Attendance Management Policy 1

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1 Scope: All Staff Effective Date: Aug 2009 Responsible Dept: Human Resources Equality Impact Assessment: Completed April 2012 Last updated by/date: May 2012 Next review date: May 2015 Associated links & web pages: Available on HR web pages Attendance Management Policy 1 1. Introduction The University has a commitment to supporting the development of a healthy workforce. The University seeks to actively identify and eliminate any factors within the workplace or work process which may have a negative impact on the health of the individual. To enable the University to achieve its corporate aims it is essential that all members of staff are able to contribute effectively to the organisation. Absence of staff due to sickness has a direct impact upon the University through replacement costs, disruption to work within departments, resulting in increased workload for colleagues, which can lead to increased tensions, anxieties and low morale. The Attendance Management Policy plays a significant role in facilitating the health and wellbeing of staff. The primary aim of the policy is to put in place processes for actively managing attendance which will optimise the contribution of all employees and be applied fairly and consistently across the University. There is strong evidence which shows that work is generally good for physical, mental health and wellbeing (Waddell and Burton 2006). While some work can produce a risk to health, and these risks need to be carefully managed, far more people gain benefits from work than are negatively affected by it. Figures produced by the Department of Work and Pensions suggest that if an individual has been off sick for six months, they have an 80% chance of being off for five years. However, most common health problems can be accommodated at work and these account, nationally, for two thirds of long term sickness absence, incapacity for work and ill health retirement. 2. Aims 1 Attendance management in the context of this Policy relates to sickness absence and ill-health S./HR/Sickness Absence/Attendance Management Policy May 2012 Page 1 of 17

2 In order to support employees to remain at work, the University seeks to: o o o o o Provide a supportive environment for those employees affected by ill health and ensure that members of staff who experience ill health are treated with understanding and sensitivity whilst facilitating an optimal level of attendance at work. Provide a framework for recognition of individuals requiring reasonable adjustment for disability Consider adjustments to work activity in the case of individuals who have partially recovered from illness and are unable to maintain the full range of their duties Balance the interests of the individual and operational needs of the organisation in the case of long term sickness and debility Encourage and develop a positive culture towards attendance. This policy introduces a common reporting procedure for all staff across all grades and groups including academic and support staff, part time and full time, permanent and temporary. Line managers are expected to take appropriate action against any member of staff who fails to follow the procedures for reporting sickness absence. Appropriate training and development will be provided for managers to equip them with the skills and knowledge to implement the policy fairly, sensitively and effectively. Further information on the provision of reasonable adjustments to disabled staff is contained in the Supporting Disabled Staff Policy. 3. Key Responsibilities There are a number of stakeholders involved in attendance management e.g. employees, line managers, Human Resources (HR) and employee representatives. The key responsibilities of each are summarised below: 3.1 Employees Maintaining regular attendance at work Being aware of, and understanding, this policy Following the absence reporting procedures Maintaining regular contact with their line manager throughout any absence and keeping him / her up to date with progress (See Section 8 for contact during sickness absence) Submitting appropriate medical certificates in a timely manner Participating in return to work interviews after any episode of absence Co-operating with requests to attend Occupational Health referrals 3.2 Managers Managing attendance within their area of responsibility, reviewing sickness absence levels on a regular basis and addressing any areas of concern S./HR/Sickness Absence/Attendance Management Policy May 2012 Page 2 of 17

3 Ensuring that all employees, including new members of the team / faculty / department are aware of, and understand, the university attendance management policy Ensuring that absence procedures are followed Maintaining regular and reasonable contact with employees during periods of absence, ensuring that they are aware of the individual s progress and likely duration of absence Maintaining an atmosphere of trust and confidentiality Supporting all employees to facilitate and enable a return to work Conducting return to work interviews with all employees after any episode of absence Recording accurate absence information Initiating appropriate and timely referrals to HR and Occupational Health 3.3 Human Resources (HR) Providing assistance, support and advice to managers and employees in the attendance management process Collecting, collating and analysing faculty, departmental and organisational statistics Publishing, in the form of reports, trends and patterns of absence to managers and appropriate committees Notifying employees before occupational sick pay is reduced to half pay and when it expires Promoting the consistent application of the attendance management policy and procedures Highlighting areas of concern and coaching managers to help them to manage their departmental issues Identifying training needs and training for managers to help them to manage their attendance appropriately and effectively. 3.4 Trade Union representatives Providing assistance, advice and support to employees during the management of sickness absence 4. Sickness absence reporting procedure Employees failing to adhere to the sickness absence reporting procedures will be considered to be on unauthorised absence and may have their pay deducted and be dealt with in accordance with the Disciplinary Policy and Procedure. 4.1 Absences of one to seven calendar days 2 i. On the first day of absence employees must inform their line manager at the earliest opportunity that they will be unable to attend work. This should normally be no later than The dialogue between the employee and their line manager is important to ensure alternative arrangements are made to cover the individual s workload and minimise the impact on colleagues and students and the employee when they return to 2 In instances of serious illness whilst on University property, or University activity somewhere other than University propery, please refer to Appendix 3 S./HR/Sickness Absence/Attendance Management Policy May 2012 Page 3 of 17

4 work. In the absence of their line manager, employees should speak to a suitably responsible person within their faculty or department. If the employee is unable to speak to their manager or suitable responsible person, then they should leave a voice mail message or alternatively can their line manager or suitable responsible person. Their line manager, or suitable responsible person, will then phone the employee in order to offer support and ascertain the likely length of absence in order to plan appropriately. In exceptional circumstances only will it be appropriate for another person to notify YSJ of a staff member s absence. The person notifying the absence must confirm their name and relationship to the employee. It is acknowledged that there may be local arrangements in place within departments and faculties for the reporting of sickness absence. Where this is the case these should be followed. If an employee is unclear of what is required they should seek clarification from their line manager. Reporting absence via text message is not considered to be a suitable method of sickness reporting. will be considered in exceptional circumstances, as above. ii. Failure to give timely notification may result in sick pay being withheld. iii. When informing the line manager by telephone, the employee is required to give an indication of the reason and the length of time they expect to be absent with an estimated date for a return to work. iv. If it becomes clear that the individual will be unable to return as indicated, they should contact their manager with an updated estimate as soon as possible. v. In some circumstances an employee will advise that they are feeling unwell so will be working from home. If an employee is not well enough to attend work then this time must be considered as sickness absence. In exceptional circumstances a manager may agree that an employee can work from home (i.e. when they are well enough to work but have a contagious illness) however in order to manage sickness absence effectively, understand the causes of ill-health and put in pro-active steps to support employees, it is vital that the University has a true picture of the number of days lost due to sickness. vi. If an employee becomes ill whilst at work, they should notify an appropriate manager before leaving. If no manager is available they should their line manager or advise a relevant member of staff who can they relay the message. If an employee goes home during their working day or shift, this will not be counted as sickness absence but will be recorded for sickness absence purposes. Thereafter, employees must report their absence as above. vii. On an employee s return to work, they must complete a Self Certificate for payroll purposes viii. On return, the employee s line manager will schedule a return to work discussion to welcome the member of staff back, ensure they are fit to return and establish whether any further joint actions need to be identified. The University s Return to Work Form must be completed. Guidance is available. 4.2 Absences of eight or more calendar days S./HR/Sickness Absence/Attendance Management Policy May 2012 Page 4 of 17

5 i. Employees must obtain a Statement of Fitness for Work from their General Practitioner (GP) and submit this to the HR department without delay. Failure to submit a Statement of Fitness for Work in a timely manner may result in loss of sick pay. ii. The Statement of Fitness for Work allows General Practitioners to advise if employees are:- Not fit for work. May be fit for work The may be fit for work option, gives General Practitioners the option to suggest:- Phased return to work. Altered hours. Amended duties. Workplace adaptations. The advice given by the General Practitioner is not binding, and if it is not feasible to make the suggested amendments, then the statement will function as a not fit for work statement. Any advice given by the GP should be initially discussed between employee and manager, prior to the return to work. If it is not possible to make the suggested changes, the employee will need to be sent home from the Return to Work Meeting, and will continue on sickness absence, until such a time that the University is able to make the changes suggested by the GP, or the GP signs the employee as fit to return to work. The advice provided is intended to provide greater flexibility, and better information to manage sickness absence. All advice should be discussed between manager and employee, taking into account the demands of the job and the workplace. It may also be necessary to make a referral to Occupational Health at this point, in order to request specific advice. An employee can return to work before the end of the not fit for work statement, if this is agreed between employee and manager. Advice should be sought from Occupational Health at this point if necessary, in order to make an informed decision. iii. If the employee is unable to return to work when the statement expires, further statements must be submitted to cover the ongoing absence. Employees should ensure that further statements are sent to the University in a timely manner to ensure the ongoing sickness absence is covered by medical certification. iv. Employees must contact their manager to provide an update on their ongoing absence and progress. v. The General Practitioner will specify if they need to assess their patient s fitness for work at the end of the statement period. If the General Practitioner does not need to see the patient again, the employee will return to work or their usual duties, at the end of the statement period. 4.2 Illness during Annual Leave Employees who fall sick either during a period of annual leave or just prior to the leave commencing, will be permitted to reclaim those days lost through illness (or, in the latter case, may reschedule their annual leave for another time once they have recovered) where the absence is certified by a medical fit note. This period of absence will then be recorded as sickness absence. Please note that the sickness absence reporting S./HR/Sickness Absence/Attendance Management Policy May 2012 Page 5 of 17

6 procedure must still be followed in this circumstance and the requirement to provide a medical fit note applies even where the absence is less than 7 days in duration. 4.3 Reportable Infectious diseases If an employee s GP has diagnosed that they are suffering from a reportable infectious disease (under the Public Health (Infectious Diseases) Regulations 1988 or Public Health (Control of Disease Act) 1984), the employee must inform their line manager as soon as this becomes known. The employee will not be permitted to return to work until their GP has confirmed they are no longer contagious. 5. Short term absence 5.1 Short term absence is defined as the period of time covered by a Self Certificate (up to 7 days absence). The following trigger points highlight when it may be appropriate for manager to meet with an employee for an absence review: Frequent short term sickness absence Unauthorised absence Any significant pattern of absence i.e. particular days, reasons etc. Four or more episodes of sickness absence in a rolling period of twelve months Any absence citing stress 5.2 When considering an employee s sickness levels, line managers should take into account the personal circumstances of the individual member of staff as well as the nature of the illness. 5.3 In circumstances where absences exceed the acceptable levels, line managers should investigate the reasons for the absences. If there are no extenuating circumstances and there is no evidence of an on-going health problem, the manager should explain that the level of attendance is unacceptable, discuss the necessary improvements and timescales and identify what support may be required. 5.4 In exceptional circumstances only, a line manager, in consultation with their dedicated Human Resources Officer, may request that an individual supplies a medical certificate for each episode of absence. In these circumstances, if the General Practitioner charges a fee for a private medical certificate, York St John University will pay for this to ensure that the employee is not out of pocket. 5.5 If an employee has a period of absence or a series of absences related to a new or existing disability, this should be noted on the Return to Work Form and should be considered and documented separately from other, non-disability related absences. Managers should discuss with the employee to establish whether any adjustments are necessary. (See the University s Supporting Disabled Staff Policy) 5.6 For frequent short term absence due to on-going illness or for absence due to stress, a referral to HR or Occupational Health should be made. Reference should be made to the University s Stress Management Policy. 5.7 In cases where the level of absence has not improved within agreed timescales and following informal discussion, the line manager should consult with HR and, if S./HR/Sickness Absence/Attendance Management Policy May 2012 Page 6 of 17

7 appropriate, further action will be taken in accordance with the University s Capability Procedure 6. Long term absence 6.1 The University defines absences for periods of four weeks or more as long term. 6.2 Each employee s case should be reviewed as their circumstances progress with the approach taken being determined by the employee s particular circumstances. 6.3 The University may seek permission to speak to an employee s GP during their absence to identify if there are steps that can be taken to facilitate an early return to work for the employee. 6.4 The University recognises that annual leave is accrued during long term absence, and will look favourably on employees who wish to use this leave during sickness absence, to offset a period of half pay. 6.5 A referral to Occupational Health will normally be made once an employee has been absent for four weeks. However, in the case of absence due to, for example, surgery with a known return / recovery date, this may not be necessary. 6.6 In all cases of long term absence, the following general principles will apply: Regular and reasonable contact will be maintained between the line manager and the employee, the method and frequency will depend on the individual s particular circumstances, but may be by telephone, in writing or through meeting at suitable locations. (See section 8: Contact During Absence) Advice and guidance will be sought from Occupational Health as above Consideration will be given to all options available to facilitate the employee s return to work. 6.7 There may be a need to meet with individuals to discuss their ongoing sickness absence. The purpose of the meeting will be to: Reflect the managers concern about the individual s health Clarify the nature of the illness, prognosis and progress Discuss what support or assistance can be offered to help the employee return to work Discuss a referral to Occupational Health and seek the employee s agreement Discuss the outcome of any Occupational Health referral and the implications for return and, if necessary, discuss further referral Consider any personal problems the employee might have which may be preventing a RTW and explore how they can be supported in resolving them Discuss any concerns and answer any questions the employee may have about their on-going absence It may be appropriate, depending on the circumstances, to discuss future action in line with the University s Capability Procedure. In certain circumstances where the member of staff is off sick and unable to, or would prefer not to, attend work then the employee can be visited at home. S./HR/Sickness Absence/Attendance Management Policy May 2012 Page 7 of 17

8 7. Other attendance concerns 7.1 Although a staff member may not have been absent, there may be indications in terms of attendance, that there may be a problem. For example, if an employee is frequently late for work, or takes annual leave at short notice. The manager should discuss this with the employee and seek to discover whether there are underlying issues e.g. stress. 7.2 If there is an underlying health issue, a referral to Occupational Health should be discussed. Other underlying issues which are not health related e.g. social, family, carer responsibilities etc. should be considered and, if appropriate, discussed with HR. 7.3 Trigger points for lateness would be three in one year. If there are no underlying health issues, then the lateness would be managed as a performance matter. 8. Contact during absence 8.1 Managers will keep in regular contact with employees throughout periods of absence whilst ensuring all communications are handled sensitively. 8.2 The method and frequency of this contact will depend on the individual s particular circumstances, but may be by telephone, in person or through meeting at mutually agreed locations 8.3 By keeping in contact with employees, they will be kept up to date with organisational developments, will have the opportunity to discuss any concerns they may have, and the manager will be able to discuss, and be kept informed of, possible return to work. Equally, employees are encouraged to maintain informal contact. For example, if able employees may wish to arrange with their manager to visit colleagues at the University during a period of extended absence. They may meet for lunch or coffee on the premises. Additionally, the employee may be included in workplace social events (nights out etc.) This can help to reduce the feelings of isolation and anxiety employees sometimes experience about a return to work and may help to facilitate an earlier return. 8.4 Where an employee s absence is unauthorised and they have failed to follow the absence reporting procedure, managers will make reasonable attempts to contact the employee. 9. Occupational Health referral 9.1 Occupational Health referral is made via HR (see separate Guidance on Referral to Occupational Health). In the case of long term absence, the referral should be made at four weeks, unless the manager decides that a referral is not necessary. (If return date and progress is already known) In the case of stress related referral, a referral should be discussed as soon as the manager is aware. (Please refer to the University s Stress Management Policy) S./HR/Sickness Absence/Attendance Management Policy May 2012 Page 8 of 17

9 9.2 A manager may request an Occupational Health referral to be made for an employee if they have periods of frequent short term sickness and have not been able to sustain any improvement to their attendance or if they have a health problem which is impacting upon their ability to carry out their role. 9.3 The purpose of the Occupational Health referral is: To obtain as complete a picture as possible of the nature and extent of the employee s health and its impact on their employment To establish likely timescales for return to work and if a return to work will be feasible To establish if any reasonable adjustments can be made or support offered in order to help the employee to return to work To assess the employees fitness to carry out the duties of their post 9.4 Managers aim to support and manage employees who are off sick by making informed decisions. If an employee chooses not to participate in an Occupational Health referral, the line manager will continue to monitor the employee s attendance as normal. If the employee s attendance becomes problematic, this will be managed in line with the University s Capability Procedure. Any decision concerning continued employment will made based on the information available at the time. 9.5 In certain circumstances where an employee is concerned about their health and its potential impact on their future ability to undertake their duties, they may request a referral to Occupational Health. They should discuss their concerns with their line manager who will in turn contact a member of the Human Resources department for advice on whether an occupational health referral is appropriate. 10. Returning to work from absence 10.1 On return to work after every episode of absence, the line manager will meet with an employee to discuss the absence during a return to work interview. (see separate Guidance on Return to Work interviews).the purpose of this is to ensure that the employee is fit to return and to identify whether any adjustments need to be put in place to enable the employee to maintain attendance. During the Return to Work Interview, the employee should also complete the Sickness Absence: Self Certificate form which should be sent to Human Resources Where an employee has been away from work for a long term absence, they may need additional support to assist their return to full work activity. A phased return to work may be appropriate in these circumstances. A phased return is a reasonable, temporary, short term adjustment to an employee s work until they are fully able to return to normal duties. The length of the phased return will be dependent on the length of absence but in most circumstances will be for a period of four to six weeks. In exceptional circumstances, a longer phased return may be agreed with Human Resources if this is thought to be of long term benefit to the individual and the university. Where Occupational Health advice has been sought they will advise on the appropriate length of the phased return The aim of the phased return is to remove or reduce any risks or obstacles that may prevent an individual s return to work following illness. S./HR/Sickness Absence/Attendance Management Policy May 2012 Page 9 of 17

10 The phased return should be planned and agreed between the employee, their line manager and HR and should include advice from Occupational Health where appropriate. A case conference involving the manager, HR and the employee is the preferred forum for discussion to enable open three way conversation to take place. The programme may include: A period of refresher training Alteration to the employees working pattern or hours of work A gradual build up from reduced hours to full contractual hours over an agreed period Mentor support for the employee Change to the employees duties A temporary transfer to a different role within the university Any other appropriate measures The programme will include: Clear written details of the temporary arrangements Details of targets and timescales An individual risk assessment Checks that will need to be made to make sure the plan is put into action Dates when the plan will be reviewed Payment arrangements for the return to work programme. At the end of the planned programme, it is expected that the employee will be able to return to their normal job role, hours and activities. If, however, at the end of the programme, the employee is unable to return to normal working, then a further review must take place involving the employee, manager and HR Officer to determine the way forward. In some cases, consideration of a permanent change of working hours or redeployment to an alternative role may be necessary. Where an employee may be considered to have a long term physical or mental impairment affecting their ability to carry out some of their normal activities and as a consequence are regarded as having a disability, the University has a duty to consider reasonable adjustments which would enable the employee to remain at work (See the University s Supporting Disabled Staff Policy) Where a phased return to work is agreed, the following arrangements in respect of pay will be put in place: Where an employee is still entitled to occupational sick pay at full pay, they will receive full pay during their phased return regardless of the number of hours worked. Where an employee has ceased to be entitled to occupational sick pay at full pay but is entitled to half pay sick pay, they will receive: half pay for any hours worked up to 18.5 per week (0.5fte) over 18.5 hours (0.5fte) but under full-time: payment for hours worked. On return to full time hours: return to full pay. When an employee has exhausted all entitlement to occupational sick pay they will be paid for the number of hours worked during their phased return. S./HR/Sickness Absence/Attendance Management Policy May 2012 Page 10 of 17

11 11. Redeployment If the advice from the Occupational Health Provider is that the employee is unable to return to or continue with their contracted job role for health reasons, then this should be discussed with the employee, the Line Manager and HR. If the employee is in agreement, the Manager, with the support of HR can then investigate suitable alternative employment opportunities within the University. 12. Ending Employment and Retirement on Grounds of Incapacity 12.1 The option to terminate an individual s employment on the grounds of incapacity due to ill health will only be considered after all options for reasonable adjustment or redeployment have been fully investigated and exhausted Where this is considered the employee will be called to attend a meeting with their line manager. The employee will be given at least 10 working days notice of the meeting and will be entitled to bring a Trade Union representative or colleague with them. They will be advised that the purpose of the meeting is to consider whether a return to work can be achieved Where, for ill-health reasons, the employer is unable to attend work, consideration will be given to holding the meeting at the employer s home or other suitable location Where, following discussion, return to work is unlikely in the foreseeable future and the member of staff is a member of the Teachers Pension Scheme or Local Government Pension Scheme, consideration will be given to applying for ill-health retirement in the first instance. Employees can obtain information about ill-health retirement from the appropriate pension scheme website 3 or from the HR pages of the Staff Information Point Where, following discussion, return to work is unlikely in any form in the foreseeable future (including part-time hours or an alternative role) and the member of staff is not a member of the relevant pension scheme, they will be advised that a recommendation will be made to the Vice Chancellor to consider the situation, including the feasibility of their employment with the University continuing 12.6 The Dean or Director (following discussion with the line manager) will prepare a report for the Vice Chancellor, in advance of the meeting setting out the circumstances, the occupational health/medical advice and any steps taken to secure a return to work The employee will be invited to meet with the Vice Chancellor and will be given the right to be accompanied by a trade union representative or colleague. They will be given 10 working days notice of the meeting and be provided with a copy of the Dean s or Director s report to the Vice Chancellor. The employee will be advised that given the length of absence, the Vice Chancellor will reluctantly have to consider the termination of their employment. It should be emphasised that the outcome of the discussions has not been prejudged and that no decision will be made until the employee has had the opportunity to put their case forward Should the employee wish to submit any information in evidence then this should be provided at least 5 working days before the meeting 12.9 The Vice Chancellor will be supported at the meeting by another member of the University s Executive Team. 3 Teachers Pensions: Local Government Pension Scheme: S./HR/Sickness Absence/Attendance Management Policy May 2012 Page 11 of 17

12 12.10 Following the meeting, the Vice Chancellor should communicate his decision to the employee within 5 working days. If extra time is needed for the VC to explore options then the employee will be advised of the delay in writing If following the meeting, the Vice Chancellor makes the decision to dismiss the employee, the employee will have the right of appeal to a panel of Governors. Any appeal should be submitted in writing to the Director of Human Resources within 10 working days of the date of the decision The appeal will be heard within 15 working days. 13 Medical Suspension 13.1 In rare cases it may be necessary to suspend an individual employee on medical grounds in order to ensure that the individual does not stay at work or resume their duties if the manager perceives that there is a risk to themselves or others. Such suspension should only be used where the employee is unable or unwilling to immediately see their own GP and must automatically be followed by an Occupational Health referral Medical suspension is on full pay. S./HR/Sickness Absence/Attendance Management Policy May 2012 Page 12 of 17

13 Appendix 1 Staff Illness-Business Continuity Plan UNIVERSITY PROTOCOL in the event of a member of staff being taken seriously ill The nature of the illness will determine the actions to be taken and the level of communications required. Anticipated scenarios include:- I. Staff member being taken seriously ill when on University activity somewhere other than University property. II. III. Staff member being taken seriously ill when on University property. Multiple staff members being taken seriously ill. a) Where a member of staff is taken seriously ill whilst on University activity but not on University property as at (I) above, the news may come into the University from a number of sources. Whatever the origin, the recipient must immediately contact the Director of Human Resources who will ensure that the relevant Dean/Director is informed and appropriate actions are taken. The Director of Human Resources will notify the next of kin, where necessary. Where the illness takes the form of a communicable disease, the Director of Human Resources will consult Occupational Health where appropriate, and act in accordance with their advice. Responsibility for informing the Health & Safety Officer and members of the Senior Management Team lies with the Director of Human Resources. The Director of Admissions & Marketing will be responsible for responding to any media queries, as appropriate. SEE FLOWCHART (page 14) b) Where the member of staff is taken seriously ill whilst on University property as at (II) above, then the University security team and the Director of Human Resources must be notified immediately who will ensure that the relevant Dean/Director is informed. The security team will contact the emergency services. Where time is of the essence, the department should call for an ambulance. The Director of Human Resources will notify the next of kin, where necessary. Where the illness takes the form of a communicable disease, the Director of Human Resources will consult Occupational Health where appropriate, and act in accordance with their advice. Responsibility for informing the Health & Safety Officer and members of the Senior Management Team lies with the Director of Human Resources. The Director of Admissions & Marketing will be responsible for responding to any media queries, as appropriate. SEE FLOWCHART (page 15) c) Where multiple staff members have been taken seriously ill as the result of a communicable disease, these occurrences may be reported by a combination of staff S./HR/Sickness Absence/Attendance Management Policy May 2012 Page 13 of 17

14 who are currently at work on University property, on University activity somewhere other than University property, and staff who are not at work. Whatever the origin, the recipient(s) must immediately contact the Director of Human Resources who will ensure that the relevant Dean/Director is informed and appropriate actions are taken. The Director of Human Resources will notify the next of kin, where necessary. Responsibility for informing the Health & Safety Officer and members of the Senior Management Team lies with the Director of Human Resources. The Health and Safety Officer will be responsible for ensuring that details of these illnesses are collated into a central record. The Director of Admissions & Marketing will be responsible for responding to any media queries, as appropriate. The Director of Human Resources will be responsible for ensuring that appropriate decisions are made in terms of any closure of the University and directing staff members to appropriate medical support, based on advice received from Occupational Health. Where multiple members of staff have been taken seriously ill as a result of food poisoning, it is probable that the source of the problem will have come from one of the food outlets on the University campus. Any incidences of food poisoning which are suspected to have come from a catering outlet at the University should be reported to the Deputy Director of Facilities, for further investigation. SEE FLOWCHART (page 16) S./HR/Sickness Absence/Attendance Management Policy May 2012 Page 14 of 17

15 Serious illness of a staff member on University activity somewhere other than University property IMMEDIATE RESPONSE: Recipient Informs Director of Human Resources Checks accuracy of information & informs Dean/Director Next of Kin Health & Safety Officer If likely to be media interest or need for future staff communications Director of Admissions & Marketing Line Manager Staff & Students FURTHER ACTIONS Director of Human Resources: Inform SMT Inform Vice Chancellor, if necessary. Seek advice from Occupational Health on the health implications for other staff and students, if the illness is a communicable disease. Dean/Director: Ensure appropriate dialogue with, and support for, affected staff team and students (if required) Director of Admissions & Marketing: If required, draft press statement S./HR/Sickness Absence/Attendance Management Policy May 2012 Page 15 of 17

16 Serious illness of a staff member whilst on University Property IMMEDIATE RESPONSE: Recipient Informs Director of Human Resources Checks accuracy of information & informs Security Team In case of media interest & need for staff communications Emergency services* Next of Kin Dean/Director Director of Admissions & Marketing Health & Safety Officer Line Manager Staff & Students FURTHER ACTIONS Director of Human Resources: Dean/Director: Inform SMT. Seek advice from Occupational Health on the health implications for other staff and students, if the illness is a communicable disease. Where required, ensure support and information provided for affected staff and, in liaison with the Head of Opportunities Gateway, for students Ensure appropriate support for affected staff team and students Director of Admissions & Marketing: If required, draft press statement S./HR/Sickness Absence/Attendance Management Policy May 2012 Page 16 of 17

17 Serious illness of multiple staff members IMMEDIATE RESPONSE: Recipient(s) Informs Director of Human Resources Checks accuracy of information & informs If likely to be media interest or need for future staff communications Dean/Director(s) Director of Admissions & Marketing Next of Kin Line Manager Health & Safety Officer Deputy Director of Facilities If multiple cases of food poisoning Staff & Students FURTHER ACTIONS Director of Human Resources: Inform SMT Inform Vice Chancellor, if necessary. Seek advice from Occupational Health on the health implications for other staff and students, if the illness is a communicable disease. Make decisions on University closure, as appropriate Dean/Director: Ensure appropriate dialogue with, and support for, affected staff team and students (if required) Director of Admissions & Marketing: If required, draft press statement Health & Safety Officer: Deputy Director of Facilities: Collate central record of illnesses Investigate any incidences of food poisoning where the suspected cause is a University catering outlet. S./HR/Sickness Absence/Attendance Management Policy May 2012 Page 17 of 17

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