“292. … The appeal panel was properly constituted. It was a full re-hearing rather than a review. The claimant was present and represented and all of her paperwork was made available. The actions of the appeal panel were capable of rendering the dismissal a fair one.”
“295. … It is not right for a reasonable employer to “gross up” individual allegations of misconduct to make them together constitute gross misconduct. …”
“5. … if the claimant had been managed properly and had any warnings been in place the claimant would not have been dismissed for issues relating to her conduct before she would have come to the end of her employment by reason of redundancy when the school was scheduled to close … Looking at the loss from our sense of justice, common sense and experience, we take a view that a Polkey [ vAE Dayton Services Ltd[1987] IRLR 503 ] reduction is not appropriate.”
“6. … We did not find that any acts of the claimant were acts of gross misconduct; if there were acts of misconduct and they had been dealt with properly under a process and the claimant was aware of the likely consequences to her of going outside of the rules, then we are satisfied that the acts of the claimant that we were taken to, none of them was sufficient to warrant any contribution towards the dismissal that the claimant was subjected to by the respondent in advance of the claimant’s anticipated redundancy date …”
“1. Repeated failure to follow reasonable management requests to meet to discuss leadership and management issues. 2. Failure to follow and comply with health and safety regulations which resulted in a safeguarding incident … Subsequent refusal to meet within a reasonable timeframe to ensure that appropriate health and safety and safeguarding arrangements are adhered to. 3. Communicating in an unreasonable and intimidating way on a number of occasions (verbally and written) including inappropriate emails. 4. Unreasonable and uncooperative behaviour with work colleagues causing a breakdown in working relationships.”
“107. … A warning was not considered appropriate as [the Respondent] had no trust and confidence that the claimant would engage in a performance management procedure. …”
“(4) Where the employer has fulfilled the requirements of subsection (1), the determination of the question whether the dismissal is fair or unfair (having regard to the reason shown by the employer) - (a) depends on whether in the circumstances (including the size and administrative resources of the employer’s undertaking) the employer acted reasonably or unreasonably in treating it as a sufficient reason for dismissing the employee, and (b) shall be determined in accordance with equity and the substantial merits of the case.”
“19. Where misconduct is confirmed or the employee is found to be performing unsatisfactorily it is usual to give the employee a written warning. A further act of misconduct or failure to improve performance within a set period would normally result in a final written warning. 20. If an employee’s first misconduct or unsatisfactory performance is sufficiently serious, it may be appropriate to move directly to a final written warning. This might occur where the employee’s actions have had, or are liable to have, a serious or harmful impact on the organisation. 21. A first or final written warning should set out the nature of the misconduct or poor performance and the change in behaviour or improvement in performance required (with timescale). The employee should be told how long the warning will remain current. The employee should be informed of the consequences of further misconduct, or failure to improve performance, within the set period following a final warning. For instance that it may result in dismissal or some other contractual penalty such as demotion or loss of seniority.”