Sickness Absence Policy

EDINBURGH NAPIER UNIVERSITY

SICKNESS ABSENCE POLICY

1. Policy Statement

1. 
   This policy and procedure ensures that employees are treated fairly and consistently. It also helps the University manage sickness and support employees through periods of ill-health.
   

2. 
   Policy aims
   

1. 
   The aims of this policy and procedure are to:
   

• 
  ensure that there is fair and consistent treatment of all employees in relation to sickness;
  
• 
  ensure that the University supports the health and wellbeing of their employees and meets their duty of care towards them;
  
• 
  ensure that all employees and line managers clearly understand their responsibilities;
  
• 
  ensure that the provisions of the Equality Act (2010) are upheld;
  
• 
  provide a framework for maximising attendance levels of employees, whilst ensuring that employees do not attend work or complete work on behalf of the University when they are unwell / not fit to do so.
  

3. 
   Equality Act 2010
   

1. 
   Advice will be sought from the University’s Occupational Health (OH) Provider to determine whether or not an employee’s physical or mental health condition is likely to be covered by the Equality Act (2010) and whether there are any reasonable adjustments that the University can make to enable an employee to complete their role effectively. The University will ask their OH Provider specific questions about the employee’s condition, and will be responsible for making the final decision about whether they believe the condition is likely to be covered by the Equality Act or not based on the advice received.
   

4. 
   Disability Leave
   

1. 
   Disability leave is distinct from sickness absence. It is paid time off work for a reason related to an employee’s (or an individual they are the primary carer for) disability, this can be up to 6 weeks in a 12 month rolling period. All employees with a condition likely to be covered by the Equality Act (2010) are entitled to utilise disability leave for disability related absences. The University’s Disability Leave Policy provides full details of eligibility and the process for applying for and recording disability leave.
   

5. 
   Adjustments to the workplace
   

1. 
   In addition to the legal requirement to provide reasonable adjustments that apply to an employee covered by the Equality Act, there may be occasions when a temporary adjustment may be required. For example someone with temporary mobility issues due to a broken leg. In circumstances which affect the individuals’ ability to leave the building, a Personal Emergency Evacuation Plan (PEEP) should be completed. The underlying question in deciding whether a PEEP is necessary is "can the individual evacuate the building unaided, in a prompt manner, during an emergency situation?" If the answer is "no", then it is likely that a PEEP will be required.
   

2. 
   In addition, adjustments to the workplace may be recommended as a result of a risk assessment or work station assessment (e.g. cardinus). In such circumstances the employee should discuss their issues with their line manager and these should be carefully considered. This may be to prevent injury from occurring or to maintain health at work when there is no sickness absence, but something would help eg a different keyboard.
   

3. 
   Where required advice can be provided by Health & Safety, or Occupational Health. In addition the University has a Specialist Ergonomic Equipment provider and process.
   

6. 
   Absence Reporting and Recording Procedure
   

1. 
   If an employee is unable to attend work due to sickness they must notify their line manager or designated sickness contact that they are sick. An absence will then immediately be opened on HR Connect by the line manager or sickness contact, including the reason for the absence (if known). If the employee is unable to make contact with their line manager or designated sickness contact by phone, a message should be left (voicemail / text / with another member of staff – locally agreed method) or e-mail sent and the employee should continue to attempt to contact their line manager or designated sickness contact. In exceptional circumstances, if the employee is unable to make contact themselves they should arrange for someone else to make contact on their behalf.
   

2. 
   The employee is required to provide the following information to the University:
   

• 
  confirm when they first felt unwell (first day of absence)
  
• 
  the reason for their absence
  
• 
  whether their absence is a result of an accident at work/or or is otherwise a Reportable Injury, Disease or Dangerous Occurrence as outlined in the RIDDOR regulations (if applicable);
  
• 
  a contact number (if this is not already available on HR Connect);
  

If the call is taken by the line manager the following points will also be discussed:

• 
  confirmation of when the next contact will be and who will be responsible for initiating the contact;
  
• 
  any important or urgent work which may need to be actioned by someone else e.g. classes / tutorials etc.
  

Alternatively, if the call is taken by a sickness contact, then an automatic email will be sent to the line manager to advise them of the employee’s absence. It is then the responsibility of the line manager to contact the employee to discuss the points outlined above.

3. 
   Employees must telephone when they are due to commence work, before 10.00am at the latest, on the first day of absence, unless their work pattern requires them to start work before 8.45am in which case, they must make contact no later than 1 hour after their expected start time or as detailed in local arrangements.
   

4. 
   An employee who attends work but is unable to stay due to illness, must report this to their line manager in the normal way. This will be recorded in HR Connect as a half-day absence, unless half or more of the normal contracted hours for that day have been worked. A half day absence is recorded as half of the employee’s contracted hours for the day, so if the employee works part time, the half day is based on what they were expected to work on the day and not full time equivalent hours.
   

For example if an employee is contracted to work for 4 hours in the afternoon and goes home after working 2 hours, this would be recorded as a half day. If the employee does not come into work at all this would be recorded as a full day. If the employee works for 3 hours out of the contracted 4, this will not be recorded.

5. 
   If an employee does not wish to advise their line manager of the nature of their illness, for reasons of confidentiality, they must advise HR, please note that the University may require a referral to OH in these circumstances.
   

If the employee does not make contact with their line manager or designated sickness contact, and does not appear at work, the line manager will try to make direct contact with the employee

6. 
   It is important that contact is maintained whilst an employee is on sick leave. The frequency of the contact will be discussed and agreed between the employee and their line manager depending on the duration and nature of the absence and in line with what is considered reasonable. Contact can be through a variety of media: telephone, text, e-mail, letter, or the employee making a visit to the workplace.
   

7. 
   Employees are required to provide relevant documentation to support their period of sickness absence. The type of documentation required will depend on the duration of the absence. The following definitions are used throughout this policy:
   

Short term absence: less than 7 calendar days

Medium term absence: 8 to 27 calendar days

Long term absence: 28 calendar days or more

7. 
   Short term absence (less than 7 calendar days)
   

1. 
   The employee should agree with the line manager when they will next make contact. At each contact, the date and form of the next contact will be mutually agreed.
   

2. 
   On the first day of returning to work following sickness absence, the employee must log into HR Connect and close their absence by checking or adding the reason for sickness, and entering the date of the last day of sickness (not the date of return to work).
   

3. 
   If your sickness lasts for 7 calendar days or less you no longer need to complete a paper self-certificate. By confirming the end date and reason you are self-certifying your absence online.
   

4. 
   Where the level or pattern of short term absence meets the University’s sickness absence triggers detailed in section 9, the line manager is expected to conduct a return to work interview as soon as possible and consider a referral to OH.
   

8. 
   Medium term absence (8 to 27 calendar days)
   

1. 
   The employee should agree with the line manager when they will next make contact. At each contact, the date and form of the next contact will be mutually agreed.
   

2. 
   For sickness absence of 8 days or more, the employee must get a fit note (see section 10) from their doctor and send it immediately to their line manager, who will input it onto HR Connect and then send it to Payroll for record keeping, as soon as possible.
   

3. 
   If the fit note expires, the individual is expected to return on their next working day or speak to their line manager and inform them when they will next go to their GP. As a minimum they should provide a new fit note to cover the new period of absence within 3 working days of the last certificates expiry.
   

4. 
   If the employee fails to provide a fit note within 3 working days, the line manager must notify their HR Client Partner of the unauthorised absence. Absence confirmed as unauthorised is always unpaid and HR will notify payroll to this effect and write out to the employee confirming this. If a backdated fit note is provided any withheld pay will be paid.
   

5. 
   After any medium-term absence, or where the level or pattern of medium term absence meets the Universty’s sickness absence triggers detailed in section 9 the line manager is expected to conduct a return to work interview within three working days and consider a referral to OH.
   

6. 
   On the first day of returning to work following sickness absence, the employee must log into HR Connect and close their absence by checking or adding the reason for sickness, and entering the date of the last day of sickness (not the date of return to work).
   

9. 
   Long term absence (28 calendar days or more)
   

1. 
   Any continuous absence which lasts 28 calendar days or more is described as long-term and will be a trigger for the line manager to seek a referral to OH through Human Resources as part of their duty of care to employees (see section 9). The line manager must advise the employee of the referral to OH. The aim of the referral is to get advice related to the employees absence, this can include advice on the diagnosis, prognosis, likely length of absence, and potential reasonable adjustments the University can make to support and facilitate a return to work.
   

2. 
   Where an absence is long-term, contact must be maintained and arrangements should be made, if required for the line manager to meet the employee at least once a month in a mutually agreeable venue. Home visits will only be made with the employee’s consent.
   

3. 
   After long term sickness absence, the line manager is normally expected to conduct a return to work interview on the day of return to discuss any reasonable adjustments/ assistance that the University can provide to enable full recovery or adjustment and to be brought up to speed with ongoing tasks and staff changes
   

4. 
   On the first day of returning to work following sickness absence, the employee must log into HR Connect and close their absence by checking or adding the reason for sickness, and entering the date of the last day of sickness (not the date of return to work).
   

10. 
    University Sickness Absence Triggers
    

1. 
   The University’s has a number of triggers, outlined below to help identify high levels of absence and potential issues with employees health and wellbeing. HR Connect automatically emails notifications to the relevant Line Manager when University triggers have been met.
   

2. 
   The University’s main trigger to identify high levels of absence is three absences in any six month period, irrespective of the length of the absences. When an employee meets this trigger the manager should consider whether these absences:
   

• 
  are for non-specific illnesses – especially where these are self-certified (i.e. less than 7 calendar days)
  
• 
  fall regularly on specific days, e.g. a Friday and/or Monday
  

Other University triggers are:

• 
  An employee advising their line manager that they are stressed / anxious / depressed or this being cited as their reason for their absence. In which case, an Individual Stress Risk assessment should be completed. An employee having one absence of 28 days or more, meeting the University’s long-term absence trigger detailed in section 8.
  

• 
  In line with the RIDDOR regulations, work related accidents or injuries must be reported to the University’s Health and Safety Team, which will occur automaticlally if this option is selected on HR Connect, and if they result in absences from the University of three days or more will trigger an automatic referral to OH. For further details please refer to the Health & Safety policy.
  

3. 
   If any triggers are met or exceeded, the line manager must carry out a return to work interview, normally within 3 working days to advise the individual that a trigger has been met and discuss the employees absence / wellbeing with them. If triggers are met a referral to OH should be considered by the Line Manager to identify if there are any underlying conditions or support that the Line Manager can put in place to help improve the employees attendance / wellbeing.
   

11. 
    Fit notes
    

1. 
   Fit notes are required after the 7^th calendar day of sickness. The purpose of a fit note is to help manage and assess an employee’s ‘fit’ state to attend work to carry out their duties. The information on the fit note is advice to the employer, and consideration should be given as to whether any recommendations provided can be accommodated.
   

Upon receipt of a fit note, the line manager or designated sickness contact must record the fit note details on HR Connect and then immediately send it to payroll.

2. 
   On the fit note the GP will be able to advise one of two options:
   

• 
  “Not fit for work” - this means that the GP’s assessment is that the employee has a health condition that prevents them from working for the stated period of time.
  
• 
  “May be fit for work” taking account of the following advice - this means the GP’s assessment is that the employee’s condition does not necessarily stop them from returning to work. For example they could return to work but may not be able to complete all of their normal duties.
  

3. 
   Upon receipt of a ‘may be fit for work’ statement the line manager should always seek advice from OH and their Human Resources Client Partner. When inputted into HR Connect, HR will automatically be notified of the adjustment type which will prompt a phonecall with the line manager. In an attempt to facilitate an early return to work, following receipt of the OH report, the line manager should discuss the advice on the fit note and within the OH report with the employee.
   

4. 
   If a return to work is possible the line manager and employee should agree the return to work date, any workplace amendments and agree a date to review.
   

5. 
   If it is not possible for the employer to provide the support for the employee to return to work, the employer should use the fit note statement as if the doctor has advised ‘not fit for work’.
   

6. 
   If a fit note advises that an employee is “not fit for work”, they cannot return to work until after the expiry date, unless an updated fit note is provided advising that the employee is fit for work. Employees are not covered by University insurance whilst “not fit for work” and their GP and the University consider them not fit to attend work. There is no expectation that employees complete any work on behalf of the University whilst covered by a “not fit for work” fit note.
   

12. 
    Occupational Health Referrals
    

1. 
   Line Managers may decide to refer an employee to OH, this could be for a range of reasons predominantly due to University sickness absence triggers being met (as detailed section 9) or because a line manager is concerned about an employee’s health and wellbeing and requires medical advice. Line Managers have a duty of care towards their employees and therefore, must consider seeking OH advice at appropriate times. A referral to OH is not a punitive process, and the employee should be made aware of this, the primary aim of a referral to OH is to support employees as part of the University’s duty of care.
   

2. 
   Following a referral, OH will provide a report detailing advice for management and an insight into the employee’s current medical issue. OH can also advise on the individual’s ability to complete their current role, the requirement for reasonable workplace adjustments, the Equality Act (2010) and advice about specialist or GP reports.
   

3. 
   The University, through OH, can request details from the employee's own medical practitioners, about the employee’s health, only when the information is considered essential for employment purposes. Employees will be fully informed of their rights of access to any such reports. Under the Access to Medical Reports Act 1988 and / or the Data Protection Act 1998 the employee is, entitled to withhold consent for medical information to be released. However, the employee should be aware that decisions made about their employment may be affected by the University’s inability to obtain a report.OH appointments are triaged by the University’s Provider and they make the decision about the most appropriate type of appointment. Appointments can be by telephone conversation with the OH Adviser, face-to-face with the OH Adviser, or face to face with the OH Physician.
   

4. 
   Employees are required to make themselves available for OH appointments where these have been arranged. This may require ensuring that they book a room for a telephone appointment so that the appointment can be conducted in confidence or travelling for face to face appointments. A referral to OH is considered a reasonable management instruction that employees must comply with, however, should they fail to do so the employee should be aware that decisions made about their employment may be affected by the University’s inability to obtain a report.
   

5. 
   Failure to attend or cancel without sufficient notice will result in OH notifying HR and the line manager. Late cancellation of appointments (within 3 days of the appointment) or not attending incurs the full appointment charge and so must be avoided. The employee should be aware that decisions made about their employment may be affected by the University’s inability to obtain advice from OH.
   

6. 
   Upon receipt of the OH report the line manager will consider the contents and meet with the employee to discuss the report.
   

7. 
   Phased returns may be recommended by OH and might be useful to aid an employee’s recovery, and can be a helpful way of getting the employee back to work more quickly. Phased returns are agreed on an individual basis and can include: a phasing of full duties or hours of work; restricted duties and/or reasonable workplace adjustments. Phased returns, on full pay, should be for short periods of time depending on the duration and nature of the absence, this will normally be for a maximum of 4 weeks.
   

8. 
   Where there is a temporary phasing of hours for more than four weeks, annual leave accrued during the absence can be used to ensure there is no financial impact on the employee (this would only apply when sick pay has reduced to half pay or nil pay as detailed in section 12). When a long-term phasing of hours is required, employees can be paid on a pro-rata basis to facilitate the reduction in hours. In addition, where applicable eligible employees can use disability leave to help accommodate phased returns.
   

13. 
    Employee Assistance Programme Provider
    

1. 
   The University acknowledges that employees may encounter issues out with the workplace which have an impact on their health and wellbeing at work. Therefore, the University has a dedicated Employee Assistance Programme Provider who provide a free, confidential and independent resource to help employees balance their work, family and personal lives. This service is available 24 hours a day, 7 days a week, 365 days a year by phone, e-mail or online and provides information, resources and counselling on any of the challenges that life may bring (personal; work; family & relationships; daily living and life events). More information is available on the HR Intranet site.
   

14. 
    Sick Pay
    

The calculation of sick pay is the responsibility of the Payroll section of HR&D.

1. 
   Statutory Sick Pay (SSP)
   

The University is responsible for paying Statutory Sick Pay (SSP) in accordance with regulations laid down by the Social Security and Housing Benefit Act 1982 as amended.  SSP is payable for 28 weeks in any one period of incapacity for work as defined by the regulations. Further details of the SSP scheme may be obtained from HR.

2. 
   Occupational Sick Pay (OSP)
   

Entitlement to occupational sick pay, payable by the University, is related to an employee's reckonable service with the University.

Occupational Sick Pay (OSP) is added to the Statutory Sick Pay amount paid to an employee off sick. OSP is paid based on eligibility (see table below) and has the effect of paying employees the equivalent of their normal pay, for a period during their absence, followed by the equivalent of half pay for a period of their absence (for details see table below).
Entitlement to OSP, payable by the University is as follows:

Service at the start of absence period	Full Pay allowance	Half Pay allowance
Less than 3 months service	0 weeks	0 weeks
3 months but less than 6 months service	3 weeks	3 weeks
6 months but less than 1 years service	5 weeks	5 weeks
1 year but less than 2 years service	9 weeks	9 weeks
2 years but less than 3 years service	18 weeks	18 weeks
3 years but less than 5 years service	22 weeks	22 weeks
5 years or more service	26 weeks	26 weeks

15. 
    How sickness affects holidays and statutory leave entitlements
    

1. 
   For the purposes of this policy: “statutory leave” is defined as the statutory minimum leave entitlement (28 days) provided for in the Working Time Regulations 1998; “holiday entitlement” is defined as the employee’s contractual holiday entitlement, excluding fixed holidays.
   

2. 
   If an employee is ill during a pre-booked period of holiday entitlement, they will be given the holiday entitlement back provided they submit a medical certificate from their doctor (the timing of which must be agreed with their line manager). Their Line Manager will need to update the employees holiday absence record HR Connect.
   

3. 
   If the employee is sick on a day they would not normally work e.g. a weekend or public holiday they will not receive any leave back, unless their leave falls below the statutory minimum.
   

4. 
   Employees will accrue holiday entitlement during all periods of sickness. It is expected that accrued holiday entitlement will normally be taken in the holiday year it is accrued.
   

5. 
   Holiday entitlement not taken by the end of the current leave year will normally lapse, with the exception of 5 days which will automatically be carried over by HR Connect. However, this is subject to the requirement that an employee will have taken at least their statutory leave during each leave year. The University will ensure that employees accrue no less than their statutory leave. This may mean that part or all of the statutory leave not taken, as a result of sickness absence, may be carried forward into the following year.
   

16. 
    Maternity Related Absence
    

1. 
   When an employee notifies their line manager of their pregnancy, they should immediately complete a pregnancy risk assessment, to minimise any pregnancy related absences. Full details are available in the Maternity Policy or on the HR&D Intranet.
   

2. 
   Pregnancy related absences are excluded when considering absence triggers.
   

3. 
   If a pregnant employee is absent from work due to an illness related to her pregnancy, within four weeks of the due date of her baby, she must notify the University as soon as possible. If she is absent from work wholly or partly because of a pregnancy related issues, her maternity leave will begin automatically from the date her current absence began. When the absence is recorded in HR Connect, an automatic email will notify HR and Payroll .
   

17. 
    Stress Related Absence
    

1. 
   The University recognises that the workplace can present a risk to health of employees. Generally work-related stress is the most common cause of work-related ill health. We are committed to protecting the health of all our staff by reducing these risks as much as we can. The University has developed a Managers Stress Risk assessment to help managers identify and reduce the causes of stress. In addition, an Individual Risk Assessment also is available to help individuals address levels of stress. These assessments can be carried out separately or in combination.
   
2. 
   If an employee indicates that they are subject to work related stress, either whilst at work or if that stress results in an absence, they should complete the individual stress risk assessment. This risk assessment can be used to support discussions between the line manager and the individual to systematically work through the pressures and consider if these are a source of stress and, if so, if any action can be taken to reduce the risks to performance and health.
   

3. 
   If the employee is absent with stress this should result in line manager completing a manager’s stress risk assessment and holding discussions with the employee, following their completion of the individual risk assessment, regarding the source of the stress. If the source of the stress is seen to be as result of medical or non-work related factors, then a referral to Occupational Health should be requested immediately through HR.
   

18. 
    Alcohol and Substance Misuse
    

1. 
   For instances of sickness absence related to alcohol and / or substance misuse the University has an Alcohol and Substance misuse policy which provides clear guidance to both managers and employees as to the action that should be taken where they know or suspect a fellow employee, or any other contractor/visitor, may be misusing alcohol or other substances. This policy seeks to ensure that all workplace issues relating to alcohol and substance misuse affecting staff are dealt with in a supportive and equitable manner.
   

19. 
    Time off for Attending Medical Appointments
    

1. 
   Routine or non-emergency medical appointments: Routine or non-emergency medical appointments should, as far as possible, be arranged outside normal working hours.  Where they are arranged during working hours, the employee will be required to use flexi time or TOIL to cover this time away from the University. 
   

2. 
   Emergency, Specialist, Hospital Appointments: It is recognised that employees have little control over the timing of emergency, specialist and hospital appointments therefore paid time off work is permitted in these circumstances.
   

20. 
    Ill-health retirement
    

1. 
   It is always the University’s aim to help an employee back to work after a long illness. However, there will be rare occasions where there is no prospect of return to work in a reasonable time period.
   

2. 
   The process applying for ill health retirement differs for each of the University pension schemes - Lothian Pension Fund (LPF) and Scottish Teacher Superannuantion Scheme (STSS). Details relating to the Scottish Teachers Superannuation Scheme and the Lothian Pension Fund can be found on the HR intranet.
   

3. 
   With both schemes OH will be asked to gather information from the employee, their GP and/or specialist.
   

4. 
   For employees in the STSS scheme, this information will be returned to the employee who will then be expected to apply to the pension scheme directly for ill health retirement. The information is considered by the medical advisers to the scheme, who will make a decision on whether to accept the ill health retirement request, on behalf of STSS. The final decision on whether ill-health retirement is granted rests with the pension scheme.
   

5. 
   Within STSS, ill-health benefits can be paid at two different levels depending upon the severity of the illness; Partial Incapacity Benefits (PIB) and Total Incapacity Benefits (TIB).
   

• 
  Partial Incapacity Benefits would be granted if you are assessed as being permanently unable to teach but can undertake other employment. Members who qualify for PIB will receive a lower level of benefits consisting of service accrued to date of retirement with no enhancement.
  

• 
  Total Incapacity Benefits would be granted if, as well as being permanently unable to teach, you are assessed as having your ability to carry out any work impaired by more than 90% and likely permanently to be so. The total amount of enhancement you may receive if you are awarded TIB is half the service you could have completed before NPA.
  

6. 
   For employees in the LPF, this information will be returned to HR/Payroll department who will make the request to the Lothian Pension Fund. The final decision on whether ill-health retirement is granted rests with the pension scheme.
   

7. 
   Within LPF, there are graded levels of benefit based on how likely you are to be capable of obtaining gainful employment after you leave. The different levels of benefit are:
   

• 
  If you have no reasonable prospect of being capable of gainful employment before age 65, ill-health benefits in the new scheme are based on your membership built up to the date of leaving plus all your prospective membership from leaving to age 65. In other words, your pension will be based on the membership you would have had if you had stayed in the Scheme until age 65.
  

• 
  If you have a reasonable prospect of being capable of gainful employment before age 65, ill-health benefits in the new scheme are based on your membership built up to leaving plus 25% of your prospective membership from leaving to age 65.
  

Gainful employment means paid employment for not less than 30 hours in each week for a period of not less than 12 months.

21. 
    Capability Issues
    

1. 
   Where there is no return date within a reasonable length of time, but ill-health retirement does not apply, or where an employee has had frequent short-term absences preventing them from being able to fulfil their role at the University the University’s Capability Policy – Long Term Absence will apply.
   

22. 
    Unsatisfactory Attendance
    

1. 
   If an employee has a record of consistent poor attendance ie eeting the triggers cited in Section 9, Line managers may decide to initate the Univesity’s Employee Support Process to help support employees to improve their attendance. If there is no improvement following the completing of Employee Support, and if the University’s Capability Policy – Long Term Absence, is not deemed applicable or appropriate, the University’s Disciplinary Policy and Procedure may be followed to tackle unacceptable attendance levels.
   

23. 
    Unauthorised Absence
    

1. 
   If the employee does not comply with this procedure the absence will be regarded as unauthorised. This may result in deduction of pay and / or disciplinary action being taken.
   

2. 
   Line managers must notify their HR Client Partner when an employee is absent from work without authorisation.
   

3. 
   The University has a legal obligation as an employer of non resident workers (out with the EEA), to report unauthorised absences of more than 10 days, to the Borders and Immigration Department.
   

24. 
    RELATED POLICIES
    

Alcohol & Substance Misuse Policy

Annual Leave Policy

Disability Leave Policy

Disciplinary Policy

Employee Support Procedure

Maternity Leave Policy

Managing Stress – Employees Guide

Managing Stress – Managers Guide

Managers Stress Risk Assessment

Individual Stress Risk Assessment

Guidance Notes on Stress Risk Assessments.

Human Resources and Development 1 July 2015