Dignity-Work-Study - JB - Newcastle University Code

HUMAN RESOURCES
Dignity at Work and Study Code of Practice
Purpose
This document outlines the University’s approach to dignity at work and sets out a procedure
for addressing issues of bullying or harassment
Scope
This policy applies to all students, staff and to visitors of the University.
Policy Detail
1. Policy Statement
The University is unequivocally committed to the goal of fostering mutual respect and
understanding between individuals and within its constituent communities and to promoting
equality of opportunity among employees and students alike.
The University aims to promote a working and learning environment and culture in which
differences are tolerated, harassment and bullying are known to be unacceptable and where
individuals have the confidence to deal with harassment and bullying without fear of
victimisation. This Code of Practice aims to ensure that if harassment or bullying does occur
employees, students or visitors have support and adequate procedures to deal with the
problem.
The University undertakes to:

 Treat incidents of harassment or bullying as serious.
 Publicise the Code of Practice as widely as possibly in order to ensure that all employees and
students are aware of its existence.
 Include information in employee induction and appropriate staff development sessions.
 Monitor the number of cases arising and the effectiveness of the Code of Practice.
Harassment and bullying can have a detrimental effect upon health, confidence, morale and
performance of those affected by it, and on the working and learning environment. The
University undertakes to ensure a prompt response to all complaints and to treat them with due
respect, appropriate confidentiality and fairness.
Informal resolution can often be the quickest and most effective way to deal with bullying
/harassment. The University wishes to encourage a degree of flexibility appropriate to the
individual circumstances to allow for informal resolution. However, where a formal complaint is
made, every effort will be made to ensure it is dealt with expeditiously and within prescribed
timescales.
2. Definition of Bullying and Harassment

The Equality Act 2010 defines harassment as
©Human Resources, Newcastle University Page 1 of 12 HR Policy Template November 2011
Printed copies of this document are for reference only.

The latest approved version of this document resides in: Newcastle University HR Internet site.
The latest version of this document supersedes all previous versions.
HUMAN RESOURCES
 “unwanted conduct that has the purpose or effect of creating an intimidating, hostile,
degrading, humiliating or offensive environment for the complainant, or violating the
complainant’s dignity”;
 Unwanted conduct of a sexual nature (sexual harassment);
 Treating a person less favourably than another person because they have either submitted to,
or did not submit to, sexual harassment or harassment related to sex or gender reassignment.”
Harassment may be related to age, disability, gender reassignment status, marital or civil
partnership status, pregnancy or maternity status, race (including ethnic origin, nationality and
colour), religion or belief, sexual orientation, sex, political belief, trade union membership, or
any personal characteristic of the individual. It may be persistent or an isolated incident. The
key is that the actions or comments are viewed as demeaning and unacceptable to the
recipient and that it is reasonable for the recipient to feel this way, or perceive the actions in
this way.
The following are some examples of what unacceptable behaviour in the University:
Physical Conduct: Unwanted physical conduct, including unnecessary touching or brushing

against another employee/student’s body, assault, coercing sexual intercourse, physical
threats, insulting or abusive behaviour or gestures.
Verbal Conduct: Unwelcome advances, propositions or remarks, innuendoes, lewd comments

or abusive language, which is sex or race based or which refers to a person’s age, disability,
sexuality, religion or personal characteristics.
Non-Verbal Conduct: Making abusive or offensive gestures, displaying of offensive written or

visual marital, other unacceptable non-verbal conduct which denigrates a person for whatever
reason.
Bullying is a particular form of harassment involving a misuse of power to criticise, condemn,

abuse, humiliate or otherwise undermine a person’s (or group’s) ability to the extent that they
cannot perform their job properly or suffer stress as a result. Bullying is offensive, abusive,
intimidating, malicious or insulting behaviour, abuse of power, or unfair sanctions, which make
the recipient feel threatened or vulnerable, which undermines self confidence and which may
cause stress. Bullying can be between people at all levels of the organisation.
Bullying and harassment are not necessarily face to face; they may be by written
communications, email, and phone. More subtle forms of bullying and harassment include
persistently ignoring a person, isolating or excluding them.
All those with the responsibility for managing employees have a responsibility to manage their
employees in a reasonable way, issue reasonable instructions and expect them to be carried
out to required standards. Legitimate supervision of staff or students may include providing
constructive criticism regarding work or performance or challenging views and opinions in an
appropriate way. This would not be considered bullying or harassment.

HUMAN RESOURCES
3. Responsibilities
All Employees and Students
Everyone has a responsibility to comply with this Code of Practice and all staff and students
should ensure that their behaviour towards colleagues does not cause offence and could not in
any way be considered harassment or bullying.
Differences in culture, attitudes and experience, or the misinterpretation of social signals, can
mean that what is perceived by the person experiencing the behaviour as harassment and/or
bullying, may be perceived by others as normal. It is important to be sensitive to the feelings
and reactions of others. Consider the appropriateness of your behaviour and the affect it has
on others and be prepared to adjust it if necessary.
Line Managers and Supervisors

Those responsible for the management of employees or the supervision of students should:
 Set a good example by treating employees and students with dignity and respect.
 Understand the Code of Practice and make every effort to ensure that harassment and bullying
do not occur, particularly in work or study areas for which they are responsible.
 Respond sensitively and supportively to any employee or student who makes an allegation of
harassment or bullying; provide clear advice on the procedure to be adopted; maintain
confidentiality in accordance with this Code of Practice; monitor the work and study
environment to ensure that there are no problems of harassment or bullying, or of victimisation
after a complaint has been made.
 Be alert to unacceptable behaviour and take appropriate action; do not wait until complaints
are brought to their attention if they are aware of behaviour of other managers, employees or
students which might cause offence. If the incident is not serious then calling the individual
aside and carrying out some “awareness raising” may be sufficient to stop the behaviour.
 Ensure that employees and students know how to raise problems, are aware of the Code of
Practice and sources of help and support.
Trade Union Representatives

If employees are members of one of the three campus trade unions, they can seek support and
assistance from a Trade Union Representative. TU Representatives are permitted to
accompany employees in investigatory meetings so long as this does not unduly delay the
investigation process. A trade union representative, may respond on the employees behalf to
views expressed and can ask questions. However, they are not permitted to answer on behalf
of the employee.
4. Confidentiality
It is important that any claims of bullying and harassment are treated seriously and
confidentially. Any breaches of confidentiality will be treated seriously and may result in
disciplinary action.
Appropriate confidentiality will be observed for both complainant and alleged harasser.
Confidentiality in this context relates to the details of the case and investigation. Only those
who are required to know details of the case will have access to information including the
complainant and the alleged harasser.

HUMAN RESOURCES
There may however be circumstances where there is a legal obligation to share information
with another party. For example, where a line manager learns about something that could
seriously affect the wellbeing of an individual or group, they have a duty of care to advise their
HR Manager even though it may be against the wishes of the employee. Except in these
exceptional circumstances confidentiality will be maintained where at all possible.
During the formal procedure, evidence or statements provided by the complainant, alleged
harasser or witnesses may form part of the investigation report which will be read by both
sides. The information may also be used to go to a disciplinary hearing or employment tribunal
and could therefore become public.
5. Just Ask
Just Ask is a confidential service operated by University staff, for University staff, offering
support and direction on issues of stress. The Just Ask team are trained to deal with dignity at
work issues and are prepared to discuss incidents or problems with you in complete
confidence, however sensitive these may be. The volunteer will listen carefully to the situation,
suggest possible strategies and help a person reach a decision about what, if anything, they
wish to do or have done about the harassment.
The Just Ask team are able to offer support for people who have been accused of harassment
or bullying. Further information about the Just Ask service can be found in Appendix 1 and at
http://www.ncl.ac.uk/justask/.
Confidentiality and the Just Ask Service

The general presumption will always be that discussions with the Just Ask team are
confidential. There are some exceptional circumstances however, where a volunteer has a
legal obligation to share information with another party. For example, where they learn about
something that could seriously affect the wellbeing of an individual or group, they have a legal
obligation to advise the Executive Director of Human Resources, even though it may be
against the wishes of the employee. This will usually be done through the Equality and
Diversity Adviser and confidentiality will be maintained where at all possible.
There may also be circumstances where a certain degree of information sharing may be
necessary for purposes of accountability, support and effectiveness of University Procedures
or the Just Ask service . Where this is the case, information will only be divulged on a strictly
“need to know” basis.
Employees who use the Just Ask service will be asked to complete monitoring forms. These
forms are treated confidentially and will be used only to monitor the effectiveness of the
network and to see if there are any patterns emerging.
6. Dealing with Bullying and Harassment Informally

Informal resolution can often be the quickest and most effective way to deal with bullying
/harassment. The University wishes to encourage a degree of flexibility appropriate to the
individual circumstances to allow for informal resolution. Employees and students are
encouraged to try and resolve issues informally before making a formal complaint.

HUMAN RESOURCES
If you think you are being subjected to harassment or bullying in any form, do not feel that it is
your fault or that you have to tolerate it.
If possible make clear to the harasser that his/her behaviour is unacceptable and must stop.
You could do this verbally, or you may find it easier to do it by letter, in which case you are
advised make it clear that you do not wish to make a formal complaint at this stage and to keep
a copy.
It may be helpful for you to keep a record of events which distress you and the effect they have
had on you. Make a note of any witnesses to an incident and ask them if they would be
prepared to give evidence on your behalf should the complaint proceed to the formal stage.
The Just Ask team will be able to offer support and suggest strategies for dealing with your
situation. For further information about this service refer to Appendix 1 or
visithttp://www.ncl.ac.uk/justask/ ..
If you feel unable to confront the person concerned, you should seek advice from your line
manager (or their line manager if they are the harasser). Where appropriate and with your
agreement, they will attempt to resolve the matter informally. A guidance document for
managers is available from http://www.ncl.ac.uk/diversity/dignity.
Mediation
Mediation is a voluntary dispute resolution process where an impartial third party helps two
individual employees who are in conflict to agree a solution that is acceptable to both of them.
Newcastle University uses an external mediation service provided by ACAS (Advisory,
Conciliation and Arbitration Service). ACAS have over 30 years’ experience of helping
organisations improve working life through better employment relations. Access to the
mediation service is via a HR Manager who may be able to offer this service if they feel it is
appropriate to your situation. Line managers should contact their HR Manager for further
information.
Where informal resolution has been exhausted, or the problem continues, or is of a more
serious nature that would not be appropriate to deal with by informal means, a formal Dignity at
Work and Study complaint should be made. Employees wishing to make a formal complaint
should follow the procedure described in section 12. Students should follow the procedure
described in section 13.
7. Where a complaint is made against you

If a complaint is made against you informally or formally, you should consider the following:
 Even though your behaviour seems harmless to you, others may consider your behaviour to be
offensive.
 Consider differences in attitude, culture and the appropriateness of your behaviour.
 Reflect carefully about the complaint and consider if it can be justified and if it would be
advisable to change your behaviour.

HUMAN RESOURCES
 If your colleagues have justification/reasonable grounds, they can ask you to stop behaving in
a way that they find insulting or offensive.
 The complainant’s reasonable reaction will be considered. If they have reacted in an
unreasonable manner, their complaint is unlikely to be upheld.
 Being accused of harassment or bullying does not automatically indicate guilt.
 A support network is available to any member of staff who has been accused of bullying or
harassment , Just Ask (http://www.ncl.ac.uk/justask/), they will be able to act as a sounding
board for your issues.
 The University’s policy on bullying and harassment allows individuals to explore informal
resolution to issues. Be prepared to try and resolve issues so that both parties can move
forward and put them in the past.
 Consider if Staff Development can offer you any courses that could help with your personal
development and your interpersonal skills.
If a formal complaint has been made against you, you will be given a copy of the HB1 Form
completed by the complainant and a copy of this Code of Practice. Your line manager will also
be given a copy of the HB1 Form, so that they are aware of the allegations against you and
can offer appropriate support. Where disciplinary action is contemplated you will have rights as
specified under the relevant disciplinary procedure.
If it is found that a malicious complaint has been made, this will be addressed through
measures such as action under the appropriate disciplinary procedures being taken against the
complainant.
8. False Complaints
This procedure aims to promote fairness and consistency in dealing with reasonable
complaints from employees or students. However, the University will not accept complaints
which the Investigating Officers believe to be false or malicious and, indeed, may decide to
take disciplinary action in some circumstances when it can be demonstrated that a complaint is
made on a deliberately false or malicious basis.
9. Victimisation
Victimisation and retaliation as a result of action being taken under this Code of Practice is
unacceptable and may lead to disciplinary action. Victimisation may also be unlawful.
10. What records will be held?

Where a formal complaint is made and the complaint is substantiated, records will be kept on a
central file and the relevant personnel file. Records of any disciplinary action taken will be
retained in a similar way.
Where an employee contacts the Just Ask service for support, they will be asked upon their
first contact, to complete a monitoring form and a feedback form. These forms will be sent to
Human Resources and maintained in a confidential file (separate from the personal file).
Records will be used to collate information on an anonymised basis from time to time and will
be used to see if there are any patterns emerging, especially from different schools/sections.
Where informal action has been taken, notes will not usually be kept, except for a record of any
agreed outcomes between the parties in dispute.

HUMAN RESOURCES
11. Monitoring
Statistics from the Just Ask service and formal cases will be collected annually and presented
to the University’s Diversity Committee with comparisons to previous years. The following
information will be anonymised and the names of the complainants and alleged harassers will
be withheld:
The number of cases they have dealt with over the previous year;
The ethnic origin and gender of complainants;
The nature of the harassment, e.g. bullying, racist, sexist;
The outcomes of the cases.
12. Dignity at Work and Study – Formal Complaints Procedure for Employees
A formal Dignity at Work and Study complaint should be made where a matter remains
unresolved through the informal approach, if the problem continues after an agreed resolution,
or if the matter is of a more serious nature that would not be appropriate to be dealt with by
informal means.
A formal complaint must be made within six months from the date of the first instance or
attempted informal resolution in order to make the investigation feasible.
Procedure
1. Employees must submit an HB1 Form to the Executive Director of Human Resources. Your
complaint must include:
 Clear, specific allegations against the named person/s;
 Where possible, dates, times and witnesses to any incidents with direct quotes;
 Factual description of events
 An indication of how each incident made you feel;
 Any documentary evidence and
 Details of any action that you or others have already taken (or if you have not taken any
action to resolve the issue, why not).
2. The Executive Director of Human Resources (or Assistant HR Director in her absence) will
acknowledge receipt of your complaint within 5 working days, and nominate an appropriate
investigating officer.
3. At this stage the alleged harasser will be sent a copy of your completed HB1 Form and any
other materials that you submit with the form. The line manager of the alleged harasser will
also be advised that they have had a complaint made against them. If your complaint is against
a student, the Executive Director of Human Resources and the Head of the Student Progress
Service will jointly nominate an appropriate investigating officer.
4. The Investigating Officer will investigate the matter to establish the facts by talking to the
claimant, the respondent and relevant witnesses. He/she is required to consider if the claimant
has experienced those feelings and perceptions outlined in their complaint and if it was
reasonable for them to do so.

HUMAN RESOURCES
5. Notes will kept of any investigation, meetings or discussions and appropriate confidentiality will
be observed for the claimant, alleged harasser and witnesses in accordance with Section 4 of
the Code of Practice. Witness statements will be drafted for the witnesses to sign. Unsigned
statements may be omitted or given less weight. During the formal procedure, evidence or
statements provided by the complainant, alleged harasser or witnesses may form part of the
investigation report which will be read by both sides. The information may also be used to go to
a disciplinary hearing or employment tribunal and could therefore become public.
6. The Investigating Officer will prepare a report for the Executive Director of Human Resources,
which will include recommendations on whether the complaint should be upheld and on
suitable courses of action. These may include disciplinary action, mediation, coaching, etc.
The Executive Director of Human Resources will consider the evidence and recommendations
and decide upon an outcome. The Executive Director of Human Resources is responsible for
this policy and other employment related matters at the University and as such has the
responsibility and authority to make such a decision.
7. Both claimant and alleged harasser will be informed of the outcome of the investigation in
writing by the Executive Director of Human Resources within 8weeks of submitting the HB1
Form. Whilst every effort will be made to adhere to this timescale, there may be circumstances
which will mean that the process may take longer. Where this is the case the parties will be
informed in writing.
Guiding Principles
The following principles apply to the Dignity at Work and Study Procedure:
1. All parties are expected to make every effort to ensure timely conclusion to the investigation
(including Trade Union reps, HR Managers, investigating officers, complainant and alleged
harasser);
2. All parties are expected to recognise their obligations to behave respectfully towards each
other and to work towards achieving a harmonious environment at work/study.
3. Those involved in the process will have the right to explain or defend their actions;
4. Investigatory interviews do not normally afford the right to be accompanied by a trade union
representative or work colleague. However, the University will permit both sides to be
accompanied by a trade union representative or a work colleague so long as this does not
unduly delay the investigation;
5. Where it is established that an employee may be a witness to a case, the University may
legitimately request them to participate in the investigation (unless this request would put them
under a physical threat);
6. Both parties will have the right to appeal;
7. The principle of confidentiality shall apply in relation to the details of the case and investigation
in accordance with section 4;

HUMAN RESOURCES
8. Allegations will be considered against the principles of reasonable belief and the balance of
probabilities.
Possible Outcomes
Recommended outcomes of the investigation will depend upon the individual circumstances
and tailored to be appropriate to the facts of the case. Outcomes may include the following
possibilities:
 Training or development for the alleged harasser;
 Disciplinary procedure being invoked;
 Moving the alleged harasser or claimant to a different location, if appropriate;
 Informal interventions, for example conciliation or mediation;
 No further action.
This list is not exhaustive.
Appeals
The claimant or the person against whom the allegations have been made has the right of
appeal against the decision taken by the Executive Director of Human Resources if he/she
considers:
 The process of the investigation to be procedurally flawed or
 The conclusion and/or recommendations to be unreasonable because they are not supported
by the findings of the report or
 There is new evidence.
The purpose of the appeal is, therefore, to consider whether the process of the investigation
was fair and/or whether the conclusions and recommendations are reasonable in all of the
circumstances. The purpose is not to reinvestigate the complaint.
Employee appeals are to be made in writing to the Chair of the Diversity Committee within 10
working days of written notification of the outcome of the formal investigation. An appeal
hearing will be held within 15 working days from the receipt of the written appeal. The appeal
will be heard by the Chair of the Diversity Committee or their nominee, so long as that person
has not previously been involved in the case. Whilst every effort will be made to adhere to this
timescale, there may be circumstances which will mean that the process my take longer.
Where this is the case you will be informed in writing.
There will be no further opportunities to appeal within the University.
13. Dignity at Work and Study – Formal Complaints Procedure for Students
Students must follow the Student Complaints Procedure which is available from the Student
Progress Service.
Notes will kept of any investigation, meetings or discussions and appropriate confidentiality will
be observed for both complainant and alleged harasser.
Both complainant and alleged harasser will be informed of the outcome of the investigation in
writing. The Student Progress Service endeavours to complete its’ investigations within 6

HUMAN RESOURCES
weeks of the receipt of the complaints form however it should be recognised that it can take
some time to gather and consider all of the information.
Appeals
Students wishing to lodge an appeal about the outcome of a complaint which has been
investigated should do so in writing within 10 working days of written notification of the
outcome, addressing their appeal to the Academic Registrar. If the Academic Registrar, having
investigated the original complaint, considers there to be grounds for the appeal, s/he may
make appropriate arrangements to have the complaint reconsidered. Any further action or
outcome will be decided by the Academic Registrar and will be final.
There will be no further opportunities for appeal within the University. Provision for
independent external review is made through the existence of the Office of the Independent
Adjudicator. The Independent Adjudicator’s role is to review the application by the University of
its own internal procedures. Further information about the Adjudicator’s role is available from
www.oiahe.org.uk/. A leaflet can be obtained from the Student Progress Service, 6 Kensington
Terrace.
Appendix 1 – Just Ask
What is Just Ask?
Just Ask are members of staff who have volunteered their time to support colleagues who may
be experiencing issues of stress at work, possibly through bullying or harassment.
The volunteer will listen carefully to the problem and, if necessary, discuss possible courses of
action with you and suggest strategies for dealing with harassment or bullying. They may also
act as a “sounding board” to help you reach a decision about what, if anything, you wish to do
or have done about the harassment.
If you are being accused of harassment or bullying, the volunteer will also be able to offer
support.
How do I contact the Just Ask team?

Contact details for members of the Just Ask team are available on the website
http://www.ncl.ac.uk/justask/. Please be aware that the team is only contactable during normal
office hours (i.e. Monday to Friday 8.30am to 5pm).
Be aware that sending personal or confidential information by email may not always be
appropriate. The Data Protection Act 1998 recommends never sending confidential
information via email. Information sent via email may also be made available to others
under the Freedom of Information Act 2000.
Boundaries of use
It is important to remember that the Just Ask teams are volunteers and are giving up their own
time to provide support to colleagues who feel they are being bullied or harassed. Therefore
because of the voluntary nature of the role, they will not be able to act as an advocate or a
witness and cannot attend meetings on behalf of the complainant or alleged harasser or as a
work colleague. All discussions with Just Ask will be confidential within the confines of the

HUMAN RESOURCES
University’s legal obligations. For further information please refer to the Code of Practice
Section 4.
Just Ask member will Just Ask member won’t

Listen carefully to the problem Act as an advocate
Ask questions to help clarify the Act as a witness
issues Attend meetings on your behalf or as
Provide information about possible a work colleague
courses of action
Suggest strategies for dealing with the
situation
Seek advice from others where
appropriate
Appendix 2 - Sources of information and help

Equality and Human Rights Commission
http://www.equalityhumanrights.com
 0845 604 6610
The Equality and Human Rights Commission champions equality and human rights for all,
working to eliminate discrimination, reduce inequality, protect human rights and to build good
relations, ensuring that everyone has a fair chance to participate in society
Gender Trust
www.gendertrust.org.uk
 0845 231 0505
A registered charity offering information and support to transsexual, gender dysphoric and
transgendered people.
Nightline
www.societies.ncl.ac.uk/nightline/
 0191 261 2905
A confidential listening and information service for Newcastle and Northumbria Students
Rape Crisis Centre (Tyneside)

www.tynesidercc.org.uk
 0191 232 9858
Sexual assault counselling and information service
REACH
(Rape Examination, Advice, Counselling and Help)
www.reachcentre.org.uk
 0191 212 1551
Counselling service to all victims aged 16 or over of a rape or sexual assault.
Samaritans

HUMAN RESOURCES
www.samaritans.org
 08457 90 90 90
Stonewall
www.stonewall.org.uk
0207 881 9440
Organisation working towards the advancement of the rights of lesbians, gay men and
bisexuals.
Newcastle University Student Wellbeing Service

www.ncl.ac.uk/student.counselling/
 0191 222 7699
Victim Support
www.victimsupport.org.uk
 0845 30 30 900
Women’s Aid
www.womensaid.org.uk
0800 2000 247 (24 hours)
A national charity working to end domestic violence against women and children.
Equality Impact Assessment

Equality Impact Assessment not required
Electronic File Reference
File Location: g:\Diversity\Projects\Dignity At Work\Code of Practice\Changes to COP\Sept
2010 Equality Act Revisions\DAW in template March 12.dotx
Effective Date 02/03/2012 – Updated Just Ask Service

Approval Original approved by Staff Committee 06/05/2009
Policy/Procedure Owner Julie Bullimore
Last Reviewed 02/03/2012 Minor changes, no committee approval required.


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HUMAN RESOURCES

Dignity at Work and Study Code of Practice

The University undertakes to:

2. Definition of Bullying and Harassment

©Human Resources, Newcastle University Page 1 of 12 HR Policy Template November 2011

Printed copies of this document are for reference only.

Physical Conduct: Unwanted physical conduct, including unnecessary touching or brushing

Verbal Conduct: Unwelcome advances, propositions or remarks, innuendoes, lewd comments

Non-Verbal Conduct: Making abusive or offensive gestures, displaying of offensive written or

Bullying is a particular form of harassment involving a misuse of power to criticise, condemn,

©Human Resources, Newcastle University Page 2 of 12 HR Policy Template November 2011

Printed copies of this document are for reference only.

Line Managers and Supervisors

Trade Union Representatives

©Human Resources, Newcastle University Page 3 of 12 HR Policy Template November 2011

Printed copies of this document are for reference only.

Confidentiality and the Just Ask Service

6. Dealing with Bullying and Harassment Informally

Printed copies of this document are for reference only.

7. Where a complaint is made against you

Printed copies of this document are for reference only.

10. What records will be held?

©Human Resources, Newcastle University Page 6 of 12 HR Policy Template November 2011

Printed copies of this document are for reference only.

©Human Resources, Newcastle University Page 7 of 12 HR Policy Template November 2011

Printed copies of this document are for reference only.

6. Both parties will have the right to appeal;

Printed copies of this document are for reference only.

There will be no further opportunities to appeal within the University.

Printed copies of this document are for reference only.

How do I contact the Just Ask team?

Printed copies of this document are for reference only.

Just Ask member will Just Ask member won’t

Appendix 2 - Sources of information and help

Rape Crisis Centre (Tyneside)

Printed copies of this document are for reference only.

Newcastle University Student Wellbeing Service

Equality Impact Assessment

Effective Date 02/03/2012 – Updated Just Ask Service

©Human Resources, Newcastle University Page 12 of 12 HR Policy Template November 2011

Printed copies of this document are for reference only.

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