.
2.2.5 Promotions
Promotions within AATC will be based on such factors as quality of work, prior
job performance, experience, educational background, attendance, safety
record and the ability to work well with others.
2.2.6 Transfer of Employees
Transfer of employees for AATC’s convenience may be made to meet company
requirements. Requests for transfer by employees should be made in writing and given
to the Human Resources Administrator for consideration and approval before
interviewing with a Hiring Manager for another position.
Employees should discuss their desire to transfer with their current supervisor. The
Hiring Manager should contact the employee's current supervisor only after receiving
the employee’s written consent. A transfer may be made if management determines it is
in the best interest of the company and the employee.
The timing of any transfer should be planned so that ongoing commitments are not
jeopardized. Employees interested in transfer opportunities should contact the Human
2.2.7 Introductory Period
During the first six months of employment, AATC and the new employee are
given an opportunity to evaluate the suitability of the employee for the position

he or she holds. During the introductory period, employees are not eligible to
use certain benefits, such as vacation and paid sick leave. See the individual
policies on employee benefits for more information. Employees who complete
the six-month introductory period will be given an evaluation by their manager
at the end of the period. The existence of the introductory period should not be
interpreted as a guarantee of employment for a six-month period, and the
successful completion of the introductory period does not provide any
enhanced right to continued employment. At any time during or after the
introductory period, the employee or the company may terminate the
employment relationship for any reason not prohibited by law or no reason.
2.2.8 Outside Employment
AATC makes every effort to keep its employees as fully employed as possible
and at a fair rate of pay. When an employee is on the job, this means that
100% of their effort is required. If an employee chooses to work outside of their
job and the outside work competes with what is expected of them as an AATC
employee, opportunities for promotion and advancement with AATC may be
limited by their decision. In certain instances, outside employment may be a
direct violation of AATC policy when such employment results in a conflict of
interest.
If management feels that outside employment interferes with or prohibits an
employee from fulfilling their obligations to AATC or poses a potential conflict of
interest, the employee will be asked to resign from AATC or to leave their
outside employment. Employees must disclose any existing or anticipated
outside employment details to the Human Resources Administrator so that we
can determine whether the outside employment is or would be incompatible
with the employee’s job with AATC. No employee may accept an outside
employment opportunity unless it has first been approved by the company.
Employees are disqualified from using sick leave pay for absences arising from
outside employment.
2.3 New Employees
AATC has established a Human Resources Administrator, which is responsible
for personnel administration. Questions regarding your employment and this
employee handbook may be addressed to the Human Resources
Administrator.
2.3.1 Application for Employment
All candidates for employment must fully complete, date and sign the standard
AATC employment application form. The form will be completed in detail and
signed by the applicant to verify the accuracy and completeness of previous
employment and personal information and all other information requested on
the application form.
AATC may investigate any portion of the requested information and may deny
employment to or later terminate the employment of anyone for giving false or
incomplete information.

It is essential that all applicants sign their employment application. The
signature provides specific protection for AATC on several important terms and
conditions.
The completed application and resume will be made part of the personnel file of
those applicants accepted for employment.
2.3.2 Confirmation of Previous Employment
In connection with an application for employment, AATC, at its discretion, will
request information from the prospective employee's previous employers
relative to the individual’s work record. Additionally, AATC may conduct a pre-
employment credit check, criminal record check, or other background check on
applicants who are offered and accept employment. Offers of employment may
be conditioned on the satisfactory outcome of such background checks.
2.3.3 Compliance Information
In order for AATC to comply with government regulations regarding equal
employment opportunities, it is necessary for AATC to compile and maintain
detailed information on each formal candidate for employment and those who
are hired. This information will include the candidate's or employee's sex and
race. Applicants will be asked to provide this information voluntarily, and an
individual’s failure to provide this information will not disqualify the individual
from employment or affect employment status.
2.3.4 Immigration and Naturalization
Federal law requires that new hires provide specific information about their
eligibility to work in the United States within three (3) days of commencing
employment. New hires must complete Section 1 of Form I - 9 and provide
AATC with specific documents to establish their identity and employment
eligibility.
Employees will not be allowed to continue employment without providing
appropriate identification and employment-eligibility documents during the first
three days of employment.
2.3.5 Physical Examination Prior to Employment
For certain positions and under certain circumstances, a physical examination
may be required prior to employment. A company-appointed physician at
AATC’s expense will conduct this physical examination. When a physical
examination prior to employment is requested, it will be conducted only after a
conditional offer of employment has been extended to the individual, and
employment and assignment will be conditional pending the receipt of a
satisfactory physician's report.
2.3.6 Screening and Testing
There may be times when it is necessary to screen and test an employee to
determine what risks AATC may assume with employment of the individual.
Screening and testing for security reasons and for drug or alcohol abuse may

be required. Procedures such as psychological and medical laboratory tests will
always be performed under the direction of a certified professional and
according to the laws that apply. Psychological and medical tests will be
administered only after a conditional offer of employment has been extended to
the individual and all other pre-employment screening has been successfully
completed.
Personnel with a disability that would affect their ability to take a particular test
shall advise Human Resources so that a suitable accommodation can be
arranged. Medical documentation may be requested from the employee
concerning a request for an accommodation.
2.3.7 Motor Vehicle Record (MVR) Inquiry
Prospective employees expected to drive a company vehicle must provide
AATC with current and acceptable motor vehicle driving information.
Employment and assignment will be conditional pending the receipt of a
satisfactory report from the Department of Revenue, Division of Motor Vehicles
and a driving record acceptable to our insurer. If you drive a company vehicle
as part of your job, any changes to your driving record must be reported to
Human Resources in a timely manner.
Employees authorized to drive a company vehicle are completely responsible
for fines resulting from traffic violations. Only AATC employees are authorized
to operate a company vehicle.
2.4 Employee Suggestion Program
The Employee Suggestion Program provides employees with an opportunity to
be rewarded for innovative and creative ideas that lead to immediate, near-term
Company improvement. Any employee may submit a suggestion to improve
AATC. Rewards range from cash to extra days of vacation and are within the
complete discretion of AATC.
An individual or group of employees can submit eligible suggestions that
identify practical improvements to save some part of AATC time or money,
improve quality, increase customer satisfaction, or identify new sources of
revenue.
Suggestions that are already within the employee's authority or responsibility to
implement, consist of issues already under consideration, involve personal
grievances or complaints, result in savings of less than $1,000 or concern
policies or procedures that are not being followed or that are not being applied
properly are not the focus of the program and will not qualify for a reward.
Suggestions must be well-documented and include the employee’s name and
immediate supervisor, statement of the problem, proposed solution, anticipated
savings in terms of time, money, or quality, an estimate of the cost to AATC to
realize the savings. The suggestion should provide as much other detail or
specifics as may be feasible for evaluation. Incomplete suggestions will not
qualify for a reward.

Section 3
Compensation & Benefits
3.0 Benefit Eligibility
The term "eligible employee(s)" used in the following sections of this handbook
refers to full time employee(s) unless otherwise designated. Employees will be
advised of the status of their position when they are hired.
Full-time employees are entitled to the benefits stated in this handbook provided
they qualify for each individual benefit.
Part-time employees are entitled to those employee benefits specifically
designated.
Temporary employees are not eligible for benefits.
In order to have a record of an employee's benefits, a continuous service date
will be maintained for each full-time employee. The continuous service date will
be the employee's first day of employment and will continue uninterrupted as
long as the employee remains a full-time employee.
3.1 Payroll Information
Immediately upon accepting employment, the new employee will be given
federal and state tax forms along with insurance forms to complete. The
completed forms, the employment application form, and information regarding
starting pay, starting date and other pay or benefit information will be forwarded
to the Human Resources Administrator.
3.1.1 Time Records
Non-exempt employees are required to sign in with their manager when they
report to work and sign out when they leave.
3.1.2 Pay Periods
Employees are normally paid semi-monthly. The semi-monthly payment occurs on the
fifteenth (15) of the month and the last day of the month for the work performed during
the period from the last payday up to the current payday. As a benefit, AATC offers
direct deposit to your checking and or savings account.
3.1.3 Salary Compensation for Partial Pay Period
Salary payments to employees who are employed for less than a full pay period
because of leave without pay, resignation or employment at dates other than
the beginning or the end of the pay period are computed on the basis of actual
working days in the month. For this purpose working days are considered to be
forty (40) hours Monday through Friday unless otherwise specified.

3.1.4 Payroll Deductions
AATC will, where appropriate, deduct from the employees gross pay for
Federal and State Income Taxes, Social Security Taxes, family health
coverage, back taxes, garnishments (including child support), uniforms, loss or
destruction of company property, contributions to a Savings program and
contributions to the AATC 401K program.
All deductions (other than statutory or court-ordered deductions) must be
authorized in writing by the employee.
Deductions will be itemized on the employee's paycheck stub. Questions
regarding payroll deductions will be directed to the Human Resources
Administrator.
3.1.5 Overtime
Non-exempt employees, whether paid on a salary or hourly basis, are expected
to confine their work to the normal workday and workweek unless their
manager authorizes overtime in advance. If determined necessary, in case of
emergency or when it’s in the best interests of AATC, overtime work will be
authorized by management for time spent beyond an employee's standard
workweek.
Non-exempt employees will be paid one and one-half (1.5) times their regular
hourly rate of pay for approved overtime hours worked in excess of forty (40)
hours per week. When a non-exempt employee works extra hours in a
workweek, AATC may elect to grant that employee compensatory time off
during that same workweek so that the employee would not work in excess of
forty hours during the workweek and would not be entitled to overtime
compensation. The term “hours worked” will not include sick time, vacation
time, leave time, or holidays not worked.
The hours worked by exempt employees are often irregular and begin and end
beyond the normal workday. Salaried employees who are exempt from the
overtime provisions of the federal wage and hour law do not receive overtime
pay.
3.1.6 Payroll Errors
Every precaution is taken to ensure that employees are paid correctly. If an
employee believes there is an error in their pay or if an improper deduction has
been made from the employee’s pay, they must notify the Human Resources
Administrator. AATC will determine whether an error has been made and, if an
error has occurred, will make every attempt to adjust the error immediately or
no later than the employee's next pay period.
3.1.7 Garnishment of Employee Wages
State law requires AATC to honor proper garnishments of employee wages
(including child support) as a court or other legal judgment may instruct. The
law also provides for an administrative fee to be charged when a garnishment
occurs. Employees will be notified of any ordered garnishments.

3.1.8 Authorized Check Pickup
The Human Resources Administrator distributes paychecks. If an employee is
absent on payday and instructs someone to pick up his or her paycheck, a note
signed by the employee authorizing the person must be provided before the
check can be released. The person picking up the paycheck must show proper
identification and sign for the check. This policy protects the employee and
AATC.
For the convenience of the employee and AATC, paychecks can also be
directly deposited in the employee's bank account if the employee chooses to
do so. A direct deposit request form may be obtained in the HR Department.
3.1.9 Pay at Time of Separation
Employees separated from employment will be paid for time worked (less
appropriate deductions) on the next regular pay day. Any accrued but unused
vacation time will also be paid at this time.
After a full accounting of the employee's and AATC's accounts (as determined
by AATC) is completed, a final paycheck will be issued to the employee in
accordance with state law.
AATC will issue a live check, which is designated as the final payment for all
services rendered. The final check will not reflect any time not actually worked
except for an employee separated from employment with AATC for any reason
before they have taken part or all of their earned vacation pay at the time of
separation from employment.
Upon resignation or termination, the employee should consult the Human
Resource Department for possible conversion of their group insurance and to
address any financial issues. Any terminating employee is expected to return
any company property in their possession.
3.2 Vacation & Holidays
AATC recognizes that employees need a scheduled time away from normal
work duties for their personal well-being. AATC grants annual vacation and
holidays, with pay, to regular full-time employees who meet the eligibility
requirements.
3.2.1 Vacation Eligibility
AATC grants annual vacation with pay to regular full-time employees who meet
the service requirements as follows:
From 30 days to four (4) years of full-time employment, each employee is
entitled to ten (10) days of paid vacation per year, accrued at the rate of 6.67
hours per month.
From five (5) to nine (9) years of full-time employment each employee is
entitled to fifteen (15) days of paid vacation per year, accrued at the rate of 10
hours per month.

From ten (10) or more years of full-time employment each employee is entitled
to twenty (20) days of paid vacation per year,accrued at the rate of 13.33 hours
per month.
Newly hired employees will accrue vacation days starting on the thirtieth day of
employment but will not be authorized to take paid vacation during the first six months
of employment.
3.2.2 Vacation Schedules
AATC will attempt to have employees stagger vacations in an effort to avoid
affecting the company’s services. Therefore, granting of vacation requests will
be solely at the discretion of the department Manager or Supervisor, who will
make every reasonable effort to accommodate each employee.
Vacation may be taken at any time during the year after eligibility with the
following provisions:
Vacation requests must be made at least two (2) weeks prior to the desired
vacation time.
Employees are expected to take their paid vacation time as a means of rest
and diversion for themselves and their families.
A maximum of 220 hours of unused vacation time may be carried over into the
next vacation year. Any vacation in excess of 220 hours will automatically be
deducted from the employee’s account as of January first of the following year
unless given prior approval from the Executive Director.
A non-exempt employee must work the regularly scheduled workdays before
and after the paid vacation in order to be eligible to receive vacation pay.
Job requirements will always have precedent over vacation schedules.
Seniority will be considered in the event a conflict of vacation schedules arises.
A paid company holiday that falls during the vacation period will be considered
as a paid holiday and not vacation time. This day of vacation may be taken at
another time as approved.
3.2.3 Vacation Pay
Pay for vacation time will be at the employee's regular rate of pay. Paid
vacation time will not be considered as time worked for the purpose of
computing overtime for non-exempt employees.
Pay in lieu of unused vacation at any time will be provided only at the
convenience of AATC when approved in advance by management, and upon
separation from employment under certain conditions. AATC may consider
paying up to 40 hours of accrued unused vacation time annually.
3.2.4 Holidays
AATC normally recognizes the following paid holidays; however, AATC may
decide to work on a holiday depending upon extraordinary job
requirements.Part time employees will not be eligible for holiday pay.

AATC will observe the following seven (7) paid holidays each year, and provide
for up to 3 paid personal days (floating holidays) per year.
1. New Years Day = January 1st
2. Memorial Day = Last Monday in May
3. Independence Day = July 4th
4. Labor Day = First Monday of September
5. Thanksgiving Day = Fourth Thursday of November
6. Day After Thanksgiving = Friday after Thanksgiving Day
7. Christmas = December 25
When a paid holiday falls on a Saturday or Sunday, customarily either the Friday before
or the Monday after is observed as the paid holiday.
Holiday pay is paid on the normal regular straight time pay. Holiday pay does not count
as hours worked for purposes for calculating entitlement to overtime. In order to be
paid for a holiday, a non-exempt employee must work his/her last scheduled work day
before the holiday and his/her first scheduled work day after the holiday. A non-exempt
employee absent the day preceding or following the holiday, without prior approval for
vacation will not be paid for the holiday.
Operations employees will receive floating holidays in lieu of regularly scheduled
holidays.
3.2.5 Floating Holidays/Personal Days
In addition to the recognized company holidays, all full-time regular employees are
eligible for 3 floating/personal holidays effective January 1st
of each year. Floating
holidays must be used during the calendar year and may not be carried over to the
following year.
Floating/personal holidays will be prorated the first year of employment. After
completing the six-month introductory period, new employees earn one personal day
for every 30 days of employment following the completion of the introductory period,
up to a maximum of 3 days.
Operations employees within their six (6) month introductory period will observe
holidays on the normal date. If they are scheduled to work on a holiday during the
probationary period they may choose to take the holiday on an alternate date within
thirty (30) days of the observation date. Operations employees with six (6) or more
months of service will observe holidays as floating holidays to be requested similar to
vacation time.
The floating holidays will be available to the operations employees after they complete
their introductory period in that calendar year – as well as their 3 floating/personal
holidays as described above, earning one personal day for every 30 days of
employment after completion of the introductory period, up to the maximum of 3 days.

Once credited, the employee may request to use a floating holiday by submitting a
completed Absence Request Form to his/her supervisor. The time must be requested
and approved in increments of two (2) hours or more. All floating holidays must be
used by December 31st
or the hours will be forfeited.
3.3 Attendance& Leave
In the daily process at AATC, the work passes from operation to operation,
each step contributing value-added activities to the finished product. This
means that each job depends on the successful and timely completion of all
other jobs. Because of this fact, absenteeism is disruptive to all operations.
If one person is absent, this may cause others to work overtime in order to
accomplish work that is not completed by the absent person. In this case,
absenteeism does have an overall negative impact on AATC's operation,
resulting in inefficiencies or even the loss of customer’s confidence.
Therefore, your attendance is of vital importance, not only in relation to your co-
workers but also with respect to the overall company. Providing high quality
services for total customer satisfaction does depend on your commitment and
attendance.
3.3.1 Sick Leave Policy
AATC provides full-time and part-time regular employees with paid sick leave
credits that may be used only for absences due to the employee’s own illness
or injury or own medical appointments. Sick leave credits do not accrue during
approved leaves of absence without pay. Sick leave credits do accrue during
periods of medical leave with pay. Any termination of employment shall cancel
all unused accrued sick leave, and employees are not entitled to take or receive
pay for unused, accrued sick leave upon termination of employment.
Full-time employees (salary or hourly) accrue sick leave with pay at the rate of
four (4) hours for each full month of employment or 48 hours per year.
Part-time employees (salary and hourly) are entitled to accrual of a prorated
amount of sick leave with pay on a monthly basis (for each full month of
employment). The prorated amount of accrual will be based on the fractional
comparison of the part-time employee’s regular weekly work schedule to a 40-
hour full-time work schedule. For example, if a part-time employee normally
works 32 hours per week, the employee will accrue 3.2 hours of paid sick leave
(80% of 4 hours) for each full month of employment.
Temporaryemployees may be eligible for unpaid medical leaves as an
accommodation for a disability.
3.3.2 Sick Leave Credit Limit
Employees may carry over accrued but unused paid sick leave to the following
calendar year. However, the upper limit on the amount of unused sick leave
that may be accumulated in any calendar year, including carried-over sick days,
is six (6) working days.

3.3.3 Sick Leave Policy – Usage
Employees are entitled to a leave of absence with pay for the employee’s
medical conditions to the extent of their sick leave credits accumulated prior to
the leave of absence.
Sick pay of eight hours at 100% of the employee's basic hourly rate will be paid
for each full day of absence from work due to illness up to the employee's
accumulated credits for a possible maximum of six (6) days. If the employee is
still sick after the exhaustion of all medical sick leave days, the following
applies:
The employee may use accrued vacation time, personal time, or, if the
employee satisfies the standards for benefits under any applicable AATC short-
term disability plan, short term disability.
Employees enrolled in the long-term disability program may become eligible for
disability benefits after 90 calendar days of continuous sickness or accident
disability.
Sick leave credits are used at the rate of one day (8 hours) of sick leave credit
for each full working day of employee absence caused by sickness or injury.
Sick leave pay may be granted only on satisfactory evidence of sickness or
injury presented to the employee's supervisory management.
Employees who resign during medical leave will be allowed pay for sick leave
up to the effective date of resignation, or, to the end of the accumulated sick
leave entitlement, whichever occurs first.
Employees who are in the introductory period will accrue sick leave days but will not
be authorized to use paid sick leave during the first six months of employment.
3.3.4 Medical, Dental and Optical Appointments
Routine medical, dental and optical appointments will be scheduled outside
working hours. When this is not practical, occasional absences for such
reasons are to be charged to sick leave or vacation time.
3.3.5 Exhaustion of Accumulated Sick Leave
Employees, who are still incapacitated after exhausting all accumulated sick
leave and vacation time and are not enrolled in the long-term disability plan,
will, at their request, be placed on medical leave without pay. The company
may require the employee to furnish satisfactory medical documentation
supporting the leave request.
The employee's position will be held open for the employee's return to work
unless a long-term disability claim is approved. Employees enrolled in the long-
term disability program will become eligible for disability benefits after 90
calendar days of disability.

3.3.6 Funeral, Emergency Leave
The employing department of AATC will grant an employee time off with pay as
follows:
Not to exceed three days for each occurrence in the case of death in
employee's immediate family. An employee’s immediate family is defined as
spouse, domestic partner, child, mother, father, sister, bother, mother-in-law,
father-in-law, grandparents or grandchildren.
Employees will be paid at the regular rate of pay during this absence. Should
additional time be necessary, you may request an unpaid leave of absence with
your Manager’s or Supervisor’s approval. AATC may require employees to
present appropriate documentation (such as a funeral notice) to support a
funeral leave. The failure to provide appropriate documentation following
AATC’s request may result in the absence being treated as an unexcused
absence without pay or with pay deducted from the employee’s accrued
vacation or personal days.
3.3.7 Civic Leave or Jury Duty
When an employee is called for jury duty or as a witness, time off with pay will
be granted to the extent necessary to fulfill the jury or witness duty obligations.
Employees must notify management upon receipt of their summons or
subpoena. A document from the court showing the time and amount paid for
jury or witness duty must be given to management. If the court dismisses the
jury or witness early, the employee is expected to return to work as soon as
possible (and complete an eight hour shift comprised of civic time and time on
the job).
3.3.8 Voting
ATTC’s normal working hours ordinarily provide adequate time to vote on
election days, and employees should make arrangements to vote before or
following normal work hours. In the event an employee’s scheduled working
hours on election day begin less than two hours after the opening of the polls or
end less than two hours before the closing of the polls, the employee may
request in advance up to two hours off to vote on election day. AATC shall
have the discretion of choosing the times during the workday that will be
granted as voting leave. Voting leave will be unpaid to the extent permitted by
applicable law.
3.3.9 Military Leave
All full- and part-time regular employees who are members of the armed forces
(Army, Navy, Air Force, Marines and Coast Guard), including the Reserves and
the Army and Air National Guards, will be granted military leave in accordance
with USERRA (Uniformed Services Employment and Reemployment Rights
Act) and any Georgia law that provides more generous military leave rights.
Employees are eligible to take military leave with pay for up to 10 workdays each fiscal
year for military training or weekend drills. Employees requiring more than 10

workdays for military training or to attend weekend drills shall be granted the time off
for their military duty. At the employee's option, these absences may be charged to the
employee's vacation leave balances, or be leave without pay.
When an employee receives an official order for military service, a copy of this
order must be provided to management as soon as practicable so that
arrangements for coverage during the absence can be made. Ordinarily, notice
of the need for military leave must be given before the military service begins.
However, in cases of emergency call-up, employees shall notify their supervisor
of the call-up for duty as soon as possible, even if the employee is unable to
give notice until after leaving for military service.
Military leave without pay (or benefits) will be granted for those entering or called up
for active duty in the Armed Forces of the United States. Although active duty military
service carries health benefits, known as Tricare/CHAMPUS, some employees may
wish to maintain their AATC-provided health insurance coverage to provide a higher
level of benefits to dependents. Health benefits can be continued for service members
and their families during military service for up to 18 months (see COBRA). NOTE:
Reservists are not covered by Tricare/CHAMPUS unless they are on active duty for at
least 30 days.
Eligible employees also maintain their AATC 401K benefits. No break in service is
incurred.
Employees returning from military leave will be restored to employment in accordance
with USERRA and Georgia military leave laws.
3.3.10 Family and Medical Leave (FMLA)
The Company will grant up to 12 weeks (or up to 26 weeks of military caregiver
leave to care for a covered service member or veteran with a serious injury or
illness) of family and medical leave (referred to in this policy as “FMLA leave”)
during a 12-month period to eligible employees. For all types of FMLA leave
other than military caregiver leave, “twelve-month period” means a rolling 12-
month period measured backward from the date an employee uses eligible
FMLA leave, unless a greater period is required under any applicable state law.
The leave may be paid, unpaid or a combination of paid and unpaid leave,
depending on the circumstances of the leave and as specified in this policy.
Eligibility:
To qualify to take FMLA leave under this policy, the employee must meet all of
the following conditions:
1) The employee must have worked for the company for 12 months or 52
weeks. The 12 months or 52 weeks need not have been consecutive. Separate
periods of employment will be counted, provided that the break in service does
not exceed seven years. Separate periods of employment will be counted if the
break in service exceeds seven years due to National Guard or Reserve
military service obligations or when there is a written agreement stating the
employer’s intention to rehire the employee after the service break. For
eligibility purposes, an employee will be considered to have been employed for

an entire week even if the employee was on the payroll for only part of a week
or if the employee is on leave during the week.
2) The employee must have worked at least 1,250 hours during the 12-month
period immediately before the date when the leave is requested to commence.
The principles established under the Fair Labor Standards Act (FLSA)
determine the number of hours worked by an employee. The FLSA does not
include time spent on paid or unpaid leave (including vacation and holidays) as
hours worked. Consequently, these hours of leave should not be counted in
determining the 1,250 hours eligibility test for an employee under FMLA leave.
An exception to the rule against counting leave hours as hours worked exists,
however, for employees returning from fulfilling their National Guard or Reserve
military obligations. In that situation, employees will be credited with the hours
they would have worked but for the military service.
3) The employee must work at a worksite where 50 or more employees are
employed by the company within 75 miles of that worksite. The distance is to
be calculated by using available surface transportation by the most direct route.
Qualified FMLA Leaves
To qualify as FMLA leave under this policy, a leave must be taken for one of
the reasons listed below:
1) The birth of the employee’s child and in order to care for that newborn child.
2) The placement of a child with the employee for adoption or foster care and to care
for the newly placed child.
The leave described in (1) and (2) above must be taken and completed within
one year of the birth of the child or placement through adoption or foster care.
3) To care for a spouse, child, or parent with a serious health condition (described
below).
4) The serious health condition (described below) of the employee that prevents the
employee from performing one or more essential job functions.
A serious health condition is defined as a condition that requires inpatient care
at a hospital, hospice, or residential medical care facility, including any period of
incapacity or any subsequent treatment in connection with such inpatient care
or a condition that requires continuing care by a licensed health care provider
or Christian Science Practitioner.
This policy covers illnesses of a serious and often long-term nature, usually
resulting in recurring or lengthy absences, and the existence of a serious health
condition will be determined in conformance with the definition of that term in
the U.S. Department of Labor’s regulations interpreting the Family and Medical
Leave Act. Generally, a health condition that would result in a period of more
than three consecutive days of incapacity with a visit to the health care provider
within seven days of the onset of the incapacity and either a regimen of
continuing treatment under the supervision of the health care provider or a
second visit within 30 days of the incapacity would be considered a serious

health condition. For chronic conditions requiring periodic health care visits for
treatment, such visits must take place at least twice a year. Periods of
incapacity due to pregnancy or prenatal care are considered to be caused by a
serious health condition.
Employees with questions about what constitutes a serious health condition
under this Family and Medical Leave policy should contact the Human
5) Qualifying exigency leave for employees closely related to a member of a
regular component of the Armed Forces who is deployed to a foreign country
and for employees closely related to a member of the National Guard or
Reserves who is deployed to a foreign country on active duty pursuant to
Section 101(a)(13)(B) of Title 10 of the United States Code.
An employee whose spouse, son, daughter or parent is a member of a regular
component of the Armed Forces or the National Guard or the Reserves and
who is deployed on active military duty to a foreign country may take up to 12
weeks of leave for qualifying exigencies related to or affected by the family
member’s service. When the family member belongs to the National Guard or
a Reserve unit of the Armed Forces, the deployment to a foreign country must
be pursuant to Section 101(a)(13)(3) of Title 10 of the United States Code. The
qualifying exigency must be one of the following: 1) short-notice deployment, 2)
military events and activities, 3) child care and school activities of the service
member’s child, 4) financial and legal arrangements on behalf of the service
member, 5) counseling, 6) rest and recuperation of the service member, 7)
post-deployment activities, and 8) additional activities that arise out of active
duty or a call to active duty, provided that the employer and employee agree
that such additional activities constitute a qualifying exigency and agree on
timing and duration of the leave. Qualifying exigencies and the amount of leave
available for any particular qualifying exigency will be determined in accordance
with regulations adopted by the Secretary of Labor.
This type of leave would be counted toward the employee’s 12-week maximum
of FMLA leave in a 12-month period.
6) Military caregiver leave to care for an ill or injured service member or veteran.
This leave may extend to up to 26 weeks in a single 12-month period for an
employee to care for a spouse, son, daughter, parent or other relative to whom
the employee is the next of kin who is a covered service member with a serious
illness or injury incurred in or aggravated by service in the line of duty on active
duty. “Next of kin” is defined as the closest blood relative of the injured or
recovering covered service member other than the covered service member’s
spouse, parents, sons, or daughters. An employee will be considered the next
of kin of a covered service member regardless of the nature of the blood
relationship if the covered service member has designated the employee in
writing as his or her next of kin for purposes of military caregiver leave. A
“covered service member” is either (1) a member of the U.S. Armed Forces
(including a member of the National Guard or Reserves) who is undergoing

medical treatment, recuperation, or therapy, is otherwise in outpatient status, or
is otherwise on the temporary disability retired list, for a serious injury or illness
incurred in or aggravated by service in the line of duty on active duty, or (2) a
veteran who is undergoing medical treatment, recuperation, or therapy for a
serious injury or illness incurred in or aggravated by service in the line of duty
on active duty and who was a member of the U.S. Armed Forces (including the
National Guard and Reserve units) at any time during the five years preceding
the date on which the veteran undergoes that medical treatment, recuperation,
or therapy. With respect to veterans, the term “serious injury or illness” shall be
interpreted in accordance with regulations issued by the Secretary of Labor.
Length of Leave
An eligible employee can take up to 12 weeks for the FMLA leave
circumstances (1) through (5) above under this policy during any 12-month
period. The company will measure the 12-month period as a rolling 12-month
period measured backward from the date an employee uses any leave under
this policy. Each time an employee takes leave, the company will compute the
amount of leave the employee has taken under this policy in the last 12 months
and subtract it from the 12 weeks of available leave, and the balance remaining
is the amount the employee is entitled to take at that time.
An eligible employee can take up to 26 weeks for the FMLA leave circumstance
(6) above (military caregiver leave) during a single 12-month period. For this
military caregiver leave, the company will measure the 12-month period as a
rolling 12-month period measured forward from the first use of military caregiver
leave. FMLA leave taken for other FMLA circumstances during that 12-month
period will be deducted from the total of 26 weeks available for military
caregiver leave.
If a husband and wife both work for the company and each wishes to take leave
for the birth of a child, adoption or placement of a child in foster care, or to care
for a parent (but not a parent "in-law") with a serious health condition, the
husband and wife may only take a combined total of 12 weeks of leave for
those purposes. If a husband and wife both work for the company and each
wishes to take leave to care for a covered injured or ill service member or
veteran (military caregiver leave), the husband and wife may only take a
combined total of 26 weeks of leave for that purpose.
Employee Status and Benefits During FMLA Leave
While an employee is on FMLA leave, the company will continue paying its
share of the contributions under the group health insurance benefit plans under
which the employee is covered at the time of the leave and under the same
conditions as if the employee had continued to work. The employee must
continue to pay his or her share of the required contributions under these plans
to maintain coverage during the leave. A failure to pay the required premiums
may result in a lapse in coverage.

While an employee is on paid leave, the employer will continue to make payroll
deductions to collect the employee's share of the premium. While on unpaid
leave, the employee must continue to make the required contributions for
coverage. Contact the Human Resources Administrator to determine the
payment options and deadlines for making payments.
If the payment is more than 30 days late, the employee's health insurance
coverage may be dropped for the duration of the leave. The employer will
provide 15 days' notification prior to the employee's loss of coverage or, at the
company’s option, pay the employee’s share of the premium during FMLA
leave and recover these payments from the employee upon the employee’s
return to work.
Upon return from FMLA leave, and regardless of whether the employee allowed
the benefits to lapse during the FMLA leave, all benefits elections, coverage,
deductions, and contributions will resume and be as they were immediately
before the leave (unless there have been intervening changes in the benefits
elections or in the applicable amounts of deductions or contributions, in which
case the new elections and amounts would apply). Changes in elections may
be made only to the extent permitted by the relevant plan or program (for
example, a new benefits plan election may be made when the number of
dependents changes due to the birth of a child).
If the employee chooses not to return to work for reasons other than a
continued serious health condition of the employee or the employee's family
member, the continuation of a covered service member’s serious health
condition, or another circumstance beyond the employee's control, the
company may require the employee to reimburse the company for its share of
the cost for maintaining health benefits.
Employee Status After Leave
An employee who takes leave under this policy for his or her own serious
health condition may be asked to provide a fitness for duty clearance from the
employee’s health care provider. This requirement will be included in the
employer’s response to the FMLA leave request. Generally, an employee who
takes FMLA leave will be able to return from the FMLA leave to the same
position the employee held before the leave or to a position with equivalent
status, pay, benefits and other employment terms. The company may choose
to exempt certain key employees from reinstatement after an FMLA leave and
not return them to the same or similar position. Such key employees will be
notified as soon as possible after requesting FMLA leave that they will not be
restored to employment at the end of the leave.
Use of Paid and Unpaid Leave
FMLA leave ordinarily is unpaid leave. If the employee receives wage-
replacement benefits from a workers’ compensation fund or under a short- or
long-term disability benefit program for a portion of the leave, that portion of the
FMLA leave is considered paid FMLA leave, even though the employee may

not be receiving 100 percent of his or her regular compensation. An employee
is required to use any applicable, available paid leave, as described more fully
below, during any unpaid portion of an FMLA leave. The use of paid leave
during an otherwise unpaid FMLA leave does not extend the amount of FMLA
leave that an employee may use. Instead, the paid leave runs concurrently
with the FMLA leave and counts against the employee’s FMLA leave
entitlement. For example, if an eligible employee has two weeks of accrued
vacation and takes four weeks of FMLA leave for the adoption of a child, the
employee must use the available two weeks of vacation during the first two
weeks of the four-week FMLA leave, and all four weeks of the FMLA leave will
count against the employee’s FMLA leave entitlement for the relevant twelve-
month period.
An employee who is taking otherwise unpaid FMLA leave because of the
employee's own serious health condition or the serious health condition of a
family member must use all paid vacation, personal, and, if applicable to the
particular leave situation, paid sick leave as part of the FMLA leave.
Disability leave for an employee's serious health condition, including workers'
compensation leave (to the extent that it qualifies), will be designated as FMLA
leave and will count against the employee’s FMLA leave entitlement. For
example, if an employer is approved for six weeks of disability leave, the six
weeks will be designated as FMLA leave and counted toward the employee's
12-week entitlement. If the employee is not receiving short- or long-term
disability or workers’ compensation wage-replacement benefits, the employee
will be required to substitute accrued (or earned) paid leave as appropriate
during the unpaid leave, with the remainder of the leave after paid leave is
exhausted being unpaid. An employee who is taking leave for the birth,
adoption, or foster care of a child or for the care of a newborn child must use all
accrued or available paid vacation and personal days at the beginning of the
otherwise unpaid leave.
An employee who is using FMLA leave for a qualifying exigency for military
families must use all paid vacation and personal days at the start of the leave
with any remaining part of the leave after paid leave is exhausted being unpaid
leave. An employee using FMLA military caregiver leave must also use all paid
vacation and personal days at the start of the leave with any remaining part of
the leave after paid leave is exhausted being unpaid leave.
Intermittent Leave or a Reduced Work Schedule
The employee may take FMLA leave in consecutive weeks or, in certain
circumstances, may use the leave intermittently (take a day, part of a day, or
several days periodically when needed over the year) or to reduce the
workweek or workday, resulting in a reduced-hours schedule. In all cases, the
leave may not exceed a total of 12 workweeks (or 26 workweeks to care for an
injured or ill service member or veteran) over a 12-month period.
When an employee takes FMLA leave on an intermittent or reduced-schedule
basis that is foreseeable based on planned medical treatment for the employee

or a family member covered by this policy or that is for the care of a newborn
child or the placement of a child for adoption or foster care, the company may
temporarily transfer the employee to an available alternative position with
equivalent pay and benefits if the alternative position would better
accommodate the intermittent or reduce-schedule leave.
For the birth, adoption, or foster care of a child, the company and the employee
must mutually agree to the schedule before the employee may take the leave
intermittently or work a reduced-hours schedule. Leave for birth, adoption, or
foster care of a child must be taken within one year of the birth or placement of
the child.
If the employee is taking leave for the employee’s own serious health condition
or because of the serious health condition of an eligible family member, the
employee should try to reach agreement with the company before taking
intermittent leave or working a reduced hour schedule. If this is not possible,
then the employee must prove that the use of the leave on an intermittent or
reduced-schedule basis is medically necessary.
Certification for the Employee’s Serious Health Condition
The company will require medical certification to support an FMLA leave for the
employee’s serious health condition. The employee must respond to such a
request within 15 days of the company’s request for certification or provide a
reasonable explanation for the delay. Failure to provide certification may result
in a denial of the leave or of continuation of leave. Medical certification will be
provided using the Certification of Health Care Provider for Employee’s Serious
Health Condition which can be obtained from the Human Resources
Administrator.
The company may directly contact the employee’s health care provider for
verification or clarification purposes using a health care professional, an HR
professional, leave administrator, or management official. The company will not
use the employee’s direct supervisor for this contact. Before the company
makes this direct contact with the health care provider, the employee will be a
given an opportunity to resolve any deficiencies in the medical certification. In
compliance with HIPAA Medical Privacy Rules, the company will obtain the
employee’s permission for clarification of individually identifiable health
information.
The company has the right to ask for a second opinion if it has reason to doubt
the certification. The company will pay for the employee to get a certification
from a second doctor, which the company will select. If necessary to resolve a
conflict between the original certification and the second opinion, the company
will require the opinion of a third doctor. The company and the employee will
mutually select the third doctor, and the company will pay for the opinion. This
third opinion will be considered final. The employee will be provisionally entitled
to leave and benefits under the Family and Medical Leave Policy pending the
second and/or third opinion. The company may deny FMLA leave to an

Aatc employee handbook final 2010 (2)

Aatc employee handbook final 2010 (2)

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