Disciplinary Procedure

This Policy is only applicable to UCL staff seconded to Nazarbayev University, Astana, Kazakhstan

1. Scope

1.1 This procedure applies to all UCL seconded staff except those who are within their probationary period, who are covered by the Probation and Induction Policy.

1.2 Issues of underperformance should be addressed in line with the Kazakhstan Capability Policy on managing under-performance (http://www.ucl.ac.uk/hr/Kazakhstan/capability_policy_CPS.php) .

1.3 Matters relating to research misconduct should be raised under UCL's Procedure for Investigating and resolving Allegations of Research Misconduct

2. Definitions

2.1 Any reference to "Head of the Centre", "Director of CLIE for Languages and International Education (CLIE)", or "Director of Human Resources" also includes anyone deputed by them.

2.2 In this procedure employees are people who work for UCL in Kazakhstan under a contract of employment.

2.3 In this procedure parties refers to the employee against whom the disciplinary action is being considered, and the manager who initiates the procedure.

2.4 A Hearing Panel can comprise one person and "Panel Chair" is applicable to all hearing panels in this procedure.

2.5 In this procedure for the purpose of continuity for employees who have current disciplinary sanctions awarded prior to secondment to NU, "warning" corresponds to "formal oral warning" in the UCL UK Disciplinary Procedure, "reprimand" corresponds to "written warning" and "severe reprimand" corresponds to "final written warning".

3. Objectives

3.1 The purpose of this document is to set down the procedures to be followed when standards of conduct give rise to problems which cannot be resolved by advice and encouragement, training or increased support. UCL is committed to the avoidance of formal disciplinary procedures wherever possible by addressing problems as soon as they arise. This procedure is intended to provide consistency in the treatment of staff and, to ensure matters are dealt with promptly and to ensure compliance with the Labour Code of the Republic of Kazakhstan (2007) as amended. UCL will undertake disciplinary action with employees only in accordance with the provisions of this procedure.

4. General Principles

  • Fairness: The application of this procedure will be consistent, prompt, impartial, and reasonable and applied without discrimination.
  • Confidentiality: Information relating to an allegation of misconduct should not be divulged to any parties not involved in the disciplinary process. Statements, letters and other communications will be strictly confidential to those involved in the disciplinary procedure and records will be kept in accordance with the Labour Code of the Republic of Kazakhstan (2007) and the UK Data Protection Act 1998.
  • Natural justice: At every formal stage of the disciplinary procedure, the employee will be advised of the nature of the complaint, in writing and will be given the opportunity to state his/her case. Where a warning is given, the employee will be provided with appropriate support to improve his/her conduct.
  • Equal opportunities: This policy will be applied without any distinction as to sex or gender, age, sexual orientation, marital or parental status or other family circumstance, race, ethnic or national origin, colour, creed, disability, political belief, membership of or activities as part of a trade union, or social or economic status. UCL monitors the use of its disciplinary procedure by the sex, age, ethnic origin and disability status of those against whom action is taken to ensure that its implementation does not impact unfairly on any one group.
  • Representation: The employee has the right to be accompanied or supported by a companion who is a work colleague, trade union representative1 or an official employed by a trade union, at every stage of the formal procedure.

    The companion shall have an opportunity to address the hearing, put and sum up the employee's case, respond on behalf of the employee to any views expressed at the meeting, and confer with the employee during the hearing. The companion does not have the right to answer questions on the employee's behalf, address the hearing if the employee does not wish it, or prevent the employer from explaining his/her case.

    Any request to be accompanied at a meeting must be reasonable i.e. the companion should not be someone who may have a conflict of interest or who may prejudice the hearing. The employee should notify the panel of his/her chosen companion prior to a meeting.

    Where the chosen companion is not available at the time proposed for the meeting, the employee has the right to request that the meeting be postponed and to suggest an alternative time within the constraint that the outcome is implemented within a month of UCL becoming aware of the alleged misconduct. All such reasonable requests will be honoured.
  • Right of appeal: An employee has a right of appeal against any formal disciplinary sanction and appeals will be heard by a senior manager not previously involved in the case, in accordance with the Appeals Procedure.
  • Recordings: Audio/Visual recordings of the proceedings by the employee, his/her companion or managers are not acceptable at any stage of the disciplinary procedure and will not be admissible within this process, unless agreed as a reasonable adaptation.
  • Discipline and Grievance: Any concerns that an employee has regarding disciplinary action being taken against her or him should be raised as part of his/her response to the disciplinary action and will normally be considered within this procedure. Any grievance raised by an employee who is already subject to a disciplinary process (and which does not relate to it) will normally be heard on completion of the disciplinary procedure.
  • Statutory Time Limit: A disciplinary sanction may not be imposed on an employee later than one month after the discovery of the disciplinary offence except where the employee is on authorised absence through illness, leave, business or performing public duties. It is important that the disciplinary procedure be completed within this time limit.
  • Suspension without pay: Article 50 of the Labour code of Kazakhstan requires that an employee be suspended without pay in the following circumstances:
    • being intoxicated at work (alcohol/drugs)
    • failing a health and safety examination
    • failing to use the protective clothing supplied
    • the employee's actions or omissions created an emergency situation, or breached safety rules

The matter will be investigated and heard at the Stage 4 level of this procedure. If the employee is reinstated s/he will be paid in full for the period of suspension.

5. Informal action

5.1 Informal action should be taken in cases of minor misconduct - issues of underperformance should be addressed in line with the Capability Policy.

5.2 A one-to-one confidential discussion between the line manager and the employee should be held with the intention of gaining sustained improvement in the employee's conduct. This discussion should enable the manager to provide constructive feedback and the employee to express views on the issue. Employees are not entitled to representation at this stage. Where the need for improvement is identified, the manager should explain to the employee what needs to be done and how the conduct will be reviewed in a given period. Brief confidential notes should be kept by the manager on any agreed informal action.

6. Formal Action - Investigation

6.1 Prior to formal disciplinary procedures being invoked, an employee may have received from his/her supervisor some informal indication that his/her conduct or behaviour is unsatisfactory. For more serious incidents of misconduct, it will be appropriate for this to be dealt with under the formal process in the first instance.

6.2 Disciplinary action will not be undertaken until the necessary facts have been established. An Investigating Manager, normally a senior member of staff, will be immediately appointed by the Director of CLIE on UCL becoming aware of the alleged misconduct. The Investigating Manager will be responsible for the conduct of a disciplinary investigation and will undertake this as soon as possible after the allegation is raised. Where possible the Investigating Manager will not normally be; the employee's line manager, the line manager of any person making a complaint that led to the disciplinary action or someone who works very closely with the individual concerned or the person making a complaint. In the first instance, the Human Resources Consultancy Team must be approached for advice and support in investigating a disciplinary matter.

6.3 The Investigating Manager will request the employee(s) to provide a written explanation for the alleged misconduct within three working days.

Suspension on full pay

6.4 There may be occasions where suspension is necessary. Suspension will be on full pay and only for such time as is necessary to permit proper investigation or to arrange a hearing date. Careful consideration must be given before a decision to suspend is taken. It may be deemed necessary to facilitate investigation into a potential disciplinary matter, to allow a cooling off period, where relationships have broken down substantially, gross misconduct has occurred or where there are risks to other employees or to UCL's and/or the Nazarbayev University's (NU) property. The period of suspension will be kept under regular review. The fact and conditions of the suspension will be confirmed in a letter to the employee immediately.

6.5 Suspension, whether on full pay or unpaid, is not a disciplinary sanction and is not an assumption of guilt. Normally an employee will be suspended by the Head of the Centre only after consulting with the Director of Human Resources. The Provost or Director of Human Resources may also suspend a member of staff. Exceptionally, it may be necessary for the Head of the Centre to send an employee home before being able to consult the Director of Human Resources. In such a case, formal written confirmation of the suspension and the reasons for it will be confirmed by the Head of the Centre as soon as the Director of Human Resources has been informed of the circumstances.

Conducting an Investigation

6.6 The Investigating Manager will conduct an investigation which is confined to establishing the facts of the case and will include all aspects of the allegation including who made the allegation. There may be exceptional circumstances where the identity of the person making the complaint will not be revealed as part of the investigation report i.e. where someone may be put at risk. The nature and extent of the investigation will depend on the seriousness of the matter. The Investigating Manager will advise the employee who is the subject of the allegation of the detail in writing and invite his/her response. An investigatory meeting with the employee will be appropriate in most cases and will also investigate the employee’s written explanation. The employee must be notified of the meeting so s/he has reasonable time to prepare. The investigation will also include the collation of evidence for a possible hearing, taking statements from, and usually meeting with relevant parties, including where appropriate any witnesses to the alleged incident(s) of misconduct. Any witness to the alleged misconduct may be required to make a signed and dated, written statement as soon as possible after the investigation meeting.

6.7 The employee concerned may be accompanied or supported at such meeting(s) by a companion (as defined in section 4)

6.8 The Investigating Manager will prepare a report based on the findings of the investigation. If the Head of the Centre considers that it is not appropriate to convene a formal disciplinary hearing, but that informal advice or guidance is appropriate, any resulting discussion will be in private.

6.9 The Investigation Report must be completed within 10 working days of UCL becoming aware of the alleged misconduct. This is the very latest time by which the investigation must be completed.

Investigation Timescale (working days)


commenced (working days)

Received by/completed (working days)

The Investigating Manager requests the employee(s) provide a written explanation for their conduct within 3 working days.

Immediately on becoming aware of the alleged misconduct
Day 1

Day 4

Investigating manager interviews witnesses

Day 1 - 6


Supporting documentation produced / collated

Day 1 - 6


Notes of employee/witness interviews or signed statements


Day 8

Investigation Report produced

Day 9

Day 10

7. The Formal Disciplinary Procedure

7.1 Where the Investigation Report concludes that there is a disciplinary case to answer, the Dean of the SoE/Head of The Centre will consult with the Human Resources Consultancy Team before establishing a disciplinary hearing.

7.2 The disciplinary procedure should be conducted within the following timescales. ‘Days’ refers to working days. In exceptional circumstances, it may be necessary to amend these time limits with agreement by both parties within the limitation of any disciplinary sanction being imposed within one month of the discovery of the misconduct. This is the very latest time by which the disciplinary procedure must be completed.

Disciplinary Timescale (working days)


Timeframe (working days) Received/completed by:

The Dean of the SoE/ Head of the Centre appoints a Hearing Panel and notifies the employee(s) in writing that s/he may be required to attend a disciplinary hearing (subject to outcome of investigation). Known witnesses to be also notified of potential date.

Day 5

The Dean of the SoE/ Head of the Centre confirms if the Hearing is to proceed or not. If yes, the employee(s) are provided with details of the disciplinary charge and names of any witnesses who will be called by management. A copy of the investigation report and any witness statements / notes to be included.

Day 11

Employee contacts the Panel Chair to request any additional witnesses to be called at hearing on their behalf.

Day 12

Panel Chair to raise any objections to proposed witnesses

Day 13

Employee to be responsible for any additional statements to be produced by their witness

Day 13

Additional statements to be circulated

Day 14


Day 15

The Panel Chair notifies employee of outcome of disciplinary hearing in writing and informs employee of right to appeal.

Day 16

Employee signs disciplinary outcome letter and returns copy to the Panel Chair

Day 20

7.3 Where there is a charge of misconduct, the Hearing will consist of a panel, which may be the Head of the Centre of the employee. Where the charge could lead to dismissal (see 10.2) the Hearing will consist of a panel consisting of two managers normally including the Head of the Centre. On being advised of the panel membership the employee concerned or his/her companion must immediately make the Director of Human Resources aware if they perceive any conflict of interest arising from the selection of panel membership. The HR Director will consider the matter and amend panel membership if appropriate. The panel will be advised by HR Consultancy. The Head of the Centre will be responsible for taking notes of such hearings. These notes will form the basis of a formal record of the meeting (see 8.5).

7.4 The Panel Chair will advise the employee, in writing (providing the appropriate notice as specified in 7.2) that s/he is required to attend a disciplinary hearing at a specified place and time. The employee will be provided with the details of the complaint that has been made against him/her with sufficient information about the alleged misconduct and its possible consequences, to enable him/her to prepare to answer the case at a disciplinary hearing. The employee will be advised that s/he has the right to be accompanied at the hearing (as specified in 4) and will be provided with a copy of this policy and procedure. The employee must be given all relevant documentation gathered in relation to the alleged misconduct and names of any witnesses who will be called at the hearing to enable him/her to prepare.

7.5 The employee should inform the Head of the Centre in writing of the names of witnesses s/he would wish to call with brief reasons for each request, within the appropriate timescales (as specified in 7.2). The Panel Chair will decide on the witnesses to be called at the Hearing in consultation with the parties taking into account the information each witness can offer. The Head of the Centre will invite any required witnesses, providing a copy of this disciplinary policy and procedure. The witnesses will be asked to provide written statements if they have not already done so, as part of the investigation.

7.6 Where it is not practical for witnesses to attend, the Panel Chair may continue to proceed with the hearing if s/he is of the view that verbal evidence from the witnesses will not affect the consideration of the complaint.

7.7 If the employee wishes to present any additional documentation in response to the allegation, it must be presented to the Panel Chair (within the timescales specified in 7.2) in order that it can be distributed to all parties.

7.8 The employee and his/her companion must make every effort to attend the hearing. If his/her chosen companion cannot attend the hearing the employee may offer a reasonable alternative date which will allow the disciplinary procedure to be completed within one month of the discovery of the disciplinary offence. If the employee fails to attend for reasons outside of his/her control e.g. sickness, another suitable date may be proposed for the hearing. If on two occasions without good reason, an employee does not attend the disciplinary hearing, the hearing may proceed in his/her absence and a decision will be made on the evidence available. The employee will be informed that this will take place.

8. Disciplinary Hearing

8.1 The Panel Chair will ensure equal treatment of all hearing participants and ensure they have received copies of all relevant papers. The Panel Chair will ensure that all aspects of the case are considered and may seek further clarification of the written submissions from whomsoever they feel appropriate. The hearing may be adjourned if new facts emerge.

8.2 The employee shall attend throughout the hearing and may call witnesses (see section 7.3). The Panel Chair shall be empowered to call witnesses who have been identified to the employee prior to the hearing. Witnesses who are required to attend meetings under this procedure at times other than their normal working hours will be paid plain time, or given time off in lieu.

8.3 The order of the hearing will be as follows:

  • Introductions as appropriate
  • Panel Chair will explain the complaint/charges
  • The employee will set out his/her case and shall have the opportunity to ask questions and present his/her response to the charges
  • The Panel Chair shall have the opportunity to ask questions of the employee and any witnesses
  • The employee (or his/her chosen companion) shall have the opportunity to ask questions of the witnesses and raise points about information provided by the witnesses
  • The Panel shall have the opportunity to ask any final questions of the employee or any witnesses
  • The employee (or his/her chosen companion) shall have the opportunity to sum up his/her case
  • The  Panel Chair shall sum up the main points of the evidence put forward
  • If considered necessary by the Panel Chair, the meeting shall be adjourned to allow further investigation into the matters raised or to ask questions of any witnesses who were unable to attend the hearing.
  • The hearing should end with the Panel Chair asking the employee if they have anything further to say
  • The  Panel Chair should advise the employee when they might reasonably expect a response within the timescales of this procedure

8.4 A member of the Human Resources Division may be consulted during the hearing to give professional advice to the Panel Chair.

8.5 A note will be taken of all disciplinary hearings which will be typed as soon as possible after the hearing. The typed notes will always be made available to all parties in advance of an appeal hearing. The Parties should raise any factual inaccuracies of notes with the Panel Chair within five working days of receipt.

9 Decision

9.1 After the hearing, the Disciplinary Panel, having fully considered the circumstances of the case and conducting further checks where necessary i.e. where there are disputes over the facts, will decide whether or not a disciplinary sanction is justified. For a disciplinary sanction to be justified in a situation where the facts of the case have been in dispute and a full investigation has been conducted, there must be a reasonably held belief on the grounds of probability, that the employee committed the act in question.

9.2 The decision should be provided to the employee in writing with full reasoning for the decision within one working day after the hearing, and in any event, the decision will be provided no later than three working days after the hearing, in line with the Labour Code of Kazakhstan.

10 Levels of Disciplinary Action

10.1 Disciplinary action can range from an oral warning to dismissal. Levels of disciplinary action are as follows:

  1. A warning (Article 72.1(1), Labour Code of Kazakhstan) - will normally be issued if it is considered that the conduct of an employee has fallen below an acceptable standard and the member of staff has committed a minor offence.

    Where it is found that such a disciplinary offence has occurred the outcome will normally consist, in the first instance, of a warning, which will be recorded by the manager concerned. A warning will lapse 6 months after issue.

  2. A reprimand (Article 72.1(2), Labour Code of Kazakhstan) - will normally be issued if:

    o     there is no improvement in conduct about which the employee has previously been warned or
    o     another related instance has occurred during the currency of a previous warning or
    o     misconduct is confirmed and the conduct is of such seriousness that a warning is not appropriate.

    Where it is found that such a disciplinary offence has occurred a written reprimand will be given to the employee and a copy placed on his/her personal record within the Human Resources Division. A written warning will lapse 6 months after issue.

  3. Severe reprimand (Article 72.1(3), Labour Code of Kazakhstan) - will normally be issued if:

    o     A written reprimand has already been issued and another instance of misconduct has occurred while it is current or
    o     there is no improvement in the conduct about which the employee has previously been warned or
    o     the conduct is of such seriousness that Level 1 and 2 actions are not appropriate but would not justify a dismissal.

 Where it is found that such a disciplinary offence has occurred, a severe reprimand will be given to the employee and a copy placed on his/her personal record within the Human Resources Division. A severe reprimand will lapse 6 months after issue.

  1. Dismissal (Article 72.1(4), Labour Code of Kazakhstan) will normally occur if:
    • an allegation of gross misconduct or an alleged offence which led to suspension without pay (Article 50 offence) is found to be proven or
    • there is no improvement in the conduct within the currency of the severe reprimand or
    • another instance of misconduct has occurred during the currency of a severe reprimand
      Where a member of staff is dismissed; s/he will receive a written statement of the reasons for his/her dismissal, the date on which the employment contract will end, the appropriate period of notice or payment in lieu, payment of any outstanding annual leave and the right of appeal.

10.2 Some acts termed gross misconduct are so serious in themselves or have such serious consequences that they may call for a dismissal on the first offence. Any dismissal for gross misconduct will take immediate effect once the decision has been made and the employee will be entitled to no notice period regarding the termination of his/her employment. Below is a list of some examples of gross misconduct which may result in dismissal. This list is not exclusive or exhaustive.

      • serious or gross negligence resulting in unacceptable loss, damage or injury
      • intentional serious breach of UCL policy or regulations or improper conduct in relation to job responsibilities
      • theft, fraud or deliberate falsification of records or UCL and/or NU documents
      • assault or attempted assault of a physical or sexual nature
      •  malicious damage to UCL and/or NU property
      • deliberate refusal to comply with reasonable instructions or requests made by a line manager within the work place
      • a breach of health and safety rules which places a member of staff or others in danger
      • intentional misuse of confidential information
      • fraudulent misuse of the UCL's and/or NU's property or name
      • unauthorised entry to computer records or inappropriate use of UCL and/or NU data or computing equipment
      • intoxicated on duty (alcohol/drugs) or the consumption of intoxicating substances whilst on duty
      • absence from work without permission for more than three consecutive hours

10.3 Disciplinary action taken will normally be disregarded for disciplinary purposes after the warning has expired. The decision to dismiss will not be based on an expired warning but there may be occasions where the existence of such a warning will explain the reasoning behind a decision to dismiss e.g. where an employee's conduct is satisfactory throughout the period a warning is valid, but ceases to be satisfactory very soon thereafter.

10.4 Conviction or being charged with a criminal offence outside the workplace and normal working hours may be deemed as misconduct or gross misconduct depending on the nature of the offence, effect of the charge on the employee's suitability to do the job and his/her relationship with UCL/NU, colleagues, students and those external to UCL and/or NU and the sentence incurred.

See UCL's policy on the recruitment of staff with criminal convictions and the use of criminal record checks.

11 Notification of Outcome

Where disciplinary action is taken, the employee will be informed of the outcome in writing against his/her signature within 1 working day including:-

  1. The nature of the misconduct.
  2. The disciplinary sanction awarded including the level of any warning given.
  3. The reasons why the disciplinary action was taken.
  4. The consequences of any further failure to adhere to acceptable standards of conduct. In cases where a severe reprimand is given it should be made clear that further formal disciplinary action may result in dismissal.
  5. The provision of any support, counselling or corrective action that is required and if not immediate, the time within which improvement will be expected.
  6. The period given for improvement and the improvement expected.
  7. The time period within which the warning will be considered to have lapsed which shall not exceed six months.
  8. The fact that a record of warnings will be kept.
  9. The right of appeal, advising that this should be formally submitted in writing to the Director of Human Resources and the right to representation at any future appeal hearing.
  10. If the employee refuses to sign a copy of the disciplinary sanction letter acknowledging receipt this should be recorded on the copy and retained on file. The refusal does not invalidate the disciplinary sanction.

A severe reprimand will normally be accompanied by the withholding of incremental progression (where the employee is eligible for progression) for the period during which the warning is current, unless this is deemed inappropriate by the Head of the Centre or the Disciplinary Panel hearing the case. Incremental progression, where it is due, will resume on the 1st August following the date on which the warning ceases to be current.

12 Appeal Procedure

12.1Where an employee is notified that a disciplinary sanction has been awarded against him/her; s/he will also be notified of the right of appeal. Where an employee feels the decision taken against him/her is wrong or unjust, s/he may appeal against the decision. The following procedure should be followed for disciplinary appeals. In exceptional circumstances, it may be necessary to extend these time limits with agreement by both parties.

Disciplinary Appeal Procedure



Employee raises appeal in writing to Director of HR

No later than 5 working days after receiving the disciplinary hearing outcome in writing

Arrangements confirmed for appeal hearing

Arrangements confirmed within 10 working days of receipt of appeal letter or as soon as reasonably practicable

HR Director notifies employee of outcome of appeal hearing in writing

No later than 5 working days after the appeal hearing

12.2 An employee wishing to appeal against disciplinary action must submit notice of appeal to the Director of Human Resources in writing within five working days of receipt of the written confirmation of the disciplinary action, clearly stating the grounds for appeal. The disciplinary sanction imposed as a result of the original hearing will remain in force unless and until it is modified as a result of the appeal.

12.3 An Appeal Hearing may be a review of the disciplinary sanction or a re-hearing depending on the grounds of the appeal. The employee must be specific about the grounds of the appeal. These will effectively form the agenda for the hearing and determine the parties to be present at the appeal hearing. Appeals may be raised on any number of grounds, including;

  • the procedure: a failure to follow procedure,
  • the decision - the evidence did not support the conclusion reached,
  • the penalty - this was too severe given the circumstances of the case
  • inconsistency of the penalty, or
  • new evidence - which has genuinely come to light since the first hearing

12.4 The employee will be notified as soon as possible of the time, date and place of the appeal hearing. The employee will be advised that s/he may be accompanied by a companion (as specified in 4).

12.5 The Appeal will be heard by a senior member of staff (Appeal manager) who has not previously been involved in the case. The Appeal Manager will be appointed by the Director of Human Resources. A member of the HR Consultancy Team will provide professional HR advice to the Appeal Manager and the Head of the Centre will provide a note taker.

12.6 The Appeal Manager will explain the purpose of the meeting, how it will be conducted, and the action which may be taken by him/her as a result of the appeal hearing. The employee will be asked to explain the grounds for his/her appeal. The Appeal Manager shall have particular regard for any new evidence that has been introduced and shall allow the employee or his/her companion to comment on this. The Appeal Manager shall summarise the findings once all of the relevant issues have been thoroughly explored.

12.7 The meeting shall be adjourned to allow the Appeal Manager to consider the decision. The disciplinary hearing decision may be re-considered if it becomes apparent there was no sound basis for this. Where an appeal against disciplinary action is upheld, reference to the disciplinary sanction shall be expunged from the employee's record and the employee so notified. If the appeal is not upheld but the Appeal Manager considered the sanction to be inappropriate it may reduce the sanction or deem that it be operative for a shorter period. Where an appeal against dismissal is upheld, the employee shall be paid in full for the period from the date of dismissal and continuity of service will be maintained.

12.8 The result of the appeal will be notified to the employee orally within one day of the decision and in writing including reasons for the decision within five working days of the hearing.

12.9 The decision of the Appeal Manager is final. Notes of the appeal hearing will be made available on request.

13. Monitoring

13.1 This policy and procedure reflects the Labour Code of the Republic of Kazakhstan (2007) as amended.

13.2 Recourse to the formal disciplinary procedure will be monitored by the sex, age, ethnic origin and disability status of both the staff member subject to discipline and the manager undertaking the investigation. Such data will be discussed with UCL's recognised trade unions and reported to the Human Resources Policy Committee. This will allow UCL to examine whether certain groups may be disadvantaged by any aspects of its disciplinary policy.

HR Policy and Planning
August 2011

Updated June 2012
Updated January 2014

1 A trade union representative, who is not an employed official, must have been certified by the union as being competent to accompany or support a worker. Support may include teleconferencing, videoconferencing, Skype calls etc.