"(d) At that time there was a general disciplinary procedure in force which was recorded on 2 sheets of paper and which contained very little information. It referred to 5 stages, of which the fourth was a final written warning which was to be imposed by a Director and the fifth was dismissal, also to be imposed by a Director. There was no mention of appeal against any of these sanctions, nor was there any list of offences which could give rise to them. It was stated by Mr Duffin"
"that at that time a final written warning lasted for 12 months. On14 January 1991 a completely different new disciplinary policy and procedure document was agreed which went into considerable detail and which reduced the length of a final written warning to 6 months. It was also agreed that when this document came into force all existing warnings would be automatically cancelled."
"It was clear that the respondent, through Mr Duffin and Mr Leary, was satisfied that the applicant had refused to obey an instruction of a Supervisor and there were reasonable grounds for this belief. Disobedience to the instructions of a Supervisor can be a serious matter, but from the written statement made by Mrs Wrigley it appeared that the applicant was working, in that she was doing one of the jobs to be done by the 3 women working on the machines, and the argument related to which particular job she should be doing. There is no monetary advantage to any of these jobs. According to Mrs Wrigley's statement the applicant refused to go onto the machine instead of making boxes several times, but when Mrs Wrigley returned after having finally seen Mrs Woodhead the applicant was actually working on the machine. The Tribunal had to consider whether such an action amounted to misconduct of such a nature as to place dismissal within the band of reasonable responses to it. It appeared to the Tribunal that it was misconduct, but not misconduct of such a serious nature as to warrant dismissal, even when coupled with the existence of the final written warning, particularly in view of the fact that that warning had little time to run under the new dispensation. On this ground, and on this ground alone, the Tribunal considered that the dismissal was unfair."
"In these circumstances it seemed to the Tribunal that to rely on a final written warning which was shortly to disappear under the new provisions was not reasonable. With regard to the happenings of 28 November, 2 members of the Tribunal considered that the investigation by Mrs Woodhead was flawed, in that, before suspending the applicant, she had not taken a statement from her, since the meeting on 28th had been, in effect, adjourned because the applicant was so upset. The other member of the Tribunal did not consider that the investigation had been unreasonable in any way."
"A decision of an Industrial Tribunal can be characterised as `perverse' only if it was not a permissible option. In order to hold that a decision was not a permissible option, the EAT will almost always have to identify a finding of fact which was unsupported by any evidence or a clear self-mis-direction in law by the Industrial Tribunal. If it cannot do that, the EAT should re-examine with the greatest care its preliminary conclusion that the decision under appeal was not a permissible option and was therefore perverse. Reasonableness is to be characterised as a mixed issue of fact and law but the factual element predominates."
"Whether an employee was unfairly dismissed calls first for an examination of the employee's conduct and an evaluation of that conduct in the light of the circumstances as they existed, or as the employee reasonably thought or feared that they existed. Having decided where the employee's conduct fell within a spectrum beginning with the wholly reasonable and ending with the wholly unreasonable, the Industrial Tribunal then has to evaluate the employer's reaction to that conduct. In deciding whether the employer acted reasonably or unreasonably in treating the employee's conduct as a sufficient reason for dismissal, the Tribunal has to consider what alternative courses of action were open to the employer - for example, should he not have dismissed the employee at all or should he have taken further steps to persuade the employee to desist from such conduct and have dismissed only if that proved ineffective."