ࡱ> |}~S bjbj btitiY!!j!j!j!$!!!P!z"! ^.$*&4^&^&t&*+,P$hj!,n*@*",,!!^&t&ć2>2>2>, !^&!8^&2>,2>2>R!Y^&1t/t8Huڇ0 `$;YYj!m,,2>,,,,, >(,,, ,,,,,,,,,,,,,X : UCL Human resources UCL Staff Grievance Policy 1. Purpose 1.1 In any organisation members of staff will from time to time have concerns or complaints regarding their work, working relationships or the working environment. Most concerns are resolved informally through discussions within the department, division or faculty. If however an employee considers that their concerns have not been addressed adequately they may raise a formal grievance under the procedures outlined in this policy. 1.2 The policy aims to ensure that where problems are identified, they are dealt with promptly, fairly and consistently. 2. Scope 2.1 This policy applies to all current 911 employees based within the UK. Staff employed at overseas campuses should refer to the local country-specific policy. 2.2 If an employee raises a grievance prior to leaving UCL employment, an investigation, which may be a paper based review, will be conducted to the end of the stage started prior to the employee leaving UCL employment and a written response will be provided to the complainant. 2.3 Academic staff are also covered by the provisions laid out in HYPERLINK "http://www.ucl.ac.uk/academic-services/governance/documents/charter-and-statutes"Statute 18 of the Charter and Statutes. A grievance from an academic member of staff not resolved at the Formal Grievance stage of this policy may be referred in writing to the Provost with a copy to the Director of Human Resources and the Statute 18 procedure will apply. 2.4 This policy also covers the investigation of formal complaints of unacceptable behaviour such as Bullying, Harassment or Victimisation as outlined in HYPERLINK "/human-resources/prevention-bullying-harassment-and-sexual-misconduct-policy"UCLs Prevention of Bullying, Harassment and Sexual Misconduct Policy. 2.5 Disclosures in the public interest commonly referred to as whistleblowing should be raised through UCL's HYPERLINK "/human-resources/public-interest-disclosure"Public Interest Disclosure policy. 2.6 In circumstances where a grievance applies to more than one employee and where one of UCL's recognised trade unions represents at least one of those employees, it may be appropriate for the matter to be dealt with through a collective grievance raised by the union (with the consent of the staff) using this procedure. Complaints involving Students 2.7 Formal complaints by current employees involving allegations against a student should be referred in writing to the Student Mediator in accordance with the HYPERLINK "/academic-manual/chapters/chapter-6-student-casework-framework"Disciplinary Code and Procedure in Respect of Students. 2.8 Students may wish to refer any concerns through UCLs Student Mediator who is charged with the responsibility for advising and assisting UCL students with the resolution of complaints, involving staff or other students or services of UCL and which the student has been unable to resolve through their academic department or faculty. 2.9 Where mediation is not successful or appropriate, students should be referred through UCLs  HYPERLINK "/academic-manual/chapters/chapter-6-student-casework-framework" Student Grievance Procedure. For matters relating to harassment or bullying students should be referred to the HYPERLINK "/academic-manual/chapters/chapter-6-student-casework-framework"Policy on Harassment and Bullying (Students). 3. Definitions 3.1 In this policy "complainant" refers to the employee with a grievance and "respondent" refers to the employee against whom the grievance has been raised. The term "parties" refers to the complainant and the respondent. 3.2 In this policy "employees" are people who work for UCL under a contract of employment. 3.3 Any reference to Head of Department or Director of Employee Relations and Policy, also includes anyone deputed by them. References to departments also relate to areas of Professional Services, etc. 4. Policy Principles 4.1 Confidentiality: All procedures and documents relating to a grievance should be treated confidentially and information will only be shared with those who have a genuine need to receive it. 4.2 Mediation: UCL offers a HYPERLINK "/human-resources/policies-advice/advice-people-management-issues/ucl-mediation-service"mediation service, which is intended to be a fair and impartial method for the resolution of conflicts and disputes. Mediation assists to clarify the issues involved in the case and explore options for resolution. The process is voluntary and confidential, and neither party is under an obligation to accept proposed options. It can be especially beneficial in problems associated with working relationships. Mediation can be used at any stage of the grievance process: the Grievance procedure will be suspended pending the outcome of the mediation and may be withdrawn if the mediation is successful. 4.3 Employees should, wherever possible, try and resolve complaints and concerns using an informal approach before making a formal complaint. Mediation should therefore be considered as a means of resolving differences at an early stage. Whilst there are many benefits to mediation, it is acknowledged that not all circumstances are appropriate for mediation. This may include, but may not be limited to, where a decision about right or wrong is needed, e.g. where there is possible criminal activity; an individual wants a discrimination or harassment case investigated; one party is particularly vulnerable; or the parties do not have the power to resolve an issue. If either party refuses to consider mediation this will be noted at any later formal stage and reasons given. 4.4 Time Limits: Grievances should be addressed promptly. Time limits within the procedure should be adhered to wherever possible. All references to working days are pro-rated for part-time employees. 4.5 Representation: An employee has the right to be accompanied by a companion who is a work colleague, trade union representativeHYPERLINK \l "f1"1 or an official employed by a trade union, at every formal stage of the procedure. 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 their chosen companion prior to a meeting. 4.6 Grievance and Disciplinary Action: Any concerns that an employee has regarding disciplinary action being taken against them should be raised in response to the disciplinary action (see UCLs HYPERLINK "/human-resources/disciplinary-procedure"Disciplinary Policy) and will normally be considered within that procedure. 4.7 Where a grievance has been raised prior to the date of an incident or an allegation that is to be investigated under the Disciplinary Policy the grievance will normally be held first. There may be exceptions to this if the disciplinary allegation is of a sufficiently serious nature to warrant dismissal or a risk around matters such as health and safety. 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. Two or more grievances raised which relate to each other may be dealt with together. 4.8 An employee who makes a complaint in good faith will not suffer any detriment even if the grievance is not substantiated. Where an employee raises a grievance that is frivolous or vexatious or any person involved gives deliberately misleading statements, they may be subject to disciplinary action. 5. Stages Informal Resolution Stage 5.1 An employee is expected in the first instance to raise a matter of concern informally with their line manager. This should be raised within 3 months of any alleged incident. If the individual feels it would be inappropriate to raise the matter with their immediate manager as it is relates to their behaviour, they should raise the concern with the Head of DepartmentHYPERLINK \l "a2"2. Individuals who consider that they are experiencing harassment, bullying or victimisation should additionally refer to the HYPERLINK "/human-resources/prevention-bullying-harassment-and-sexual-misconduct-policy"UCL Prevention of Bullying, Harassment and Sexual Misconduct policy. In some serious cases of harassment, bullying or victimisation it may be necessary to escalate to a formal hearing (see Appendix A) for investigation, and a change in line management and/or working location may be necessary to facilitate this. 5.2 The manager and the employee should make every effort to resolve the matter of concern at this stage. After an issue has been raised by the employee, the manager should advise the employee within five working days of the action they consider appropriate to address the matter. Any proposed informal actions will be confirmed in writing, including any deadlines for appeal by making a formal complaint (see Appendix A, 2.1). 5.3 In some circumstances it may be appropriate for the line manager to hold an individual case conference as an alternative means of early dispute resolution. The purpose of the conference will be to bring together the parties, the line manager, a representative from HR, and a workplace colleague or trade union representative to explore how the grievance may be resolved. 5.4 Both parties should consider mediation as a means to aid resolution if informal attempts to address the concern are unsuccessful and where it is appropriate to do so (see para 4.3). If one party is prepared to enter mediation and the other party does not, this will be noted at the Formal Grievance stage. (For more information about HYPERLINK "/human-resources/policies-advice/advice-people-management-issues/ucl-mediation-service"mediation and how to access it, please contact HR) Formal Grievance Stage 5.5 If an employee is not satisfied that their complaint has been resolved by informal resolution they may raise a formal grievance. The procedure for raising and hearing a formal grievance is outlined at HYPERLINK \l "AppA"Appendix A and is also shown in the flow-chart at HYPERLINK \l "flow"Appendix B. 6. Appeals 6.1 If the complainant is not satisfied with the outcome of the grievance hearing they have the right of appeal. The Appeals procedure can be found at HYPERLINK \l "App"Appendix C. 7. Monitoring and Review 7.1 UCL monitors formal grievances by the sex, ethnic origin, age and disability status of both complainants and respondents in order to generate data that will enable UCL to examine whether certain groups may be disadvantaged by any aspects of its employment policies or practices. Such data will be shared with UCL's recognised trade unions and reported to the Human Resources Policy Committee for its consideration. 7.2 This policy will be amended only following consultation with UCL's recognised trade unions. HR Employment Policy November 2019 Footnotes: 1A trade union representative, who is not an employed official, must have been certified by the union as being competent to accompany a worker 2Or the next management level if the Grievance is against a Head of Department or Dean/Vice-Provost. Grievances against the Provost should be referred to the Chair of Council. Appendix A: Formal Grievance Procedure This appendix outlines the procedure for managing a formal grievance complaint. Accountability for responding to formal grievances lies with the Head of Department, or other appropriate senior manager. Heads of Department should seek advice from HR at all stages of the formal process. Timescales 1.3 A timeframe over which the procedure should run is set out below. This timeframe is indicative and in certain circumstances it may be necessary to extend the time limits outlined. Where it is not possible for one party to meet the particular time limit they are responsible for advising the other party/ies of a revised estimated timeframe. Timeframes should be adjusted on a pro-rata basis for employees that are not full-time. ProcessTimeframeEmployee raises formal grievance in writing to Head of Department (HoD).As soon as possible and normally within 5 working days of informal grievance outcome. Written acknowledgement of Grievance by HoD. Copy provided to Director of Employee Relations and Policy.As soon as possible and normally within 5 working days of receipt of formal grievanceRespondent notified of Grievance in writing by HoD and provided with a copy of the grievance and any supporting papers. Date set for response to any allegations (usually within five working days or within a period specified by the Director of Employee Relations and Policy, depending on the nature of the complaint). As soon as possible and normally within 5 working days of receipt of formal grievance Hearing established (see paras 2.5 2.11 of this appendix). Complainant and respondent notified of hearing date.Date advised within 10 working days of receipt of formal grievance Complainant and respondent write to HR to request witnesses to be called to hearing (see para. 2.8). Complainant and respondent organise their own witnesses' statements.As soon as possible and no later than 8 working days before the date of the hearingAll written submissions to HR. As soon as possible but no later than 7 working days before the hearing or in line with deadline agreed by all partiesAll parties involved in the hearing to be provided copies of all written submissions received by the Hearing panelNo later than 5 working days before the date of the hearing or in line with deadline agreed by all partiesHearing Panel decision to HoD, copied to Director of Employee Relations and PolicyHoD notifies complainant of outcome of grievance hearing in writing and informs them of right to appeal.Within 5 working days of the decision being made Procedure 2.1 If an employee has not been able to resolve a grievance informally, they may raise a grievance formally in writing to the Head of DepartmentHYPERLINK \l "f2"1 using the HYPERLINK \l "submission"template form at Appendix A within five working days of the outcome of the informal grievance, or unsuccessful conclusion of the mediation process. Where the outcome requires a review period to test if the matter is resolved (e.g. where complaints concern harassment or bullying behaviour, or training is required), a review meeting should be convened and this fact will be stated in the letter. If the matter is not resolved and the employee wishes to escalate their grievance they should do so within five working days of the review meeting. This written statement should clearly set out the outstanding matter of concern focusing on the facts of the case, with references (where possible) to dates, times and places and the desired outcome or remedy sought. The statement should also outline what attempts have been taken to resolve the issue and why they have proved unsuccessful. If relevant the names of any witness(es) to the incident(s) should also be included. Witnesses can request anonymity and this may be granted if appropriate, but this is not encouraged in the interests of openness and 'natural justice'. 2.2 The Head of DepartmentHYPERLINK \l "f2"1 should provide written acknowledgement to the complainant within five working days of receipt of the formal grievance and provide a copy to HR. Respondent(s) should also be advised in writing by being provided with a copy of the Grievance and any supporting papers within five working days of receipt of the formal grievance. 2.3 Depending on the circumstances, it may be necessary for an investigation to be undertaken before a formal Grievance Hearing is arranged and this will normally include discussing details of the complaint with other employees and the respondent. This may simply be the line manager investigating the facts of the case or it may require a different manager to be appointed to ascertain the facts. The Head of Department will determine who will investigate. A draft template for an HYPERLINK \l "report"Investigation Report is attached to this Appendix. 2.4 The employee may also be asked to provide additional information about their grievance. In certain circumstances while the formal complaint is under investigation, an alternative work location and/or change of line manager for the complainant will be considered where requested. 2.5 The written report will be accepted as evidence. The Investigating Manager may be asked to attend the Hearing and present the details of their investigation, dependent on the complexity of the case and whether the facts are in dispute. 2.6 Employees should be as precise and explicit as possible about details of the times, dates and places that incidents took place and the names of any witnesses during the investigation. Establishing the Hearing 2.7 Once any preliminary investigation has been completed the grievance procedure should be conducted in line with the timescales and process outlined at para 1.2 of this HYPERLINK \l "AppA"Appendix. 2.8 The Head of DepartmentHYPERLINK \l "f2"1, in discussion with HRHYPERLINK \l "f3"2, will appoint a trained three person panelHYPERLINK \l "f4"3 who have not previously been involved in the case to hear the grievance. The panel will comprise one manager, one trade union representative and a senior member of staff who will chair the proceedings. Where it is not possible to convene a panel with this composition within a reasonable timeframe a panel of three trained staff will be convened by HR in consultation with the relevant Head of Department. If either party has objections to the panel members they should raise these with the Head of DepartmentHYPERLINK \l "f2"1 who will consider the matter and review if appropriate. If a complaint has been raised because an individual considers they are experiencing discrimination, harassment, bullying or victimisation, particular care will be given to ensuring the panel reflects a diverse profile, wherever possible. 2.9 A member of HR will support the hearing throughout the Grievance and provide professional advice. HR will also provide a note taker responsible for taking notes of the hearings. 2.10 Before the hearing takes place the complainant and the respondents should be: given in writing by HR, a minimum of ten working days advance notice of the date, time and location of the hearing; at the same time advised of their rights to be accompanied at the hearing by a companion (as outlined in paragraph 4.5 of this policy). Where a chosen companion is not available on a date scheduled for a formal hearing the complainant may request a postponement but must propose a suitable alternative date which is reasonable and within five working days of the original date; provided by HR, the names of any witnesses, written copies of any evidence or written submissions gathered in relation to the grievance not less than five working days in advance of the hearing or in line with a deadline agreed by both parties. 2.11 The parties should inform HR in writing of the names of any witnesses they would like to call with brief reasons for each request at least eight working days in advance of the hearing. Each party is responsible for the provision of any written statements or documentary evidence which has not already been provided as part of the Grievance. These should be submitted to HR at least seven working days in advance of the hearing unless agreed otherwise by both parties. Employees are advised that in order to aid the panel written submissions should be focused, relevant and sufficiently concise to ensure that the key points to be addressed are clearly identifiable. 2.12 HR will notify any requested witnesses of the date/venue of the Hearing and provide a copy of this grievance policy and procedure. The panel, through the Chair, is entitled to query the purpose of any witness being called and has the right to limit the number of witnesses called, where they reasonably believe there will be no additional value or insight added by their presence. Individuals required as witnesses are generally expected to attend the hearing but have the choice of not doing so if they wish. Witnesses are protected by law against victimisation should they wish to attend a hearing and support a colleague. 2.13 All information submitted to the panel prior to the hearing must be in writing, signed and dated and provided to all parties involved in the hearing. Written information not provided to the hearing within the timescales specified will not usually be admitted. Hearing 2.14 Unless the Panel Chair decides that there are particular reasons why it would not be appropriate, both the complainant and respondent(s) should be present throughout the hearingHYPERLINK \l "f6"4. 2.15 The parties may be accompanied by a companion. The companion can 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 however, have the right to answer questions on the employee's behalf, address the hearing if the employee does not wish it, or prevent the employee from explaining their case. 2.16 The Panel Chair must ensure equal treatment of all parties and that all aspects of the Grievance are investigated. They should show the appropriate level of sensitivity to participants particularly in the investigation of complaints about discrimination, harassment, bullying or victimisation. The Panel Chair may seek further clarification of the written submissions from any parties they feel are necessary or call any person to the hearing they feel is appropriate to clarify facts. They may adjourn the hearing for further investigation at any time they think appropriate. 2.17 After introductions, the complainant (or their companion) will have the opportunity to outline the Grievance and state how they would like it to be resolved. They may also present any witnesses. Witnesses will only be present whilst they give their evidence and for any further questions. The respondent will then have the opportunity to respond to the Grievance. Both parties will have the right to question witnesses and raise any relevant issues they wish to be considered. The Panel will be able to question all parties and will decide whether questions from either party should be directed through the Chair. A HYPERLINK \l "AppB"procedure for the hearing is attached to this Appendix. Decision and Outcome 2.18 After the hearing, and having undertaken any further investigation necessary the Panel will decide the outcome of the Grievance, including whether all or part of the complaint was upheld, and recommend what action, if any, needs to be taken. Decisions should be made on the test of balance of probabilities5. 2.19 A report outlining the decision should be sent to the Head of Department and the Director of Employee Relations and Policy. This report should include reasons for the decision and any recommendations required for the redress of the Grievance. 2.20 The complainant should be advised of the outcome in writing by the Head of Department within five working days of the decision being made. The notification should outline the nature of the Grievance, the decision made, reasons for the decision and actions required for the redress of the Grievance. A copy should also be sent to the respondent. The complainant will also be advised of their right to appeal against the decision. Footnotes: 1 Or the next management level if the Grievance is against a Head of Department or Dean/Vice-Provost. Grievances against the Provost should be referred to the Chair of Council. 2 In cases involving a member of the Human Resources Division, the procedure will be overseen by the Vice-Provost (Operations). 3 Staff participating will attend training on their roles. 4 The most likely circumstances this will be inappropriate is if an employee is making a formal complaint of harassment or bullying against the respondent. In such cases, it will not be possible for the complainant and respondent to cross-examine each other. 5 Alegal standardthat means that a panel can make a decision if they consider that, on the evidence presented, it is'more probable than not'that the facts occurred.This is a lesser test than that required in criminal cases of proving evidence beyond reasonable doubt Formal Grievance Submission This template submission form is for guidance purposes only and may be changed to reflect the individual circumstances/needs of a case. Please submit this form to your Head of Department, or other senior manager if your Head of Department is the subject of your grievance. This should be submitted within 5 working days of the outcome of your informal grievance. Complainants name Complainants departmentComplainants job titleSubject(s) of your grievanceIs this your line manager?Yes / NoDetail of the concern or complaintThis should include: The facts of the case, with references (where possible) to dates, times and places and brief evidence to support You should keep your information succinct as this lends clarity to the matters to be addressed (max two sides of A4). Further relevant information can be sought as part of any investigation WitnessesPlease state the names of any witnesses to incidents or concerns and what aspects of your grievance they can comment on Informal resolutionPlease state what steps you have taken to resolve your grievance informally, including mediation, and why the concern remains unresolved. ResolutionPlease state what remedy or resolution you are seeking Declaration: I confirm the above statements are true to the best of my knowledge, belief and informationSigned: Date:Print name: Contact details: email: phone:  Confidential Investigation Report This template report format is for guidance purposes only and may be changed to reflect the individual circumstances/needs of a case. Department: Allegation/Issue Type of Investigation e.g. Disciplinary/Grievance etcName/Post of employee(s) subject to investigationName of complainant (if appropriate)Investigator (s) HR contact BackgroundThis may cover: How did the issue come to light? Have any other actions been taken prior to the investigation? Remit Of The InvestigationThis may cover: What specific allegations/concerns (by bullet points) were investigated? Investigation ProcessThis may cover: A brief description of method(s) used to gather information A record of what interviews/statements were undertaken and documents reviewed WitnessesList of witnesses interviewed FindingsThis should cover: A summary of findings and observations for each specific allegation/issue of concern investigated, cross-referencing any documentation where needed ConclusionsThis may cover: For each concern/allegation investigated an overall opinion based on the balance of probabilities on whether there is evidence to support allegations made Recommendations on whether further actions under the relevant employment procedure should be taken AppendicesThese should be attached and may include witness statements, investigatory interview notes, chronology of events etc. Signed by Investigating OfficerDate Procedure for Grievance Hearing The order of the hearing should be as follows: Panel Chair introduces those present; The complainant* (or theii companion) states the Grievance, presents any witnesses and states how they would like the issue resolved; witnesses will only be present to give their evidence and subsequent questioning The Panel and then the respondent (or their chosen companion) have the opportunity to ask questions of the complainant and any witnesses and raise points about information provided by them; The respondent* (or their companion) will have the opportunity to respond to the complaint and present any witnesses; witnesses will only be present to give their evidence and subsequent questioning The Panel** will have the opportunity to ask questions of the respondent and any witnesses; The respondent (or their companion) and then the complainant have the opportunity to make any final comments; Panel Chair summarises the key points and advises both parties of when they might reasonably expect a decision. * In cases of alleged harassment or bullying the panel may choose to interview the complainant and respondent when the other party is not present. Where such adjustments are put in place, additional time must be allowed to ensure full information is relayed to either party to ensure they can fully and fairly respond. **If the Panel Chair believes that further investigation of points raised at the meeting is needed before the meeting can proceed or a decision can be made, they can adjourn the meeting to allow this to take place and if required re-convene the hearing at a later date. Appendix B: Grievance Procedure Flowchart Appendix C: Appeals Procedure 1.1. Appeals must be submitted in writing to the Director of Employee Relations and Policy, no later than five working days after receipt of the decision in writing. 1.2 Appeal hearings may be a review of the decision made at the Grievance Hearing or a re-hearing. Employees must be specific about the grounds of the appeal as these will form the agenda for the Appeal Hearing and may determine who should be present. If an appeal is submitted on the basis of seeking a re-hearing this must be clearly stated. Appeals may be raised on any grounds including: procedure - a failure to follow procedure at the Grievance hearing; the decision - the evidence did not support the conclusion reached; any proposed action - was inappropriate given the circumstances of the case; new evidence - which has come to light and was not available at the Grievance hearing. The complainant should also outline the remedy or outcome sought. 1.3 The Appeal will be heard by a panel comprising three trained members of staffHYPERLINK \l "a1"1 who will not previously have been involved in the case. This panel will be appointed by the Director of Employee Relations and Policy and will include one trade union representativeHYPERLINK \l "a2"2 a senior manager, and a Chair, who is more senior to the Chair of the original panel. Where it is not possible to convene a panel with this composition within a reasonable timeframe a panel of three trained staff will be convened by HR in consultation with the relevant Dean or Vice-Provost. The panel will be advised by an HR representative and HR will provide a note taker. 1.4 Appeal arrangements should be confirmed as soon as reasonably practicable after receipt of the appeal. The complainant should be given a minimum of ten working days advance notice of the time, date and place of the appeal hearing once it is scheduled. They will also be advised that they are entitled to be accompanied by a companion. The complainant should notify the Appeal Chair of any new witnesses they wish to appear at the Appeal hearing at least eight working days before the hearing date. Appeal Hearing Procedure 1.5 At the Appeal Hearing the Chair of the appeal panel will explain the purpose of the meeting, how it will be conducted, and the action which may be taken as a result of the hearing. Depending on the circumstances, the Hearing Manager/Panel Chair who heard the formal grievance may be requested to attend in order to outline the reasoning behind their original decision. 1.6 The employee (or their companion) will be asked to explain their grounds of appeal including any new evidence they may wish to introduce. In the event of new witnesses being presented all parties will have the opportunity to question them. At the end of the hearing the employee (or their companion) should have the opportunity to summarise the case. Decision 1.7 A decision on the appeal should be made in a prompt manner, having given due consideration to all the evidence presented and conducted any further investigations required. 1.8 The result of the appeal will normally be notified to the complainant in writing by the Director of Employee Relations and Policy, no later than five working days after the decision is made. The notification should outline the decision made, reasons for the decision and if appropriate actions required for the redress of the Grievance. A copy should also be sent to the respondent(s) against whom the grievance was raised. The Director of Employee Relations and Policy will, where appropriate forward the report to the relevant senior manager/Head of Department for action. 1.9 The decision of the Appeal panel is final, however staff covered by Statute 18 may refer the Grievance to the Provost. Footnotes: 1 Staff participating will attend joint training on their roles. 2 The Trade Union representative(s) should not be from a Trade Union representing either party. The selection of the Trade Union representative(s) will be discussed between HR and the relevant Branch Secretary to consider who is available.     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Oh+'0 ,8 X d p | UCL Council 4 October 2011ucyctmp Normal.dotmRobertson, Barbara3Microsoft Office Word@G@G@̹t/@}t/0o ՜.+,D՜.+,H hp|  UCLBo UCL Council 4 October 2011 Title  8@ _PID_HLINKSA@ a2Qa2a1Na1KAppBf6Hf6f2Ef2f4Bf4f3?f3f2<f29AppAp~6reportf23f2dl0 submissionf2-f2ap*App 'flow$AppA%f!lhttps://www.ucl.ac.uk/human-resources/policies-advice/advice-people-management-issues/ucl-mediation-serviceTbhttps://www.ucl.ac.uk/human-resources/prevention-bullying-harassment-and-sexual-misconduct-policya2a2VV=https://www.ucl.ac.uk/human-resources/disciplinary-proceduref1f1%flhttps://www.ucl.ac.uk/human-resources/policies-advice/advice-people-management-issues/ucl-mediation-service,qThttps://www.ucl.ac.uk/academic-manual/chapters/chapter-6-student-casework-framework,q Thttps://www.ucl.ac.uk/academic-manual/chapters/chapter-6-student-casework-framework,q Thttps://www.ucl.ac.uk/academic-manual/chapters/chapter-6-student-casework-frameworkD Ahttps://www.ucl.ac.uk/human-resources/public-interest-disclosureTbhttps://www.ucl.ac.uk/human-resources/prevention-bullying-harassment-and-sexual-misconduct-policyHQhttp://www.ucl.ac.uk/academic-services/governance/documents/charter-and-statutes  !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijkmnopqrsuvwxyz{Root Entry Ft/@Data )1Table$BWordDocument bSummaryInformation(lDocumentSummaryInformation8tMsoDataStoret/1t/0XJHK420OZA==2t/1t/Item  PropertiesUCompObj r   F Microsoft Word 97-2003 Document MSWordDocWord.Document.89q