Human Resources - Attendance management protocol (L180)

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1.0 Summary of changes

1.1 The following amendments have been made to this protocol in August 2026:

Section 3.4.5 - Business Services letter to GP
Section 3.5 - Reporting sickness absence
Section 3.6.1 - Referrals to Occupational Health
Section 3.8 - Line management contact during sickness
Section 3.12 - Annual leave and short term absence
Section 3.18.3 - Recuperative duties
Section 3.21.2 - Absence causing concern
Section 3.23.2 - Management intervention
Section 3.24.1 - Formal action
Section 3.30.4 - Force Attendance and Wellbeing Management Group
Section 4.0 & 9.0 - EIA updated

2.0 About this protocol

2.1 This protocol provides guidance and information on attendance management for police officers and staff. It will apply equally to all members of both Essex Police and Kent Police forces and covers the responsibilities of members of staff, line managers, HR professionals, Occupational Health and the strategic management groups.

2.2 All sickness absence will be treated as genuine unless there is clear evidence to the contrary. In such circumstances the Professional Standards, PIU or HR departments should be consulted for support and advice.

2.3 The aim of this protocol is to effectively manage the welfare needs of individuals who are absent from work due to ill health or injury, in balance with the organisational needs of the force.

2.4 An integral part of the protocol demonstrates Essex Police and Kent Police’s responsibilities and duty of care for our colleagues and the need to provide appropriate levels of support to every member of staff.

2.5 Any reference to pay in this protocol refers to salary and any pay during absence is occupational sick pay, as distinct from statutory sick pay.

2.6 Throughout this policy, any reference to manager includes a person acting on their behalf.

Compliance with this protocol and any governing policy is mandatory. This protocol is not, nor is it intended to be, contractual.

3.0 Detail the protocol

3.1 Confidentiality

3.1.1 All information about an individual’s absence from work due to sickness or injury is confidential and must be treated with sensitivity.

3.1.2 Records of absence and related documentary material will be stored securely, and access will be restricted only to those with a responsibility for managing, assisting others in managing or recording sickness absence.

3.1.3 In compliance with the Human Rights Act (1998) and the UK General Data Protection Regulation (UK GDPR), LPA/divisional commanders and heads of department must ensure that the absence management information used by their department is the least intrusive option available to provide the information required for the purposes of managing and monitoring absence due to sickness or injury.

3.1.4 Any monitoring or management system used by Essex Police and Kent Police must be secure and only accessible to those with a legitimate reason to do so.

3.1.5 Everyone involved in the management or monitoring of sickness absence has a responsibility to maintain the confidentiality of the information that they are processing.

3.1.6 Commanders/heads of departments must ensure that this protocol is made available to everyone, and that those involved in managing or monitoring sickness absence are aware of their responsibilities and that they must comply with the protocol.

3.2 Managing attendance

3.2.1 In managing absence, we are maintaining a healthy work environment to ensure that absence levels are kept low, and productivity and cost efficiency kept high. Managing attendance is essential management practice.

3.2.2 Managing attendance means:

providing the right level of support to meet the needs of the individual
keeping accurate absence records to enable line managers to take the right kind of action at the right time
helping and supporting individuals to return to full duties in good health at the earliest opportunity to support operational delivery
everyone plays a part in keeping absence to an acceptable level; this includes all officers and members of staff who must manage their own level of absenteeism.

3.3 Sickness absence

3.3.1 There are three categories for the recording of sickness absence;

part day – where an individual becomes absent during a working day, they must record the actual hours worked for the period in the workplace via SAP ESS and advise the Business Services they are retiring from duty. The Self-Service Part-Day absence suite is available on SAP. The absence will not be counted for the purposes of attendance management unless they remain unfit for work beyond that day.
short term – up to and including 27 consecutive calendar days. Absence in excess of seven consecutive days will require a Statement of Fitness to Work (Fit Note).
long term – any consecutive period of absence lasting 28 calendar days or more.

3.4 Individuals

3.4.1 Individuals have a responsibility to:

keep themselves fit and healthy and keep their absence to a minimum
support appropriate management initiatives taken on their behalf
report absence in accordance with this protocol
return to work from sickness absence as early as possible and in line with medical advice
remain contactable during absence and keep in contact with managers
notify their line manager of changes in circumstances
provide Fit Notes as required
notify their line manager and the Business Centre of return-to-work details, when known.

3.4.2 Line managers

3.4.2.1 Line managers are responsible for:

the day-to-day management, support and wellbeing of their officers and staff
managing staff/officer sickness absence
maintaining regular contact with officers and staff during absence
conduct thorough and timely return to work interviews, complete health and safety risk assessment where appropriate, give full consideration to any identifiable disabilities linked to any reasonable adjustments and be cognisant of medical advice from health professionals
monitoring attendance, including the accurate management of information
providing support and assistance
addressingcauses for concern in attendance in line with procedures for police staff and police officers (see paragraph 9.0)
promoting the health and safety of their officers and staff, ensuring it is reflected in day-to-day working practices
ensuring officers and staff are aware of this protocol, the standards required and procedures to be adopted, as well as Occupational Health services available to them.
identifying any trends or patterns to an individuals absense

3.4.3 HR department

3.4.3.1 HR advisers/HR business partners/Performance Improvement Unit (PIU) advisers are responsible for:

Providing advice and guidance to line managers to ensure the consistent application of attendance management principles in accordance with relevant legislation and protocols as to ensure consistent support for the individual including advice relating to AWMGs and supporting line managers in the application of the protocols.

3.4.4 Occupational Health

3.4.4.1 Occupational Health staff are responsible for:

supporting the aims of this protocol by providing advice, guidance and support to individuals and management in order to fulfil their responsibilities.

3.4.5 Business Services

Dependent on the length of service of the individual (Police Staff), Business Services will send a letter to the individual setting out their pay vulnerability dates. The covering email that is sent to line managers at this point will set out requirements for supportive interventions to be put in place.
Where an individual in Essex submits a Fit note related to a psychological absence, Business Services will write to the GP setting out support provision provided by Essex Police. This letter will set out the name and DOB of the individual in order for the GP to align to the health record. The purpose of this letter is to ensure an individual’s GP is aware of the support available to enable a return to work including recuperative duties, Counselling and Wellbeing Services, Physiotherapy and Occupational Health. No personal health information is provided in this letter. A copy of the letter template can be viewed on the Healthy You website.

3.5 Reporting sickness absence

3.5.1 Essex officers and staff

3.5.1.1 To report a full day, (or period of days) sickness Essex Police Officers and Staff must speak with their first line manager/supervisor.

3.5.1.2 If it is not possible to speak with the first line manager/supervisor:

i) Individuals must instead speak with the appropriate Duty Manager.
or
ii) For individuals who don’t fall under the responsibility of the Duty Manager an appropriate alternative manager/supervisor within their command structure.

3.5.2.3 If contact as per 3.5.1.1 and 3.5.1.2 has been unsuccessfully exhausted, individuals must call Business Services on 01245 452833. This is a last resort.

3.5.1.4 During the initial conversation, managers must determine:

Reason for absence
Date of first day of absence
Estimated duration of absence
Whether the absence is linked to a current or previous injury on duty.

3.5.1.5 Where appropriate, during the initial conversation, the manager must explore any alternatives to sickness absence through reasonable adjustments.

3.5.1.6 For psychological related absence, managers must immediately make an OH referral.

3.5.1.7 Managers must record the sickness information using the Manager Self Service (MSS) sickness reporting function on SAP Fiori. (If a covering manager does not have MSS access and is unable to update the details onto the system, they must contact Business Services on 01245 452833 to record the sickness data.)

3.5.1.8 Part Day absence reporting when an individual has to retire sick from duty should be reported via the employee self-service ‘Report my Sickness’ function as per section 3.3.1 of this policy.

3.5.2 Kent officers and staff

All officers and staff who are unable to report for work due to being unwell must report absent on SAP Fiori via the ‘Report My Sickness’ tile or contact the Business Centre at the earliest opportunity.

3.5.2.1 Business Centre: 01245 452833 or Ext: 833

3.5.2.2 Individuals are to provide the Business Centre with the following information:

Reason for absence;
Date of first day of absence;
Estimated duration of absence;
Whether the absence is linked to a current or previous injury on duty; where this is a current injury on duty, the individual or their manager must complete a Health and Safety Incident form on SAP ESS
Line managers details.

3.5.2.3. Where appropriate, consider a second point of contact approved by the individual as they may not be able to talk on the phone/ be hospitalised/on strong medication.

3.5.2.4 Your manager will be advised of your absence at the point of contacting the business centre, however, best practice is for officers and staff to contact their line manager (or their immediate supervisor for the day of reporting absent if different) and notify them of their absence to support the delivery of the business.

3.6 Referral to Occupational Health

3.6.1 Line managers will consider referring the individual to Occupational Health where appropriate and must refer an individual where the absence is:

Psychological; (managers must, in so far as is practicable, make an immediate Occupational Health referral – if additional counselling/support is required then this can be sought immediately via self-referral either via the Employee Assistance Programme (EAP) or to Counselling & Wellbeing); but this does not negate the need for a management referral to OH
Musculoskeletal; (at 7 days of absence, however if post-operative may be delayed or may not be required depending on circumstances);
Related to an injury on duty (immediately following report of absence);
An on-going medical condition (immediately following report of absence);
Frequent short-term absence (immediately following report of absence);
Continuing or likely to continue more than 28 days.

3.6.2 A referral to Occupational Health, is designed to ensure the individual receives all the relevant support as soon as possible. The medical professional will determine an appropriate timing for the appointment to take place, dependant on the individual circumstances. Specific management questions can be posed to Occupational Health in the referral. Advice and guidance on this can be sought from HR or PIU to support the line manager in this.

3.6.2.1 In referring an individual to Occupational Health, the individual does not need to consent to the referral, however the line manager is required to discuss the referral with the individual. The contents of the referral form are disclosable to the individual.

3.6.2.2 Officers and staff are reminded that appointments with an Occupational Health Adviser (OHA)/Force Medical Adviser (FMA) are mandatory duty commitments.

3.6.2.3 As described at 3.6.2.2 above appointments are a mandatory duty, failure of an officer or a member of police staff to attend an Occupational Health appointment without good reason and/or failure to maintain contact with representatives of the force whilst on sick leave may result in the loss of contractual sick pay.

3.6.2.4 For police officers, consideration may be given as to whether the failure to attend an appointment may be a misconduct matter.

3.6.2.5 Information, guidance and support can be found on the Welcome to Healthy You – The Home of Health and Wellbeing Services (sharepoint.com) pages including full details of the internal services provided by Occupational Health, Counselling and Wellbeing and Physiotherapy.

3.7 Reasonable Adjustments (Workplace Adjustments)

3.7.1 The Equality Act 2010 defines that a disability is “a physical or mental impairment which has a substantial and long-term adverse effect on a person’s ability to carry out normal day to day activities”. Long term is defined as has lasted at least 12 months, or is expected to last at least 12 months, or is going to last for the rest of the natural life of the person concerned.

3.7.2 Line managers will ensure that they comply with their responsibilities to provide reasonable adjustments where appropriate. Advice should be sought from a Human Resource Adviser and Occupational Health.

3.7.3 Line managers must be aware that failure to consider reasonable adjustments may exclude an individual from the workplace. Such absences may not be treated as sickness absence where facilities are inhibiting attendance at work.

3.7.4 Further advice and guidance is available on the Healthy You Website - add hyperlink

3.8 Line management contact during sickness absence

3.8.1 Where the individual’s own line manager has not spoken with them on the first day of absence, the line manager (or person acting on their behalf) will contact the individual, normally by telephone, within 24 hours of them reporting sick. The line manager will seek to confirm the following information:

The nature of the sickness;
Consider an alternative to absence, for example working at an alternative location or restricted duties (laptop loans can be provided as an alternative to absence, please contact the Diversity and Inclusion Team to make a request);
The likely length of the absence;
Whether the absence is the result of an injury received in the course of duty;
Whether the individual has adequate support;
Whether further support is required including consideration of early referral to Occupational Health;
Any outstanding work commitments which may require attention;
Arrange for next contact and, where applicable, discuss the communications plan moving forwards if the absence is likely to persist.

3.8.2 Initial contact will only involve an unplanned home visit where the line manager (or person acting on their behalf) has been unable to contact the individual by phone and has concerns for the individual’s welfare.

3.9 On-going contact

3.9.1 Where the expected duration of the sickness absence is unknown, the individual should engage with contact from the line manager (or person acting on their behalf) and to provide updates on progress.

3.9.2 Following the required 48-hour contact, the line manager (or person acting on their behalf) will make contact each week (or shift rotation) whilst an officer or a member of staff remains absent. The SAP absence contact form will be used to record every contact including those where contact has been attempted but has been unsuccessful.

3.9.3 Contact should normally be by telephone/face call or personal visit. Seeing an individual or hearing their voice better enables a rapport to be maintained. It is accepted that for some individuals, weekly telephone calls and personal visits could be counter-productive.

3.9.3.1 In such cases a regime of contact can be agreed, but that must involve at least one personal visit or telephone call every 14 days. The individual may request that a manager other than their own line manager maintains the contact where this is deemed more appropriate for the individual’s wellbeing.

3.9.3.2 Only in exceptional cases should contact be exclusively by text message, emails and other forms of impersonal contact. Line managers should record any regime of contact, with a rationale, that departs from the accepted norm of weekly contact by telephone, face call or personal visit.

3.9.4 The main aim of the ongoing contact is to ensure the individual’s wellbeing and the outcome of any medical appointments, update them on work events and discuss, when appropriate, the prognosis for a return to work and recuperative or adjusted duties. Under no circumstances should this contact be used as an opportunity to pressurise an unfit individual to return to work against medical advice. Consideration should be given as to whether the individual can travel to their medical appointments and whether they have adequate funds to do so. If not, then signpost to Benevolent Fund as support.

3.9.5 We are committed to supporting individuals back into the workplace as soon as possible, in line with Occupational Health advice and the individual’s health circumstances. Where required and appropriate, explore with the individual any adjustments and options that can be provided to support their return to work. Further advice and guidance may be sought from the Performance Improvement Unit (PIU) for police officers or your Human Resources Adviser (HRA) for police staff.

3.10 Personal visits

3.10.1 Personal visits involve face to face contact with the officer or member of staff at an agreed location. This may be at their home address, a work address or other location agreed with the officer or member of staff.

3.10.2 In all cases where a line manager (or person acting on their behalf) is attending an individual’s home address, the willing consent of the individual is required

3.10.3 Unless there are exceptional circumstances, the individual should be contacted by telephone in advance to arrange a personal visit.

3.10.4 Where the individual’s condition is contagious, the line manager (or person acting on their behalf) should consider the appropriateness of contact via telephone/face call rather than a home visit until the period of contagion has passed.

3.10.5 If an individual is not residing at their home address during sickness absence, they should notify the Business Centre immediately of the new contact details. Where this is not possible due to the absence reason then the line manager (or person acting on their behalf) will take responsibility for ensuring all relevant records are updated to reflect those changes, even if temporary.

3.11 Statement of fitness to work (fit note), annual leave and elective/cosmetic/aesthetic procedures

3.11.1 Where absence extends beyond 7 days, the individual is required to obtain and submit a Fit Note from their GP, NHS Health Care Professional or a private medically registered healthcare provider to the Business Centre.

Where individuals submit a fit note written by any other individual, Business Services will forward the document to the Clinical Nurse Manager in Health and Wellbeing Services for review. Where the document provided is not assessed as fitting the criteria, the individual must obtain a fit note from the individuals listed above.

The force continues to expect officers and staff to seek assistance from primary care when they are unwell. If there is difficulty, or inability to speak to 111, the GP, Health Care Professional or a private medically registered healthcare provider then on a case-by-case basis officers and staff can seek an exception by approval.

3.11.2 Please use [email protected] to forward a copy of your certificate. If you do not have access to email the fit note please post to The Business Centre, Essex Police Headquarters, Sandford Road, Chelmsford, Essex CM2 6DN.

3.11.3 Where a Fit Note is not submitted for a period of sickness absence, the absence may be considered as unauthorised. This may lead to the withholding of contractual sick pay for police staff and the consideration of conduct procedures.

3.11.4 Line managers are responsible for supporting individuals experiencing difficulty in sending the Fit Note to the Business Centre.

3.11.3 Individuals should not actively undertake any activity that is likely to frustrate their recovery or prolong their absence.

3.12 Annual leave and short-term sickness

3.12.1 Where an officer or a member of staff has booked an annual leave day and wishes to reclaim that day due to sickness, they must follow the normal sickness reporting procedure as set out in this policy and the absence will be managed in accordance with this policy and Positive Attendance Management (PAM) Positive Attendance Management - Timeline; they must speak to their line manager (or person acting on their behalf) on the day of sickness. A return-to-work interview would need to be completed, and the sickness managed as normal.

3.12.2 Where an officer or a member of staff has booked a period of annual leave and then during that period reported sick, the same would apply as detailed above, i.e., they would have to ring in each day or within 24 hours, unless the line manager (or person acting on their behalf) decides that due to the nature of sickness absence a daily call is not required (i.e., a broken leg).

3.13 Elective Surgery including Cosmetic/Aesthetic Procedures

3.13.1 Essex Police and Kent Police recognise that elective procedures such as cosmetic surgery are becoming increasingly available.

3.13.2 For the purposes of this protocol and the rights to sick pay, including that for cosmetic or aesthetic reasons surgery (i.e a cosmetic procedure) is any procedure that is not strictly necessary for medical or psychological reasons. Note: this definition may be different from the NHS definition of ‘elective’ surgery, which defines any non-urgent surgery as elective.

3.13.3 If an officer or member of staff decides to undergo elective surgery including cosmetic or aesthetic reasons, other than gender reassignment as defined in the Equality Act, it is largely a matter for the individual concerned. As such, individuals should ensure that they have sufficient annual leave, time off in lieu etc, to facilitate their undergoing surgery and any anticipated recovery period. Where this is not the case, consideration will be given to granting unpaid leave to cover the deficit.

3.13.4 When considering the granting of sick pay to cover periods of absence arising out of elective surgery, line managers must seek advice from their Human Resource Adviser and Occupational Health. This will ensure a consistent approach, taking into account any medical or psychological issues and ensuring that the procedure is applied in a non-discriminatory manner.

3.13.5 On occasion, an elective procedure including cosmetic or aesthetic reasons may result in complications, such as a secondary infection which requires more time off work than anticipated. The additional time off will be treated as paid sick leave.

3.14 Pay Entitlements

Police Officers (Regulation 28)

3.14.1 If an officer has been on sick leave for an accumulative period of 183 days during a twelve-month period, they will cease for the time being to be entitled to full pay and will become entitled to half pay while on sick leave.

3.14.2 If an officer has a cumulative total of twelve months sick leave in a rolling twelve-month period they will cease to be entitled to any sick pay while on sick leave.

3.14.3 The cumulative sickness total is the sickness accrued in the calendar year prior to the first day of the current period of sickness, plus the current sickness period.

3.14.4 The Chief Constable, devolved to the Head of Health & Wellbeing, has the discretion to extend the time under which pay continues at full rate and half rate. Such determinations are made at the Force Attendance and Wellbeing Meeting Group (AWMG). Updates from line managers are required in order to support these determinations. There is no entitlement for periods to be extended, and officers should not expect this to happen.

3.14.5 If the period of full pay is extended, the entitlement to the period of half pay is reduced proportionally; i.e., full pay extended by 2 months, leaves an entitlement of 4 months (not 6 months) at half pay rate.

3.14.6 When an officer’s pay is reduced to half rate:

Payment of ‘Essential User’ allowance will be paid at full rate for the first three months, and at half rate for the next three months;
Payment of ‘Rent’ or ‘housing’ allowance and South East Allowance will continue to be paid at full rate.

3.15 Reasonable adjustments (workplace adjustments)

3.15 Police Staff

3.15.1 The cumulative sickness total is the sickness accrued in the calendar year prior to the first day of the current period of sickness, plus the current sickness period.

3.15.2 Police staff have a qualifying period for sickness pay which is determined by length of service, please note for the purposes of the contractual benefits one month equates to 30 days:

During 1^st year of service	1month full pay and after 4 months service, 2 months half pay
During 2^nd year of service	2 months full / 2 months half pay
During 3^rd year of service	4 months full / 4 months half pay
During 4^th and 5^th year of service	5 months full / 5 months half pay
After 5 years’ service	6 months full / 6 months half pay

3.15.3 Payment of essential user allowance will continue for the month in which the individual falls sick. It will then be paid for 3 months at full rate and 3 months at half rate and then cease to be paid until the individual returns to work.

3.16 Police Officers and Police Staff

3.16.1 For sick pay purposes, if a police officer or member of police staff is injured or becomes ill whilst undertaking the requirement of their role, the Chief Constable, devolved to the Head of Health & Wellbeing, can determine that full pay is extended beyond the normal period, and the case will be reviewed monthly at the Force Attendance and Wellbeing Management Group.

3.16.2 Other factors are considered by the Force Attendance and Wellbeing Management Group when determining whether exceptional circumstances exist, and full pay should be extended.

3.17 Recuperative / Restricted Duties and Returning to Work

3.17.1 Police Officers

3.17.1.1 For police officers please refer to L1550 Protocol - Limited Duties-Police Officer.

3.18 Police Staff

3.18.1 If the individual is unable to return to work on full time duties or full responsibilities, or if the medical prognosis allows the individual to return to work on a managed, recuperative programme which will bring them back to full time duties/responsibilities within a defined period, then the individual will resume working on full pay.

3.18.2 Where a member of staff is unable to work the hours that they are contracted to work, their pay will be adjusted to take account of the reduced hours or responsibilities, if their return to work/rehabilitation period is in excess of 12 weeks.

Where an individual is redeployed to a lower paid position as part of a return to work plan and this extends beyond a 3-month period, they may be recompensed at the pay rate applicable for the duties being performed (subject to any provisions in respect of “at risk” considerations).

3.18.3 Where a member of staff is in a recuperative period where full hours or full duties are not being met:

Two weeks prior to the end of the recuperative period the Line Manager will review position and submits a report to their SLT on a standard report form.

Matters to consider in the report may include but are not limited to:

Have Reasonable Adjustments been put in place.
Has recuperation been in line with expected progress?
Has line manager followed OH advice where sought?
Has the medical prognosis changed?

3.18.4 SLT (Supt or Staff Equivalent) reviews line manager submission including rationale and may extend for an appropriate period of no more than 4 weeks, based upon the facts in each case.

3.18.5 Extension Approved by SLT

Line Manager Updates SAP tile.

Submits OH referral to obtain further advice if required.

At the end of the initial extension period there is an option for further SLT extensions, up to a total of 6 months in total.

Where the SLT recommend an extension beyond six months e.g. where a terminal illness is involved, then the SLT will refer the case to the review body (Force AWMG Chair) for review considering the SLT recommendation.

3.18.6 Where either the SLT do not extend the period within the first six months or the review body (Force AWMG Chair) do not extend further, then the individual may appeal to the Pay and Compassionate Leave Review

3.18.8 Where having followed and/or exhausted the above process, the individual believes that extenuating circumstances exist for them, they may request an appeal, the request must be in writing, setting out their circumstances, to their HR Adviser who will forward the submission with any relevant additional information to the Pay Review Panel who will review the case. In writing the appeal, the individual may wish to speak to their UNISON representative.

3.18.9 Examples of extenuating circumstances that could form the basis of an appeal are:

If the officer or staff member engaged in the recuperative process because of an injury on duty.
If the absence and subsequent recuperation period due to a disability as defined under the Equality Act 2010. Whilst this would not automatically warrant an extension to the recuperative period, it is a matter for consideration;
Any organisational delays in the provision of equipment to facilitate a return to a staff member’s contracted hours and/or their contracted role. g., any delays in the provision of IT, a suitable desk or chair;
The officer or staff member paid for private medical treatment to facilitate their return to their full contracted hours or their full contracted role.
Where the alternative to an extension would be continued / reactivated sickness absence or where an individual wishes to attend work for normalcy, in between treatment for a serious ongoing condition.

Of note, the above are examples only and each case will be reviewed based on an individual’s specific circumstances. In all the above instances, cases will be considered on their individual merits’ and current salary levels will only be maintained in cases where there is substantial justification for so doing.

3.18.10 Where other periods of recuperative duties have been utilised within the rolling twelve-month period, the three-month maximum period for full pay, in totality, may apply.

3.18.11 Where a line manager is implementing a period of reduced hours beyond 28 days, the decision should be supported by a management referral to Occupational Health and any subsequent recommendations in the resulting OH report.

Line managers must ensure that the recording of restricted duties and recuperative periods for police staff is carried out using the relevant tile in SAP self-service.

3.19 Returning to work

3.19.1 Individuals must contact the Business Centre as soon as they are fit for work, regardless of whether that day is a working day, non-working or rest day. Failure to do so will result in additional days being recorded as sickness absence and may require the submission of a Fit Note.

3.19.2 Staff and officers returning to work, are required to complete their section of the return-to-work form within their Employee Self Services, SAP and forward to their line manager or nominated manager completing the meeting. The line manager will then undertake the return-to-work interview when received.

3.19.3 The return-to-work interview will be held on the day of return to work, or within 48 hours if this is not possible. If however the return to work is based on a medically approved return to work plan requiring a health & safety risk assessment and/or reasonable adjustments, the interview must take place on the day of return. The interview must be carried out by the line manager in private. Where the line manager is unavailable the interview should be undertaken by an alternative manager, who will brief the line manager on the outcome.

3.19.4 Before the interview, the line manager should collate and review relevant information to include, where appropriate:

Notes on contact during sickness;
Previous return to work interview Notes;
The individual’s absence record for the past 12 months;
Occupational Health reports;
Recuperative duties programme;
HR and/or OH advice regarding reasonable adjustments.

3.19.5 The following issues will be covered during all return-to-work interviews:

Ensure that the individual is fit to return to work - if there is any concern that the individual has returned too soon the line manager can ask the individual to provide evidence from their doctor confirming they are fit. If a line manager is not satisfied an individual is fit to be in the workplace, HR advice must be immediately sought;
The individual’s welfare and any necessary support to help manage it;
Confirming the reasons for the absence;
Any health, personal or work-related problems, including completion of a risk assessment where appropriate;
Work/ activity/ team updates;
If the individual’s sickness record is approaching absence indicators as defined by this protocol, ensure they are aware of the indicators and the implications of continued concern regarding attendance levels.

3.19.6 Where the individual has met an indicator as a result of the period of sickness absence, please refer to please refer to para 3.21.2.

3.19.7 Depending on the circumstances of the sickness absence, the following issues may also be covered, where appropriate:

Planned recuperative duties programme;
Latest available medical advice;
If the absence was work related, ensure that any necessary steps are taken to prevent a recurrence;
If the individual’s condition is or may be a disability, whether any reasonable adjustments are required.

3.19.8 The line manager must record the return-to-work interview on the relevant ESS/MSS tile, within SAP titled Managing Sickness Absence.

3.20 Managing Attendance Concerns and Unsatisfactory Levels of Attendance

3.20.1 Supportive Interventions

3.20.1.1 Line managers should discuss any concerns about attendance with the individual and explore and implement appropriate support. The new guidance provides information for line managers on what causes for concern might be, outlines supportive measures and sets out how these should be documented. The guidance can be viewed at: Guidance for Supporting Attendance and Flowchart

The Attendance Support Meeting (ASM) form is no longer used.

3.21 Absence Causing Concern

3.21.1 Absence Indicators

In a rolling 12-month period:

They have 5 or more separate occurrences of absence;
They have a cumulative total of 15 or more calendar days of sickness absence;
They have a Bradford Score* of 300 or more;
There is an apparent pattern of sickness.

3.21.2 Line managers are responsible for monitoring, supporting and intervening where officers and staff are absent from work. This includes identifying levels of absence which may be unsatisfactory and taking appropriate action to support the police officer or staff member back to satisfactory attendance. This may include officer or staff who have not reached an indicator at 3.21.1 above, but are approaching one, or demonstrating a pattern of absence, in order to avoid them reaching such a level. Actions can range from an attendance support plan to a simple conversation to highlight the position to the individual, assess if anything can be done, e.g. reasonable adjustments, or highlight the consequences should their sickness continue.

Where a member of staff or officer has reached an indicator:

Essex Officers and Police Staff:

Where an absence indicator is reached, the structured Attendance Support Plan must be implemented in all but exceptional circumstances, in line with Protocol L1100 Capability – Police Staff or Protocol L1860 Police Performance and Attendance.

Kent Officers and Police Staff:

Where an absence indicator is reached, the structured Attendance Support Plan will normally be implemented in line with Protocol L1100 Capability – Police Staff or Protocol L1860 Police Performance and Attendance. In circumstance where there is good reason, you may exercise professional judgement not to progress to a development plan, however you must:

meet with the individual to discuss attendance concerns;
agree appropriate support measures; and
clearly document your rationale for this decision.

All records must be retained securely (e.g. OneDrive or AWMG).

3.21.3 The aim of managing unsatisfactory attendance is primarily to identify, support and address the underlying cause. Managers must be alert to repeated absence and investigate it early to prevent further absences.

3.21.4 In order to effectively and consistently manage attendance, the following indicators will be used when considering whether attendance is unsatisfactory;

3.21.5 The line manager will review an officer or staff member’s absence when an indicator is met.

3.21.6 Attendance indicators may also be used to determine whether an individual’s attendance record is relevant for the purposes of internal recruitment, promotion and career breaks. HR advice should be taken in relation to any absences that are disability related or arise from an injury on duty.

3.21.7 Time off to attend appointments or procedures as part of transitioning should be recorded as medical appointments. Any subsequent sickness as a result of any process or procedure should be recorded as sickness absence, in order to safeguard an individual’s privacy. However, such sickness will not count towards frequent sickness totals or result in an individual being penalised for promotion or specialisation.

3.21.8 Information, guidance and support can be found on the Diversity and Inclusion web pages.

3.22 Pattern of Sickness

3.22.1 Any sickness absence that appears to form a pattern should be reviewed with a view to considering whether it is unsatisfactory, whether there is an underlying welfare consideration or other matter.

3.22.2 Examples of a pattern of sickness absence may include;

Absences before or after non-working days (rest / free days / annual leave);
Regular part day absence;
Coinciding with a partner or family member’s time off;
Similar periods of absence each year.

3.23 Management Intervention

3.23.1 The primary aim of early management action is to improve attendance at work. It is envisaged that early intervention should achieve the desired outcome. Attendance concerns should be handled in a timely and supportive manner and in the strictest confidence.

3.23.2 Where attendance is identified as a cause for concern, managers should follow the guidance at: Guidance for Supporting Attendance and Flowchart on the Health and Wellbeing Services website.

3.23.3 Line managers should seek to establish whether there are any underlying reasons for the unsatisfactory attendance and identify appropriate actions to support the individual achieve sufficient improvement.

3.23.4 Contact during absence and return to work interviews are essential tools to support an improvement in attendance.

3.23.5 The Occupational Health Department is an essential part of effective attendance management and should be involved as soon as any concerns about an individual’s attendance are identified.

3.23.6 In any unsatisfactory attendance case it is essential that managers ensure compliance with their obligations under the Equality Act 2010.

3.23.7 Advice and support is available from the HR department or the Performance Improvement Unit.

3.24 Formal Action

3.24.1 Where sufficient improvement is not achieved managers should refer to the guidance in Healthy You at: Guidance for Supporting Attendance and Flowchart . Managers should also refer to Protocol L1100 Capability – Police Staff or Protocol L1860 Police Performance and Attendance

3.24.2 Advice and support is available from the Operational HR team for police staff or the Performance Improvement Unit for police officers.

3.25 Absence within Probation

3.25.1 Absence of police officers and staff within their probation will be monitored as part of the local Attendance and Wellbeing Management Group process.

3.26 Police Officer

3.26.1 Where a student officer has a period of absence, supportive discussion will take place and will be reviewed on a monthly basis. Please refer to 3.29.1.1

3.26.2. “Where an absence or period of absences reaches a level such that the student officer is deemed not fit for the office of constable, consideration will be given to discharge under Regulation 13 of the Police Regulations 2003.” Line managers should obtain advice from their HR Adviser or local Probationer Development Officer.

3.27 Police Staff

3.27.1 Where a staff member within probation has a period of absence, a supportive discussion will be held and thereafter reviewed on a monthly basis to monitor attendance improvement. Please refer to 3.29.1.1

3.27.2 Where absence continues and reaches unacceptable levels, capability procedures in line with existing Protocol L1100 Capability – Police Staff or Protocol L1860 Police Performance and Attendance will be followed whereby staff within probation will be dealt with at stage three of the protocol.

3.27.3 Line managers should obtain advice from their HR Adviser.

3.28 Ill Health Retirement

3.28.1 In certain circumstances for police officers and police staff, consideration may be given to retirement on the grounds of ill-health. In the first instance, a referral to Occupational Health is appropriate to initially assess the possibility of progressing an application. This assessment is not the final determination and if supported by the Force Medical Advisor or other OH Clinician, for both police officers and police staff an application and medical assessment process will be undertaken.

3.28.2 It is not within the gift of the organisation to grant retirement on the grounds of ill-health without a formal medical assessment , but via formal medical assessment by an impartial Occupational Health Practitioner, (police officer - Selected Medical Practitioner (SMP) and police staff - Independent Registered Medical Practitioner (IRMP) who has had no previous involvement with the potential ill-health retirement candidate). Full details will be discussed with the individual if appropriate.

3.28.3 Further information can be viewed in Protocol L11000 Retirement. (Kent only)

3.29 Attendance and Wellbeing Management Group (AWMG) Force and Local

3.29.1 Attendance and Wellbeing Management Group (AWMG)

3.29.1.1 The purpose of an Attendance and Wellbeing Management Group (AWMG) is for the AWMG chair to review the attendance picture for their Command and ensure consistency in application of Force policies and procedures. The AWMG chair will hold heads of department to account by reviewing personnel information as set out in the AWMG data pack and set actions where appropriate. Meetings will be held on a monthly basis, chaired by the Head of Command or in their absence their Deputy. When setting actions at these meetings managers must be cognisant of policy, procedure and regulations governing attendance management. Specifically potential conflict between management determinations and formal processes.

3.29.1.2 The meetings will be attended by relevant SLT members and the relevant HR representative for the Command. Operational HR and/or the Performance Improvement Unit will attend to provide advice and guidance. A member of Health Services may attend at request of the Chair.

3.30 Force Attendance and Wellbeing Management Group (AWMG)

3.30.1 This group consists of the Head of Health and Wellbeing, a representative of Operational HR, a representative from the Performance Improvement Unit (Essex only) and representatives from staff associations/unions. The Force AWMG meets monthly in each force to review all cases, where pay determinations are required for dates in that or the following month

3.30.2 The Force AWMG also review cases as they become liable to the reduced pay provisions.

3.30.3 Where pay determinations are required line managers/supervisors must:

On receipt of a notification letter to the individual from Business Services, explain the Attendance Management protocol to the individual and the date when they become vulnerable to a pay reduction;
Provide the individual with a copy of this protocol, and explain that they [individual], with the support of their union or staff association can make representations relating to the reduction;
Where requested, provide an update to the Health and Wellbeing Services, which will include:
- Attendance and performance of the individual;
- Brief update regarding the nature of the absence;
- Injury on Duty information;
- Any other relevant factors for the Attendance and Wellbeing Management Group to be aware of regarding the individual’s case

3.30.4 The Force Attendance and Wellbeing Management Group will determine whether exceptional circumstances exist and pay should be extended by considering one or more of the following factors:

The Force(s) are keen to support officers and staff in the following circumstances: Illness or injury resulting whilst undertaking the requirement of the role
Where the prognosis of the condition results in a significant welfare issue, e.g., terminal illness; and where active treatment is ongoing, this may include palliative care.
Other factors that may result in an extension to pay are:
Exceptional NHS delays have been experienced, adjustments are not practicable and an alternative role cannot be found

The individual’s career and attendance record and/or management delay where management delays have taken place that have delayed a return to work eg appropriate reasonable adjustments not being put in place

Where the Chair believes that a short extension is appropriate but does not meet the above criteria, a discretionary extension may be considered for periods up to two weeks in certain circumstances, for example:

The individual has paid for private treatment to facilitate a recovery
Other circumstances may be considered by the Chair on a case-by-case basis.

3.30.5 An individual's pay will be subject to an automatic reduction on their vulnerable date unless an extension to pay is authorised by the Attendance and Wellbeing Management Group. The payroll and pensions team will be advised by the Attendance and Wellbeing Management Group to make an extension to pay as appropriate.

3.30.6 Following the Force AWMG and upon notification, line managers must:

Within 48 hours of receipt of the pay notification letter, contact the individual by telephone/face call to notify them of the content and following consultation with the individual concerned, the line manager will then either email the letter to a pre agreed and tested email address, post the letter via recorded delivery or deliver the letter personally as part of a home visit, the method of delivery to be based on the individual’s choice;
Address the welfare needs of the individual;
Provide assistance to the individual or direct them to the appropriate staff association/ support group if an appeal against the decision is desired and ensure the individual is made aware of the paragraph 3.30.4 and 3.30.7 of this protocol;
Continue to take an active interest in the officer or member of staff and address wellbeing needs to facilitate an early return to work.

3.30.7 The individual is entitled to appeal to the Pay Review Panel to review the case where pay has been reduced in line with Regulation 28 / Contractual sick pay provision.

The individual will be required to provide a full written account outlining the grounds for the appeal and address to the Attendance and Health and Safety Admin. (Essex) or the Attendance and Project Support Officer (Kent);
The individual should state the full grounds of their appeal in writing and within 10 working days of receipt of the letter from the Chair of the AWMG. Support may be available from UNISON or Federation where the individual is a member.
The individual will be notified of the appeal outcome, in writing, as soon as is practicable.
Members of the Federation, UNISON or the Superintendent’s Association may seek support from the relevant association, in preparing their submission for the panel.

4.0 Equality impact assessment

4.1 EIA – August 2026.

5.0 Risk assessment

5.1 Essex Police and Kent Police will apply the principles of this protocol consistently and fairly and the objectives of this protocol are to:

Contribute to the creation and maintenance of a healthy, productive workforce;
Enable managers to intervene appropriately to provide support, and address the welfare needs of individuals who are absent from work, or who are returning to work after a period of absence;
Contribute to the reduction of sickness absence in the forces to an acceptable level;
Ensure the effective management of recuperative programmes designed to support individuals to return to full duties in good health, at the earliest opportunity.

5.2 In addition, officers, staff and volunteers are reminded that compliance with this protocol and any governing policy is mandatory.

5.3 A failure to comply may compromise the principles of this protocol highlighted under 5.1 above.

5.4 Lastly, officers, staff and volunteers are reminded of the Code of Ethics and Five Pillars of Professionalism. Persistent failures or significant deviation from this protocol without cause could lead to disciplinary processes and outcomes for the individual concerned.

6.0 Consultation

6.1 This protocol has undergone extensive consultation in both forces.

The following were invited to consult during the formulation of this document:

Unison
Police Federation
Essex Diversity and Inclusion Team
Health & Safety
Head of Operational Change
PSD D/Superintendent
Risk
Policy
Superintendents Association
Strategic Force Crime & Incident Registrar
DPO/Temp Head of Info Management
Head of Operational HR
Support Network Chairs and Vice Chairs
Specials Command Essex
Head of Continuous Improvement
Head of the Control Centre

7.0 Monitoring and review

7.1 The monitoring of this HR protocol will be by the Head of Health Services.

7.2 The protocol will be reviewed every two years.

8.0 Governing force policy

Related force policies or related procedures (Essex) / linked standard operating procedures (Kent)

8.1 This HR protocol supports the overarching HR policy L1.

Joint Protocols

Kent Protocols

8.2 Data Security

13.2.1 Essex Police and Kent Police have measures in place to protect the security of data in accordance with our Information Management Policy – W 1000 Policy – Information Management.

8.3 Retention & Disposal of Records

8.3.1 Essex Police and Kent Police will hold data in accordance with our Records Review, Retention & Disposal Policy – W 1012 Procedure/SOP - Records Review, Retention and Disposal.

8.3.2 We will only hold data for as long as necessary for the purposes for which we collected.

9.0 Other source documents, e.g., legislation, Authorised Professional Practice (APP), force forms, partnership agreements (if applicable)

Equality Act 2010
Police Performance Regulations 2008
Police Pensions Regulations
Local Government Pension Scheme
EIA – August 2026

Policy reference: Attendance management protocol (L180)
Contact point: Head of Health and Wellbeing
Date last reviewed: August 2026

For general enquiries, contact us.

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