Attendance Procedure

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ROYAL MAIL LETTERS ATTENDANCE PROCEDURE

1. INTRODUCTION

This procedure is designed to help Royal Mail serve our customers by encouraging
the high standards of attendance normally achieved and maintained by the vast
majority of employees so that a reliable staffing base can be maintained. It:
 applies to frequent and/or lengthy absences from work (whether covered by
a self-certificate or a Doctor’s Certificate) because of medical conditions
which do not justify Medical Retirement;
 applies to all employees of Royal Mail except casual/seasonal staff;
 consists of a series of stages at which employees will be encouraged,
through advice and guidance, to improve their pattern of attendance to an
acceptable standard.

The stages are progressive and specifically intended to help employees maintain
appropriate patterns of attendance, and so avoid more formal action, which may
lead to dismissal.

At every stage of the procedure there is an opportunity for employees to provide an
explanation for their absence(s) and for mitigating factors to be fully taken into
account. Accidents which happen in the course of Royal Mail work would normally
be discounted.

Absences which relate to a woman’s pregnancy or pregnancy related illness should
be discounted.

Absences, which are incurred by employees who are disabled in accordance with
the Equality Act 2010 and which, in the view of the Occupational Health Service,
are related to their disability, will normally be discounted. However this may not
always be the case and the employee’s manager should always seek advice from
HR Services, Advice & Support and the following should be noted:
 These absences will still be recorded on the employee’s sick absence record.
 The line manager will still carry out return to work discussions, explain that
the relevant absences have been discounted and discuss whether assistance
from Occupational Health Service or Royal Mail would help with disability-
related attendance problems, including consideration of any reasonable
adjustments.
 Absences which are disability-related may be counted where it is justifiable
to do so (and the manager should take advice on this at any Stage under
the procedure ) and in these circumstances the employee should be given
advance warning that future absences will no longer be discounted and the
reasons recorded in writing.

Minimum national standards of attendance are built into each stage so that
employees clearly understand what Royal Mail requires,

No employee will be dismissed on grounds of unsatisfactory attendance if Royal
Mail’s standards of attendance are consistently achieved. However, those minimum
standards are not intended to have the status of an entitlement. Employees will
need to demonstrate - by meeting the customer requirements on notification and
certification of absence - that the sick absence was necessary. Deliberate abuse of
these provisions will constitute misconduct and may result in disciplinary action.

2. APPROACH TO INDIVIDUALS
 Where a doctor's certificate indicates that the employee may be fit for work,
managers should consider the doctor's comments and discuss them with
the employee. If it is not possible to modify the work to facilitate the
employee's return, the manager should explain the reasons for this to the
employee.
 Each case must be treated on its merits, taking into account issues such as
length of service and nature of work.
 The Royal Mail Attendance standards set out at Appendix A are minimum
standards designed to ensure that consistency, but flexible enough to be
relaxed where the merits of the case justify it.
 Every employee who fails to achieve these minimum standards will have
his/her attendance monitored. Further action will only be taken if he/she
fails to achieve the standards of attendance appropriate to the next stage.
3. RETURN TO WORK DISCUSSIONS

When someone returns to work from absence the line manager must aim as soon
as possible to speak privately and out of earshot of others with the person in a
non-threatening and supportive way outside formal procedures with the following
objectives:
 to acknowledge the employee’s return and show it is valued
 for the employee to air any concerns
 to see if any help is needed and provide direction to encourage regular
attendance
 to ensure absence is appropriately certified
Absences due to sickness are assumed to be genuine.

A return to work discussion will take place but employees will not be required to
disclose information of a personal or sensitive nature if they choose not to do so.

A diary note that a return to work discussion has taken place will be kept in
addition to the confirmation on the self-certification form.

4. UNSATISFACTORY ATTENDANCE PATTERN
 Where an employee’s attendance becomes unsatisfactory (whether or not a
letter about attendance has been sent outside the formal procedure) this
needs to be explained to the employee in terms of the appropriate stage of
the formal procedure. The warning should normally be given at an
interview, backed up by written confirmation.
 The interview can be adjourned at any stage if the interviewee raises a
factor, which requires further investigation or stopped if the interviewer
considers that there is no need for further action.
 The employee must be told the outcome of the interview and the stage of
the Attendance Procedure which then applies.
 If at any stage of the procedure an employee makes the required
improvement, s/he will be put back to the previous stage for up to 12
months; if during that period the employee meets the standard appropriate
to the stage s/he will no longer be under the procedure and his/her
attendance need not be monitored unless or until the attendance pattern
again becomes unsatisfactory, (i.e. the employee fails to meet the
appropriate standard).
The manager dealing with a case under the procedure may request a report from
the Occupational Health Service at any point and MUST do so (from an
Occupational Health Service Doctor) when dismissal is being considered.

5. STAGES IN THE ATTENDANCE PROCEDURE

The Attendance Procedure consists of 3 stages to which different standards of
attendance apply. The stages are progressive and intended to explain the standards
that need to be achieved and help employees maintain appropriate attendance
patterns thereby avoiding the need for dismissal. All absences up to and including
the day of the interview with the manager will be included in the overall review of
absence for that stage and will not count towards the next stage of the procedure.
Individuals who are under the procedure, and their representatives, who believe
there have been significant procedural irregularities may contact the Professional
Support Manager during the process to seek clarification. This is not an appeal and
is not intended to hold up the case.

5.1 Stage 1 - 1st Stage Warning

When an employee’s attendance first becomes unsatisfactory the employee should
be interviewed or written to in order to determine whether a 1st Stage Warning
should be given that his/her attendance is falling short of the required standards.
The approach should be handled sensitively. In such circumstances it may prove
useful to show the employee his/her absence record and such practice is strongly
recommended. When shown their record many employees are genuinely surprised
and a friendly word can on occasions achieve a genuine change for the better.

If the employee is being interviewed, the interviewer should first ask the employee
for his/her own explanation of the absence(s) and for any mitigating factors, then
(assuming it is appropriate to proceed with the interview) give the employee a 1st
Stage Warning that his/her attendance is unsatisfactory, that s/he must make every
effort to reach Royal Mail’s standards; and the specific improvement required
(absence level and timescale) in order to do so. The employee should be reminded
of the services of the Occupational Health Service and encouraged to take
advantage of the assistance on offer as well as consulting his/her own Doctor if
appropriate to improve his/her attendance record.

The employee should also be reminded of his/her right to approach his/her local
Union representative. At the interview the employee may be represented by the
relevant union representative for that location or accompanied by a friend from the
same location. If the 1st Stage Warning is given at an interview, it should
subsequently be confirmed in writing. If the matter is dealt with in writing the
employee should be advised that the relevant manager is considering giving a 1st
Stage Warning on the basis of the employee’s record, and invited to put forward
any explanation/mitigating factors. The employee should be advised of the
subsequent decision and the specific improvement he/she must achieve. This
should be confirmed in writing.

5.2 Stage 2 - 2nd Stage Warning

If an employee who has been given a 1st Stage Warning fails to make the required
improvements s/he should normally be called to a formal interview. The purpose of
the interview is to warn the employee that his/her attendance is unsatisfactory and
that s/he could be facing dismissal if s/he does not reach and maintain an
acceptable standard of attendance.

The interviewer should first ask the employee to put forward an explanation for the
absence(s) and any mitigating factors, then (assuming it is appropriate to continue
the interview) give the employee a 2nd Stage Warning that his/her attendance is
unsatisfactory, that if there is insufficient improvement to reach and maintain an
acceptable standard s/he is liable to be dismissed, and the specific improvement
required (absence level and timescale) in order to avoid the need to consider
dismissal.

The employee should be encouraged to seek help from the Occupational Health
Service (OHS) or his/her own medical advisers and be reminded of his/her right to
approach his/her local union representative. At the interview the employee may be
represented by the relevant union representative for that location or accompanied
by a friend from the same location. After the interview, the 2nd Stage Warning
should be confirmed in writing.

5.3 Stage 3 - Dismissal

If, after receiving a 2nd Stage Warning, there is insufficient improvement in the
employee’s attendance and the manager dealing considers that dismissal may be
appropriate, the employee should be advised that Royal Mail is considering
dismissing him/her and invited to put forward reasons why s/he should not be
dismissed.

The notification should be in writing and should show a full record of the absences
and warnings, which have led to the decision to dismiss. The employee should be
advised that if s/he wishes to respond to the invitation s/he must do so within 3
working days of the date of the notification. The employee may choose to put
his/her case either in writing or at an interview (but can be called for interview if
the manager dealing considers it necessary).

At the interview the employee may be represented by the relevant union
representative for that location or accompanied by a friend from the same location.
The employee should also be advised that s/he may apply for medical retirement at
this stage if s/he can produce medical evidence to support the application.

5.3.1 If the employee wishes to take the opportunity to apply for medical
retirement, s/he should be warned that s/he must:
 advise the manager dealing of his/her intention to apply for medical
retirement within 3 working days of the date of the letter, AND
 produce written medical evidence (or a letter from their GP/hospital
indicating that a specialist’s opinion is being sought) to support the
application within a further 2 weeks.
An application for medical retirement (the process for which is set out in HR Help)
will not delay the remainder of the dismissal process, but if the application is
successful an employee who has been dismissed will be reinstated then retired on
medical grounds, with pay for the intervening period.

When the interview has been held, the manager who conducted it will take a
decision on dismissal. If the decision is to dismiss, the employee will be advised
accordingly and told the last day of service. If the manager decides dismissal is not
justified, the employee will return to Stage 2 of the procedure and the attendance
standards appropriate to that stage will apply.

6. APPEALS AGAINST DISMISSAL

If the employee wishes to appeal, he/she should tell the manager who imposed the
penalty within 3 working days of the written notification of the decision to dismiss.
A hearing will normally be arranged within 4 weeks and the employee will be
notified in writing of the time, place and manager dealing with the appeal 5
working days or earlier by mutual agreement.

An employee who appeals can be accompanied by their relevant union
representative or a colleague from the same work location. The appeal is a re-
hearing of the case. If new medical evidence comes to light at the appeal the
Appeal Manager may adjourn the hearing to seek the advice of Occupational Health
Service.

The employee will normally be told of the outcome of the appeal within 5 working
days. If there is significant delay the individual will be informed of the reason and
likely new date. In all cases the employee will receive a written notification of the
decision with reasons.

Dismissals will take effect from the date specified in the dismissal letter. If
management is unable to arrange an appeal in a reasonable time, an offer
extending the notice period may be made, at management’s discretion.

In the event of a successful appeal and consequential reinstatement, continuity of
employment will be preserved.

7. AUTHORITY LEVELS

Authority levels for the various stages of the procedure will be the same as for the
Conduct Code and any changes in disciplinary authority levels will automatically
apply.

8. STAFF ON SICK LEAVE

Where an employee is off sick and cannot attend for interview at any of the formal
stages, he/she will be given the opportunity to put forward his/her case in writing,
within 7 days, and would be free to enlist support from the relevant union
representative for that location or a friend from the same location in drafting
his/her case for submission. If the opportunity is declined, the case would be
processed in the normal way. If the employee cannot attend for interview due to a
disability the manager should take the advice of Occupational Health as to what
adjustments, if any, can be put into place so that the employee can put forward
his/her case.



9. LINK TO LONG TERM SICKNESS ABSENCE

If at any time, whether or not an employee is subject to a stage within the formal
procedure, he/she becomes absent with a condition which is likely to result in a
long term absence or an absence which has become long term he/she may be dealt
with under arrangements for dealing with long term absence and rehabilitation
(Appendix B).

Where his/her absence record is such that Personnel and the line manager
consider it in the Business interests for that absence to be considered together with
other absences as part of the review of his/her whole attendance at the appropriate
stage of the Attendance Procedure, Then it will be progressed under that
procedure.

Where the absence is dealt with under the arrangements for dealing with long-
term absence a decision will be made by Personnel and the line manager as to
whether the absence counts for the purposes of the Royal Mail Attendance
Procedure. The employee should then be informed of his/her status under the
Attendance Procedure.














Appendix A
ROYAL MAIL ATTENDANCE STANDARDS

These standards are designed to encourage and help employees to develop
appropriate patterns of attendance. While the required standards must be met,
each case should be treated on its merits and any mitigating factors the employee
is able to put forward must be taken fully into account.

1. MINIMUM NATIONAL STANDARDS - NEW ENTRANTS ON TRIAL

With employees new to Royal Mail it is important to establish quickly a clear
understanding of the need to maintain appropriate standards of attendance.
Attendance may be regarded as warranting formal action if an employee who is on
trial has:

Stage 1: 2 absences or 7 days in a 6 month period

Stage 2: 1 absence in the next 2 months

Stage 3: 1 absence in the next 2 months

No trialist should have his/her appointment confirmed whilst under this procedure.

2. MINIMUM NATIONAL ATTENDANCE STANDARDS - EMPLOYEES NOT ON TRIAL

Employees who have successfully completed their trial period are still required to
maintain a high standard of attendance. Attendance may be regarded as
warranting formal action if an employee who is not on trial has:

Stage 1: 4 absences or 14 days in a 12 month period

Stage 2: 2 absences or 10 days in any 6 month period during the next 12 months

Stage 3: 2 absences or 10 days in any 6 month period during the next 12 months

1 absence of 4 days or less will mean removal from the procedure.

In deciding whether these standards are met for employees whose trial was
recently confirmed, attendance during the whole of employment is considered, not
jut from the date trial is confirmed. An employee whose trial has been confirmed
following an improvement to the required trialist standard will be put back to the
previous stage of the Attendance Procedure but the criteria appropriate to a non-
trialist will then apply.

Appendix B

REHABILITATION PROCESS FOR EMPLOYEES RETURNING FROM LONG TERM
SICK ABSENCE

1. AIMS AND OBJECTIVES

The aim and objective of the process is to facilitate the early return of employees
from long-term sick leave, who are both able and willing to return on rehabilitation
to modified duties. This would be a temporary alteration to the full duties/hours of
an employee’s grade and is primarily aimed at those whom it is anticipated will
eventually resume the full range of work for which they were employed.

This will be achieved by a proactive approach, which also may be initiated by an
individual wanting to return from long-term sick absence. The approach will be
supportive and caring, making full use of advisory services, management expertise
and the nominated union representative for each Area, working towards regaining
the individual’s full potential thereby benefiting the individual and the business. The
advisory services open to be consulted will include the Atos Occupational Health
Service together with HR Services, Advice & Support, in addition to external
specialist organisations.

2. RIGHTS AND OBLIGATIONS
 All employees, excluding casual/seasonal staff, returning from long-term
sickness absence, irrespective of grade or length of service, have the right
and obligation to be considered for the rehabilitation process if supported by
the Occupational Health Service. There is no guarantee that suitable new or
modified duties will be found.
 Confidentiality is fundamental. All information divulged to line managers and
union representatives is on the understanding that strict confidentiality is
maintained. Employees have the right to access to material as specified
under the Data Protection Act: the 1988 Access to Medical Records Act and
the 1990 Health Records Act.
 The individual has a right to state their point of view throughout the
process.
 Travel to and from the workplace remains the responsibility of the individual
although advice should be sought if the employee is moved to another office
by way of a reasonable adjustment, for those employees considered
disabled under the Equality Act, as this may be borne by the business.
 Employees on rehabilitation are obliged to advise their line manager as soon
as possible if their circumstances change and they find rehabilitation duty
too demanding or are able to resume normal duties earlier than expected.
 Where an individual’s rehabilitation duty consists of reduced hours, the
employee will endeavour to arrange any medical appointments outside duty
time.
In those cases where Occupational Health Service advise that an employee’s full
return from sick absence would be hastened by returning, in the first instance, to a
modified duty or hours, HR Advice & Support will advise the employee’s line
manager. Advice may also be sought at this stage from the HR Services, Advice &
Support along with external specialist organisations, e.g. Royal National Institute for
the Blind.

On receipt of notification, the line manager will attempt to identify suitable work
and attendance patterns for the employee concerned. There will normally be
discussion in advance with the employee as training may be required and with the
local union representative on operational consequences (e.g. duties).

The line manager will advise the individual of proposed arrangements detailing duty
content, hours of attendance and duration, and invite his/her participating. Full
information on financial (including pensionable) considerations will be provided. This
discussion will include listening to the individual’s point of view. Retraining may be
an appropriate consideration at any stage.

Once the employee accepts rehabilitation and returns to work he/she will be
regarded as having returned from sick leave providing he/she adheres to the
rehabilitation arrangements.

Whilst on rehabilitation the individual will continue to be reviewed by the monthly
case conference. Additionally the line manager should take a particular interest in
the welfare of the employee.

If it does not prove possible to establish a suitable rehabilitation duty at the
employee’s office of work, the manager should contact neighbouring offices where,
through consultation between management and the nominated representative for
the Area, efforts will be made to identify suitable work. In the event that suitable
work is identified, the individual will be temporarily transferred and the employee
will be reimbursed for any excess travel costs.

Where an individual is considered to be disabled under the Equality Act 2010, the
process will be widened to ensure that the other Royal Mail Group businesses are
contacted in order to identify suitable opportunities. This process will be considered
in other suitable cases.

At the end of the agreed rehabilitation period, the arrangements will be reviewed
by the line manager and Occupational Health Service if the individual is still not
able to resume the full range of duties.

Where either (1) an employee refuses an offer which, in the opinion of both the line
manager and Occupational Health Service is a reasonable one, or (2) it has not
been possible to propose suitable rehabilitation arrangements within a reasonable
period, it will be necessary to consider what action should be taken in respect of the
continued absence and inform the individual accordingly.

The rehabilitation process does not cover:

(a) cases where permanent arrangements are required;

(b) cases of terminal illness;

(c) cases where there is a known deteriorating condition.

Note: There may also be cases where employees in work need reasonable
adjustments where medical circumstances make their current duties temporarily
too demanding. Such cases should be treated reasonably.

3 MEASUREMENT AND REVIEW

Royal Mail and CWU are committed to this process, which will be reviewed on an
Area-by-Area basis. The effectiveness of this approach will be monitored at the
quarterly strategic area review meeting. It is a process for reviewing trends and
identifying opportunities for improvement.

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The Full Agreement in pdf format....

Royal Mail Attendance Procedure National Agreement.pdf

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A recent reply to a FOI request:

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Re: Freedom of Information Act Request (Our Reference: DTUP-8PJE7B)

I am writing in response to your recent request for information received by email on 14th
December 2011 and by post on the 21st December 2011. Your request has been
considered under the terms of the Freedom of Information Act 2000. In your emails and
letter you requested the following information relating to management procedures for
sickness and absence. I will answer your questions in the order they appeared.

“I would be grateful if you could provide the procedure management are required
to follow in respect of the following;”

1. Keeping in contact with employee:

Royal Mail Group has a contact strategy with employees who are off sick from work. On the
first day of an absence the employee must contact their line manager, If the employee
cannot speak directly to their manager (and therefore has to leave a message), they must
leave their contact details so that the manager can ring them back during the employee’s
shift or working day in order to find out how the employee is, and discuss the likely length
of absence. They will also discuss what support, if appropriate, can be offered to help the
employee back to work and agree the level and nature of contact during the first week of
absence. Regular contact should be maintained if the absence goes beyond seven days.

2. Management interview requests and established guidelines for these interviews.

The business makes the following guidelines available in relation to management
interviews:

If the employee is away from work for more than two weeks, and either the manager or the
employee feels this would be helpful, the employee can request, or the manager will invite,
the employee to attend a meeting which would normal y take place at work or, if this is
inappropriate, at the employee's home if they so wish.

The purpose of the discussion will be to al ow the employee and manager to contribute to
the return to work plan - help to identify barriers to their return to work and the options
available.

3. How management should approach an employee who has been diagnosed with a
mental health condition:

Where an employee is suffering with a mental health condition, the management team
should refer the employee to ATOS Healthcare, our occupational health provider as soon as
possible, preferably on day one of the absence. Royal Mail Group also provides support in
the form of the ‘HELP’ advisory service a confidential and independent helpline.

4. If management have any authority to any time disregard medical opinion of
employee’s GP or occupational health adviser?

The line manager is responsible for the workplace, his team, and their health & safety.
Although GP’s and ATOS Healthcare provide important advice to support the decision
making process, the line manager is the person who makes the final decision when
managing sick absence cases.

5. Who within Royal Mail is responsible for ensuring all procedures and guidelines in
respect of the above are adhered to?

The line management team within each area manage the Royal Mail Group absence and
attendance procedures. Where an individual feels that their direct line manager is treating
them unfairly, they can raise the issue either informally, or formal y as a grievance, with
their second line manager. The second line manager has an obligation to investigate the
issues raised and, where appropriate, take corrective action.

If for any reason you are not satisfied with this response, you do have the right to request
a review. If you wish to do so please set out in writing your grounds of appeal and send to
the Head of Information Compliance, Royal Mail Group, Company Secretary's Office, 100
Victoria Embankment, LONDON, EC4Y 0HQ. An internal panel will then review the request,
and you will be advised of the outcome.

If you decide to appeal and are still not satisfied with our response you also have a right to
appeal to the Information Commissioner at: