Sample Annual Total Rewards Strategy Review

Sample_Documents

DISCLAIMER: This is a sample template provided for informational purposes only. It does not constitute legal, tax, or financial advice. Organizations should consult their own legal and tax advisors and tailor this document to reflect their specific business needs, geographies, and applicable laws.

Document Header

Field	Value
Document Title	Annual Total Rewards Strategy Review
Company	<Company Name>
Category	Foundational & Strategic
Document Owner	<Total Rewards Leader Name>, <Title>
Version	<Version Number>
Effective Date	<Effective Date: YYYY-MM-DD>
Last Review Date	<Last Review Date: YYYY-MM-DD>
Next Scheduled Review	<Next Review Date: YYYY-MM-DD> (Annual)
Geographies Covered	<Countries/Regions>
Employee Populations	<Populations, e.g., Corporate, Sales, Manufacturing, Hourly, Executive>
Approved By	<Approver Name, Title> on <Date>
Confidentiality	Internal Use Only

Purpose and Objectives

The purpose of this Annual Total Rewards Strategy Review is to align <Company Name>'s Total Rewards programs with business strategy, talent needs, and market conditions, ensuring competitiveness, affordability, compliance, and a compelling employee experience.

Objectives

Confirm or recalibrate the Total Rewards philosophy and market positioning for <Company Name>.
Assess competitiveness and internal equity of base pay, short-term incentives, long-term incentives, benefits, and recognition programs.
Align pay-for-performance and pay-mix with business value creation and talent segmentation.
Validate affordability and risk profile, incorporating multi-year financial modeling.
Ensure compliance with applicable laws and regulations in <Country/Countries> and any other jurisdictions where <Company Name> operates.
Define the annual Total Rewards calendar, governance, decision rights, and accountabilities.
Establish measurable goals and KPIs to track effectiveness and ROI.
Identify strategic changes for the upcoming plan year and a roadmap for the next <Number> years.

Scope and Applicability

This document covers the strategic review of Total Rewards programs across <Company Name>. It is intended for Total Rewards, HR Business Partners, Finance, Legal, and related stakeholders.

In Scope

Compensation: base pay structures, geographic pay differentials, short-term incentives, long-term incentives, sales compensation, and recognition.
Benefits and Wellbeing: core health and welfare, retirement, time off, and wellbeing programs.
Governance and Compliance: policy frameworks, documentation, plan governance, and risk controls.
Budgeting and Financial Modeling: annual and multi-year cost projections and funding scenarios.
Data and Analytics: external market surveys, internal pay equity reviews, and KPI dashboards.
Communication Strategy: enterprise-level announcements and manager enablement.

Out of Scope (Unless Explicitly Included by Exception)

Collective bargaining negotiations and union-specific agreements in <Country/Region>.
Country-specific benefits micro-design beyond strategic parameters set herein.
Individual compensation decisions or exceptions for specific employees.
M&A due diligence for in-flight transactions unless specifically requested by <Executive Sponsor>.

Applicability

Applies to all regular employees of <Company Name> in <Countries/Regions> unless otherwise specified by local policy or statutory requirements.
Contractors, interns, and temporary staff are covered by separate policies and not governed by this document unless explicitly stated.
Local deviations must be approved by <Governance Body Name> and documented in the Country Annex for <Country>.

Guiding Principles

Market Competitive: Position pay to attract and retain talent at approximately the <Percentage>th percentile of relevant labor markets, adjusting for role criticality.
Pay for Performance: Differentiate rewards based on measurable performance and impact.
Internal Equity: Maintain fair pay relationships across similar roles and levels, monitored through recurring pay equity analyses.
Transparency and Simplicity: Communicate programs clearly and ensure designs are understandable to employees and managers.
Affordability and Sustainability: Operate within budget guardrails and model multi-year financial impact.
Compliance and Ethics: Adhere to applicable laws, plan documents, and ethical standards.
Inclusion and Accessibility: Ensure programs are inclusive across demographics, geographies, and work arrangements.
Data-Driven Decisions: Use reliable data, analytics, and governance to guide decisions.

Strategic Context

Business Strategy and Talent Implications

<Company Name>’s strategic priorities for <Fiscal Year>: <Priority 1>, <Priority 2>, <Priority 3>.
Talent implications: critical skill segments (e.g., <Software Engineering>, <Sales>, <Manufacturing>) and geographic concentrations (e.g., <Country/Region>).
Workforce composition trends: growth rate <Percentage> year-over-year, voluntary turnover <Percentage>, internal mobility <Percentage>.

External Market Conditions

Labor market: median base pay movement <Percentage> in <Country> and <Percentage> in <Country>.
Inflation: CPI trend <Percentage> impacting real wage growth.
Equity markets: <Index/Benchmark> performance <Percentage>; implications for LTI competitiveness and dilution.
Regulatory: emerging pay transparency laws in <Country/Region>; benefits mandates in <Country>.

Total Rewards Pillars and Strategic Direction

Base Pay

Current State: Salary structures last updated <Date>; market positioning at <Percentage>th percentile for <Benchmark Group>; compa-ratio median <Value>; range penetration median <Value>.
Desired End-State: Structures aligned to <Percentage>th percentile with +/-<Percentage>% range widths by career level; differentiated geographic differentials covering <Number> labor markets.
Key Decisions:
- Adopt job architecture with <Number> career levels; define job families and functional ladders.
- Update salary structures using <Survey Vendor Names> with effective date <Date>.
- Implement geographic differential matrix with bands of <Percentage> to <Percentage> from home base.
Metrics: Compa-ratio distribution targets 0.95–1.05 for mature roles; time-in-range targets by level.

Short-Term Incentives (STI)

Current State: Corporate bonus plan with target funding at <Percentage>% of eligible payroll; variability by business unit; eligibility <Percentage>% of employees.
Desired End-State: Sharper differentiation by performance rating and role; clearer line-of-sight KPIs; clawback alignment with <Policy Name>.
Key Decisions:
- Funding formula based on company scorecard (weighted: <Percentage>% financial, <Percentage>% strategic, <Percentage>% culture/safety).
- Individual differentiation multipliers from 0.0x to <Multiplier>x for top performance bands.
- Shift eligibility to include <Population> with proration rules.
Metrics: Payout correlation with company performance (R><Value>); percentage of high performers at or above 1.2x target.

Long-Term Incentives (LTI)

Current State: <Mix> of RSUs/PSUs/Options; burn rate <Percentage>% and overhang <Percentage>%.
Desired End-State: Mix optimized for retention and performance (e.g., <Percentage>% PSUs, <Percentage>% RSUs, <Percentage>% Options); clear vesting and performance metrics.
Key Decisions:
- Introduce performance shares tied to <Metric> with 0–<Multiple>x payout range.
- Annual grant value by level using pay-mix targets and <20/30/50> rule for executive pay mix.
- Establish evergreen <Percentage>% with dilution cap and share recycling policy.
Metrics: 3-year TSR relative percentile; retention of critical roles; fair value expense as % of revenue.

Sales Compensation

Current State: <Plan Count> plans; on-target earnings mix <Base:Variable>; accelerators and caps vary by segment.
Desired End-State: Simplified plan architecture; standardized crediting; balanced accelerators and risk protections.
Key Decisions:
- Standard OTE mix by role (e.g., <60:40> for Account Executives).
- Threshold/Target/Excellence points at <Percentage>/%/<Percentage>% of quota with accelerators up to <Multiple>x.
- Governance for SPIFFs with budget cap <Amount> per quarter.
Metrics: Pay-for-performance slope and R-squared; % of sellers within 80–120% of quota.

Benefits and Wellbeing

Current State: Medical, dental, vision in <Country>; retirement match <Percentage>% up to <Percentage>%; EAP utilization <Percentage>%.
Desired End-State: Competitive core benefits; financial wellbeing; inclusive family-forming and mental health support; global minimum standards.
Key Decisions:
- Set global minimum benefits standards and local enhancements via Country Annex.
- Target total benefits cost trend at <Percentage>% with plan design levers and vendor negotiations with <Vendor Name>.
- Introduce paid parental leave minimum <Number> weeks.
Metrics: Participation rates; preventive care utilization; Net Promoter Score for benefits.

Recognition

Current State: Ad-hoc spot awards; limited visibility.
Desired End-State: Enterprise recognition platform with <Vendor Name>, budget <Amount> per FTE annually, peer-to-peer and manager awards.
Key Decisions:
- Fund recognition at <Amount> per FTE; enable monthly micro-awards.
- Define criteria aligned to values and safety behaviors.
Metrics: Recognition frequency per employee; correlation with engagement and retention.

Career, Learning, and Mobility

Current State: Inconsistent career frameworks; limited tuition support.
Desired End-State: Integrated career architecture, learning pathways, and internal mobility; tuition reimbursement up to <Amount>.
Key Decisions:
- Publish career architecture and leveling guides.
- Offer skill-based pay premiums for <Critical Skill> roles of <Amount>–<Amount>.
Metrics: Internal fill rate; time to productivity; mobility across functions.

Flexible Work and Time Off

Current State: Hybrid policy in <Country>; time off policy varies by region.
Desired End-State: Clear hybrid/remote framework; minimum global time off standard; flexible holidays in <Country/Region>.
Key Decisions:
- Define location strategy zones with differential policy and pay guidelines.
- Introduce carryover and buy/sell options where compliant.
Metrics: Utilization; attrition differences by policy; productivity markers.

Market Positioning and Pay Philosophy

Pay Positioning

Target market position: <Percentage>th percentile for core roles; <Percentage>th percentile for critical/scarce talent.
Reference markets by role family and location: national, regional, or city-level surveys.

Pay Mix by Level

Executive: Base <Percentage>%, STI <Percentage>%, LTI <Percentage>%.
Director: Base <Percentage>%, STI <Percentage>%, LTI <Percentage>%.
Individual Contributor: Base <Percentage>%, STI <Percentage>%, LTI <Percentage>% (if eligible).
Sales roles: OTE mix by role as defined in Sales Compensation.

Salary Structures and Progression

Structure type: <Global Bands/Graded Structures/Broadbands> with range widths of <Percentage>%–<Percentage>%.
Progression guidance: typical range movement <Percentage>% per year for strong performers; promotion increases <Percentage>%–<Percentage>%.
Geographic differentials: define premiums/discounts by labor market tier.

Job Architecture

Career levels <L1–L<Number>> with job families and specialties.
Role profiles include purpose, scope, competencies, and market anchors.

Regulatory and Compliance Considerations

Pay transparency: Posting range requirements in <Country/Region>; publish range methodology; document range determination and audit.
Equal pay for equal work: Conduct annual pay equity analysis in <Month> using <Methodology>; remediate with <Amount> budget cap per cycle.
Clawback: Apply clawback policy <Policy Name> to STI and LTI as legally permitted in <Country>.
Tax compliance: Withholding and reporting under <Tax Code>; equity taxation at vest/exercise varies by <Country>.
Works council consultation: Required in <Country>; timelines incorporated in the governance calendar.
Plan documents prevail: Benefits and equity plans are governed by their respective plan documents and award agreements. In the event of conflict, plan documents control.
At-will employment disclaimer (where applicable): Nothing in this document alters at-will status in <Country>.

Affordability, Budgeting, and Financial Modeling

Budget Guardrails

Merit pool: <Percentage>% of eligible base payroll with range by country reflecting market movement and inflation.
STI target cost: <Percentage>% of eligible payroll at 1.0x corporate funding.
LTI grant value: <Amount> or <Percentage>% of base by level; target burn rate <Percentage>% and overhang cap <Percentage>%.
Benefits cost trend: Plan for <Percentage>% trend; self-insured stop-loss at <Amount>.

Scenario Modeling

Model A: Base movement +<Percentage>%, STI at 0.9x, LTI mix shift; cost variance <Percentage>% vs. prior year.
Model B: Base movement +<Percentage>%, STI at 1.1x, expanded eligibility <Percentage>%.
Sensitivity: +/–<Percentage>% FX; headcount growth <Percentage>%; inflation +<Percentage>%.
Funding sources: Operating expense vs. capitalized costs, share pool management, and self-insured claims variance.

Equity, Inclusion, and Accessibility

Conduct annual pay equity analysis by gender, race/ethnicity (where legally permitted), and other protected categories in <Country/Region>.
Define acceptable unexplained pay gap thresholds (e.g., absolute gap <Amount> or relative gap <Percentage>).
Establish remediation budgets and guidelines for off-cycle equity adjustments.
Ensure benefits are inclusive: domestic partner eligibility where legal, gender-affirming care, fertility and adoption support, accessible mental health.
Implement accessible communications: plain language, formats for screen readers, language localization to <Languages>.

Data Sources, Tools, and Methodology

Market Data Sources

Survey providers: <Vendor Name 1>, <Vendor Name 2>, <Vendor Name 3>.
Peer group: <Number> comparator companies based on size, industry, and geography.
Aging factors: apply <Percentage>% annualized movement from survey effective date to <Date>.

Job Matching Methodology

Match by job content, scope, and level using job architecture; avoid title-only matches.
Use weighted composites when multiple matches exist; exclude outliers when variance exceeds <Percentage>%.
Document match rationale for auditability.

Calculations and Analytics

Compa-ratio = Actual Base / Range Midpoint.
Range penetration = (Actual Base – Range Minimum) / (Range Maximum – Range Minimum).
Total direct compensation comparisons by percentile.
STI payout analytics: performance calibration curves; distribution by rating.
LTI analytics: fair value expense, dilution, realized vs. realizable pay.

Systems and Tools

HRIS: <System Name> for employee data and salary ranges.
Compensation planning tool: <Vendor Name> for merit/bonus cycles.
Equity platform: <Vendor Name>.
Analytics: <BI Tool> dashboards refreshed <Frequency>.

Risks and Controls

Key Risks

Market misalignment leading to attrition in critical roles.
Budget overruns due to inflation, FX, or hiring mix shifts.
Compliance breaches in pay transparency or equal pay.
Inconsistent application by managers causing internal inequities.
Data quality issues impacting decisions.

Controls and Mitigations

Quarterly market pulse checks in <Regions>.
Budget guardrails enforced in compensation planning tool with exception workflows.
Annual pay equity audit with legal oversight under privilege where applicable.
Manager training and required calibration sessions.
Data validation routines and sign-offs before cycle launch.

Governance, Decision Rights, and Annual Calendar

Governance Bodies

Executive Compensation Committee: Approves executive programs, LTI pools, and major policy changes.
Rewards Governance Council: Cross-functional body (TR, HRBP, Finance, Legal) that recommends changes.
Country Rewards Forums: Local compliance and implementation reviews.

Decision Rights (RACI Summary)

Total Rewards: Accountable for strategy, design, and analytics.
Finance: Consulted on budgeting, approves funding within guardrails.
Legal/Compliance: Consulted/Approver on regulatory matters and plan documents.
HRBPs: Responsible for deployment and manager coaching.
Line Leaders: Responsible for performance differentiation and decisions within guidelines.
Payroll/HRIS: Responsible for system configuration and accurate processing.

Annual Calendar

Period	Milestones and Activities
Jul–Aug	Strategic review kickoff; data collection; external market refresh; initial affordability modeling
Sep	Design hypotheses; governance readouts; leadership alignment workshops
Oct	Pay equity analysis; salary structure updates; benefits vendor renewals; STI plan calibration
Nov	Draft communications; technology configuration; test cycles; works council consultations in <Country>
Dec	Final approvals; award letter generation; manager training; year-end processing setup
Jan	Cycle launch; performance calibration; STI funding factor confirmation
Feb–Mar	Payouts and grant execution; feedback surveys; KPI baseline update
Apr–Jun	Continuous improvement backlog; pulse checks; mid-year off-cycle guidelines

Roles and Responsibilities

Total Rewards (TR)

Lead the strategy review, market benchmarking, and design proposals.
Maintain plan documents, salary structures, and governance records.
Prepare cost models and present to <Governance Body>.

HR Business Partners (HRBPs)

Provide business insights; socialize changes; support manager enablement.
Ensure consistent application across functions and geographies.

Finance

Validate budgets and financial assumptions; approve funding within thresholds.
Support multi-year modeling and expense forecasting.

Legal and Compliance

Review plan documents; assess regulatory risks; ensure disclosures align with laws in <Country/Region>.

Payroll and HRIS

Configure systems; validate pay and deductions; run test scenarios.
Ensure timely and accurate processing of merit, bonus, and equity.

People Leaders (Managers)

Apply guidelines; differentiate based on performance; communicate outcomes to employees.

Communications and Change Management

Craft clear, accessible messaging and toolkits; coordinate translations for <Languages>.

Executive Sponsors

Champion strategy; resolve trade-offs; approve major changes.

Implementation Guidelines

Phasing and Timeline

Phase 1: Diagnostic and hypothesis testing (Jul–Sep).
Phase 2: Detailed design and governance (Sep–Nov).
Phase 3: Configuration, testing, and training (Nov–Dec).
Phase 4: Execution and measurement (Jan–Mar).

Data Readiness Checklist

Validate employee data fields: job family, level, location, FLSA/status, currency.
Confirm benchmark job matches and market composites.
Freeze HRIS snapshot as of <Date> for planning.

System Configuration and Testing

Update salary structures and ranges with effective date <Date>.
Load STI targets, eligibility, and funding rules.
Load LTI guidelines and grant templates.
User acceptance testing with scenarios: promotions, proration, leaves, FX conversions.

Manager Enablement

Toolkits: philosophy one-pager, pay conversation guide, FAQ.
Training: 30–60 minute sessions by region; microlearning modules.
Calibration: structured sessions with distribution guidelines and bias interrupters.

Change Management

Stakeholder mapping and readiness assessments.
Communication plan aligned to calendar; localization for <Countries/Languages>.
Feedback loops via surveys and office hours.

Acceptance Criteria

System defects severity 1–2 at zero by <Date>.
Data variance tolerance within <Percentage>% of modeled cost.
Governance approvals completed and documented.
Communications delivered to <Percentage>% of managers.

Review and Approval Process

Total Rewards compiles market data, diagnostics, and proposed changes by <Date>.
Finance reviews affordability models and validates budget impact by <Date>.
Legal reviews compliance implications and plan document updates by <Date>.
Rewards Governance Council reviews proposals and recommends to <Executive Committee Name> by <Date>.
Executive Committee approves changes and authorizes budgets by <Date>.
Country forums and works councils (where required) are consulted and documented by <Date>.
Systems are configured and tested; sign-offs obtained from TR, HRIS, and Payroll by <Date>.
Communications are finalized and deployed; managers trained by <Date>.

Documentation and Recordkeeping

Store approvals, plan documents, and communications in <Repository Name> with retention of <Number> years.
Maintain version control and change logs.

Metrics and KPIs

Strategic Outcome Metrics

Voluntary turnover in critical roles: target <Percentage>% (baseline <Percentage>%).
Offer acceptance rate: target <Percentage>%.
Internal mobility rate: target <Percentage>% of filled roles.

Competitiveness Metrics

% of employees within range: target <Percentage>%.
Median compa-ratio by level: target 0.95–1.05.
Market position variance vs. target percentile: within +/-<Percentage>% for core roles.

Performance and Differentiation

Bonus differentiation index (top vs. middle band multiple): target >=<Value>.
% of awards tied to measurable outcomes.

Cost and Efficiency

Total rewards cost as % of revenue: target <Percentage>%.
LTI dilution: at or below <Percentage>%.
Benefits cost trend: at or below <Percentage>% with quality maintained.

Experience and Equity

Benefits NPS: target <Value>.
Pay equity: unexplained pay gaps below <Percentage>% threshold.
Manager enablement score: target <Value>.

Appendices

Appendix A: Sample Compensation Structure Parameters

Level	Range Width	Midpoint Progression	Market Position
L1 (Entry)	<Percentage>%	<Percentage>%	<Percentile>th
L2 (Intermediate)	<Percentage>%	<Percentage>%	<Percentile>th
L3 (Senior)	<Percentage>%	<Percentage>%	<Percentile>th
L4 (Manager)	<Percentage>%	<Percentage>%	<Percentile>th
L5 (Director)	<Percentage>%	<Percentage>%	<Percentile>th
L6 (Executive)	<Percentage>%	<Percentage>%	<Percentile>th

Appendix B: Sample Pay Equity Review Cadence

Pre-cycle analysis in <Month>; post-cycle validation in <Month>.
Methods: regression analysis controlling for level, function, location, tenure, and performance.
Remediation: off-cycle adjustments capped at <Amount> aggregate; documented manager rationale required.

Appendix C: Communication Artifacts Checklist

Manager talking points.
Employee overview with FAQs.
Country-specific benefit summaries and statutory notices.
Equity award agreement templates and grant letters.
Range posting methodology for <Country/Region>.

Glossary

Compa-Ratio: The ratio of an employee’s base pay to the midpoint of the salary range.
Range Penetration: The position of pay within a salary range from minimum to maximum.
Burn Rate: The number of shares granted in a year divided by weighted average shares outstanding.
Overhang: Total outstanding and available shares for equity awards as a percentage of shares outstanding.
OTE: On-Target Earnings, the sum of base and target variable pay for sales roles.
PSU: Performance Share Unit, equity tied to achievement of performance goals.
RSU: Restricted Stock Unit, time-vested equity.
Clawback: A policy allowing recoupment of paid or vested compensation under specified conditions.
RACI: Responsible, Accountable, Consulted, Informed framework for decision rights.
Range Posting: Practice of publishing the pay range for a role in job postings.

Communication to Employees and Managers

Dear <Company Name> team,

Each year we review our Total Rewards programs to ensure they remain competitive, fair, and aligned to our business goals. This message highlights what you can expect for <Fiscal Year>, when changes take effect, and where to find support.

What is changing and why Starting <Effective Date>, we are updating our salary ranges, bonus programs, benefits, and recognition to reflect current market data and your feedback. Our goal is simple: offer rewards that recognize performance, support wellbeing, and provide transparency. We updated salary ranges using reputable market surveys for the locations where we operate and aligned bonus measures more closely to the outcomes we create together. We also invested in benefits that matter most to you, including enhancements to <Benefit Area>.

Base pay and salary ranges We have refreshed our salary ranges to reflect current market conditions in <Countries/Regions>. If your pay is below the new range minimum, you will receive an adjustment on <Date>. If you are within range, your merit increase will be based on your performance and your position in range. Being at or above the midpoint of the range typically means smaller merit increases than those earlier in their range. Your manager will discuss your individual situation during performance conversations.

Annual bonus (STI) If you are eligible for the annual bonus, your bonus target remains linked to your role and level. The company scorecard balances financial results, strategic progress, and our culture and safety commitments. Your final payout depends on the company funding factor and your individual performance multiplier. We designed the program to more strongly reward top performance while remaining fair across the company.

Long-term incentives Employees in eligible roles will continue to receive equity awards that vest over time and, in some cases, depend on achieving performance goals. Equity helps you share in the long-term value you help create. Award types and sizes vary by role and level, and are described in your grant materials.

Benefits and wellbeing We enhanced our benefits to better support your health and financial security. Highlights include <Example: expanded mental health resources, increased retirement match, additional parental leave, or localized enhancements>. Country-specific details will be available in your local benefits guide. Some enhancements take effect immediately, while others align to local plan renewal dates.

Recognition We are launching a refreshed recognition program that makes it easier to celebrate great work in the moment. You and your peers will have access to a recognition platform with monthly micro-awards and manager spot awards tied to our values. Small, frequent recognition helps us build a culture of appreciation.

Timing and what to expect Key dates:

<Date>: Managers receive planning tools and updated ranges.
<Date>: Performance calibration sessions.
<Date>: Merit and bonus decisions finalized.
<Date>: Notifications delivered to employees.
<Date>: Annual bonus payouts and equity grants issued.

In <Country/Region>, some timelines may differ due to local requirements. Your HR representative will share any local variations.

How pay decisions are made Your compensation reflects your role, your performance, and the market for your skills and location. We use external market data and internal guidelines to support consistency. Managers review decisions with HR and participate in calibration sessions to help ensure fairness across teams. We also conduct regular pay equity reviews and make adjustments where needed.

Your role in the process Please complete your self-assessment, discuss goals and progress with your manager, and review any changes to your personal information in <HRIS Name> to ensure accuracy. Take time to explore your benefits and enroll in new offerings where applicable.

Where to get help If you have questions:

Talk with your manager about your compensation, performance, and goals.
Visit <Intranet Link/Portal Name> for detailed guides, FAQs, and timelines.
Contact <HR Support Alias> for benefits or payroll questions.
For equity-related questions, email <Equity Admin Alias> or visit <Platform Name>.

Important notes Benefits and compensation programs are governed by plan documents and local policies. If there is any conflict between this summary and the plan documents, the plan documents will control. Nothing in this communication creates a contract of employment; where applicable, employment remains at-will.

Thank you for everything you do to make <Company Name> a great place to work. We are committed to keeping our Total Rewards competitive, fair, and aligned with our shared success.

Document Information:

Document Type: Annual Total Rewards Strategy Review
Category: Foundational & Strategic
Generated: August 22, 2025
Status: Sample Template
Next Review: <Insert Review Date>

Usage Instructions:

Replace all text in angle brackets < > with your company-specific information
Review all sections for applicability to your organization
Customize content to reflect your company's policies and local regulations
Have legal and HR leadership review before implementation
Update document header with your company's version control information
At bottom of the document you find a short example on how the content could be communicated to end-users, for instance employees.

This sample document is provided for reference only and should be customized to meet your organization's specific needs and local legal requirements.