Sickness absence policy and procedures

Policy overview

We encourage our employees to maximise health and wellbeing.

We want to deal fairly with employees who are absent from work due to ill health. This includes for either short or long periods. This is in line with good practice shared by the Advisory Conciliation and Arbitration Service (ACAS).

This policy aims to strike a balance between:

  • the pursuit of our operational needs, and
  • the genuine need of our employees to take time off work due to ill health

We want to raise awareness and increase the understanding of mental health conditions. As part of this commitment, we have signed up to the Mindful Employer Charter.

To give a choice to those suffering from a terminal illness, we have signed up to the Dying to Work Charter.

In supporting employees with health issues, we comply with the Equality Act 2010.

Principles

  • We will treat employees fairly and sensitively during times of sickness and ill-health. We encourage everyone to use the support mechanisms available to them.
  • Managers will maintain regular contact with you when you are absent. This will be by telephone, prearranged meetings or written correspondence.
  • Managers will hold return-to-work meetings with you following every period of absence. They will then gain an understanding of the reasons for your absences. This will cover any underlying health concerns and discussions about available support.
  • Managers will consider any advice that a doctor provides on a statement of fitness to work. They will discuss available support to help you return to work and to maintain attendance.
  • Managers can refer an employee to occupational health advisors for useful support and information. This may include counselling support. Wherever possible, they will offer this support at the earliest opportunity.
  • Employees are encouraged to use a personal support passport (PSP) to help them discuss and share information about personal circumstances which may impact them at work. This could be:
    • medical conditions
    • caring responsibilities
    • religious observance requirements
    • additional working equipment
  • Employees are responsible for actions to improve attendance and support their return to work. This includes attending appointments with occupational health. We advise you to:
    • obtain and follow medical advice and treatment as quickly as possible
    • avoid activities which could hinder or affect a prompt return to work
    • take advantage of council initiatives promoting good health where appropriate
  • We use 'trigger points' to decide when we need to take action over your sickness absence record.
  • When we apply trigger points, consideration will be given to absences related to:
    • pregnancy
    • disability
    • ill-health retirement
    • terminal illness
  • Managers will use the disciplinary policy when:
    • an employee fails to comply with absence reporting procedures
    • considering the reasons for absence
    • an employee does not provide satisfactory reasons for absence
  • We will use this policy in line with data protection legislation and the Access to Medical Reports Act 1988. 
  • We will handle information about your health and wellbeing sensitively. We will keep it as confidential as far as reasonably possible.
  • Twelve months refers to a rolling 12-month period. For example, on the first day of an absence, count back 12 months. Use this to calculate how many days absence the employee has had in a 12-month period. This will determine if the current absence results in a trigger point.
  • Long-term sickness absence usually refers to a continued absence of 28 calendar days or more.
  • Managers will decide whether meetings should be held in person or virtually or as a hybrid of both.

Absence reporting

Regular and punctual attendance at work is essential. If you are absent, you must contact your manager or alternative designated contact. You must follow our procedure:

  • You must report sickness absence to your manager on the first day of absence. You must do this as early as possible and within one hour of your start time. You may have other local arrangements are in place.
  • You must make personal contact by telephone. Text or email, or another form of messaging, are not acceptable unless in exceptional circumstances.
  • If you are unable to speak to your manager, leave a message and a contact phone number. Ask for someone to pass it on to your manager as soon as possible. You should expect and be available to receive a return phone call.
  • There may be times when you are unable to contact your manager personally. For example, on admittance to hospital. The person who contacts the manager on your behalf must leave a contact name and number.
  • If you fail to make contact to report an absence, your manager will contact you. You must have a justifiable reason for failing to make contact. If not, your manager may record your absence as unauthorised. They may refer you to our disciplinary policy.
  • If you are going to be absent from work, you should tell your manager:
    • when the illness started
    • the broad nature of the illness (for example, migraine, chest infection etc)
    • if the illness work-related
    • if you are seeking medical attention
    • the likely date of return, if known
  • Your manager will advise you how and when they want you to make contact again. You must update them on your absence and your expected return to work date.
  • You must get a 'fit note' from your doctor and give this to your manager on the eighth day of absence. 
  • You must keep managers advised of your health and progress towards returning to work. If you are not returning to work, you must send your manager a new 'fit note' upon expiry of the current one.
  • You may return to work early, before the expiry of a 'fit note'. If your doctor indicates that you may be fit to work with adjustments, you must contact your manager. They may not agree to an early return if they cannot give you the support you need.
  • If a 'fit note' states that you are not fit to return to work, you cannot return early.
  • If you have secondary employment, you must advise each manager whether or not you are absent.

Medical evidence

A sickness of seven calendar days or fewer is self-certified. 

All sickness that lasts for eight days or more requires you to provide us with medical evidence. This is usually a doctor's 'fit note'. 

The 'fit note' will state the period that it covers. It may say that you:

  • are not fit for work, in which case you should remain off work, or
  • may be fit for work, if you can follow your doctor's advice. 

Your doctor's advice may include:

  • a phased return
  • amended job duties
  • altered hours of work
  • workplace adaptations

To support you and plan for your return to the workplace, your manager will:

  • seek information and advice from occupational health and human resources (HR)
  • discuss with you what adjustments or support you need for any ongoing health issues

When your 'fit note' states that you may be fit for work, your manager will contact you as soon as possible to:

  • involve occupational health and human resources (HR) for advice
  • discuss what adjustments might help you return to work
  • clearly explain if we are unable to make certain adjustments 

If we cannot make the adjustments you need, we will continue to treat you as 'not fit for work'. This is in line with the Department for Work and Pensions' guidance for employers. 

In such cases, you should:

  • only return to work when recovered and can perform your regular duties
  • discuss and agree on a plan to keep in touch with your manager during your extended absence
  • discuss any actions with your manager that may help you to return to your regular duties 
  • agree to review these actions regularly

Keeping in touch

Your manager will keep in touch with you when you are not fit for work. This includes a chronic health condition, progressive illness or disability. They will contact you as early as possible and will maintain regular contact through your absence.

Return to work meetings

Your manager will hold return to work meetings when you return from any period of absence. They will use these meetings to:

  • help identify absence problems at an early stage
  • provide an opportunity for managers to discuss any underlying issues with you 
  • consider any relevant adjustments they can make to support you

Your manager will monitor absence levels and discuss these with you. They will identify when you have reached, or are close to reaching, a trigger point.

Your manager will ensure that you provide all necessary certifications, or 'fit notes'.

When you return to work, it does not always mean that your health and wellbeing has entirely improved. A return to work meeting is an opportunity to discuss these matters with your manager. They will try to provide any appropriate support for when you return.

Dual employment within the county council

Some of our employees have two or more jobs. Your primary manager will share information about your absence with the managers of your other positions.

This is to assess whether other managers also need to take action. We do not want to put your health at risk by continuing with work in your other posts.

Short-term sickness absence

We review and take relevant action when an employee hits specific absence trigger points. These are:

  • four or more episodes of absence in a rolling 12-month period
  • nine working days of absence in a rolling 12-month period
  • absences in a short period warranting immediate action. For example, three episodes or six working days in six months.
  • a pattern of absence causing concern, for example:
    • regular Fridays or Mondays
    • absences regularly occurring on a particular day
    • pre or post annual leave
    • school holidays
    • public holidays
    • payday

Trigger points for employees working fewer than five days in a week will be pro-rata. The number of days will be pro-rata, but not the number of occasions. We calculate this using nine days divided by five, multiplied by the number of working days. When necessary, we use the average working days. For example, employees working:

  • One day per week = trigger point is two working days' absence
  • Two days per week = trigger point is 3.5 working days' absence
  • Five days per week = trigger point is nine working days' absence

We apply this formula irrespective of the number of hours an employee works in a day. This is important if you condense your working weeks. For example, if you worked 37 hours over four days, the trigger point would be seven working days' absence.

Some employees do not work the same number of days each week. When this is the case, managers will pro-rota the trigger to an average working week. For example, if you work a nine-day fortnight, the average working week of 4.5 days would apply. Your trigger point would be eight working days' absence.

If you have annualised hour's contracts, managers will apply the nominal working week. They will make adjustments during the year if needed.

There may be many reasons why you are hitting trigger points:

  • Absences may be related or unrelated.
  • There is an underlying cause or illness, which is not known.
  • You have family or caring issues and are reporting sick rather than requesting time off
  • There is a reliability issue

Managers will explain our expectations about attendance and will support you to achieve them. We will use return-to-work meetings to:

  • discuss any underlying causes of absence
  • provide support
  • encourage employees to improve attendance levels
  • ensure you understand that we may invoke sickness absence procedure if absence levels are unsatisfactory

At all times, managers will work with you to make improvements and help you to sustain them.

Long-term sickness absence

Long-term sickness is an absence lasting a continuous period of 28 calendar days or more. Our underlying principles are to:

  • balance our needs against your circumstances
  • recognise that the matters relating to your absence will vary. You may need different responses and actions at different points in time

Your manager will maintain contact with you during a long-term absence. They will start absence review meetings after four weeks of absence, or before if appropriate. These will continue throughout the period of long-term absence.

Your manager must consider the circumstances regarding your absence. They should base absence management meetings on a particular set of facts.

If you know the expected duration of the absence, there may be no need to hold absence management meetings. For example, planned surgery. Your manager should, however, keep regular contact with you throughout the period of absence. 

If you do not return on the expected date or extend your absence, your manager may:

  • insist upon review meetings
  • invoke the sickness absence procedure

Your manager must maintain contact with you to:

  • monitor your progress and return to health
  • support you and keep your informed about events in the workplace
  • provide information so that you may make informed decisions. For example, concerning sick pay entitlement
  • seek advice and guidance from occupational health
  • encourage a return to work as early as possible
  • facilitate a phased return to work if required, by making appropriate adjustments

If you return to work for short periods, your manager will continue to use the long-term absence approach. They do not have to switch between long and short-term sickness absence approaches.

You can move to a long-term absence after the sickness absence procedure. In this case, your manager will continue with the next stage of the sickness absence procedure. It will not restart from the beginning.

Sickness absence procedure

Your manager will review your absence information when you hit a trigger point for short or long-term absence.  They may refer you to the sickness absence procedure.

They will tell you if they think it is appropriate. You will have to attend absence management meetings with your manager.

For a short-term absence trigger, your manager will refer you to the sickness absence procedure. There can be circumstances when this may not apply.

For a long-term sickness trigger, managers will review the information first. They will decide whether it is appropriate to invoke the formal sickness absence procedure.

If your manager does not invoke the procedure, they must:

  • maintain contact with you
  • update you on any arrangements
  • advise you that they may invoke it at a point in the future

Throughout this procedure, you may bring a companion who is either:

  • a trade union representative
  • a work colleague
  • an official employed by a trade union

No other companions will be permitted to attend absence management meetings.

Your manager should make a reasonable adjustment if you have a disability. They may permit an alternative companion. You should discuss this with your manager.

You must tell your manager who your chosen companion is, at least 24 hours before the meeting.

Your manager may request an HR representative at formal meetings and will arrange a note-taker.

You can request to re-schedule a meeting if you or your companion cannot attend. It must take place within the following five working days. Employees must not fail to attend the re-arranged meeting without justification. Managers can consider your case in your absence based upon the written submissions. 

In cases of long-term absence, you may require a meeting venue away from your place of work. You can request an external venue or it could be your home. 

Your manager will be sympathetic. They will carefully consider, in such cases, any request for a family member to be present.

Your manager will document all actions in this procedure. They will include reasons for taking or not taking action, such as:

  • a referral to occupational health for an assessment
  • signposting an employee to the employee support and counselling service
  • implementing of reasonable adjustments

Stage 1

Your manager will arrange a Stage 1 absence management meeting. They will give you a minimum of five working days' notice in writing. They will include any documents relevant to your case, such as:

  • your absence record form
  • any letters or correspondence previously sent to you
  • notes of discussions with you about your absence levels
  • any medical evidence

Your manager will advise you that:

  • the purpose of the meeting is to review your unsatisfactory attendance level
  • a possible outcome of the meeting is to move to a formal review period

If you are on long-term absence, your manager will contact you to agree on a date, time and location for the meeting. They will confirm this in writing.

If you do not respond or cooperate, your manager may arrange the meeting without your agreement.

The meeting aims to:

  • establish how you are doing and the likely length of your absence
  • consider the advice in your 'fit note' or medical report
  • discuss what steps we can take to assist you in returning to work, such as: 
    • a phased return
    • amending your job duties
    • altering your hours of work
    • workplace adaptations
  • explain your sick pay entitlements
  • confirm when the next contact will take place

Stage 1 outcome

After the meeting, your manager will confirm all agreed decisions in writing. Possible outcomes may be:

  • no further action
  • a referral to occupational health and a follow-up meeting with the manager
  • adjustments to your role, hours, duties, work or location. We will consider reasonable adjustments if you have a disability, as defined by the Equality Act 2010. We may also refer you to occupational health.
  • your manager sets a review period and defines the required level of improvement. This is usually two months, but they may extend it for up to four. Throughout the review period, your manager will monitor your absence levels.

Your manager could decide not to move you to a formal review period. For example, if there are extenuating reasons for the absences.

If your manager decides to take no further action, they will confirm this in writing. They will provide you with an explanation for the decision.

Usually, your manager will set you a formal review period to improve your absence levels. They will confirm this formal review period in writing.

At the end of your review period set, your manager will review your absence levels. 

If they have improved to the satisfaction of the manager, they may take no further action. They will confirm this in writing. 

If you have not made a satisfactory improvement, your manager will move to Stage 2. They will send a written notification of your Stage 2 absence management meeting.

In cases of long-term absence, the appropriateness and length of a review period will depend on:

  • individual circumstances
  • the reasons for absence
  • likely return to work
  • medical advice
  • available support

Throughout your absence, your manager will keep in regular contact with you. Their efforts to support you returning to work will continue. They will also consider reasonable adjustments and medical advice.

Stage 2

Your manager will arrange a Stage 2 absence management meeting. They will give you a minimum of five working days' notice in writing. They will include any documents relevant to your case, such as:

Stage 2 follows the same steps, outcomes and written notifications as Stage 1.

At the end of your review period set, your manager will review your absence levels. 

If they have improved to the satisfaction of the manager, they may take no further action. They will confirm this in writing. 

If you have not made a satisfactory improvement, your manager will move to Stage 3. They will send a written notification of your Stage 3 absence management hearing.

Stage 3

A senior manager with authority to dismiss will arrange your Stage 3 absence management hearing. At the meeting will be:

  • the chair (usually the head of service from the service area concerned or someone at an equivalent or higher level)
  • a second senior manager (from the service area concerned or an alternative area)
  • an HR representative to provide advice on policy and procedure (to the panel members)

The panel will be supported by:

  • a note-taker

The manager who attended stage 1 and 2 meetings will attend the hearing to: 

  • provide evidence of actions taken to date
  • describe previous discussions
  • describe support provided

As previously advised, you may bring a companion who is:

  • a trade union representative
  • a work colleague
  • an official employed by a trade union

The senior manager will:

  • provide ten working days' notice of the hearing
  • provide all relevant documentation for consideration

The panel will consider:

  • all the facts concerning your absence record
  • actions taken to date to improve these levels
  • any information you submit
  • any relevant and up-to-date advice from occupational health or other medical advisers

In long-term absence cases, a senior manager will arrange a Stage 3 hearing when:

  • occupational health advice is that you are unable to return for a prolonged period
  • occupational health advice does not recommend redeployment
  • they explore all reasonable steps to assist you in returning to work. For example:
    • a phased return
    • amending your job duties
    • altering your hours of work
    • workplace adaptations
  • they discuss with you the possibility of dismissal, including ill-health retirement

The senior manager will consider all reasonable steps in managing your absence. Only then will they start the processes to dismiss while you are on long-term absence.

These could include:

  • consulting with you
  • seeking medical advice
  • considering redeployment
  • retirement due to ill health

The possible outcomes of a Stage 3 hearing are:

  • a further review period, usually for two months but no more than four
  • reasonable adjustments with a further review period
  • redeployment
  • dismissal
  • permanent ill-health (PIH) retirement

The panel will reconvene a hearing at the end of any new review period. It will determine if absence levels have improved and whether or not to take further action. Dismissal may be an outcome at this stage.

Escalation to stage 3 hearing

Occupational health may advise that you are:

  • eligible for permanent ill-health retirement
  • unfit to return to your post for a prolonged period due to an underlying health condition 
  • not suitable for redeployment

In such cases, your manager may escalate to a Stage 3 hearing without the need for a Stage 1 or 2 meeting. They must get advice from HR before considering this.

Extension of review periods

Your manager can extend your review period to up to four months at the time they set it. They can extend it again after the initial review period to allow you more time to improve.

12-months' live' monitoring period

If your absences improve to the required level, your manager may take no further action. They will encourage you to sustain this. You will enter a 12-month 'live' monitoring period, starting when the review period ends.

Your manager will review your absence record if:

  • you have further absences within 12 months, and
  • on a 12-month rolling basis, your absences hit our trigger points

Your manager will decide whether:

  • you re-join the procedure at the stage you were at when the action ceased
  • to apply a further review period

Appeals

You have the right to appeal against dismissal under this procedure. To find out more, read our appeals policy.

Managing absence and attendance

Occupational health referrals

Your manager may want advice about your fitness for work from occupational health. They may seek this advice at various stages of managing your sickness absence or health issues.

An early referral to occupational health may prevent a period of absence due to ill health. 

Your manager might refer you to occupational health:

  • to seek advice when:
    • you have a health concern or condition and is continuing to work
    • you are absent,
    • there is the possibility of absence
  • if you are absent, to establish when you might be able to return to work
  • ask for guidance on your condition. For example, if it is possible that you have a disability or you are not clear about your ability to work
  • to discuss any adjustments that they could make to help your return to work
  • to discuss redeployment on medical grounds
  • to discuss ill-health retirement

You may benefit from advice from our employee support and counselling service. It may refer you to: 

  • counselling
  • physiotherapy
  • cognitive behavioural therapy

For more details, read the employee support policy.

Report from a medical practitioner

Occupational health may request a report from your doctor or consultant. They will seek your permission first. They will inform you of your rights under the Access to Medical Reports Act 1988.

You have the right to access the report first. You must tell occupational health if you wish to do this so that they can inform your doctor or consultant.

Your manager can make decisions about your employment without your medical information, if:

  • you do not allow occupational health contact your doctor or consultant, or
  • you do not allow occupational health to access your report

Your manager will tell you if this is the case.

Find out how we use your data, read our privacy notice.

Other absences

Pregnancy-related absences

If you are pregnant and absent from work due to pregnancy-related ill health, you must follow our:

Your manager will decide if there is a need for formal action under our sickness absence procedures. They will not take pregnancy-related sickness absence into account when making their decision.

Your manager will contact HR and occupational health for advice. 

Disability-related absences

Your reason for absence with an underlying health issue could be a disability under the Equality Act 2010. 

We will consider disability-related absences in relation to trigger points.

Managers will:

  • take advice and provide support to help you to manage any periods of absence
  • make reasonable adjustments, including adjusting trigger points where appropriate
  • consider disability leave, as detailed in our leave and time off policy

Your manager may seek advice from HR and occupational health.

Menopause support

Information about the menopause and support available can be found on our intranet.

Work-related absence

Managers will have regular discussions with you if you are absent due to a work-related issue. For example, an accident or injury at work or work-related stress. They will support you in your period of rehabilitation and your return to work.

The same sickness absence procedures apply to support and manage any resulting absence.

Medical suspension

There may be times when you are:

  • confirmed fit for work but the manager does not think that you are
  • advised by a doctor to refrain from work but you disregard this

If this either of these happens, your manager may invoke a period of medical suspension. This will allow them to seek further advice. You will remain on full pay and your manager will not record this period as sickness absence.

Transmission of illness

Some disease and illness, whilst not making the employee unfit for duty, would be dangerous to health if transmitted to clients and colleagues.  For example:

  • Rubella or German Measles (where the employee may come into contact with pregnant women)
  • diarrhoea (in food handlers where the food may become contaminated)

In these circumstances, the sick employee must be sent home immediately and urged to visit his or her GP at the earliest opportunity.  It may be necessary to obtain a fit note before a return to work is permitted.

In addition, any existing employee who has regular and close contact with children as part of their job must seek immediate medical clearance if they have contact with an individual or visit a community or country with a history of tuberculosis.

Any doubts regarding fitness for work should be referred to Occupational Health.

Return to work arrangements

If you have been on long-term sickness absence, we would like you to return to your previous post and way of working. However, we recognise that this is not always possible.

We see the value of:

  • phasing you back to work
  • temporarily adjusting your duties
  • temporarily reassigning you to an alternative role
  • considering redeployment opportunities

If your manager reassigns you to another role, they will agree a plan and timescale to move you back. They will also consider medical advice as part of the arrangements. Your manager will monitor your progress and take medical advice, where appropriate.

When you return to work, your manager will arrange to reintroduce you back into the workplace. They will ensure that we make arrangements to support you on your return.

These should include any agreed adjustments and, where necessary, completion of risk assessments.

Managers will consider:

  • modifying or acquiring equipment
  • making adjustments to premises
  • assigning to a different place of work
  • car parking arrangements
  • access and egress routes
  • accessibility of toilet and welfare arrangements
  • workstation design (for example seating arrangements). It is essential to complete a Workstation Assessment via the SHINE assessment system
  • explaining systems which have been introduced during the period of sickness absence, such as new information technology, new evacuation procedures
  • inform colleagues and first aiders regarding any action to take in an emergency, for example a Personal Emergency Evacuation Plan (PEEP) 

Phased return

Occupational health or your doctor may recommend a phased return to work.

A phased return is usually no more than four weeks. You will remain on full pay but with reduced hours. A phased return aims to help deliver a gradual, successful return to work.

Occupational health may recommend a phased return of more than four weeks. Your manager should consider whether they can accommodate this on full pay. They may ask you to use annual leave, flexi-time, time off in lieu or disability leave, if applicable.

Making workplace adjustments

Occupational health or HR may recommend workplace adjustments to support you in work. These may help to reduce your absences and contribute to you being able to perform your role effectively. 

Your manager will also:

  • arrange risk assessments including stress risk assessments for mental health related absences, if needed. See example workplace risk assessment form on Lincs2Learn
  • decide whether to inform colleagues to help them understand the need for the adjustments. · They will do this without breaking confidentiality and discuss any concerns that colleagues may have
  • record any workplace adjustments you have agreed to and how long you expect them to last
  • monitor any workplace adjustments to see if they are meeting your needs and ours. Your manager will arrange regular reviews agreed with you in a return-to-work plan
  • encourage you to raise any issues related to the workplace adjustments
  • ensure you are aware of other interventions that may support you in the workplace

We will try to respond sensitively to the needs of employees who may be:

  • at particular risk of stress caused by work and working conditions
  • experiencing mental health problems for other reasons

This policy helps us to identify employees who are experiencing stress early. We will offer them support, such as counselling or stress risk assessments. For more information refer to the stress checklist for managers.

Redeployment

Your manager may discuss with you a move to a more suitable role if one is available. They might do this at any point in the return-to-work procedure. 

They will seek the appropriate advice and help you to understand the impact of making such a decision.

If you have a disability under the Equality Act 2010, you will have 'at risk' status. This means you will have priority when we consider you for an alternative role with us. We will take a positive approach to redeploy you. A trial period for alternative roles on a four-week basis will be offered where a role has been identified. The trial allows the employee and the new manager to assess whether the job is suitable.

Your manager should be aware of:

We are committed to retaining employees who become disabled. To find out more, read our disability confident scheme.

Ill-health retirement

You may have to retire on the grounds of ill health when:

  1. Medical advice suggests you are unlikely to return from long-term sickness
  2. You meet the criteria for ill health under the relevant pension scheme

It is also possible if you continue to work and:

  • you experience significant difficulties
  • long-term absence is likely

Your manager will submit a referral to occupational health if ill-health retirement is an option. They will explore whether you are eligible or not. They will look at the impact of this upon your pension and any other relevant financial arrangements.

Occupational health may advise that you are:

  • eligible for permanent ill-health retirement, or
  • unfit to return to your role due to an underlying medical condition and do not recommend redeployment

Your manager may escalate to a Stage 3 absence management hearing without the need for a Stage 1 or Stage 2 meeting. 

Terminal illness

We are committed to the Dying to Work Charter. This underpins our desire to support you if you are suffering from a terminal illness. We will try to accommodate your wishes and provide the best financial arrangements for you and your family. This includes:

  • considering ill-health retirement, or
  • a death in service payment, if you are a member of a relevant pension scheme

Your managers will support you if you wish to continue working with a terminal illness. However, we are mindful that there may come a time when you will be unable to continue. In this case, your manager will discuss the options with you, with the support of HR and occupational health.

If you need counselling, you can get help through the employee support and counselling service.

Entitlements

Annual leave entitlement concerning sickness absence

If you are absent on sick leave, you will continue to accrue holiday entitlement. You can take this at a later date, in the current or following leave year. This will follow local annual leave booking arrangements.

You may wish to use annual leave to support your gradual return to work following a period of absence. Your manager will seek to accommodate any requests where possible.

If you are absent due to sickness, you may request to take annual leave during a period of sickness absence. You must request this with your manager in writing.

If you fall sick before the start of pre-booked annual or flexi leave, you can reclaim it. You must still follow the sickness reporting procedure. 

You must provide a way for your manager to contact you and attend absence management meetings when absent. You must supply a 'fit note' to cover the period you wish to reclaim.

If you fall sick while on leave, you can reclaim a proportion of your leave. You must still follow the sickness absence reporting procedure. You must supply a 'fit note' to cover the period you wish to reclaim.

Sick pay

You are entitled to sick pay as per:

  • the local scheme of conditions of service, and
  • national conditions of service, where applicable

A third party may have to pay damages if you are absent from work as a result of an accident. If this is the case, you are not entitled to sick pay. Your manager may, at their discretion, advance you an allowance. You must agree to refund the amount from any damages awarded.

Sickness during the working day

If you leave work during the working day due to illness:

  • you must report this to your manager
  • your manager will class you as absent for sick pay and recording purposes
  • you must self-certify and attend a return-to-work meeting

Your manager will decide whether to record a full or half day's sickness absence. If you work flexi-time, your manager will credit you with the time you worked. 

Your manager will record absences of half a day or more on the sickness system. They will count towards your trigger points.