Sickness Management Policy
Human Resources
UpdatedSept 2012
AJR/HR/Sickness Management Policy
1.0
PURPOSE
1.1
The University is committed to promoting the health, safety and welfare of its
employees. The University aims to promote a positive attitude to good
attendance and raise awareness of the effects of sickness absence on
colleagues and service delivery. The University is committed where
reasonable adjustments can be made to supporting employees with injuries or
ill health to remain at work or return to work.
1.2
The University recognises that there are many different reasons for absence
from work and the policies and procedures related to sickness absence are
intended to provide support for employees during sickness and to monitor and
manage absence. It is important that a consistent approach to managing
sickness absence is adopted, providing support to staff, recognising individual
circumstances whilst ultimately aiming to secure their return to work.
1.3
This policy applies to all staff and covers both short-term absence (a period or
regular periods of absence of less than one month), long-term absence (any
continuous period of one month or more) and periods when the employee is fit
for work but there is additional health advice to be considered.
1.4
Staff should report any health issues which might have an effect on their ability
to perform their normal scheduled duties including teaching, student contact,
managing internal or external deadlines, attending meetings or factors which
might lead to difficulties in maintaining normal contact with the Department, the
University, or other work related contacts. In most cases potential difficulties
caused by even minor illness can be mitigated by keeping the Department
informed of developments.
2.0
RESPONSIBILITIES
2.1
The University aims to promote a positive attitude to good attendance and
raise awareness of the effects of sickness absence on colleagues and service
delivery. The University also has a responsibility to ensure its sick pay
schemes are used appropriately and to provide a safe and healthy working
environment. Accordingly, those with managerial and supervisory roles are
responsible for ensuring that the University’s policies and procedures relating
to sickness absence are followed.
2.2
A summary of the responsibilities are provided below.
(1)
Members of staff - it is the responsibility of all employees to look after
their own general health and, as far as possible, to minimise absence from
work. They are expected to attend for work at the times required and maintain
a satisfactory attendance record.
When an employee falls sick and cannot attend work, he/she must notify the
Head of Department (or nominated Departmental representative) as soon as
possible on the first day of absence, normally within one hour of the
designated start time. The employee should state the nature of the illness
and, if possible, the expected return to work date. Employees who are off work
for eight or more consecutive days, must provide a medical certificate
(Statement of Fitness for Work) from the 8th day onwards. The employee
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should also keep the University updated with regards to their absence,
particularly if they are off long-term sick.
(2)
Managers - managers are responsible for ensuring that all staff know
their responsibilities if they are absent due to illness (example Departmental
notification guidelines attached as Appendix A). Managers are also
responsible for ensuring that the appropriate recording and reporting
procedures are followed, monitoring the absence levels of their staff,
maintaining contact with staff absent from work and carrying out return-to-work
discussions where appropriate. Managers must consider information provided
by the employee about their health including where relevant comments by the
employee’s GP in a medical certificate (Statement of Fitness for Work) and
recommendations from Occupational Health.
(3)
Human Resources (HR) - HR records all absence on the HR system
and can produce management information relating to absence to managers
upon request. HR Advisers are available to support Departments on the
management of cases and on procedures, as well as advising staff and
arranging referrals to Occupational Health. Training on managing sickness
absence will be provided by HR. All Departments have a link HR Adviser
whom they can contact for advice and support.
(4)
Occupational Health - Occupational Health is concerned with how
work and the work environment can affect people's health and how their health
can affect their ability to do the job.
The University’s Occupational Health team offers advice to staff and managers
on health issues related to work, and can offer physiotherapy and other
specialist services as appropriate.
The University's Occupational Health team includes a range of health and
medical professionals who, liaising where necessary with other qualified
medical practitioners, will develop an understanding of the extent of any health
problems in order to provide advice and recommendations to the individual
and to their manager for consideration. This can include recommending
changes in working practices and environments that could impact on the
employee’s ability to carry out his/her job.
3.0
REPORTING PROCEDURE
3.1
When an employee falls sick he/she1 must notify the Head of Department (or
nominated Departmental representative)2 as soon as possible on the first
day of absence, but normally within one hour of his/her designated start time.
Departments may wish to establish their own reporting procedures (example
Departmental Notification Guidance detailed in Appendix A), which may
require contact before the normal starting time. The local guidance should
also identify a designated individual to inform, contact details and the method
of communication which would normally be via phone. Managers should
ensure this information is communicated to all staff and in particular new
1
Contact would normally be made by the individual but where this is not possible then a
message should be conveyed to the Department by an individual (family member/friend) acting
on their behalf.
2
The nominated Departmental representative would normally either be the immediate line
manager or a designated contact within the Department.
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starters. Any contact by the employee should state the nature of the illness
and the expected return to work date (if known). Employees and Departments
should agree appropriate contact periods.
3.2
Each employee should complete a University Self-Certification form if they are
off sick between 1 and 7 days. If an employee is off sick for 8 or more
consecutive days (inc. Saturday and Sunday), they must provide a medical
certificate (Statement of Fitness to Work) from their General Practitioner or
other authorised medical professional (e.g. consultant). The completed
medical certificate (Statement of Fitness to Work) or self-certificate should be
forwarded to the individual’s line manager.
3.3
If an employee has reported in sick and is in receipt of sick pay or sickness
benefit, he/she should not undertake any work duties.
4.0
RECORDING PROCEDURE
4.1
When a member of staff notifies his/her Department of absence due to illness
the Department will immediately either complete Part A of the “Absence Form”
(attached as Appendix B) or use the agreed Excel spreadsheet to notify the
Payroll Office. This should be authorised by the appropriate line manager.
The form or the Excel sheet should specify the nature of the illness. Where a
medical certificate (Statement of Fitness to Work) is available the description
provided by the GP or consultant should be used. Sickness absence
information is sensitive personal data and will be treated accordingly. Upon the
employee’s return to work, Part B of the “Absence Form” (or appropriate Excel
Spreadsheet) is completed by the Department notifying Payroll Office of
his/her return to work.
4.2
Individuals and Departments should also record half-day absences that arise
as a result of sickness. If the individual attends work in the morning and has to
leave part way through the day this should be recorded as half a day’s
sickness absence using the normal reporting procedure. Additionally if an
individual comes in later as a result of health reasons this should also be
recorded as a half day.
4.3
It is essential that the recording procedure is completed accurately and the
information passed to HR in order to ensure effective monitoring of absence
and management of sick pay.
5.0
MONITORING PROCEDURE
5.1
In dealing with sickness absence, the University expects a consistent
approach across different Departments and staff groups. The appropriate
Departmental head or nominated representative should review the sickness
records of employees after each period of absence to identify whether the
periods are due to a related medical condition, whether there are any patterns
and identify if any support is required.
5.2
In dealing with frequent short-term absence or long-term absence Heads of
Department should consult their link HR Adviser regarding:
possible involvement of the University’s Occupational Health
whether the illness may be work related
patterns of absence
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what steps may be taken to minimise the effects of the absence on
operational efficiency e.g. temporary cover; and
when and how contact with the employee might be appropriate
6.0
RETURN TO WORK DISCUSSION
6.1
Managers should, where appropriate, meet with employees prior to or on their
return to work to discuss any relevant issues arising from the absence. This
can include updating individuals on what has been happening during the
absence, ascertaining whether the employee is fit to return to work, needs any
further support, medical treatment, or work adjustments, and exploring any
patterns of absence that cause concern. The return to work discussions
should be based on the information provided on the Statement of Fitness to
Work where one is provided. Return to work discussions should be viewed as
a support mechanism for staff to identify potential issues relating to attendance
and how these can be addressed.
6.2
It is good practice to consider conducting a return to work discussion with
employees following any period of absence but where there have been three
or more periods of absence in the previous six months or five or more periods
of absence in the previous twelve months a return to work should be
completed. These trigger points act as a guide and in some cases it may be
appropriate to conduct more regular return to work discussions.
6.3
It is particularly important to conduct regular return to work discussions with
individuals who have had frequent short-term absence and whose absence is
being managed informally prior to potentially progressing to the formal
capability procedure.
6.4
Relevant factors to take into account when considering whether or not to have
a discussion with an employee include:
the potential impact of the illness on the individual’s fitness for work
previous sickness absence record, including periods of good health in
between
is the illness work related?
personal circumstances
is the illness due to a disability or related to a disability?
is the illness pregnancy-related?
6.5
The meeting should be carried out sympathetically, in private, by an
appropriately trained manager or supervisor and should be aimed at
confirming:
whether there is an underlying problem of a work-related or domestic
nature that may be affecting an employee’s attendance record
the cause of the absence
whether the employee is now fully fit to carry out his/her duties
what reasonable adjustments may be required in relation to information
provided on the Statement of Fitness to Work
whether further treatment is expected
whether further absence is likely and the impact this may have on the
employee’s entitlement to sick pay
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whether there is an underlying health problem that the employee is aware
of, that may affect fitness for work
whether there is any remedial action that can be taken to improve the
employee’s situation and hence the attendance record
if disability related, what reasonable adjustments may be appropriate
attendance expectations
6.6
Advice on the format of the discussion and possible options for resolution can
be obtained from your link HR Adviser.
6.7
Any employee or manager with concerns regarding the return to work
discussion should contact their link HR Adviser for advice.
http://www2.warwick.ac.uk/services/humanresources/about_the_team/contact
snew/
6.8
A pro-forma Return to Work form is attached as Appendix C.
7.0
OCCUPATIONAL HEALTH REFERRAL
7.1
The University is committed to supporting individuals to remain at work or
return to work. Where the manager needs to understand the implications of
the employee’s health / fitness to work or believes that the nature of the
sickness absence has become serious, the employee should be referred to
Occupational Health following advice from HR. Managers should ensure they
explain the reason for the referral to the employee. A referral form attached as
Appendix D should be forwarded to your HR Adviser who will forward on the
referral to Occupational Health.
7.2
Where appropriate, an appointment with Occupational Health will be
arranged. The employee will meet with the Occupational Health Adviser and
should Occupational Health deem it necessary to seek a medical report from
the individual's GP/Specialist then this will be discussed with the employee at
the meeting in order to seek informed consent to the request.
7.3
The purpose of the referral is to establish some or all of the following:
a prognosis of the employee’s illness in terms of when he/she is likely to
be fit to return to work
whether adaptation of the job, working hours or environment might
facilitate an early return to work
an early indication of whether a return to any form of work is likely
whether or not the employee has a disability
whether or not there is a need for the University or Occupational Health to
seek additional medical information from the employee’s GP or Consultant
whether an onward referral to a specialist e.g. physiotherapist or
counsellor may be required
whether a phased return to work may be applicable
7.4
In some instances it may be appropriate for an individual to have a phased
return to work to allow an opportunity to adjust to returning to work, usually
after a period of long-term sickness absence. A maximum of 4 weeks on a
phased return (with or without temporary restrictions) is sufficient in the
majority of cases. In cases of a phased return to work, a Phased Return to
Work Plan (Appendix E) will be developed to outline the details of the return,
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including agreed working patterns, any work restrictions and agreed
timescales and outcomes. The plan will be signed off by the individual,
Occupational Health and the line manager, and copied to the link HR Adviser.
The first 4 weeks of the phased return will be paid at normal full pay. In
respect of any further agreed extension of the phased return to work, payment
will normally be granted at pro-rata to the hours worked. Any phased return
expected to have a duration of more than 8 weeks should be progressed as a
temporary amendment to contract to allow for the appropriate payment
calculations. Managers should discuss any cases of phased return to work
with the link HR Adviser to ensure the most appropriate arrangements are put
in place.
7.5
The response from Occupational Health should be discussed with the
employee. The manager, in conjunction with the link HR Adviser, should
determine what options are available.
7.6
Employees have the opportunity to self refer to the University Counselling
Service for further support.
8.0
DISABILITY AND RELATED ILLNESS
8.1
Where an employee is defined as disabled under the terms of the Equality Act
2010, the University will take all possible steps to seek proper medical advice,
and will attempt to retain the employee either by making reasonable
adjustments to the existing job or finding suitable alternative employment,
where feasible. Further information is contained in the University’s Disability
Policy and Single Equality Scheme.
9.0
SICK PAY
9.1
Employees will be paid in accordance with the sick pay schemes detailed in
their terms and conditions. In exceptional circumstances, a Head of
Department may request an extension to an employee’s sick pay once the
contractual level has expired. Heads of Departments should consult their link
HR Adviser in these circumstances for advice.
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10.0
MANAGEMENT OF SHORT-TERM SICKNESS ABSENCE (IRREGULAR
ATTENDANCE PROCEDURE)
10.1
This procedure is appropriate for employees who have high levels of shortterm sickness absence, either caused by related or unrelated health
condition/s. This process is intended to facilitate discussions between the
manager and individual employee to understand the basis for the absence,
identify what support is required, clarify expectations and ultimately determine
whether the individual is incapable of performing his/her role on the grounds of
health. This is not a disciplinary sanction and the disciplinary route would only
be adopted if there was found to be a breach of the Sickness Management
Policy or it was determined that an individual had supplied fraudulent
information.
10.2
Irregular attenders are those employees who incur frequent absences
attributed mainly to comparatively minor ailments. Such staff are prevented by
their absences from giving satisfactory service and if their attendance fails
to improve after guidance, advice and, if necessary, warnings, they are liable
to have their contract terminated on the grounds of lack of capability arising
from unsatisfactory attendance. Each case must be judged on its merits,
taking into account such facts as length of service, nature of duties and nature
and duration of sicknesses. The procedure for dealing with irregular
attendance is outlined in the following paragraphs.
11.0
INFORMAL PROCEDURE
11.1
The first stage is to establish the reasons for the absence, the likelihood of reoccurrence and what steps can be taken to improve attendance. This first
stage would generally take the form of a return to work discussion. The
manager should seek to:
find out information relating to the absence
outline to the employee his/her existing sickness absence record and
clarify expectations in relation to attendance
11.2
The individual should be cautioned that if there is no improvement then he/she
may be subject to formal action under the procedure as detailed below.
Employees and managers should make a note of the meeting together with
agreed objectives, expectations and timescales, using the standard pro-forma
and ensuring both parties have a copy of the signed record.
12.0
FORMAL PROCEDURE
12.1
The formal procedure for academic staff will be in line with the guidance
laid out in Statute 24 and accompanying ordinances and regulations.
12.2
If, despite return to work discussions including clarifying attendance
requirements and notification of potential consequences, the attendance has
failed to improve, then the case may progress to the formal stage. In
considering whether to invoke the formal procedures, managers should ensure
they have conducted regular return to work discussions, that the patterns of
absence have been reviewed and that the individual has been made aware
that unless their attendance improves that the case would progress to the
formal procedure. The relevant HR Adviser should be consulted, by
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management, at all stages under the formal procedure for advice on reviewing
capability. As part of the formal procedure, if not before, the employee should
be referred to Occupational Health in order to gain a medical assessment of
the individual’s fitness to work.
13.0
WRITTEN WARNING (CAPABILITY)
13.1
Where no improvement or insufficient improvement is made in the employee’s
attendance record, the Head of Department (or nominated representative)
should write to the employee requiring him/her to attend a meeting to discuss
his/her absence. The details of the absence/s should also be indicated. The
employee should be advised that s/he has a right to be represented at the
meeting by a Trade Union or a work colleague. In all formal cases a HR
representative should advise on process and may be present to record the
meeting.
13.2
The meeting should focus on the frequency and duration of the absence/s
together with the implications for the Department.
13.3
The manager should also:
clarify the process
outline attendance expectations
gather any relevant information relating to the absence/s
discuss any feedback from Occupational Health
identify any support required, including contact with the department during
absence
discuss any aspects that may facilitate the individuals return to work,
including if necessary any reasonable adjustments
confirm next steps, including periods of review
13.4
Notes should be taken of the meeting and the employee should be given every
opportunity to explain the circumstances relating to the absence/s.
13.5
The written warning should provide details of the absence, the findings of the
meeting, the improvement required in attendance and any relevant timescales.
The letter will also note that further action under the irregular attendance
procedure may be considered if there is no satisfactory improvement and will
notify of the right of appeal. The written warning will remain active for 12
months.
13.6
It should be noted that the purpose of issuing warnings is not designed to
punish or take sanctions against an employee but to try to bring about an
improvement in the employee’s attendance record to a satisfactory level and to
provide support to assist the employee to achieve this. Before issuing a
warning of any kind to an employee, advice should be sought from the link HR
Adviser. Consideration should be given to the overall attendance record of the
employee. Important factors in this process previous attendance record,
together with any mitigating factors, including any personal or work-related
problems.
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14.0
FINAL WRITTEN WARNING (CAPABILITY)
14.1
If by the end of the first written warning review period, the required level of
improvement in attendance has not been attained, a further meeting should be
arranged and communicated in writing to the employee noting the right to
representation from a work colleague or Trade Union representative. The
meeting should follow the format as outlined above including any barriers to
improvement. If appropriate a final written warning should be issued. This
will give details of the attendance issues, the actions required and the relevant
timescales. The letter will also warn that dismissal on the grounds of capability
will be considered if there is no satisfactory improvement and detail the right of
appeal. A final written warning will remain active for two years.
15.0
TERMINATING EMPLOYMENT ON THE GROUNDS OF CAPABILITY
15.1
If no improvement in short term sickness absence is demonstrated further to
written warnings and all other opportunities have been exhausted, termination
of employment under the University’s Sickness Management Policy, or Statute
24 Part IV for academic and research staff, on the grounds of capability, may
be considered.
15.2
The Head of Department will invite the individual to a meeting to discuss the
absence/s. The invitation letter should include details of the absence/s and
the employee should be notified that they have the right to be accompanied by
a Trade Union Representative or work colleague. The letter will also note that
as a consequence of the discussion the contract of employment may be
terminated on the grounds of capability. This meeting will review attendance
records, seek to explore whether all reasonable adjustments and opportunities
have been explored and will review any medical advice from Occupational
Health regarding the individual’s capability to perform his/her duties.
15.3
Before considering termination the Head of Department should take into
account:
the nature, duration and effect of the employee’s ill health as advised by
Occupational Health
the employee’s previous sickness record and
the impact of his/her absence on the business
the representations made by the employee, work colleague or Trade Union
Representative
15.4
If a decision to terminate on the grounds of capability is taken this should be
confirmed in writing to the individual, stating the reason for dismissal, effective
date of the dismissal and noting the right of appeal.
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16.0
MANAGEMENT OF LONG-TERM SICKNESS
16.1
All cases of long-term sickness will be unique and the approach needs to give
consideration to the nature of the illness and the likely duration. Some cases
of long-term sickness may relate to a major operation where there is an
understanding of recuperation timescales whilst other cases may be in relation
to terminal illness. Managers should be sensitive to the individual
circumstances.
16.2
The following underlying principles will apply, and managers should:
keep in appropriate contact with the employee to gain information from the
employee but also to update the employee to any relevant Departmental
information. This may involve home visits, through prior agreement.
set reasonable time limits for review and clarify organisational perspective
ensure they have up-to-date medical evidence on the employee’s health,
future prognosis and how this will impact on his/her return to their role from
Occupational Health
consider what other possible solutions or adjustments that could be made
to assist the individual to return e.g. reduced/flexible hours, different role
consult with the employee and if appropriate their representative or link HR
Adviser throughout
16.3
Managers considering a home visit should ensure they liaise with their link HR
Adviser and no home visit should be undertaken by an unaccompanied
manager.
16.4
If after considering the medical advice and all possible alternatives the
employee is still unfit to return to work then it may be necessary to meet with
the employee to discuss termination on the grounds of capability.
17.0
TERMINATION OF EMPLOYMENT ON GROUNDS OF CAPABILITY
17.1
Where the nature of an employee’s illness means that suitable adjustments
cannot be made to the existing job and redeployment has proved impossible
within a reasonable time span, the remaining options are likely to be ill-health
retirement or termination of employment under the University’s Sickness
Absence Management Procedure, or Statute 24 Part IV for academic and
research staff on the grounds of capability.
17.2
If an individual is on long-term sick and all other opportunities have been
exhausted, the Head of Department should invite the individual to a meeting to
discuss the absence/s. The invitation letter should include details of the
absence/s and the employee should be notified that they have the right to be
accompanied by a Trade Union Representative or work colleague. The letter
should also note that as a consequence of the discussion the individual may
be terminated on the grounds of capability. This meeting will review
attendance records, seek to explore whether all reasonable adjustments and
opportunities have been explored and will review medical advice from
Occupational Health regarding the individual’s capability to perform his/her
duties. In long-term sickness cases, it may be appropriate to provide an
opportunity for the employee to consider the available options, including
reasonable adjustments and likelihood of return to work and to reconvene the
meeting at a pre-arranged date.
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17.3
Before considering termination the Head of Department should take into
account:
the nature, duration and effect of the employee’s ill health as advised by
Occupational Health
the employee’s previous sickness record
the impact of their absence on the business
the representations made by the employee, work colleague or Trade Union
Representative
17.4
If a decision to terminate on the grounds of capability is taken this should be
confirmed in writing to the individual, stating the reason for dismissal, effective
date of termination and noting the right of appeal.
18.0
ILL HEALTH RETIREMENTS
18.1
Ill health retirement should only be considered where a medical report
suggests that the employee may have great difficulty in returning to work or
will never be able to return. Ill health retirement is available to both UPS and
USS members. There is no minimum age requirement.
18.2
USS offers two types of ill health retirement:
Total (min of 5 yrs service with USS) - to qualify for a total incapacity pension
you must be deemed in the long term to be unable to discharge the duties of
any employment although it may be acceptable to perform some very limited
duties with the approval of USS Ltd.
Partial - this is where the employee is unable in the long term to perform their
own job or any similar job, but may be able to undertake some other level of
employment, whether or not such other employment is available.
The Pensions Trustees will consider each case based on the medical
evidence available.
As with termination on the grounds of capability all other options must be
explored before making an application for early retirement on the grounds of ill
health. Managers should consult their link HR Adviser regarding Ill Health
Retirement.
18.3
UPS
All cases of ill health retirement will be considered by the trustees on a case by
case basis.
18.4
Decisions relating to termination or possible ill health retirement will be made
in the light of available medical evidence and following efforts to discuss the
situation with the employee concerned. In any event termination of
employment on the grounds of capability or ill health early retirement, in
relation to long-term sickness cases, will not normally be effected before an
employee has exhausted his/her sick pay allowance under the relevant sick
pay scheme.
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19.0
RIGHT OF APPEAL
19.1
An employee has the right of appeal against a written warning, final written
warning or dismissal under this procedure. The appeal should be made in
writing by the individual setting out the grounds for appeal, providing any
evidence and addressed to the next level of seniority to the manager who gave
the warning or dismissed (the contact details will be stated in the warning
notification letter), copied to the relevant HR Adviser. The appeal must be
lodged within 2 weeks of receipt of written notification of the decision. The
employee will be advised of the proposed appeal hearing and the procedure to
be adopted for the appeal by HR.
20.0
SICKNESS DURING ANNUAL LEAVE
20.1
An employee who falls sick during a period of annual leave must notify the
Department in accordance with the normal sickness absence notification
procedure and submit a medical certificate (Statement of Fitness to Work) to
support the absence, in order to reclaim any annual leave. If any payment is
required to obtain the Statement of Fitness to Work in relation to reclaiming
annual leave, individuals will be expected to meet this cost themselves. The
individual will be regarded as being sick from the date specified on the medical
certificate and will be entitled to take the holiday at a later date after returning
to work in accordance with the annual leave regulations or in liaison with their
link HR Adviser in cases of long-term sick. Statutory and customary days
cannot be reclaimed.
21.0
SICKNESS IMMEDIATELY PRECEDING OR FOLLOWING LEAVE
21.1
Staff may be required to produce a medical certificate for any sickness which
occurs immediately before or after a statutory holiday, customary holiday or
annual leave.
22.0
TIME OFF FOR MEDICAL APPOINTMENTS
22.1
Individuals who are required to attend medical appointments should ensure
they notify their manager of the appointment as soon as possible to provide
sufficient notice and seek authorisation. The University normally expects
employees to arrange all medical, dental, optician and similar appointments
outside normal working hours where possible. This is not always possible and
the University will allow appropriate time off with pay for authorised
appointments. Staff may be required to present evidence of the appointments.
23.0
RELATION TO OTHER POLICIES
23.1
The management of both short-term and long-term sickness absence follows
the Sickness Management Policy in relation to informal and formal processes.
The procedure is designed to facilitate employees return to work rather than
act as a punitive measure. Individuals who breach the Sickness Management
Policy or who are found to be submitting fraudulent information may be subject
to the appropriate Disciplinary Procedure.
24.0
REVIEW
24.1
HR will provide advice and guidance and regularly review the Sickness
Management Policy to ensure that it is effective in its aims of reducing
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13
absence levels across the University as well as providing a consistent
approach of dealing with absence.
25.0
IMPACT ASSESSMENT
25.1
The University of Warwick recognises its responsibility to ensure that no-one is
discriminated against or disadvantaged, through membership of any particular
group, or on the grounds of age, disability, gender, race, religion, or sexual
orientation. For additional information please refer to the University’s Equality
and Diversity website http://www2.warwick.ac.uk/services/equalops/
25.2
This Policy has been assessed as being of high relevance to our duties under
the anti-discrimination legislation, and the University will review its impact on
equality and diversity, identify any inequalities by annual monitoring, and will
take action where necessary.
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Appendix A
Pro-forma Departmental notification Procedure
Appendix B
Part A and Part B
Appendix C
Return to Work Pro-forma
Appendix D
Occupational Health Referral Form
Appendix E
Phased Return to Work Plan
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