“(16) In the circumstances and on account of the aforestated matters, the Claimant’s dismissal was unfair in the following respects: (a) The Respondent had no redundancy policy procedure nor followed any reasonable policy/procedure in making the Claimant redundant. (b) It failed to hold any or any proper or adequate redundancy consultation. (c) It had no selection criteria nor was transparent in how it selected the Claimant for redundancy. (d) The real reason for her dismissal was not redundancy or attributable wholly or mainly to a redundancy situation. The duties of her role that she performed at the time of her dismissal had neither diminished nor ceased nor was there any indication that they were about to do so. (e) Her position was not redundant as there was no diminution in the Respondent's need for an employee to carry out the kind of work she was employed to do. Her position was simply re-branded or given a new title of ‘Accounts Manager’. (f) Her role was substantially the same or similar to the role of Accounts Manager and as such, she should have been assimilated into the role and not required or expected to take part in a selection process regarding this or any other role in the Respondent’s organisation. (g) No consideration was given to the fact that if there were differences in the roles, these were not substantial or significant enough to affect her ability to perform the same. No consideration was given to the fact that the Claimant, who was an experienced Accounts Manager having worked exclusively in this field since her employment with the Respondent, had always adapted and changed over time to meet the requirements of the Respondent’s business. (h) No regard was had to providing training/retraining if the view was genuinely taken that there were significant differences in both roles and that she may not have been readily able to perform some of the duties of Accounts Manager. (i) The Respondent failed to consider or to provide any alternative employment opportunities for the Claimant and/or training so that she might be re-deployed. (j) The decision to dismiss her had been predetermined and the Respondent used the redundancy exercise as a pretext to get rid of her. (17) The Claimant further contends that she was directly discriminated against on racial grounds in the respects stated i.e. regarding the conduct of her redundancy and failure to pay her an enhanced redundancy payment as were the white members of staff of the Respondent who had been or were made redundant. (18) The [Claimant] also claims that she [was] subjected to direct and/or indirect sex discrimination in relation to the failure of the Respondent to increase her salary following her return from maternity leave in February 2018. (19) The Claimant further hereby claims payment of the remainder of or shortfall in her pay for April and May 2020, as she was only paid a fraction of the amount that should have been repaid to her. The Claimant contends that non-payment of the full amount deducted from her pay amounts to an unauthorised deduction of her wages. (20) As a result of the above mentioned matters, the action of the Respondent has caused the Claimant health problems and financial hardship.”
“1. … The waste of time and money … is obvious and inexcusable. It is plain from the claimant’s correspondence that she is an intelligent and articulate individual. The purpose of the hearing was to clarify the dispute and agree practical steps to bring it to an effective hearing. Of course [the claimant] was in a position to participate. … If she thought there was any issue as to whether [the ET3] had been presented in time, the telephone case management hearing was precisely the forum in which to raise it. I hope it will not be necessary in future to remind either party that when the Tribunal lists a hearing it expects the parties to attend and when it gives a direction it expects them to comply. …”
“7. … Quite simply, the claim appears to be a very long way out of time and, … there is little reasonable prospect of the Tribunal finding that it can be considered on its merits. …”
“(1) Unless, no later than29 October 2021 , the claimant complies in full with paras (3) and (4) of the order made orally on31 March 2021 and received by [the claimant] in written form no later than6 May 2021 , the entire claim will stand struck out without further intervention of the Tribunal.”
“You may apply under rule 29 for this Order to be varied, suspended or set aside.”
“8. At each of these stages there will be a decision for the purposes ofsection 21(1) of the Employment Tribunals Act 1996 ; so there may be an appeal to the Employment Appeal Tribunal on a question of law. They are, however, separate decisions taken at different times under different legal criteria. An appeal against one is not an appeal against another; and the time for lodging appeals will run from different dates. This point must be kept carefully in mind by any party considering an appeal. …”
“6. ... Where an ET1 raises two or more separate claims it must, in my view, be remembered that they are legally separate claims. They are separate causes of action, albeit closely factually connected. … [B]ecause so much … turns upon the precise form of the unless order made and because the consequences of an unless order may be draconian, judges making such an order in the first place may wish to consider tailoring it with particular care. For instance, such an order might provide that any allegation not sufficiently particularised might be struck out. Such an order would leave it open to a subsequent Judge to conclude that there had been compliance in respect of some allegations, which would not therefore automatically be struck out, even though there had been non-compliance in respect of others which were.”
“74. … An Unless Order should not be a punitive instrument, and, in particular, should not have the effect of depriving a party of a claim (or defence) which is properly pleaded and perfectly capable of being fairly litigated.”
“It is not only by reason of the Convention right to a fair hearing vouchsafed by Article 6 that striking out, even if otherwise warranted, must be a proportionate response. The common law … has for a long time taken a similar stance: see Re Jokai Tea Holdings[1992] 1 WLR 1196 , especially at 1202E-H. What the jurisprudence of the European Court of Human Rights has contributed to the principle is the need for a structured examination. The particular question in a case such as the present is whether there is a less drastic means to the end for which the strike-out power exists.”
“27. … must have a proper basis for doubting the likelihood of the party being able to establish the facts essential to the claim or response.”
“30. There has to be a reasonable attempt at identifying the claims and the issues before considering strike out or making a deposit order. In some cases, a proper analysis of the pleadings, and any core documents in which the claimant seeks to identify the claims, may show that there really is no claim, and there are no issues to be identified; but more often there will be a claim if one reads the documents carefully, even if it might require an amendment. Strike out is not a way of avoiding rolling up one’s sleeves and identifying, in reasonable detail, the claims and issues; doing so is a prerequisite of considering whether the claim has reasonable prospects of success. ….”
“10. … to identify at an early stage claims with little prospect of success and to discourage the pursuit of those claims by requiring a sum to be paid and by creating a risk of costs ultimately if the claim fails.”
“10. … claims or defences with little prospect cause costs to be incurred and time to be spent by the opposing party which is unlikely to be necessary. They are likely to cause both wasted time and resource, and unnecessary anxiety. They also occupy the limited time and resource of courts and tribunals that would otherwise be available to other litigants and do so for limited purpose or benefit.”
“29. … any breach of the order made would result in the entire claim being struck out, including the claim of harassment in respect of which no request had been made and the claims of direct race discrimination and failure to make reasonable adjustments that were substantially particularised. …”
“(18) … in relation to the failure of the Respondent to increase her salary following her return from maternity leave in February 2018.”
“6. The Claimant does not advance any case to the effect that the claim here considered forms, with later matters about which she complaints, ‘conduct extending over a period’ such that time runs from the last relevant act or omission (s 123(3)(a) [Equality Act 2010 ]). Moreover such an argument would have appeared fanciful given the absence of any evident or suggested trend or theme linking them.”
“(17) … she was directly discriminated against on racial grounds in the respects stated i.e. regarding the conduct of her redundancy and failure to pay her an enhanced redundancy payment …”
“(18) … subjected to direct and/or indirect sex discrimination in relation to the failure of the Respondent to increase her salary following her return from maternity leave in February 2018.”
“6. … to the effect that the claim here considered forms, with later matters about which she complains, ‘conduct extending over a period’ such that time runs from the last relevant act or omission. …”
“… such an argument would have appeared fanciful given the absence of any evident or suggested trend or theme linking them.”
“where that is necessary in the interests of justice, and in particular where a party affected by the earlier order did not have a reasonable opportunity to make representations before it was made.” Order: see Marcan Shipping (London) Ltd v Kefalas and another[2007] 1 WLR 1864 at paragraph 34 (Court of Appeal, Pill LJ) and Johnson v Oldham Metropolitan Borough Council [2013] EqLR 866 at paragraph 3 (EAT, Langstaff P). Care is required before making such an Order because of its drastic effect: Marcan at paragraph 36, where it was described as ‘one of the most powerful weapons in the court’s case management armoury’ which ‘should not be deployed unless its consequences can be justified’ (paragraph 36). Care is also required in drafting the terms of the Order, especially in a case which involves several allegations: see Johnson at paragraph 5….” order: (1) the threshold condition that the allegation or argument stands little reasonable prospect of success; and (2) the exercise of a judicial discretion as to whether to make such an order.