Transactional Sample Clauses

Transactional. 2.1 Process permanent and temporary contractual changes and non-contractual variations received electronically, e.g. starters, leavers, changes, timesheets, overtime and mileage claims within set deadlines (monthly payroll deadlines apply and schools are required to meet these). 2.2 Deduct, record, and pay voluntary deductions. Make timely payments in relation to voluntary deductions such as union subscriptions and credit union (monthly payroll deadlines apply and schools are required to meet these). 2.3 Calculate emergency payments outside the monthly pay process should an employee not be paid due to a payroll team/system error. 2.4 Recall incorrect BACS transmissions (if appropriate) and communicate with the school/employee where necessary. 2.5 Process increments as per relevant conditions of service. 2.6 Calculate net overpayments once a monthly payroll has been calculated. 2.7 Support on auto enrolment, re-enrolment, and associated administration (see Appendix C for detailed tasks in relation to auto enrolment).

Transactional. Company shall maintain an uptime of 99.7% for the transactional server system, including, without limitation, security requirement, which supports End-Users, measured on a monthly basis as a percentage of total hours uptime for the month.

Transactional. This will suit you if you require a one-off transaction and do not need ongoing reviews or financial advice. • We will not send you valuations, information about legislative or economic changes, or provide you with any further advice and you will not normally have any further contact with your adviser. • We would, of course, be pleased to advise you on future issues for our usual fees should the need arise and you decide to contact us, for instance if you would like to review your portfolio or are approaching retirement.

Transactional. We offer a transactional service for clients who do not require an ongoing service. The fees and charges for transactional arrangements are provided in the Initial Fees section. Payment Options Ongoing charges can be paid in several ways: • A regular fee, paid by standing order. • By deduction from your investment(s) on a monthly, quarterly, six-monthly or annual basis, where the product / platform provider or DFM is able to offer this facility. • For investments held on a platform (an online administration service) you may choose to pay our charges from the funds held in the platform cash account, although its important to maintain sufficient funds in the account to cover our charges s they become payable. Hourly rates

Transactional. 2.1 Process permanent and temporary contractual changes and non-contractual variations received electronically, e.g. starters, leavers, changes, timesheets, overtime and mileage claims within set deadlines. 2.2 Deduct, record and pay voluntary deductions. Make timely payments in relation to voluntary deductions such as union subscriptions and credit union. 2.3 Calculate emergency payments outside the monthly pay process. 2.4 Recall incorrect BACS transmissions and communicate with the customer’s bank where necessary. 2.5 Process increments as per relevant conditions of service. 2.6 Calculate net overpayments. 2.7 Support on auto enrolment, re-enrolment and associated administration (see Appendix C for detailed tasks in relation to auto enrolment). 2.8 Administer Salary Sacrifice Schemes. 2.9 Support and administer one restructure and up to 20 employees through TUPE transfers. 2.10 Pay or recover outstanding leave. 2.11 Calculate and pay travel allowances and expenses. 2.12 Administer caretaker’s lettings. 2.13 Provide information for Long Service Awards for qualifying staff where applicable. 2.14 Administer the Teachers Annual Service Return (see Appendix D).i 2.15 Administer the advertising of vacancies (including Principal/Headships) in local and national media and on Shropshire Council’s opportunities list. 2.16 Ensure pre-employment checks for all new starters, re-joiners and any other applicable role changes are undertaken, in line with ‘Keeping Children Safe in Education Guidance’. This excludes the certificate cost that the DBS charge (currently £44 for an enhanced check). 2.17 Provide recruitment administrative support for new Principal/Head Teacher appointments. 2.18 Produce and issue contracts of employment and written statements of particulars, contract changes and leavers paperwork including updating all relevant systems. 2.19 Manage electronic employee personal files and redirect upon an employee’s transfer from the organisation. 2.20 Maintain accurate post information within the HR and Payroll system for Academy establishment lists. 2.21 Provide assistance with assessment of self-employed status.

Transactional assumption

Transactional. Our transactional service applies to a one-off piece of business with no follow-up on our part. There is no commitment to review the suitability of the investment, and a review if you required it would be at your request. An example of this type of situation might be where we arrange a conventional annuity for you. If however you do require advice subsequently then our financial review fees would apply. There may also be further administrative costs, which we would advise you of before undertaking the work.

Transactional. Transactional is designed for those that have a specific defined financial need and do not require a comprehensive financial planning service or ongoing work. For example, the arrangement of a life policy, a simple investment contract or a regular contribution pension. The service is purely a transactional and reactive one. Typically, this would be for Clients for whom a full planning service would be cost prohibitive or Clients referred to us for a specific transactional piece of work by another company or professional. Ongoing services, if required, can be agreed on an individual basis and will be charged for accordingly. Our standard Financial Planning and Wealth Management service. This is only available via our Affinity Integrated Wealth Management Ltd business and is a more comprehensive Financial Planning and Generational Wealth Management solution designed for families with invested assets in excess of £500,000 plus. The Breakdown of our service levels is as follows: Service Provided Transactional Standard Ongoing Services Affinity Genus™ Ongoing suitability of: X    Discretionary Management “DFM” Solution (where appropriate) X    Underlying Investment Portfolio X    Product Wrapper X    Platform Solution X   Ongoing selection of and oversight of Discretionary Manager and Investment Research team (where appropriate) X    DFM due diligence and meetings X    Portfolio Analytics & Governance X   Ongoing Portfolio & Contribution Advice X   Ongoing liaison with product providers X   Annual Risk Profile Completion & Assessment X   Annual Data Gathering and Objective Checks X   Access to Client Portal(s) X    Online Valuations & Plan data X    Document Library X    Secure Communications X   Market Commentaries X   Email Support X Limited Unlimited Telephone Support X Limited Unlimited Progress/Review Meetings™ X 1 per year 2 per year Ad Hoc Meetings Chargeable Chargeable Chargeable Annual Updated Cash Flow Modelling X X Only Via AIWM Access to VoyantGo* X X Only Via AIWM Client Magazine X X Only Via AIWM Updating and Maintenance of Database & Portals X X Only Via AIWM On Purpose Annual Reporting™ X X Only Via AIWM AIWM Financial Concierge Service™ X X Only Via AIWM Journey to Wealth Program™ X X Only Via AIWM Client Briefing Invites X X Only Via AIWM Access to AIWM Genus Professional Network™ X X Only Via AIWM Client Appreciation Events X X Only Via AIWM Liaison with Third Party e.g. Solicitor / Accountant, Execu...

Transactional. A breach of an employee’s transactional contract may occur if, for example, organisational restructuring requires them to complete more work without additional remuneration. Since they don't have any pro-role behaviours to withdraw, they may instead engage in 'anti-role' behaviours; actions that are detrimental to the organisation. At first these may be attempts to restore a perceived balance, such as arriving late or taking long lunch breaks, but in more extreme cases may result in actions such as ▇▇▇▇▇ theft. Employees who are desperate to restore a sense of control may even resort to vandalism or sabotage. Diagram 1 Effect of a breached contract As these examples show, one of the first effects to the organisation of a perceived breach of psychological contract will be the loss of those behaviours that are outside employees’ job roles, which were previously performed due to a sense of loyalty and commitment. These prorole or organisational citizenship behaviours are of huge impact to organisational requirements, as illustrated in diagram 2. Diagram 2: Some areas of essential business activity are not covered by job roles. Organisations need to manage these 'white spaces'. The large outer circle represents the behaviours required by the organisation for it to both function and flourish. To accomplish these requirements the organisation establishes a number of roles, represented by the smaller circles. However, the changing nature of organisations and the huge range of possible required behaviours, means that there are often significant areas that are not covered by the defined roles. This represents the organisational citizenship behaviours, which could range from the obvious, such as working additional hours, to the less obvious, such as inter-departmental cooperation or the sharing of new ideas. These are important to the smooth and successful functioning of the organisation, and the loss of such behaviours could be hugely detrimental. However, as they are not part of any individual’s defined role, they will be some of the first behaviours to be withdrawn following a perceived contract violation.