Sickness Absence Support Pack This pack outlines employees and line manager’s responsibilities in Great Britain/Offshore, Northern Ireland, and Republic of Ireland and provides guidance on how to manage Sickness Absence effectively The most up to date version of this document is held on the Intranet and is updated regularly. Don’t save and store your own copy locally as it may not be the newest version. June 2016

Use our quick reference guide Below is a helpful summary of the information contained within this support pack to help you find the information that you require more readily. Click on the numbered icons below to take you to your chosen section.

Planned or unplanned absence

Short term absence

An overview for employees and their line manager

Detailed guidance on how to manage, trigger points and support available

Long term absence

Occupational Health

Key points to consider, managing complex situations, keeping in touch and meetings during absence

Guidance on when to refer, roles and responsibilities

Returning to work

Rehabilitation and Reasonable Adjustments

Key points to consider and guidance on having effective discussions

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Key points to consider and guidance on how to put in place

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Contents

Contents (To find information, remember you can use the ‘find’ function – Control F). Overview and how to use this pack

Page(s) 4–6

Guidance for employees and line managers during a period of planned or unplanned absence Start of absence Sickness absence starting part way through the day Following an accident at work Child/dependent unwell Failure to advise of sickness absence Planned operation on medical grounds Elective (procedures or surgeries not medically necessary)

7–10

Contact during sickness absence Failure to provide Medical Certificates/Fit Notes Illness during holidays Payslips Long Term Sickness Benefit Schemes Exhaustion of RBS Sick Pay Illness benefit (RoI only) Guidance for employees and line managers once period of absence ends Return To Work Discussion Medical Condition

11

Rehabilitation Plan Sickness absence triggers Line manager guidance for managing sickness absence effectively Managing short term or frequent sickness absence fairly and proactively – Asking the right questions Managing employees at absence trigger points RBS Sickness Absence triggers Employees on probation What to do when an employee reaches trigger points

12–17

Managing long term sickness absence Definition of long term absence Managing planned long term sickness absence Managing unplanned absence and/or complex cases Understanding is key Arranging and Conducting a meeting for employees on long term sickness Returning to Work Preparing for a Return to Work Discussion (RTWD) Occupational Health Overview of Occupational Health, when employees should be referred and responsibilities

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18–19

20–21

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Contents Contents (To find information, remember you can use the ‘find’ function – Control F).

Page(s)

Rehabilitation Plan & Reasonable Adjustments What are reasonable adjustments Purpose of a rehabilitation plan What should a rehabilitation plan look like? Creating the rehabilitation plan

21–24

Length of the rehabilitation plan Reviewing and revising the rehabilitation plan Employees with medical conditions or disabilities Pregnancy related absences Pay and benefits RBS Sick Pay Withholding RBS Sick Pay Stop and/or restart RBS Sick Pay Pay during rehabilitation period

24–26

Statutory Sick Pay(GB/Offshore/NI) Illness Benefit (RoI only) Impact on holidays during Sickness Absence Long Term Sickness Benefit Schemes Fit Notes and Medical Certificates

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Overview At RBS, we’re committed to supporting employees who are absent due to sickness. Most people will be absent due to sickness at some point and it’s important that this is managed appropriately. Sickness absence can have an adverse impact on individuals, teams and on serving our customers. This pack provides information on how to deal with sickness absence sensitively and effectively to support employees in returning to work once they’re well enough. Key areas in this Support Pack are: Guidance for employees and line managers during and after planned/ unplanned absence Using Occupational Health Line manager guidance for managing sickness absence effectively Managing absence when employee reaches trigger points Managing long term sickness absence Rehabilitation and reasonable adjustments. Do I need to know about this policy? Everyone needs to understand their responsibilities in relation to sickness absence and follow guidance within this support pack. If you have fully reviewed the information here and in the policy on Insite and you still need further guidance try talking this through with your line manager. You may perhaps need their coaching support in some of your more challenging situations. If you need more technical advice, HR People Services are available to help. If I am an employee I must…  Comply and familiarise myself with the Sickness Absence policy 

Make contact with my line manager (via telephone at least 30 minutes before normal start time) if I can’t come to work because of sickness absence

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Submit a Medical Certificate/Fit Note: for absences lasting more than seven calendar days (GB/Offshore/NI) or four calendar days (RoI) plus consecutive Medical Certificates/Fit Notes to cover the entire period of absence

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Do the right thing by taking reasonable steps to look after my health and wellbeing. This includes:

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o

Taking part in appropriate interventions including Occupational Health referrals and discussions

o

Co-operating in obtaining medical reports

o

Following GP advice, and/or a referral to Lifematters to support my health and facilitate a return to work where possible

o

Understand the resources and support available to me (e.g. Lifematters) and make use of these when needed.

During any period of absence (including being on a long term sickness scheme) o

Maintain regular contact with my line manager, as agreed with them

o

Discuss the reasons for my sickness absence, to allow my line manager to support me fully and to consider how they can facilitate my return to work

o

Update my line manager on any significant developments related to my illness/recovery (for example, changes in medical condition, treatment or information about when I’m expected to recover)

RoI only: to claim for Illness Benefit and provide accurate information to the Department of Social Protection.

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If I am a line manager I must…  Understand my employee’s needs and the reasons for their absence 

Demonstrate the right behaviours in managing sickness absence which are in line with RBS values

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Take the right measures at the right time (e.g. contacting employee, stopping RBS Sick Pay)

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Take supportive action when a sickness absence trigger has been reached

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Keep in touch with absent members of my team and explore what support I can offer

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Record and monitor all absence in my team including closing absences on PeopleSoft when an employee returns to work

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If a you believe it is necessary, ensure a Return To Work Discussion is held following period of absence (see ‘Preparing for Return to Work’ section)

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Know the Sickness Absence policy and support in this pack, and how it affects me and my team. This includes sending an employee the policy and ‘employee responsibilities’ section if needed (taking into account information security requirements)

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Understand the resources and support available to myself and employees (e.g. Lifematters, Occupational Health etc.) and make use of these when appropriate

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Seek further guidance and coaching from my line manager, Insite Working Life Wellbeing and Sickness Absence pages and HR People Services when required

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Ensure I never express a medical opinion

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Be aware that RBS has a legal responsibility to manage employees in line with legislative requirements. So, as a line manager I’m, responsible for complying with the bank’s Sickness Absence policy. This can be done by ensuring that I fully understand my role in managing sickness absence and that my approach/ behaviours are in line with the RBS values.

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How to use this pack

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Getting started Whether you’re an employee or a line manager, you should be familiar with the list of responsibilities at the beginning of this pack. In the majority of absence cases, you’ll need to check the section called ‘Guidance for employees and line managers during a period of planned & unplanned absence’. Afterwards, you can turn to the section or sections about the area you need guidance on.

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Details It’s likely you’re reading this support pack for advice on a specific situation. Use the contents list on page 1 to find the section of the pack you need at the moment. The pack is intended to cover a lot of the frequently asked questions that employees and line managers have in these scenarios. You might need to read a couple of sections at a time; for example, after reading up on illness during holidays, you may need to learn more about working through a rehabilitation plan.

Who to contact When you…

Resource

Want answers to common questions

Simple absence issues can be successfully managed between an employee and line manager. However, if having reviewed this pack and having discussed with your line manager you need further guidance, the bank has a range of support that you can call on when you need it. If you have a more specific query, the ‘HR Help’ box on the HR Insite pages is a good place to start. You can search a library of frequently asked questions, or raise a case for HR People Services.

Are a line manager with an urgent query and/or you need more specific advice

Call HR People Services on UK: 0808 100 4242 / RoI and Gibraltar 00 44 208 535 1842 Note you will need:  Your employee’s ID (salary reference number)  Details of the employee’s absence record and relevant documentation – for example, Return to Work Discussions, notes from meetings, medical information etc.

Need emotional support

Lifematters provides proactive support to employees and line managers with work or personal difficulties. Consultants are available to talk you through any issues, explore options and encourage appropriate action. Telephone: UK: 0800 038 5385 / RoI 1800 937 503 / Gibraltar: +44 141 533 8292 Online: www.rbspeople.com www.lifeworks.com User ID: rbsg Password: eap (UK and ROI) Password: eapglobal (Gibraltar) Lifematters App: Search “Ceridian Mobile LifeWorks” in your app store to install. User id: rbsg Password: eap Remember to click remember me to avoid having to use these password details again.

Are a line manager and have a non urgent query regarding sickness absence

You can raise a query online and HR People Services will respond. Click in ‘HR help’ at the top of any HR Insite page.

Are a line manager and one of your team has an accident at work

You should advise Accidentline on; UK: 0845 835 0751 / RoI: 00 44 835 0751.

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Guidance for employees and line managers during a period of planned or unplanned absence Start of Absence and Planned Absence Event

Employee Information & Actions

Line Manager Information & Actions

Start of absence

If you’re unable to attend work because of sickness you should contact your line manager by phone at the latest 30 minutes before your normal start time where practical.

Explore what, if any, support you might be able to offer.

Provide your line manager with an indication of the likely length of your absence and agree next steps/frequency of contact.

Agree how and when you will have future contact with your employee. Open the absence on the ‘Manage my team’ (MMT) tab of the HR Insite page. Consider whether it‘s appropriate to send your employee a copy of the policy and their key responsibilities e.g. if they’re likely to be off for some time. Where appropriate provide Lifematters information to your employee. Check if your employee is in the Disability Cover scheme or Long Term Disability scheme. If necessary, contact HR People Services for rehabilitation support referral.

Sickness absence starting part way through the day

If you’re unwell and need to leave work part way through the working day, speak to your line manager before leaving where practical. On your return, a Return To Work Discussion (RTWD) may be held and your line manager will keep a record of this. Part day absences will be monitored and if these are happening frequently your line manager will investigate the reasons and consider next steps.

Following an accident at work

If you’ve had an accident at work and need to leave you must report this to your line manager before leaving (unless you have a serious injury which prevents you doing so).

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Part day absences need to be monitored to help you understand the reasons for your employee absence and any support required. Where an employee goes home early or comes into work late due to sickness absence, record this on the Return to work form. You don’t need to key this onto MMT unless this happens frequently/regularly. If you believe it’s appropriate you may want to hold a Return to Work Discussion – this won’t always be necessary.

Ensure your employee is receiving appropriate treatment. Make the area safe, collect as much information as possible about the accident and advise Accident line on UK: 0845 835 0751 / RoI 00 44 835 0751.

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During any period of absence (including while you are on a long term sickness scheme) Child/dependent unwell

If your child or dependent is unwell you should speak to your line manager about taking dependents’ leave. As you’re not actually unwell, your absence will not be logged as such.

Discuss the options for dependents leave with your employee (refer to the Leave policy for more information).

Failure to advise of sickness absence

If you don’t respond to calls from your line manager, they will contact your emergency contact. You will also receive a letter confirming your absence as unauthorised.

Try to contact your employee to understand the reason for the absence. This must be done on the first day of absence, and in the first instance by telephone.

This may result in your RBS Sick Pay being stopped. This can be considered a breach of policy and disciplinary action may be considered. Continued unauthorised absence could be classed as gross misconduct, and could lead to disciplinary action and dismissal. Planned operation on medical grounds (*including surgery as part of the Gender transition process)

You should let your line manager know as soon as possible if you require an operation that has been directed by a doctor or other qualified medical practitioner. They maybe able to support you if required.

If, after several attempts – including attempting to reach your employee’s emergency contact – you cannot make contact, write down the details of your attempts. If necessary, issue the Unauthorised Absence Letter (GB)/Unauthorised Absence Letter (NI/RoI). If you don’t receive a response to your letter, contact HR People Services as you will need to stop RBS Sick Pay. See Sickness Absence Related content including Template Letters, RBS Sick Pay form, and the Pay & Benefits section of this support pack. Discuss how the operation will affect attendance and consider whether any reasonable adjustments will be required when they return to work. Where appropriate provide Lifematters information to your employee. Record the absence on ‘Manage my team’ (MMT). Maintain regular contact with your employee. When your employee returns:  

Conduct a Return to Work Discussion Close the absence on Manage My Team

*For more information on the Gender transition process, please refer to the ‘Guide to Working with Transgender Colleagues’ Elective procedures (procedures or surgery that are not considered to be medically necessary)

If you’re planning surgery that is not considered medically necessary, speak to your line manager about planning time out of the business. You will be expected to use your holidays for this type of treatment or you may choose to make a request for unpaid leave. Line managers can decline unpaid leave so early discussion is important.

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Establish how long your employee will be absent for the procedure and any recuperation period Holidays should be booked and recorded in accordance with the normal holiday process to cover this If holidays can’t be taken and the request is for unpaid leave, this is granted at your discretion. If you can’t agree this, you may refuse the request. However, you need to consider the employee’s overall wellbeing before doing so

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Event

Employee Information & Actions

Line Manager Information& Actions

Contact

Keep in regular contact with your line manager as agreed.

Keep in regular contact with your employee; agree frequency of contact and how they will update you on their sickness absence. See line manager guidance on Managing Absence section.

Update your line manager on any significant developments related to your illness/recovery for example, changes in your medical condition, treatment planned or when you’re expected to recover. Failure to provide Medical Certificates/Fit Notes

Illness during holidays

Form

You may wish to hold an informal meeting to discuss the employee’s return to work.

It’s your responsibility to provide Medical Certificates/Fit Notes to cover your absence if over seven calendar days (GB/Offshore/NI) or four calendar days (RoI). If you fail to do so, your line manager will contact you.

In the first instance you must try to contact your employee. If after reasonable attempts, including attempting to reach the employee’s emergency contact, you are still unable to make contact, write down the details of your attempts.

If you don’t respond, your line manager will write to you. NB: This may lead to non-payment of RBS Sick Pay for the days you’re absent and/or disciplinary action being considered.

If necessary the failure to provide Medical Certificates Letter maybe sent to the employee asking for the certificate by return.

If you become ill on holiday to the extent that you wouldn’t have been fit for work, you should inform your line manager of your illness at the time if it’s practical to do so.

Have a Return to Work Discussion when your employee returns to work.

Return to work form

Allow the holidays to be taken at an alternative time (in accordance with the Leave policy).

Leave policy

If you’re unwell for more than seven calendar days (GB/ Offshore/NI) or four calendar days (RoI) a Medical Certificate/Fit Note will be required.

Failure to provide Medical Certificates Letter (GB) Failure to provide Medical Certificates Letter NI/RoI Stopping/ Reinstating RBS Sick Pay form

You may also need to stop RBS Sick Pay.

Record the sickness absence via ‘Manage my team’ (MMT).

Your line manager will allow you to take the period of sickness absence as holiday at an alternative time. Payslips

Long Term Sickness Benefit schemes

If you’re absent from work your payslip will still be available online when you return to work. If you require an urgent copy of your payslip whilst absent contact HR People Services.

During a period of longer term absence if necessary you can request that payslips are delivered to your employee home address until they return to work.

If you’re covered by a long term absence scheme (Disability Cover, Long Term Disability, PHI) speak to your line manager.

After checking ‘Manage my team’ (MMT) if you’re unsure whether your employee is covered by a Long Term Benefit Scheme, raise a question using HR help.

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A line manager can email [email protected] for payslips to be sent to the employee home address. NB You must also confirm when they return to work to ensure paper payslips are stopped.

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During any period of absence (including while you are on a long term sickness scheme)

Event

Employee Information & Actions

Line Manager Information& Actions

Form

It’s your responsibility to monitor your employee’s absence levels and the amount of sick pay they’ve received. NB: There is no automated system alert to stop RBS Sick Pay. You should notify your employee that their Sick Pay will be stopped and provide reasonable notice (e.g. for employees with six months Sick Pay entitlement, a month would be reasonable). When issuing a disciplinary warning for sickness absence, employees may be advised that absence during the period of the warning may be unpaid. Discuss this with HR People Services as part of the disciplinary case. The employee should be advised that absences during the period of the warning may be unpaid. Contact HR People Services if you need advise about stopping RBS Sick Pay. This can be stopped using the Stopping/Reinstating RBS Sick Pay form. Where Sick Pay has been stopped for an indefinite period and the employee has returned to work, this form must be used to restart pay.

Stopping /Reinstat ing RBS Sick Pay form

Exhaustion of RBS Sick Pay

RBS Sick Pay is discretionary and will be stopped when it has been exhausted and in some other circumstances. Your line manager will provide you with reasonable notice that your Sick Pay is going to stop and the date this takes effect.

Illness Benefit (RoI only)

Employee information& actions (This applies to employees in RoI only) In RoI, most people who are incapacitated for work for seven days or more (excluding Sunday) due to illness (whether or not they were scheduled to work on these days) are eligible for Illness Benefit. This is paid by the Department of Social Protection. Your doctor will give you an application form to make a claim for Illness Benefit (note: this form is not available on-line). It is your responsibility to make a claim for the appropriate benefit and it’s important that you provide accurate information to the Department of Social Protection as salary will automatically be adjusted to deduct the standard rate of Illness Benefit. The bank will assume that you’ve applied for Illness Benefit and as such will deduct the standard rate of Illness Benefit from your salary whether or not it has been received by you. HR People Services will continue to deduct the appropriate amount from your salary for the duration of your illness. If the amount of benefit you receive differs from what has been deducted from your salary, you should advise HR People Services. However, if the difference arises due to an error on your part, for example, because you did not submit a claim, did not submit a claim on time or because you provided inaccurate information in connection with the claim, you will be treated as having received Illness Benefit. To apply for Illness Benefit you should:  Obtain an application form for Illness Benefit (known as MC1 and after the first week of absence MC2 and a Final Certificate as appropriate) from your GP. Complete and sign these documents  Indicate how you wish Illness Benefit to be paid to you (direct credit/cheque)  When completing the Illness Benefit application form, you need to provide the following information:  Employee ID number which can be found on your payslip  Employer name: please note this should be The Royal Bank of Scotland and not Ulster Bank  Employer’s address: HR Pay and Benefits, 3rd Floor, 1 Hardman Boulevard, Manchester, M3 3AQ, England  Employer’s registration number: this is the PAYE Reference number on the payslip. Send the completed Illness Benefit Application form (MC1 and/or MC2 and Final Certificate) to the Department of Social Protection, P.O. Box 1650, Dublin 1, within seven days of becoming ill. For the duration of your illness you should continue to submit a medical certificate (MC2) which is available from your GP. Illness Benefit is considered as income for tax purposes. It will be itemised separately from gross salary on monthly pay-slips and on end of year P60s.

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Guidance for employees and managers once period of absence ends Fit for Work Service

Fit for Work is a new Governmentfunded initiative to support people in work with health conditions and help with sickness absence. If you have been, or are likely to be, off sick from work for four weeks or more, your GP may refer you for an occupational health assessment.

If you are contacted by or receive a Return to Work plan from Fit for Work, please contact HR People Services to discuss the plan and how we can support the employee with returning to work.

HR People Services

Sickness Absence Triggers

Your line manager will carry out a full review of your absence history at the RTWD if your absence levels have reached the sickness absence triggers. They will then decide the most appropriate next step, which could include:

These are the trigger points for line managers to review the employee’s sickness absence record and ensure the situation is being managed appropriately. This includes referral to Occupational Health, referral to Lifematters or reasonable adjustments. Disciplinary action should not be an automatic course of action when an employee reaches an absence trigger point. Cases should be considered on an individual basis.

Refer to ‘Managing absence when employees reach trigger points’ section for additional guidance.

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Referral to Occupational Health

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Implementation of appropriate reasonable adjustments

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Disciplinary action once all other steps have been exhausted

Retain Documentation Relating to Sickness Absence

Medical Condition

Rehabilitation Plan

Note: an employee should be aware that they’re close to a sickness absence trigger point before they reach it. Documentation relating to the sickness absence including return to work forms, rehabilitation plans (if appropriate) and medical certificates must be stored in the employee’s file. This ensures a history is retained for future reference if required.

If you have a medical condition which could impact on your attendance or ability to carry out your role, you need to discuss this with your line manager. This helps you both to identify any support or reasonable adjustments to be considered.

If you need further support in managing this situation, contact HR People Services.

Depending on the circumstances of your absence it may be appropriate for a Rehabilitation Plan to be used when you’re well enough to return to work. If this is necessary, you will have to discuss your current health with Occupational Health.

A phased return to work or amended duties whilst on a Rehabilitation Plan can help to ease your employee back to their normal duties.

HR People Services will advise whether Occupational Health can assist with additional guidance on the identification of possible reasonable adjustments. Where necessary provide Lifematters contact information to your employee.

Depending on your employee’s medical condition you may need to consider reasonable adjustments and ensure these are in place before your employee return. Refer to the ‘Rehabilitation and reasonable adjustments’ section of this pack.

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Managing short term or frequent absence fairly and proactively Short Term or Frequent Absence impacts on the individual who is absent, but can also have detrimental effects on customer service and the wellbeing of your team. As a line manager, there are steps you can take to effectively manage such absence which not only helps you to help your employee but also reduces the impact on customers and your team. Where you are concerned that the absence might be stress related there are two useful guides that can be found on related content under the Sickness Absence policy pages: Employee guide to understanding and preventing stress Line manager guide to supporting your team through stress Remember all sickness absence should be considered as genuine and reasonable steps should be taken to support employees in returning to work once they’re able to do so. Getting the full picture Asking the right questions can give you a more complete picture of your employee’s situation to help you in supporting them. You must explain why you’re asking the question (e.g. to determine any support or adjustments that can be given to help them back to work or to determine whether an Occupational Health referral is necessary) and who the information will be shared with e.g. HR People Services or Occupational Health. You must also ensure that as a line manager you don’t express any medical opinion. Here are some examples of questions which could be asked. These are for guidance only, and would not be necessary or appropriate to ask in all cases. You should pick out the questions that may be necessary based on the particular absence, and consider why you need that particular information: 

What are the reasons for the absences?

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What support can we give?

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Is the employee aware that Lifematters may be able to offer information, help and support?

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If there is no medical condition, what is causing the frequent absences? Are there any non health related issues contributing to the absences?

Remember, assessing the big picture is not only about asking questions. You will know your employee better than most – have you noticed any changes that give you cause for concern.

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Managing absence when employees reach absence trigger points Absence triggers are there to help a line manager manage an employee’s absence appropriately. If a line manager is new to managing sickness absence or this is a complex situation, they should speak to their own line manager first for guidance and coaching in how to manage the situation. GB/Offshore: The short term or frequent absence triggers for employees not on probation are: 

The fifth occasion of absence in a rolling 12 month period

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Over 14 continuous calendar days of absence

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Two or more occasions of absence totalling more than ten working days in a rolling 12 month period (full time employees) If an employee works a non standard working week, the periods of absence totalling more than ten working days should be adjusted pro rata. If an employee works a non standard working day (e.g. 4 hours), this is treated as a working day for these purposes. The following table details the pro-rated triggers: Number of Working Days per week

Pro-Rata Absence Trigger

5

4

3

2

1

10

8

6

4

2

NI/RoI: The short term or frequent absence triggers for employees who are not on probation are: 

The fifth occasion of absence in a rolling 12 month period

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A total of 14 working days or more in a rolling 12 month period

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Over 14 continuous calendar days of absence.

Employees on Probation GB/Offshore: The trigger for probationary employees is the second occasion of absence or more than five working days. NI/RoI: The trigger for probationary employees in NI and RoI is the second occasion of absence. If your employee is a probationer and they hit this trigger you must advise them that further absences may result in their employment with the bank being terminated. HR People Services must be consulted before a decision to terminate is made. Individual circumstances will be fully considered prior to any decision being reached. What to do when an employee reaches trigger points The purpose of the absence trigger points is for line managers to consider what action to take next. To ensure a situation is being managed appropriately, when an employee reaches trigger point, their line manager should: 

Fully review the employee’s sickness absence record

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Consider appropriate intervention which may include (but not limited to) referral to Occupational Health, management referral to Lifematters or implementation of reasonable adjustments

In a small number of cases, if the individual has levels/patterns of absence which aren’t sustainable the line manager may decide that formal disciplinary action is appropriate. Employees need to understand that if absence levels don’t improve then the continued level of absence could lead to termination of employment.

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In any case where disciplinary action is being considered, the line manager should speak to HR People Services for advice. It is often not appropriate to take disciplinary action and in making this decision there are a number of factors that should be considered, including the reason for the absence(s). For example, it would not normally be appropriate to consider taking disciplinary action where an employee has an underlying medical condition which all absences are related to or where the employee has been involved in an accident, as this is unlikely to re-occur. Similarly, where someone has been absent due to corrective surgery/treatment, this is likely to reduce rather than increase the likelihood of future absences. Examples of scenarios and actions that should be considered when an employee reaches absence trigger (assuming the employee has complied with medical certification required) are: Employee has three occasions of absence totalling 12 days all related to back pain. Discuss what treatment they’re receiving, carry out a Work Station Assessment and discuss with HR People Services if an Occupational Health assessment would be beneficial Employee has been absent for three weeks with depression. In this situation you should arrange to meet with them in the first instance. Contact HR People Services if guidance is required on seeking Occupational Health input or a management referral to Lifematters. It would not be appropriate to consider taking disciplinary action when the employee is absent as the focus should be on supporting the employee return to work Employee has had eight occasions of absence totalling 20 days and has an underlying medical condition (of which all absences relate to). Arrange to meet with them and contact HR People Services if guidance is required on seeking Occupational Health input or a management referral to Lifematters (if this hasn’t already taken place at an early discussion). In this situation disciplinary action wouldn’t be appropriate and the focus should be on supporting the employees return to work An employee who is on a current disciplinary warning for absence, with limited or no improvement. It may be appropriate to move to the next stage of the disciplinary process. HR People Services can provide guidance and support at this point.

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Managing long term absence proactively Long Term Sickness Absence is defined as any period of absence lasting longer than 14 continuous calendar days. There are two main types of Long Term Sickness Absence: 

Planned absence: for example when your employee has a planned operation and a recovery period

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Unplanned absence: like when your employee is injured in an accident or becomes unwell, for example due to depression or a chronic back condition.

Key points on managing employees on Long Term Sickness Absence: 

It’s vital that you open up discussions with your employee at an early stage in the absence where this is practical and appropriate

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You should arrange a meeting (see ‘Conducting a Meeting’ guidance)

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If there are separate instances of continuous long term absences throughout the year, you should contact HR People Services for guidance.

Managing planned absence A planned absence is when an employee is absent for a specified time to receive medical treatment and recuperate. For example, (but not limited to) a hysterectomy, gall bladder operation or back surgery. To ensure that you manage the absence effectively and sensitively you should: 

Time away: discuss with your employee how long they’re likely to be off, including any recuperation or rehabilitation period. Find out if the treatment is likely to impact on their job in any way and whether any adjustments could reduce this impact. This will give you an idea of what sort of adjustments may be required upon returning to work

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Contact: maintain regular contact with your employee while they are absent and obtain a Medical Certificate/Fit Note. Undertake review meetings at appropriate intervals (see ‘Conducting a Meeting’ section). For example, it may be appropriate to have weekly calls and to conduct an informal meeting after an absence of 4 weeks

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Record: the employee’s absence on ‘Manage my team’ from the start of their period of absence

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Reasonable adjustments: or a rehabilitation programme should be discussed with your employee when it’s closer to their expected return to work and get advice on whether a rehabilitation programme could help make a successful and sustained return to work. We have a legal obligation to make reasonable adjustments (referred to reasonable accommodate in RoI) to prevent a disabled employee being disadvantaged compared to a nondisabled employee. Seek guidance from HR People Services if required and ensure that adjustments are made in a timely manner and documented (e.g. a phased return to work)

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Return to Work Discussion: should be carried out upon their return. Ensure your employee is welcomed back to the work and brought up to speed on what has been happening (see ‘conducting effective return to work’ discussion section).

If a planned absence extends past the recovery period originally indicated, or if the employee’s condition changes, you should arrange a meeting and seek guidance from HR People Services about whether or not an Occupational Health referral would be beneficial.

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Managing unplanned absence/complex cases Unplanned absence is when an employee is absent for an unspecified period of time and without any notice. To ensure that you manage the absence effectively and sensitively you should try to treat them as you would a planned absence recognising that they may not be able to tell you how long they will be off for or what their timeframes for return will be. Ensure you maintain contact with them (as appropriate) and record their absence. Talk to them about reasonable adjustments that may help them return to work and when they do return, carry out a Return to Work Discussion. When managing complex absence cases you may need to contact HR People Services for support. For example: 

Employee is absent with stress due to a grievance being raised against them or they’ve raised a grievance themselves against a colleague. Contact HR People Services as soon as you are aware of this as they can provide support, for example a management referral to Lifematters or mediation service

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Employee has been diagnosed with a life threatening illness and shows no immediate sign of a return to work. Contact HR People Services as soon as you are aware of the situation, to assist with the next steps.

Jamie has been absent from work on long term sick due to work related stress owing to the recent organisational restructures. His line manager has arranged a meeting. What sort of things should the line manager be considering? The line manager should prepare for the meeting by collating updates on news about the team, organisation changes etc. The focus of the meeting should be on Jamie’s wellbeing and recovery. The line manager should also discuss the types of reasonable adjustments (hours, role etc.) which maybe required once Jamie is well enough to return to work. The line manager should try to alleviate Jamie’s concern (where possible) but it’s important that the line manager remains realistic as there maybe factors outside of their control. The line manager should discuss with Jamie the level of support he is receiving (from his doctor, friends/family etc.) and provide contact details for Lifematters. Understanding is key We have a duty of care towards our employees’ health and wellbeing. We need to try to understand how absence is affecting them and what we can do to support their return to work: 

Support: would the employee find it helpful to talk further about their absence/illness with Lifematters?

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Barriers: anything obvious preventing the employee returning to work? What might help?

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Adjustments: If applicable, do adjustments previously made need to be reviewed? Confirm support that can be considered e.g. adjustments to job role or work environment, reduced duties, rehabilitation plan

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RBS Sick Pay: confirm amount and explain the expiry date. Also confirm that RBS Sick Pay will cease to be paid if the employee fails to comply with their responsibilities as outlined in the bank’s Sickness Absence policy, which includes maintaining regular contact with you. You should aim to provide 4 weeks notice of exhaustion of RBS Sick Pay wherever possible.

It may be appropriate to engage Occupational Health (through HR People Services) following the meeting, or at a later date. Moments that Matter: Serious Illness We all need support when facing moments that matter – times of significance in our working and personal lives. In these moments how a line manager acts will have a lasting impact on how a colleague feels working at the bank. Moments that Matter guides use the physician’s model, part of Determined to lead, and support line managers to improve colleague experiences across the bank.

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Conducting and arranging a meeting for an employee on long term sickness It’s really important to stay in touch with an employee who is absent from work. You should carry out an informal meeting with the employee to understand the reasons for the absence fully. The meeting should be held at a mutually convenient location, date and time. It can take place at the employee’s home (by agreement with the employee), on RBS premises or at a neutral location. Just ensure that it’s somewhere quiet and private. If the employee is absent for more than two weeks and a return date is not known then a meeting is appropriate. Where a return date is known, for example, where an employee is absent following surgery and has been signed off for four weeks it may be appropriate to wait, and only to arrange a meeting if the situation changes and they don’t return to work as initially planned. The employee should be made aware that the visit is a supportive measure to help understand the on-going reasons for absence – not to ‘check up’. If the employee wishes, a family member or friend may sit in on the meeting. Remember to advise the employee if appropriate, when agreeing a time for the visit that a colleague is coming with you to take notes of the meeting (not detailed ‘minutes’). This lets you focus on the meeting. Advise the employee that a copy of the notes will be sent to them following the meeting.

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Returning to work: having effective discussions with your employee Returning to work after a sickness absence can be hard for individuals, both physically and emotionally. It’s important that you demonstrate sensitivity, be professional and provide the support required for a smooth return. They need to know what they missed and you need to know how to support them. The Return to Work (RTW) process is a vital element of managing absence and supporting your employees back to work. A Return to Work form must be completed every time your employee returns from absence, including part day absences. This form is the employee’s self certification required for the first seven calendar days (GB/Offshore/NI) or four calendar days (RoI) of any absence regardless of the length of the absence. A RTW Discussion may be carried out following any period of absence although you may decide it isn’t necessary. In particular you may want to have a discussion where the employee has been absent on more than one occasion in the last 12 months, where the absence has been more than a few days or if you have any concerns about the employee’s wellbeing. Preparing for a RTWD 

Plan time in your diary and have access to a private room for the RTWD, ensuring this takes place on the first day of return as early into the working day as possible

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Familiarise yourself with the RTW documentation and the bank’s Sickness Absence policy

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Have details of absences within the previous 12 month period – occasions, duration and reasons. Have any documentation relating to the employee’s most recent absence and any medical condition, such as; Medical Certificates/Fit Notes, Occupational Health reports, Rehabilitation Plan and previous RTW forms

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Review any Fit Note received (GB/Offshore/NI only) from an employee’s GP stating that they’re ‘fit for work taking account of the following (GP) advice’. This can be when an employee is unable to undertake the full responsibilities of their role, and needs reasonable adjustments e.g. temporary change to working hours or duties. If you’re not able to accommodate the adjustment specified, or need further guidance, contact HR People Services ahead of the employee coming back into work

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Identify whether the employee has previously been issued with a disciplinary warning or has been warned of disciplinary action in respect of absence and/or stopping of RBS Sick Pay

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Prepare an update of what has taken place in the workplace in the employee’s absence

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Review any patterns to the periods of absence. Is it always the same day of the week? Always the same reason for absence?

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Identify if the employee is approaching or has reached the absence trigger points.

Holding the discussion Your employee should be welcomed back and the focus of the meeting should be on what support and/or improvement is required. Approach the situation with an open mind, and be prepared to listen and probe. You need to understand the full picture, so use open questions to establish the root cause of your employee’s absence. Remember, not everyone is open with personal issues. The following points offer a helpful structure on things to consider before and during the RTWD: 

Welcome your employee back: ask how they’re feeling and confirm they’re fit to be back at work. Use positive language – ‘how are you feeling now?’ rather than ‘what was wrong?’

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Discuss the reason for absence: the employee should be encouraged to share any relevant information about their sickness absence, including any medical condition, treatment or support they’re getting

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Additional support: identify any support your employee may need whilst at work, such as time off to attend hospital or for appointments with medical practitioners, physiotherapists and so on

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Work issues: if appropriate ask whether there are any issues work related or otherwise, which may be impacting attendance or their ability to perform

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Attendance levels: discuss the employee’s attendance levels and the standards expected, taking into account detail already provided

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Update on missed communications: or activities the employee may have missed, including learning modules

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RBS Sick Pay: if this has been exhausted or withdrawn the employee should have been made aware previously. The future position on RBS Sick Pay for further absences should also be clarified at this meeting

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Employee Assistance Programme, Lifematters: if appropriate, remind your employee of the services

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Document: record the conversation on the Return to work form and ensure the employee signs to agree the content

After the discussion: 

Close the absence: Update ‘Manage my team’ (MMT) with reason for absence and the absence end date

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Record part-day absences locally(on Return to Work form) not MMT

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If RBS Sick Pay has been stopped, reinstate pay by completing the Stopping/Reinstating RBS Sick Pay form

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Encourage the use of Lifematters where appropriate

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Follow up on any actions agreed at the meeting

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Document any reasonable adjustments that are required.

Contact HR People Services when: 

An employee has reached the absence trigger points and guidance is required

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Has presented a Fit Note(GB/Offshore/NI only) from stating they’re fit for ‘some work ‘and you’re not able to accommodate the adjustment specified or need further guidance

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Where you need guidance on how to manage the absence; it’s a long term absence without an expected return to work date or you’re concerned about the employee’s wellbeing

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Occupational Health Sometimes it helps to have a medical view on sickness absence, especially where an absence is longer term and/or where health issues may impact an employee’s ability to fulfil their role over a longer period. Line managers can ask for a medical view from Occupational Health (OH) through HR People Services. OH support will be tailored to specific circumstances and may involve a telephone or face to face consultation with an OH provider and/or a request for medical reports from a GP and/or treating specialist. The RBS Occupational Health provider is independent and there to assist employees and line managers manage absence effectively. They support employees and line managers by undertaking health assessments and providing advice on fitness for work, rehabilitation and reasonable adjustments. By requesting the services of Occupational Health line managers are able to: 

Take a proactive approach to employees’ health and wellbeing while managing them in a fair and consistent way

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Obtain a medical opinion on the employee’s fitness for work and advice on creating rehabilitation programmes to support a successful and sustained return to work

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Get advice on temporary or permanent adjustments that might support an employee’s return to work. We may have a legal obligation to make reasonable adjustments for some individuals.

When should I refer an employee to Occupational Health? There is no prescribed length of time which determines when to refer employees to Occupational Health. However, most illnesses may benefit from early referral; in particular cases where early referral may enable better health outcomes such as stress, anxiety, chronic illness or conditions which are impacting on continuous absence. Employees may also be referred when: 

They’ve been absent from work long term and advice is needed on their fitness for work

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They need rehabilitation to support their recovery and return to work

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They need adjustments to support them in the workplace

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They’re due to exhaust RBS Sick Pay and are being assessed for long term sickness schemes.

The above list isn’t exhaustive. If you’re considering referring to Occupational Health, contact HR People Services. The chart below shows some of the early steps when an employee is referred to Occupational Health. Sickness Absence

Employee Consent

HR People Services

Line manager dicusses sickness absence with employee & HR People Services. Agree that Occupational Health (OH) assistance required.

Line Manager obtains verbal consent from employee to make OH referral and checks general availability for appointment.

Line Manager contacts HR People Services to discuss OH referral, employee availability & next steps.

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Appointment

OH Report

HR People Services completes referral to OH. Appointment made with employee (face to face or over the telephone)

OH discusses report findings and recommendations with employee, line manager and HR People Services.

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A line manager should discuss OH report findings and recommendations with the employee. Agreement should be reached on any actions (as a result of OH recommendations) that may support an improvement in a underlying medical condition (e.g. following specific advice) or with remaining productive in work or returning to work after absence. Occupational Health: Roles and Responsibilities Employee Responsibilities

Line Manager Responsibilities

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Explain to the employee why they’re being referred to OH

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Obtain the employee’s consent for referrals to OH. If they refuse consent unreasonably, or do not attend a scheduled appointment without notifying OH contact HR People Services for further guidance

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Discuss OH report findings with the employee and make reasonable adjustments where you can. If you’re unable to make adjustments, speak to HR People Services for guidance.

Provide your consent for Occupational Health (OH) referral and/or to request a report from your GP/Specialist (if you choose not to provide your consent the OH process won’t progress)

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Participate in the referral and provide information required

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Contact OH as soon as possible to rearrange if an appointment is not suitable. In exceptional circumstances you will be given one opportunity to reschedule. This must be done at least two working days before date of the initial appointment. Failure to attend an appointment without notifying OH is a breach of the Sickness Absence policy.

Rehabilitation and Reasonable Adjustments An employee should not return to work until they’re fit to do so. In some cases, an employee can return to work on an agreed Rehabilitation Plan or reasonable adjustments can be made to support a smoother transition back into the workplace. Occupational Health can advise on an appropriate plan if required. Reasonable adjustments You should consider reasonable adjustments to support an employee with a medical condition in returning to work, or to continue to work effectively. We have a legal obligation to make reasonable adjustments for some individuals, and in other cases it may facilitate a safer/earlier return to work or to full duties. Reasonable adjustments can include (but are not limited to): 

A phased increase in hours – this maybe a gradual increase in the number of days worked, hours worked per day or gradually increasing both days and hours with the aim of achieving full hours by a specified end date

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Reduced duties and targets

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Short breaks during the working day

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Work shadowing and ‘buddying up’ with a colleague

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Work station assessments and or modifying equipment or work environment

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Support with travel to work (Access to Work scheme England, Wales, Scotland)

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Working from an alternative RBS building or home working

You should discuss any potential adjustments with your employee. If an employee and/or their health professional recommends a reasonable adjustment (e.g. on a GP Fit Note) and you’re not sure whether it’s appropriate or possible to implement the adjustment, contact HR People Services for guidance. If you’re not implementing an adjustment you should always inform the employee of the reasons for this. Similarly, you should ensure that any adjustments agreed are documented and shared with your employee. They should be in place when your employee returns to work. HR People Services take a case management approach to all reasonable adjustment cases. A single point of contact will follow individual cases from start to when all adjustments are in place and effective.

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Purpose of a Rehabilitation Plan 

Sets out what will be done to help an employee return to full capacity

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Gives a clear timeframe by which the employee is expected to be operating at full strength

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Allows the bank to demonstrate its duty of care to an employee, for example, by making any reasonable adjustments that may be needed and can be accommodated on a temporary basis as employees return from illness

A Rehabilitation Plan isn’t always required, but will depend on the circumstances of the absence. If in any doubt, you can discuss with HR People Services. What should a Rehabilitation Plan look like? There is no such thing as a standard Rehabilitation Plan, as each one will be tailored to suit the needs of the employee and their particular issues. However, every Rehabilitation Plan should contain the following: 

A start date and an end date

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Specified hours and days to be worked for the duration of the Rehabilitation Plan

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The name of a manager or colleague who will monitor the progress of the Rehabilitation Plan and meet regularly with the employee for the duration of the Rehabilitation Plan

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Reasonable adjustments

Creating the Rehabilitation Plan A Rehabilitation Plan may be made with the employee and their line manager or for complex cases, by Occupational Health with input from the appropriate business area. The employee may also seek a view from their GP, Specialist or Consultant. When deciding who should compile the Rehabilitation Plan, you firstly need to understand the reasons why the employee has been absent. You should have this information from the regular contact you will have had during the employee’s absence, from GP Medical Certificates/Fit notes and/or from Occupational Health reports. As a guide, you can compile the Rehabilitation Plan in conjunction with the employee where the absence: 

Is comparatively short (around 4 weeks)

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Is a first occasion of a mental health absence? However, care should be taken if there are any complicating factors like a live grievance

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Is the result of a surgical procedure?

Length of the Rehabilitation Plan Absences less than 4 weeks do not usually need a Rehabilitation Plan. Where a Rehabilitation Plan is required, in general there should be 1 week of rehabilitation for every month the employee has been absent, but this will vary depending on the reason for absence 

For instance, a Rehabilitation Plan following on from a 3 month absence as the result of an operation with no subsequent complications may last three weeks or less

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However, a 5 month absence due to depression, perhaps where there have been work place issues, may need more than 5 weeks rehabilitation

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A Rehabilitation Plan should generally never last longer than the actual period of absence. You must ensure that the Rehabilitation Plan is followed.

Reviewing and revising the Rehabilitation Plan Review the Rehabilitation Plan with your employee regularly. Set aside time to discuss progress and revise if necessary. It’s important that you both know when the Rehabilitation Plan will end and that your employee is expected to return to their normal work pattern (with any longer term adjustments you may have jointly agreed upon). If the employee is struggling to get back to their normal working hours/duties after a reasonable rehabilitation, you should consider whether the Plan should be extended. Occupational Health can advise on this if required.

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James has been absent for seven months and has exhausted RBS Sick pay. James is recovering well and would like to discuss returning to work on a phased basis. What sort of things should his line manager be considering? The line manager can agree a rehab plan with guidance provided from James GP. Additionally if further support is required the line manager can contact HR People Services. In both instances the rehab plan must be discussed/agreed with James prior to him returning to work (e.g. in week one 3-4 hours per day for 3 days, week 2, 4–5 hours a day for 4 days etc.) gradually increasing the hours/ number of days worked over a period of time. As James has exhausted RBS Sick pay he will only be paid for the number of hours he works. Once he returns to work on his full contracted hours his line manager will need to contact payroll to update the system. Once James returns to work his line manager should have regular meetings to review his progress and make further reasonable adjustments where required. Reasonable Adjustments for employees with medical conditions or disabilities The bank’s commitment to making ‘reasonable’ adjustments for employees with medical conditions or disabilities is a key element in supporting our employees to continue to work effectively. If you need more support on making reasonable adjustments to support employees with a medical condition or disability, contact HR People Services. Pregnancy Related Absences It’s important to manage pregnancy related absences carefully, to support our employees and meet our legal and health and safety obligations. You should have completed a New & Expectant Mothers Risk Assessment when your employee told you they were pregnant. If you haven’t done this, please refer to the information on the Health & Safety pages (see Related Links). Not everyone will be able to go through their pregnancy without needing time away from work. Some of this is planned, for example appointments at ante-natal clinics, whilst on other occasions, absence may be unexpected and this may be short term, frequent or longer in duration. Here is an idea of some of the information you may want to gather to help you decide how you’re going to support and manage your employee when they are absent: 

Are all the absences pregnancy related? It’s not always obvious

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Check with your employee on a regular basis and make any adjustments required to their working arrangements or environment

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Return to Work Discussions can be used to find out reason for the absence, what support or appropriate adjustments which maybe required. If the absence is on going and could last for four weeks or more, it may be best to carry out a meeting. This will provide you with the opportunity to find out more information about the reason for the absence

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In GB/Offshore/NI if the employee is unfit to work as a result of a pregnancy related illness within 4 weeks of the expected week of confinement, maternity leave will automatically start the day after the first day of absence

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In RoI, maternity leave automatically starts 2 weeks before the due date

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For further information in relation to sickness absence and the commencement of maternity leave see the Maternity Line Manager Support Pack GB or NI

Pay and Benefits RBS Sick Pay is provided at the discretion of the bank and in GB and NI includes, where appropriate Statutory Sick Pay (SSP). It is important that you confirm to an employee the levels of RBS Sick Pay, explain the expiry date of RBS Sick Pay and that this may be stopped or withheld in the circumstances below. RBS Sick Pay entitlement should be calculated as at the first day of absence. You should aim to provide four weeks notice of exhaustion of sick pay wherever possible. For further information on what RBS Sick Pay employees may receive during a period of sickness absence, see related content on the Sickness Absence HR Insite pages.

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Withholding RBS Sick Pay RBS Sick Pay can be withheld or stopped in certain circumstances including: 

When RBS Sick Pay over a rolling 12 month period has been exhausted

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As an outcome of formal disciplinary action because of sickness absence levels

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Where the employee fails to follow the sickness absence reporting process

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An employee fails to reasonably participate in medical assessments or referrals to OH.

The discretion to stop RBS Sick Pay prior to it exhausting is very limited and in general this discretion may only be exercised in exceptional circumstances. If you are considering stopping RBS Sick Pay prior to it exhausting you should contact HR People Services. If arrangements are already in place to withhold an employee’s RBS Sick Pay due to the outcome of formal disciplinary action for sickness absence you don’t need to contact HR People Services prior to stopping RBS Sick Pay. Stop and/or restart RBS Sick Pay You must complete the Stopping/Reinstating RBS Sick Pay form in both cases. There is no automated system alert to stopRBS Sick Pay and it’s the line manager’s responsibility to ensure this happens. Pay during the rehabilitation period In general, if the employee has a full period of RBS Sick Pay remaining, they should receive full pay during their rehabilitation period. (n.b. In NI/RoI if they’re receiving 50% RBS Sick Pay, salary will be paid at a minimum of 50% (or more if they return on more than 50% of hours) and will rise accordingly to the number of hours worked during rehabilitation). However, if the employee’s RBS Sick Pay has been stopped during or before their absence, they should only be paid for the hours they work during the rehabilitation period. You should however, take into consideration the individual circumstances surrounding the absence. When an employee returns from a period on a long term sickness benefit scheme, and is on a Rehabilitation Plan, you must ensure that they’re not at a financial detriment by returning to work. Pay should commence at either 50% or 55% of salary in line with what they’ve been paid whilst on the scheme even if their hours would result in their pay being less than this amount. Pay can then be increased at intervals throughout the Rehabilitation Plan. You can speak with HR People Services for further guidance on pay during the rehabilitation period if required. Statutory Sick Pay (GB/Offshore/NI) When RBS Sick Pay has been exhausted or been withdrawn the bank may still have a legal requirement to pay an employee Statutory Sick Pay (SSP) for some, or all, of an absence period. Payroll will calculate and pay any SSP payment that is due to an employee. There are certain conditions which must be met for an employee to qualify for SSP: 

SSP is not paid for the first 3 days of any absence period

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The employee must provide a Medical Certificate/Fit Note if the period of absence is more than seven consecutive calendar days

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SSP is paid for a total of 28 weeks and is included in payment of RBS Sick Pay. For example if an employee has received 26 weeks RBS Sick Pay they may qualify to receive an additional two weeks SSP

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SSP is paid in salary on the normal payment date. SSP is paid on a Monday-Friday basis for all employees irrespective of the days of the week they normally work

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When RBS Sick Pay and SSP have exhausted, an employee who remains unfit for work may be entitled to other state benefits. You should advise them to seek guidance from the Department of Work and Pensions.

Illness Benefit (RoI only) If the employee has been incapacitated for work for seven or more days (excluding Sunday*) due to illness (whether or not they were scheduled to work on these days) line managers should ensure they have claimed Illness Benefit from the Department of Social Protection and notify them that the Illness Benefit standard rate will be deducted from their pay. Information Classification: Public

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* Illness Benefit is not paid for the first six days of the absence period (waiting days). Illness Benefit is payable by the Department of Social Protection over a six day week (Monday to Saturday) irrespective of the actual number of days a person works or their working pattern. The Department of Social protection does not count Sundays for the purposes of Illness Benefit. Impact on holidays during sickness absence 

Holidays continue to accrue during sickness absence and should be taken in accordance with the Leave policy

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Employees can choose to take annual leave during a period of long term sickness absence. This can provide for a period of pay when the employee has exhausted RBS Sick Pay

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All holidays accrued during a period of absence should be taken once the employee returns to work and where it’s practical to do so. Employees will not receive a ‘one off payment’ for holidays accrued and not taken

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If an employee becomes ill on holiday to the extent that they wouldn’t have been fit for work, they should be allowed to take the period of sickness absence as holiday at an alternative time in accordance with the Leave policy

Long Term Sickness Benefit Schemes For further information on long term sickness benefit schemes: Disability Cover, Long Term Disability or PHI refer to content in Related Links. Absence Management once all other stages are exhausted If an employee has been absent for a prolonged period of time and an up to date medical opinion is that the employee will not be fit to return to work in the near future you should contact HR People Services for support in making a decision on managing the employee’s situation.

Fit Notes and Medical Certificates This section provides information on the provision of Fit Notes and Medical Certificates. Fit Notes (GB/Offshore/NI) A Fit Note is given to an employee by a doctor for absences over seven calendar days. A Fit Note sets out the work an employee is able to perform, taking into account his or her health condition. Doctors could recommend reduced hours, altered duties or a phased return to work. If a Fit Note specifies adjustments refer to the Rehabilitation and Reasonable Adjustments Section for guidance. Medical certificates (GB/NI/RoI) A Medical Certificate is given to an employee by a Doctor (GP, Specialist or Consultant) for absences over seven calendar days or four calendar days (RoI). A Medical Certificate will usually either state an employee is unfit for a certain number of days/ weeks or provide a date on which they either want to review them or they should be fit to return to work. An employee can choose to return to work sooner (whilst on a medical certificate) providing they feel well enough to do so. Line managers should confirm with the employee that they’re well enough to perform their duties and check if any risks assessments or reasonable adjustments are required. An employee can self certify their sickness absence for the first seven calendar days (GB/Offshore/ NI) or four calendar days (RoI). The Return to Work Discussion Form acts as the self-certification. A Medical Certificate/Fit Note can be obtained from a GP, Specialist or Consultant and is required for any absences lasting longer than seven calendar days (GB/Offshore/NI) or four calendar days (RoI). Channel Islands, Gibraltar and Isle of Man There are separate arrangements governing Medical Certificates for employees working in the Channel Islands, Gibraltar and the Isle of Man. Refer to RBSI specific arrangements.

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