Employee wellbeing has become a [top priority](https://hrnews.co.uk/employee-wellbeing-is-u-k-hr-professionals-top-priority-for-2025/) for organisations across the UK. The lasting impact of the COVID-19 pandemic, growing awareness of mental health, and shifting workforce expectations have made it clear that creating a healthy, supportive workplace is not only the right thing to do - it's a strategic imperative. 

According to a McKinsey report on [workplace wellbeing](https://www.mckinsey.com/mhi/our-insights/thriving-workplaces-how-employers-can-improve-productivity-and-change-lives), investing in wellbeing initiatives can also enhance productivity, reduce turnover, and build a more resilient workforce. [1] 

This article explores how HR professionals and employers can develop effective, sustainable employee wellbeing initiatives. We'll examine the fundamentals of wellbeing, the associated business benefits, the legal framework, practical steps for implementation, and strategies to overcome common challenges.  

## What is employee wellbeing?

Employee wellbeing goes beyond physical health. The CIPD identifies [seven domains of wellbeing](https://www.cipd.org/uk/views-and-insights/thought-leadership/insight/mobilising-wellbeing-initiatives/): health, good work, values/principles, collective/social, personal growth, financial wellbeing and good lifestyle choices. [2] A successful wellbeing strategy addresses all these areas while recognising that employee needs differ depending on factors such as age, role, working style, and personal circumstances. 

In practice, this means taking a holistic and flexible approach. For example, younger employees might prioritise career development and social connection, while others may be more focused on managing caregiving responsibilities or planning for financial security. Hybrid and [remote workers](https://www.natwestmentor.co.uk/news/monitoring-employee-productivity-in-remote-work-environments) may face different wellbeing challenges than those on-site, such as isolation or blurred boundaries between work and home life.  

By using data insights, listening to employee feedback, and offering personalised support, organisations can create an inclusive wellbeing strategy that feels relevant and meaningful to all. 

## The business case for wellbeing initiatives

[According to recent data](https://www.spill.chat/mental-health-statistics/workplace-mental-health-statistics), around 828,000 employees in the UK suffer from work-related stress, depression, or anxiety each year. [3] This figure highlights the urgency for HR professionals and employers to develop robust wellbeing initiatives. [Poor mental wellbeing](https://www.mentalhealth.org.uk/explore-mental-health/statistics/mental-health-work-statistics) is estimated to cost UK employers £42 billion to £45 billion annually, primarily through presenteeism, sickness absence, and staff turnover. [4] 

A strong wellbeing strategy offers measurable business benefits, including: 

- increased productivity and engagement 
- lower absenteeism and presenteeism 
- reduced recruitment and training costs due to higher retention 
- enhanced employer brand and talent attraction 
- stronger compliance with legal and ethical standards. 

Investing in employee wellbeing delivers tangible returns. Organisations with well implemented wellbeing initiatives report higher engagement, lower absenteeism, and improved retention. A study by [Johns Hopkins University](https://www.greatplacetowork.co.uk/resources/workplace-wellbeing-report-2025) notes a decline in employee wellbeing in the UK, but companies that prioritise wellbeing are seeing these trends reverse. [5] 

According to the [World Economic Forum](https://www.weforum.org/stories/2025/03/prioritizing-employee-wellbeing-good-for-business/), 38% of workers globally are at risk of mental health issues, and over 65% report experiencing burnout - but having in place proactive measures can help mitigate these risks. [6] 

In the UK, wellbeing programs are associated with a 3% increase in employee engagement and a 1.5% reduction in turnover, according to [various studies](https://www.icslearn.co.uk/blog/human-resources/the-business-case-for-employee-wellness-programmes/). Reducing sickness absence also leads to cost savings, as each day lost to stress represents a loss in productivity. 

Moreover, a comprehensive wellbeing strategy strengthens an organisation's reputation, making it more attractive to top talent in a competitive market. The CIPD factsheet, [Wellbeing at work](https://www.cipd.org/en/knowledge/factsheets/well-being-factsheet/), links employee wellbeing to better performance, noting that individuals in supportive work environments tend to be more innovative, collaborative and resilient. 

## Legal considerations for employers

In the UK, while there is no statutory duty to offer specific wellbeing initiatives, employers do have a legal obligation under the [Health and Safety at Work etc. Act 1974](https://www.hse.gov.uk/legislation/hswa.htm) to ensure the health, safety, and welfare of employees. 

Further obligations come from: 

- [The Equality Act 2010](https://www.legislation.gov.uk/ukpga/2010/15/contents): Protects against discrimination related to disability, including mental health conditions, putting a legal duty on employers to make reasonable adjustments for employees with disabilities.  
- [The Management of Health and Safety at Work Regulations 1999](https://www.legislation.gov.uk/uksi/1999/3242/contents): Requires employers to conduct risk assessments, including those relating to stress. 
- [HSE Stress Management Standards](https://www.hse.gov.uk/stress/standards/): Offers a framework to help employers manage work-related stress proactively.

## Steps to developing an employee wellbeing initiative

### Start with data and dialogue

Before implementing new initiatives, HR teams should use a range of tools to assess the current wellbeing climate.  

- Running anonymous employee wellbeing surveys. 
- [Holding focus groups](https://www.et-foundation.co.uk/wp-content/uploads/2025/06/09.-Toolkit-for-Implementing-Mental-Health-and-Wellbeing-Focus-Groups.pdf) or listening sessions. 
- Reviewing absence data, exit interviews, and performance trends. 
- Using tools like the [ONS wellbeing measures](https://www.ons.gov.uk/peoplepopulationandcommunity/wellbeing/articles/ukmeasuresofnationalwellbeing/dashboard) or [CIPD benchmarks](https://www.cipd.org/uk/knowledge/reports/goodwork/) to identify pain points, such as high stress in certain departments. 
- Conducting a [stress risk assessment](https://www.hse.gov.uk/stress/standards/downloads.htm) in line with HSE guidelines.

### Set clear objectives and ownership

Wellbeing strategies should align with organisational values and business goals, and include clear, measurable objectives.  

- Reducing [long-term sick leave](https://www.natwestmentor.co.uk/news/supporting-employees-during-long-term-sickness) by 20%. 
- Increasing employee satisfaction scores.
- Improving engagement among remote workers. 
- Decreasing stress-related absences across departments. 
- Enhancing work-life balance through flexible working options. 
- Boosting participation in wellbeing initiatives (e.g. mental health workshops, fitness programs etc). 
- Increasing retention rates in high-turnover teams. 
- Supporting managers to better identify and respond to wellbeing concerns. 

### Create a holistic wellbeing programme

A comprehensive wellbeing programme should offer a mix of preventative, supportive, and responsive measures, covering all key wellbeing pillars

**Mental wellbeing**

- Access to counselling via an [Employee Assistance Programme](https://www.natwestmentor.co.uk/employee-assistance-programme/?campaign=cm8911b5k000108joeh800swe) (EAP).
- Mental health first aiders. 
- Resilience workshops and mindfulness training. 
- Policies on workloads and reasonable adjustments.

**Physical wellbeing**

- Subsidised gym memberships or fitness classes.
- On-site health checks or virtual GP access. 
- Cycle-to-work schemes and standing desks.
- Encouraging walking meetings or movement breaks. 

**Financial wellbeing**

- Financial education and planning workshops. 
- Salary advance options or savings schemes. 
- Clear signposting to debt or benefits advice. 

**Social wellbeing** 

- Team-building activities. 
- Mentoring or peer-support networks. 
- Encouraging regular manager check-ins, especially for remote staff.

### Embed flexibility and autonomy

The rise of hybrid and remote working means wellbeing strategies must be adaptable. Flexibility in where and how people work can significantly reduce stress and improve work-life balance. 

Tips include: 

- formalising flexible working policies beyond statutory requirements 
- training managers to lead distributed teams with empathy and clarity 
- allowing employee input into scheduling and workload priorities.

### Train and support line managers

Line managers are critical in delivering your wellbeing strategy. They often notice the early signs of burnout or disengagement, and their approach to communication, support, and performance management shapes employee experience. 

Provide training on: 

- recognising mental health red flags and making [reasonable adjustments](https://www.natwestmentor.co.uk/news/reasonable-adjustments-in-the-workplace)
- having sensitive conversations 
- signposting employees to support services 
- managing hybrid or remote workers inclusively. 

Encourage managers to prioritise regular 1-to-1s, not just for performance discussions, but to check in on wellbeing, foster inclusivity, and ensure the [diverse needs of all team members](https://www.natwestmentor.co.uk/news/neurodiversity-in-the-workplace) are met, including those working remotely or in hybrid arrangements. 

### Measure, evaluate, and evolve

Wellbeing is not a one-off campaign - it's an ongoing commitment. Establish metrics to evaluate success, such as: 

- absence rates and staff turnover 
- employee satisfaction or engagement scores 
- EAP usage 
- survey results on stress, morale, or burnout. 

Review initiatives annually and seek feedback to ensure they remain relevant and impactful. 

## Challenges to anticipate

Implementing a successful wellbeing strategy requires more than good intentions - it demands awareness of the potential obstacles that can limit impact or derail progress. Some key challenges to anticipate include: 

### Stigma

Mental health, in particular, still carries a stigma in many workplaces. Employees may feel uncomfortable disclosing experiences of stress, burnout, or other mental health concerns due to fears of judgment, potential career repercussions, or a lack of trust in confidentiality. As a result, issues are often underreported, and uptake of available support services remains low. 

**What helps**: Foster a culture of openness by encouraging senior leaders and managers to model vulnerability and talk openly about mental health. Provide training to reduce stigma and build psychological safety across teams. 

### Inconsistency

Wellbeing efforts that vary dramatically across departments or locations can appear disjointed and insincere. A lack of consistency may lead employees to question the organisation's true commitment to wellbeing, especially if some teams enjoy robust support while others are left behind. 

**What helps**: Ensure leadership buy-in at all levels and develop a central framework that allows for local adaptation without compromising core values and standards. 

### Resource constraints

Time, budget, and staffing can all be significant limitations. Smaller organisations or overstretched HR teams may struggle to design and deliver meaningful wellbeing programmes. Additionally, when wellbeing is seen as "extra" rather than essential, it's often the first to be cut. 

**What helps**: Start small but strategic - pilot low-cost, high-impact initiatives and use data to demonstrate return on investment (ROI). Embed wellbeing into day-to-day management practices and integrate it into existing processes (e.g. performance reviews, onboarding etc). 

### Engagement fatigue

Employees may be cynical or disengaged, especially if previous wellbeing initiatives felt performative or short-lived. "Wellbeing washing" - where organisations promote wellbeing without backing it up with real change - can lead to mistrust. 

**What helps**: Listen to employees regularly through surveys or focus groups and co-create initiatives with them. Prioritise authenticity and follow through on commitments. 

Overcoming these challenges requires more than standalone wellness days or one-off initiatives. To create lasting impact, wellbeing must be embedded into core business planning and culture - not just treated as a side project for HR. This means aligning wellbeing objectives with organisational goals, integrating them into leadership development, and making wellbeing a shared responsibility across the business. 

## Final thoughts

Developing employee wellbeing initiatives is not just about reacting to burnout or offering perks - it's about building a sustainable, supportive work culture that helps people thrive.  

By taking a structured, inclusive, and data-informed approach, organisations can create workplaces where wellbeing isn't just a policy - it's a lived experience. 

Start today - assess your organisation's needs and take that first step towards a wellbeing-focused future. Your employees, and your bottom line, will thank you. 

_This article is intended for informational purposes only and does not constitute legal advice. The information is accurate at the time of writing but may be subject to change. For advice specific to your situation, please consult a qualified professional._

[1] McKinsey Health Institute. Thriving workplaces: How employers can improve productivity and change lives, 16 January 2025.  

[2] CIPD. Mobilising wellbeing initiatives through technology, 12 November 2021.  

[3] Spill. 53 workplace mental health statistics you can't ignore in 2025.  

[4] Mental Health Foundation. Mental health at work: statistics.  

[5] John Hopkins University. Fostering Wellbeing at Work in the UK: 2025  

[6] World Economic Forum. Why prioritizing employee well-being is good for business, 28 March 2025.

Employee smiling and happy at work using their smartphone

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Developing employee wellbeing initiatives in the workplace 

Workplace disputes cost British businesses approximately [£28 billion annually](https://www.acas.org.uk/research-and-commentary/estimating-the-costs-of-workplace-conflict) \[1\] through lost productivity, absenteeism, and staff turnover, a challenge that hits small and medium enterprises even harder. With limited resources, every team member plays a critical role, making disputes especially disruptive to daily operations.

Adding to this strain, recent tribunal cases \[2\] have set stricter standards for how employers must manage internal conflicts, as failure to address them properly can result in constructive dismissal claims, discrimination cases, and significant financial penalties.

## The anatomy of workplace disputes

Conflicts rarely emerge from single incidents, but rather from a buildup of misunderstandings in the workplace. They develop through patterns of behaviour, miscommunication, and unaddressed grievances or conduct issues. [HR professionals](https://www.natwestmentor.co.uk/hr) recognise that early intervention prevents escalation into formal procedures.

Disputes can stem from both practical workplace issues and personality clashes. Pay discrepancies, workload distribution, and unclear reporting structures create tension between colleagues. Changes to working arrangements, particularly after recent conflicts, can impact the overall work environment.

An increase in [flexible working requests](https://www.natwestmentor.co.uk/news/flexible-working-rules-are-employers-up-to-speed), following the 2024 flexible working legislation, raises the risk of grievances and discrimination claims, especially if some employees are granted arrangements while others are denied. To manage these tensions, employers must adopt transparent and fair decision-making processes to prevent resentment or feelings of inequality within teams.

The distinction between informal disagreements and formal grievances matters legally. **Once an employee raises a formal complaint, specific procedures must follow.** The Advisory, Conciliation and Arbitration Service (ACAS) Code of Practice sets mandatory standards for dealing with conflict that tribunals will scrutinise if cases escalate. [Read the ACAS guidelines here](https://www.acas.org.uk/codes-of-practice) to learn more.

## Legal framework for workplace conflict management

[Employment law](https://www.natwestmentor.co.uk/employment-law) establishes the foundation for handling workplace disputes, requiring employers to maintain fair and consistent procedures throughout the resolution process.

Comprehensive documentation is essential at every stage. Tribunals expect records demonstrating reasonable attempts to resolve issues before escalation. **Without proper documentation, employers will find it more difficult to defend against claims of unfair treatment, discrimination, or constructive dismissal that may arise from poorly handled conflicts.**

[The Equality Act 2010](https://www.legislation.gov.uk/ukpga/2010/15/contents) adds another layer of complexity. Disputes involving alleged [discrimination](https://www.natwestmentor.co.uk/news/sexual-harassment-legislation-a-roadmap-for-employers) require particular care, as seemingly straightforward disagreements between colleagues might constitute harassment or discrimination under the law.

## Formal procedures and documentation

When informal resolution fails or where informal resolution isn't appropriate, internal formal procedures provide structure. The process must follow your organisation's [grievance policy](https://www.natwestmentor.co.uk/news/drafting-an-employee-handbook-what-employers-need-to-know) precisely and comply with current legal standards.

Key stages typically include:

*   written grievance submission by the employee
*   investigation meeting within five working days
*   witness statements and evidence collection
*   formal meeting with right to representation
*   written outcome with clear reasoning
*   appeal process if requested.

Each stage requires specific documentation. Meeting notes should be agreed upon by all parties to foster a productive work environment. Witness statements should be signed and dated. Decision letters should reference specific policy clauses and evidence considered.

### Mediation as an alternative conflict resolution tool

Workplace mediation is a highly effective way to resolve challenging conflicts when everything else has failed. The process typically takes one day, compared to weeks or months for formal grievance procedures, allowing for quicker resolution. While expensive, costs remain minimal compared to tribunal proceedings or recruitment expenses from staff turnover.

In a mediation process, an impartial third party facilitates discussion between parties to effectively resolve conflicts. The process remains confidential and focuses on practical solutions rather than fault-finding, promoting effective problem-solving.

## Investigation - best practices

Investigations must be thorough, impartial, and timely. Appointing an investigator without prior involvement in the dispute ensures objectivity. Larger organisations might use external investigators for complex cases.

The investigator gathers facts without making judgements about outcomes. They interview all relevant parties separately, review documentation, and compile evidence systematically to address any disciplinary issues. Their report presents findings without recommending specific sanctions.

Confidentiality during investigations protects all parties. However, absolute confidentiality cannot be guaranteed when witness evidence is needed for fair decisions. Investigators must balance transparency with privacy concerns.

## Support mechanisms during disputes

Conflict affects mental health and productivity. [Employee assistance programmes](https://www.natwestmentor.co.uk/employee-assistance-programme/) provide confidential counselling and support during difficult periods. These services help staff cope with stress while procedures continue.

Temporary work adjustments might be necessary to alleviate tension during conflict situations. Separating conflicting parties prevents escalation but must not disadvantage either person. Remote working arrangements or department transfers offer practical solutions while investigations proceed.

Regular communication keeps all parties informed about timescales and next steps. Unexplained delays increase anxiety and can lead to additional complaints about the process itself.

## Resolution and aftermath

Successful resolution requires more than determining the facts and making findings. Rebuilding working relationships takes time and structured support, particularly when addressing underlying workplace conflicts. Team meetings might need professional facilitation initially.

[Training programmes on communication](https://www.natwestmentor.co.uk/news/top-tips-for-effective-workplace-communication) and conflict prevention benefit entire teams. Lessons learned from disputes can improve policies and procedures. Regular reviews identify patterns that suggest systemic issues requiring organisational change.

Monitoring continues after formal resolution. Check-ins with both parties ensure agreements are working and relationships are improving, fostering a positive and productive work environment. Early intervention prevents conflicts from re-emerging weeks or months later.

_This article is intended for informational purposes only and does not constitute legal advice. The information is accurate at the time of writing but may be subject to change. For advice specific to your situation, please consult a qualified professional._

\[1\] ACAS, Estimating the costs of workplace conflict, May 2021

\[2\] KALRA Legal Group, Top Ten Employment Law Cases of 2024: Shaping the Future of UK Workplace Rights, January 2025

Professional Approaches to Workplace Conflict Resolution

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Professional approaches to workplace conflict resolution

With employment laws and workplace standards constantly changing, having a clear and up-to-date employee handbook is not just beneficial - it's a critical tool for compliance and risk management. 

This article outlines key legal requirements, practical advice, and content essentials for creating a robust employee handbook that aligns with employment law and supports your organisational goals. 

## Why you need an employee handbook

Although having an employee handbook is not a statutory requirement, its value is widely recognised across industries. Small and medium sized enterprises (SMEs) in particular, who may lack in-house legal or HR expertise, benefit significantly from a well-drafted document that brings structure and clarity to people management. Here's some of the benefits: 

- **Communicates company policies and procedures** clearly to all staff. 
- **Reduces legal risks** by setting out legally compliant workplace policies. 
- **Helps onboard new employees efficiently** by explaining rules and expectations. 
- **Supports consistent treatment** of employees across teams and departments. 
- **Demonstrates compliance** with legal and ethical standards. 
- **Promotes an inclusive workplace culture** grounded in fairness and equality.

## Legal foundations: What must be included 

A well drafted employee handbook should encompass policies and procedures that comply with UK employment legislation. Failure to do so could lead to non-compliance issues, employee uncertainty, and exposure to legal claims.  

### 1. Written statement of employment particulars

Under the [Employment Rights Act 1996](https://www.legislation.gov.uk/ukpga/1996/18/contents), all employees and workers are legally entitled to receive a written statement of particulars of employment before or on their first day of work. This includes details such as: 

- Job title and duties. 
- Pay and working hours. 
- Holiday entitlement. 
- Sick pay and procedures. 
- Notice periods. 

While this information is usually covered in employment contracts, many employers include a more detailed version in the handbook for easy access and to provide additional clarification on the finer details (e.g. rules around absence reporting and time off work). 

### 2. Clarification of employment status

UK employment law distinguishes between employees, workers, and self-employed contractors. Each category has different rights and responsibilities. Employers should clearly outline which policies apply to whom to avoid uncertainty or disputes. 

For detailed guidance on employment status, refer to [GOV.UK's Employment Status Checker](https://www.gov.uk/employment-status). 

### 3. Essential policies

While not legally required to be included in a handbook, employers must have certain policies and procedures in place to meet minimum legal requirements. 

- **Grievance and disciplinary procedures** - must be aligned with the [Acas Code of Practice](https://www.acas.org.uk/disciplinary-and-grievance-procedures). 
- **Data protection policies** - privacy notice, record of processing, data breach, workplace responsibilities and external privacy notice. 
- **Health and safety policy statement** - this being a legal requirement for businesses with five or more employees, although it's good practice for all organisations to have one. For more information, see the [Health and Safety at Work etc. Act 1974](https://www.legislation.gov.uk/ukpga/1974/37/section/2 "https://www.legislation.gov.uk/ukpga/1974/37/section/2").
- **A statement on modern slavery** - only applicable to certain businesses in the supply of goods or services whose turnover is greater than £36 million in a financial year. [Read the example statement provided by the CIPD](https://www.cipd.org/uk/anti-slavery-policy/).  
- **Equality, diversity and inclusion** - whilst not strictly a legal requirement, having a policy in place is an essential part of defending against discrimination claims and helps ensure that businesses meet their obligations under the [Equality Act 2010](https://www.legislation.gov.uk/ukpga/2010/15/contents). 

### 4. Additional policies

Other policies that may be useful to include are: 

- [Annual holidays and public holidays](https://www.gov.uk/holiday-entitlement-rights) 
- [Harassment and bullying](https://www.cipd.org/uk/knowledge/factsheets/harassment-factsheet/#:~:text=Harassment%20and%20bullying%20may%20be,Unwanted%20physical%20contact.) 
- [Sickness absence and pay](https://www.natwestmentor.co.uk/absence-management/?ref=employmentlaw) 
- [Time off for dependants](https://workingfamilies.org.uk/articles/time-off-for-dependants-leave/)  
- [Maternity, paternity and adoption leave](https://www.cipd.org/uk/knowledge/factsheets/maternity-paternity-rights-factsheet/) 
- [Working hours and rest breaks](https://www.hse.gov.uk/contact/faqs/workingtime.htm) 
- [Flexible working](https://www.gov.uk/flexible-working)  
- [Whistleblowing](https://assets.publishing.service.gov.uk/media/5a819ef5e5274a2e87dbe9e3/bis-15-200-whistleblowing-guidance-for-employers-and-code-of-practice.pdf) 
- [Social media and technology use](https://www.acas.org.uk/archive/social-media-in-the-workplace) 
- [Training and development](https://www.natwestmentor.co.uk/training/). 

## Other considerations for modern workplaces

As your workforce evolves, so too should your handbook. Also consider including: 

- **[Hybrid and remote working policies](https://www.natwestmentor.co.uk/news/flexible-working-rules-are-employers-up-to-speed)** - expectations for home-based work, equipment provision, and working hours. 
- **Sustainability commitments** - your business aligns with ESG (Environmental, Social, Governance) goals. 
- **[Diversity and inclusion metrics](https://www.natwestmentor.co.uk/news/building-a-diverse-equal-and-inclusive-workplace)** - not just policies, but how you measure and improve equity. 
- **[Mental health and wellbeing resources](https://www.natwestmentor.co.uk/news/developing-employee-wellbeing-initiatives-in-the-workplace)** - access to support, time off for mental health, and stress management tools. 

These forward-looking additions not only demonstrate care for employees but may also help with recruitment, retention, and brand reputation.

## Creating and maintaining your employee handbook: Best practice tips

### Tailor it to your business

Don't copy generic templates blindly. A restaurant, for example, will require very different policies to an IT consultancy. Take time to reflect your business culture and operating model. 

### Use clear, inclusive language

Avoid legal jargon and use plain English. Ensure that the language is inclusive and respectful of all demographics. 

### Ensure consistency with employment contracts

Make sure your handbook doesn't conflict or contradict signed employment contracts. 

### Keep it up to date

Employment law changes frequently. Review your handbook annually or after any legal developments (e.g. new regulations / changes to minimum wage rates). 

### Include a policy review clause

State clearly how and when the handbook will be reviewed. Add a disclaimer noting whether the handbook is contractual or non-contractual, and the notice required to amend it. 

### Get expert support

If you're drafting a handbook for the first time - or updating one that hasn't been reviewed in years - consider seeking support from HR consultants or qualified legal professionals. 

### Make It accessible

Share the handbook digitally via intranets or employee platforms. Print versions should also be available for workplaces without regular online access. 

## Final thoughts

A well-written employee handbook isn't just about ticking legal boxes - it's an opportunity to build a stronger, more transparent workplace culture. It sets expectations, protects both employer and employees, and underpins the relationship between management and staff. 

For SMEs, especially those without internal legal teams, it's a powerful risk-management tool. But more than that, it reflects who you are as a business - your values, your goals, and your commitment to fair and lawful treatment of employees. 

By investing time into a clear, tailored, and legally compliant handbook, employers can not only meet their obligations but foster a healthier, happier, and more productive workforce. 

_This article is intended for informational purposes only and does not constitute legal advice. The information is accurate at the time of writing but may be subject to change. For advice specific to your situation, please consult a qualified professional._

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Drafting an employee handbook: What employers need to know 

New employees may [cost businesses](https://www.natwestmentor.co.uk/news/how-much-does-it-cost-to-employ-someone) significant time and money before they reach full productivity. Poor onboarding extends this period, whilst effective programmes reduce early turnover and accelerate performance. The difference between these outcomes lies in the structure and execution of your first-day and first-week processes.

Most businesses treat onboarding as paperwork completion and basic orientation. This approach misses the critical window in the onboarding experience when new employees form lasting impressions about their role, the new team, and your organisation's culture. A strategic onboarding programme transforms administrative necessity into a competitive advantage by systematically preparing new hires for their responsibilities.

## Legal guidelines for the onboarding process

Every onboarding program must first meet essential [employment law](https://www.natwestmentor.co.uk/employment-law/) requirements before focusing on cultural integration. These obligations begin before the employee's first day and continue through their employment.

[Right-to-work checks](https://www.natwestmentor.co.uk/news/right-to-work-checks-your-duties-as-an-employer) form the foundation of compliant onboarding practices and are essential in the hiring process for new team members. **Employers must verify and document each new hire's legal status before they begin work.** Failure to complete these checks correctly exposes your business to civil penalties and potential criminal prosecution.

Written statements of employment particulars must be provided on or before the first day of employment. These statements should include working hours, pay details, holiday entitlement, and notice periods to ensure new team members understand the hiring process.

Alongside the contract, new employees should be provided with the [employee handbook](https://www.natwestmentor.co.uk/news/drafting-an-employee-handbook-what-employers-need-to-know), which outlines company policies, procedures, and workplace standards. Reviewing and acknowledging this handbook on or before the first day helps ensure compliance and clarity from the outset.

## Pre-arrival preparation

Successful onboarding begins before the new employee arrives. Administrative preparation eliminates first-day delays and demonstrates organisational competence.

**Equipment and access arrangements need to be completed in advance.** Where possible, IT systems, security passes, and workspace allocation should be finalised before arrival. This allows for troubleshooting technical issues that frequently arise with new user accounts.

HR documentation should be distributed electronically where possible to enhance the efficiency of the onboarding experience. Digital forms allow new hires to complete paperwork at their convenience during the onboarding process, reducing first-day administration. **Tax forms, bank details, and emergency contact information can be processed before arrival**, freeing time for more valuable activities in the onboarding experience.

### Example pre-arrival tasks

*   Send a welcome email with first-day logistics and parking information.
*   Prepare workspace with necessary equipment and supplies.
*   Create IT accounts and test system access.
*   Schedule meetings with key team members.
*   Assign a designated contact person for questions to support the employee onboarding process and help new hires feel more comfortable.

## First-day structure

The first day sets expectations for the employment relationship. A structured programme balances necessary administration with meaningful engagement, incorporating best practices for effective employee onboarding:

*   **Morning activities may focus on essential tasks whilst energy levels remain high.** Health and safety briefings, security procedures, and critical policy acknowledgements take priority in an effective employee onboarding process. These sessions require active participation and retention of important information.
*   **Afternoon sessions can address cultural elements and team introductions.** New employees often experience information overload by midday, making lighter activities more appropriate to help new hires adjust to the company culture. Workplace tours, informal team meetings, and system demonstrations work well during this period.

Time management remains critical throughout. New employees need regular breaks to process information and avoid exhaustion. It's recommended you schedule no more than five hours of structured activity on day one.

## Role-specific training pathways

Generic onboarding fails to prepare employees for their actual responsibilities and does not align with effective onboarding processes. Each position requires tailored [training](https://www.natwestmentor.co.uk/training/) that addresses specific competencies and performance expectations.

Example:

*   **Technical roles** need immediate access to systems and tools. **Provide login credentials, software tutorials, and practice environments during week one.** Delaying technical setup prevents new hires from engaging with their core responsibilities and creates frustration.
*   **Customer-facing positions** require different preparation. **Communication protocols, escalation procedures, and brand standards** take precedence over technical skills in the onboarding process to help new hires integrate effectively. New employees need confidence in representing your organisation before interacting with clients.

Administrative support extends beyond initial training. [Document templates](https://www.natwestmentor.co.uk/documents/) should be designed to facilitate effective onboarding and integrate company culture for new team members, and procedural guides provide ongoing reference materials for the employee onboarding experience. These resources reduce repetitive questions and enable independent problem-solving as employees develop competence.

## Performance expectations and feedback

Clear performance standards prevent misunderstandings. **New employees need explicit targets and regular feedback** to gauge their progress, which is essential for good onboarding.

Written objectives should be provided within the first few weeks of joining. These targets must be specific, measurable, and achievable within defined timeframes to improve productivity during the onboarding experience for new team members. Vague expectations like "learn the role" provide no actionable guidance for improvement.

### Probationary review schedule

Weekly check-ins during the first month identify early concerns. These brief meetings confirm understanding and address immediate questions.

Monthly reviews provide formal feedback opportunities. Document discussions about performance, development needs, and goal achievement to help employees feel valued during their onboarding journey. This documentation protects both parties if probationary periods require extension or termination.

Final probationary assessments during the onboarding process determine permanent employment status. Schedule these reviews at least one week before the probationary period ends, allowing time for decision-making and communication.

## Support systems and resources

Effective onboarding connects new employees with ongoing support systems. These resources extend beyond immediate supervisors to include peer networks and professional development opportunities.

For example, buddy systems pair new hires with experienced colleagues. These relationships provide informal guidance and cultural insights that enhance the onboarding experience beyond what formal training can deliver. Select buddies based on availability and communication skills rather than seniority alone.

[Flexible working](https://www.natwestmentor.co.uk/news/flexible-working-rules-are-employers-up-to-speed) arrangements can enhance employee engagement during the onboarding process. Onboarding new hires may require special onboarding considerations to enhance employee retention  and overall employee satisfaction. Remote employees need additional technological support and deliberate inclusion efforts. Virtual coffee meetings and digital collaboration training help integrate distributed team members.

## Next steps

Effective onboarding requires systematic evaluation of your current processes. Start by auditing your induction or onboarding programme against the legal requirements outlined above: right-to-work checks, contract documentation, and first-day compliance. Then assess your pre-arrival preparation: are IT accounts ready, workspaces equipped, and documentation distributed in advance?

Once compliance and logistics are secure, examine whether your role-specific training adequately prepares employees for their responsibilities. Review your probationary schedule to ensure timely feedback during those critical first weeks. Consider whether your support systems effectively connect new employees with the guidance they need.

Strategic onboarding isn't just an administrative task - investing in well-structured, intentional processes drives performance, strengthens engagement, and reduces costly early turnover.

_This article is intended for informational purposes only and does not constitute legal advice. The information is accurate at the time of writing but may be subject to change. For advice specific to your situation, please consult a qualified professional._

Employers guide to effective employee onboarding

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Employer’s guide to effective employee onboarding

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How much does it cost to employ someone?

## What is the Employment Rights Bill?

The Employment Rights Bill (‘the Bill’) is a major legislative reform introduced by the UK Government, designed as part of the “Plan to Make Work Pay”. Representing the most significant overhaul of [employment rights](what-does-the-employment-rights-bill-mean-for-your-business-and-workers) in a generation, the Bill aims to modernise employment law, strengthen workers' rights, and support employers and unions in fostering fairer workplaces and a stronger economy.

The roadmap provides much-needed clarity for employers, enabling businesses to plan for future legislative changes with greater confidence. Full details of the implementation roadmap are available here: [Implementing the Employment Rights Bill](https://www.gov.uk/government/publications/implementing-the-employment-rights-bill).

## Key dates employers should know

#### Late 2025 / Early 2026

Once the Bill receives Royal Assent, the government has committed to:

- Immediately repeal the Strikes (Minimum Service Levels) Act 2023 and the majority of the Trade Union Act 2016.
- Add new protections against dismissal for taking part in industrial action.

#### April 2026

- Statutory sick pay reforms - removal of the lower earnings limit and waiting period.
- Day-one right to paternity leave and unpaid parental leave - supporting working families from the start of employment. 
- Expanded whistleblowing protections - encouraging the reporting of wrongdoing without fear of retaliation. 
- Collective redundancy protective award - doubling the maximum period of the protective award providing stronger financial security for workers during mass redundancies. 
- Creation of a Fair Work Agency - enforcing labour rights and promoting fairness in the workplace. 
- Trade union reforms - simplifying the trade union recognition process, plus support for electronic and workplace balloting.

#### October 2026

- The qualifying period for unfair dismissal protection will be reduced from two years to six months (date to be confirmed). 
- Ending unscrupulous fire and rehire practices.
- Regulations to establish fair pay within adult social care.
- Tightening of tipping legislation. 
- Stronger workplace harassment protections.
- Additional trade union rights including enhanced protections for union representatives and strengthening trade unions’ right of access. 

#### 2027 and beyond

- New regulation of umbrella companies.
- Guaranteed hours to be introduced for zero-hours and low-hours workers.

More reforms are expected in 2027 and will be covered in future updates. **Please note**, the above dates may be subject to change.

## Guidance for employers

The Government has pledged to produce clear and comprehensive guidance ahead of each implementation deadline, helping employers prepare effectively. In addition, it will work closely with Acas, which will play a key role in supporting both implementation and ongoing guidance for employers and workers alike.
 
 
*This article is for informational purposes. It does not constitute legal advice. Always consult with a qualified expert to discuss your particular situation.*

Colleagues reading and discussing legal updates

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Employment Rights Bill roadmap for 2025-2027

In today’s fast-paced work environment, employees face constant pressures related to work-life balance, mental health, and personal challenges. With an estimated sickness rate of 7.8 days per employee,** 2023 saw the highest rate of sickness absence in a decade.

The need to support employees beyond their salary package is critical for fostering a productive, engaged, and healthy workforce.

## What is an Employee Assistance Programme?

An Employee Assistance Programme (EAP) is an employer-funded scheme that provides employees with confidential support, professional advice, and digital tools to help them navigate both personal and work-related problems. 

For every £1 invested in an EAP, employers can expect to see, on average, a 10 times return on their investment.***

### Benefits

- Reduce absenteeism and associated costs.
- Enhance employee productivity.
- Build mental resilience in the workplace.
- Reduce workplace conflict. 
- Boost company morale.
- Attract and retain your best employees.
- Provide confidential support for all their challenges.
- Empower employees to set goals with sustainable lifestyle changes.

## Mentor’s EAP

### Key information at a glance

Mentor’s new EAP is dedicated to equipping businesses with the tools necessary to enhance their employees' mental, physical, and financial wellbeing. The programme offers confidential support, expert guidance, and resources to address a range of challenges - everything from mental health concerns to financial worries, relationship difficulties, and workplace stress. By encouraging proactive care, Mentor’s EAP can enhance workplace wellbeing by addressing potential issues before they become serious. 

### What’s included?

- A service with the highest level of clinical accreditation: APPT.
- Access to Your Care, a digital health management platform focused on proactive care.
- 24/7 telephone support and counselling, 365 days a year.
- Cost of living, debt and domestic abuse advice and support.
- Menopause advice and support.
- Online GP and virtual healthcare services.
- Legal assistance helpline.
- Self-help apps, content and resources for mental fitness.

## How Mentor could support you

Reap the rewards of a capable, more productive workforce with 24/7 wellbeing support, tailored counselling sessions and self-help tools from our Employee Assistance Programme. [Get a quote.](/get-in-touch) 

Please note, [Mentor services](https://www.natwestmentor.co.uk/) incur a cost.

*Sickness absence is forecasted to have cost UK businesses £22 billion in 2024 - Spacepool, reported in the London Daily News. 
** What Are The Average Sick Days in the UK Per Year 2023? – Safeworkers.co.uk.
*** Holding It Together Report 2023 – EAPA. £10.85 average per £1 spent between Oct 2021 – Oct 2022

Image of the Employee Assistance Programme digital wellbeing platform

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Unlock your employees’ potential with Mentor’s new Employee Assistance Programme

The Worker Protection (Amendment of Equality Act) Act 2023 places employers under a new legal obligation to take proactive and preventative steps to protect their staff from sexual harassment in the workplace.

Simply put, rather than reacting or responding to incidents after they occur, employers are now expected to implement a range of measures designed to minimise the risk of sexual harassment occurring in the first place.

**Louise Cossar, Senior Employment Law & HR Advisor at Mentor**, shares her top tips on the steps employers should be taking to comply with the new sexual harassment legislation.

## What actions should employers be taking?

### Carry out regular risk assessments

Traditionally, a health and safety tool, risk assessments are new territory in [employment law](https://www.natwestmentor.co.uk/employment-law/). The Equality and Human Rights Commission (EHRC) have published updated technical guidance on preventing sexual harassment in the workplace. This guidance states –

"Employers are unlikely to be able to meet the requirement of the preventative duty to take reasonable steps to prevent sexual harassment of their workers, if they do not carry out a risk assessment."

Risk assessments should therefore be a top priority for employers. These assessments allow organisations to identify areas or situations where workers may be more vulnerable to inappropriate behaviour. Some factors which may increase the likelihood of sexual harassment could be power imbalances, a lack of workplace diversity, interactions with third parties, lone-working, night-working, exposure to alcohol, external events, socialising or social media contact.

By proactively evaluating these risks, employers can implement targeted measures to mitigate them, such as increasing supervision, providing additional guidelines or adding additional training. 
### Have an up-to-date anti-harassment policy

Employers should have implemented or reviewed their anti-harassment [policy](https://www.natwestmentor.co.uk/news/drafting-an-employee-handbook-what-employers-need-to-know). This may mean having separate policies for sexual harassment and other forms of harassment or a single policy covering both. The policy should - 

- outline the organisation's zero-tolerance stance on sexual harassment
- include examples of what could amount to sexual harassment
- cover rules on third-party harassment and what steps have been taken to prevent and remedy this
- provide a commitment to carrying out regular reviews across all areas of the business, including overseas sites
- outline the procedure for receiving and responding to harassment complaints.

It is essential that the [policy](https://www.natwestmentor.co.uk/news/drafting-an-employee-handbook-what-employers-need-to-know) is communicated effectively to all staff, as this will ensure that the entire workforce is aware of their rights and responsibilities, the reporting procedure and any consequences of breaching this policy.

### Promote staff engagement and awareness

Staff engagement plays a crucial role in addressing and preventing sexual harassment in the workplace. Employers should be encouraging open communication with workers through regular 1:1s, staff surveys and exit interviews. By actively listening to staff speaking about their experiences and concerns, organisations can foster a culture of trust and address any gaps in their approach. 

### Deliver additional training

[Training](https://www.natwestmentor.co.uk/training/) is a critical component of combating sexual harassment in the workplace. All workers, including senior staff, should receive comprehensive training on what constitutes sexual harassment and how to recognise it. This training should provide staff with the tools required to respond appropriately if they experience or witness sexual harassment. For managers and leaders, additional training will be required to ensure that there is awareness of how to address any complaints of sexual harassment sensitively and effectively.

### Implement effective reporting procedures

Employers should be implementing an effective reporting procedure for managing [complaints](https://www.natwestmentor.co.uk/news/professional-approaches-to-workplace-conflict-resolution) of sexual harassment. Workers need a clear and concise process to report concerns without any fear of reprisal. A strong procedure should outline various reporting channels to allow workers to feel comfortable coming forward regardless of whom the allegation is against. Employers should also consider using a reporting system that allows workers to raise issues anonymously, when needed. 
The procedure should detail how complaints will be investigated and outline any confidential measures that may apply. 

### Deal effectively with sexual harassment complaints

If an employer finds itself in the position of receiving a complaint of sexual harassment, it's natural to feel stressed or concerned. It's crucial to act swiftly, ensuring that the complaint is addressed without any unnecessary delay. Maintaining confidentiality throughout the process is essential to protect the privacy of all parties involved and to maintain trust in the reporting procedure and organisation. 

Providing support to the person who raised the complaint, and anyone else affected, is equally important. This may involve offering access to counselling services or supporting workers if they report the matter to the police.

Once the investigation is complete, the outcome and appeals process should be communicated, ensuring that they understand the specific actions that have been taken.

## What are the consequences of non-compliance?

Employers who don't take reasonable steps to prevent sexual harassment could face the following risks:

- **Action by the Equality and Human Rights Commission (EHRC)**

The EHRC could take enforcement action against employers who don't take reasonable steps to prevent sexual harassment. 

- **Vicarious liability**

Employers can be held responsible for the actions of third parties.

- **Employment tribunal claims**

Workers who believe that they have experienced sexual harassment may choose to bring [claims of discrimination to employment tribunals](https://www.natwestmentor.co.uk/news/employment-law-changes-in-april-2026-what-you-need-to-know). If an employee feels they have no choice but to resign, an employer could also face a claim of constructive dismissal. 

- **Increased compensation**

Employers could have to pay a higher rate of compensation of up to 25% more if an employee makes a successful claim at an employment tribunal. 

## Looking ahead

As employers navigate these new rules to ensure compliance, ongoing proactive measures should be taken to maintain effectiveness and adapt to evolving workplace needs.

- **Monitor and evaluate actions**. Regularly review informal and formal complaints data to establish any trends, issues or appropriate actions.
- **Conduct anonymous staff surveys to gather any experiences of sexual harassment**. This may provide insights into perceptions of workplace culture and the effectiveness of preventative measures.
- **Periodically review and evaluate policies, procedures, and training**. Always seek input and feedback from workers or their representatives. 

## How Mentor could support you

Manage your people anywhere, anytime, on any device with MentorDigital. You'll get HR calculators, document storage and time off tracking, health & safety risk assessments and accident reporting, and step-by-step employee case management – all for free. [Get free instant access.](/join) 

Let Mentor's team of experts take care of your HR, health & safety, and environmental issues with
unlimited calls and real-time live chat, onsite audits of your current practices, and flexible subscriptions that don't tie you to a long-term contract. [Get a quote](/get-in-touch).

Please note, Mentor services incur a cost.

Image of an apprehensive person sitting by their work computer

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Sexual harassment legislation - a roadmap for employers

In the biggest upgrade to workers’ rights in a generation, the proposed reforms include ending exploitative zero-hours contracts, limiting fire and rehire practices, and strengthening workers rights. This includes day-one employment rights to statutory sick pay, paternity and parental leave, as well as enhanced protection from unfair dismissal.

This article summarises some of the key proposals from the Bill, focussing specifically on the potential impact these reforms could have on businesses and workers, and identifying the steps employers can take to prepare for upcoming changes. 

### Unfair dismissal rights

Employees will have a new right not to be unfairly dismissed from day one of starting employment, subject to a probationary period of up to 9 months (subject to consultation). Currently, employees have limited legal rights and protection during the first two years of employment. This represents a major change to employment law, and a shift significantly in favour of the employee.

>**“Strengthening unfair dismissal rights will have a significant impact on some employers. Many businesses will be required to reconsider their approach to dismissals, ensuring that all employees, regardless of their length of service, are treated fairly and consistently. Employers will also need to put greater emphasis on their hiring practices, as there will be increased pressures to recruit the right person for their business on the first attempt.”**

>**Louise Cossar**, 
Senior Employment Law & HR Consultant

### Fire and rehire possible in only very limited circumstances

Also known as dismissal and re-engagement, the Bill stipulates that it will be automatically unfair to dismiss an employee who refuses to accept a change in their terms of employment or to replace them with another employee on altered terms for a substantially similar role. A narrow exception will be allowed in instances where a company is in significant financial distress (specific details to be established through consultation). However, it is clear that the Bill will greatly restrict an employer's ability to change contractual terms without obtaining employee consent.

### Zero-hours contracts

The Bill introduces new rights for workers on low hours or zero-hours contracts to be offered guaranteed hours if they work regularly over a defined reference period - it’s likely this will be calculated over a 12-week period. There is no obligation on the worker to accept the offer. Employers will need to repeatedly offer guaranteed hours at the end of each reference period.

In addition, the Bill provides that workers on zero and low hours contracts must be given ‘reasonable notice’ of changes in shifts or working time, with compensation payable for shifts cancelled, curtailed or moved at short notice. 

>**“Employers who rely on flexible contracts will understandably be very concerned about these proposals. There will be increased administrative costs attached to having to offer relevant workers guaranteed hours at the end of each reference period. In addition, businesses will have reduced workforce flexibility and will face additional financial costs of having to compensate workers for cancelled shifts at short notice.”**

>**Louise Cossar**, 
Senior Employment Law & HR Consultant

Details of how these rights will operate (including the level of compensation) will be set out in separate regulations following a full consultation period. The consultation process will begin in 2025 and will also explore whether these rights should be extended to agency workers. 

### Family friendly rights

Parental leave rights will be strengthened under the Bill with proposals to introduce day-one rights for paternity and parental leave (currently employees need 26 weeks of continuous services to qualify for paternity leave, and one year’s service to qualify for parental leave). 

The Bill also proposes to extend bereavement leave to a wider group of employees (this group is still to be defined and subject to consultation). At present, bereavement leave is only available to parents who lose a child under 18 or experience a stillbirth after 24 weeks of pregnancy. Those who have lost a child will remain entitled to two weeks' leave but the entitlement will be one week (in respect of each deceased person) in other cases. 

Consideration will also be given during the consultation phase to whether paid carer’s leave should be introduced.

### Statutory Sick Pay

Currently, Statutory Sick Pay (SSP) is payable from the fourth day of being unwell, and employees need to earn at least on or above the lower earnings limit (currently £123 per week) to qualify. The Bill proposes to change this, making SSP payable from day one of absence and removing the rule to earn on or above the lower earnings limit. 

Analysis from the Department of Work and Pensions (DWP) suggests the additional SSP payments payable by employers will cost around £400 million per year. 

“This development marks a significant shift towards improved financial security and support for employees. However, it poses a challenge for employers, who will need to prepare for the impact these changes will have on operational costs,” says Louise Cossar, Senior Employment Law & HR Consultant at Mentor. 

### Trade unions

The Bill includes additional provisions to strengthen unions’ rights. This includes changes designed to make it easier for trade unions to gain access to workplaces, secure statutory recognition (removing the current requirement to secure backing of at least 40% of the workforce) and take industrial action in the event of a dispute.

The legislation will also require employers to inform new employees of their right to join a trade union and to remind staff regularly of this right. Union representatives’ right to reasonable paid facility time (time off work to carry out their trade union role) will also be strengthened.

Commenting on these proposals, the government has acknowledged that strengthening trade union bargaining power could lead to employers being required to pay higher wages or having to provide better terms and conditions. 

## Will there be any other changes?

Yes, additional key proposed reforms from the Bill includes:

- additional third-party harassment measures
- enhanced dismissal protection for pregnant women and returners from statutory family leave
- stronger flexible working rules
- changes to collective redundancy rules
- amendments to gender pay gap reporting
- the establishment of a Fair Work Agency to ensure workers’ rights are enforced.

## What happens next?

The Bill will now start its journey through parliament and may be subject to various amendments. 

The good news for employers is that implementing changes will take a considerable period of time - for some proposals, this could be several years away. Indeed, the government has stated that it expects to begin consulting on these reforms in 2025, seeking input from all stakeholders, and that the majority of reforms will not happen until at least 2026. Reforms of unfair dismissal rights will not take effect until Autumn 2026 at the earliest. 

Once the Bill is passed and consultation documents are published, the pace of change will accelerate significantly, leading to a busy period for businesses, HR professionals, and employment lawyers.

## How Mentor could support you

Manage your people anywhere, anytime, on any device with MentorDigital. You’ll get HR calculators, document storage and time off tracking, health & safety risk assessments and accident reporting, and step-by-step employee case management – all for free. [Get free instant access.](/join) 

Let Mentor's team of experts take care of your HR, health & safety, and environmental issues with
unlimited calls and real-time live chat, onsite audits of your current practices, and flexible subscriptions that don't tie you to a long-term contract. [Get a quote](/get-in-touch).

Please note, Mentor services incur a cost.

Person at home working on a laptop studying paper documents

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What does the Employment Rights Bill mean for your business and workers?

Person at work using their laptop and headphones taking down instructions

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Flexible working rules: Are employers up to speed?

## New legislation called the Employment (Allocation of Tips) Act 2023 takes effect from the 1 October 2024 and will regulate the allocation and distribution of tips.

This new law will affect any business that accepts and manages tips – primarily impacting on the hospitality and service sectors. All in-scope tips, gratuities and service charges paid by customers on or after 1 October 2024, along with some tips received by workers, will be subject to the new rules. 

## What are the new rules?

Under the new legislation, an employer must ensure that:

- the total amount of the qualifying tips*, gratuities and service charges paid at a place of business is allocated fairly between workers (and agency workers) at that place of business
- all tips are paid to workers by the end of the month following the month in which the tips are received from customers (for example, if a customer leaves a tip on 23 October, it must be distributed by 30 November at the latest)
- no deductions (including administrative charges) are made from tips, other than any tax deductions required by law.

*Qualifying tips are those that the employer receives, or exercises control or significant influence over. Tips received and kept by individual workers, with no employer involvement, are not in-scope. 

### Requirement to keep a written policy

If tips are paid on “more than an exceptional or occasional basis”, employers must have a written policy on how tips are dealt, and this policy should be made available to workers. 

There is also a requirement for these employers to keep records of how each tip has been dealt with for a period of three years from the date when the qualifying tip was paid. 

Workers have the right to make written requests to view the tipping records of the business for a period dating back up to three years, provided they worked for the employer for the full duration of the requested period.

## Where can I find further guidance?

### Code of Practice on fair and transparent distribution of tips

The government has issued a [Code of Practice](https://www.gov.uk/government/publications/distributing-tips-fairly-statutory-code-of-practice/code-of-practice-on-fair-and-transparent-distribution-of-tips-html-version#introduction-and-purpose) that provides guidance and suggestions to employers on how to allocate tips fairly. 

The four key areas covered by the Code include:

- identifying qualifying tips and qualifying workers 
- the factors and methods relevant to fairness
- what the requirements for transparency are
- how to address problems and disputes.

A key recommendation in the Code is that “employers should consult with workers to seek broad agreement in the workplace that the system of allocation of tips is fair, reasonable and clear.” 

## How Mentor could support you

Manage your people anywhere, anytime, on any device with MentorDigital. You’ll get HR calculators, document storage and time off tracking, health & safety risk assessments and accident reporting, and step-by-step employee case management – all for free. [Get free instant access.](/join) 

Let Mentor's team of experts take care of your HR, health & safety, and environmental issues with
unlimited calls and real-time live chat, onsite audits of your current practices, and flexible subscriptions that don't tie you to a long-term contract. [Get a quote](/get-in-touch).

Please note, Mentor services incur a cost.

Cafe worker behind counter giving a customer their change

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New rules on allocating tips at work: What employers need to know

## In the face of ongoing civil unrest in the UK, it’s important that businesses take measures to ensure the safety of their employees and customers.

Violent protests can be upsetting and dangerous, especially for any employees who are part of communities that are being targeted. But with careful planning and thoughtful decision-making you can help keep them safe.

[NatWest Mentor](https://www.natwestmentor.co.uk/) has identified some key areas to focus on in order to safeguard your employees' safety and well-being during these challenging times.

## Prioritise employee safety and wellbeing

It’s important to make sure your employees are informed about the ongoing national situation so that any potential local incidents can be considered.

Their safety should be paramount and it’s crucial that they know this, so they feel supported and reassured. This also helps them understand any changes to business operations.

Kevin Boyle, Senior Safety, Health and Environment Advisor with NatWest Mentor, says: “The risk of violent protests is no different from any other risk that can be anticipated.

This means that as an employer you have a legal duty of care under the Health and Safety at Work Act 1974 to protect the health and safety of both workers and others on your premises and provide a safe place of work.

Depending on the level of risk in relation to proximity, you may consider closing the premises early, locking down or securing the building as much as is reasonably practicable, or allowing staff to leave work early or work from home.

Consideration should also be given to supporting your employees in relation to the psychological impact the current situation could be having on them. Be prepared to offer emotional and practical support, and reassurance, to all affected employees.”

## Make sure your communication is clear

Depending on the size of your business, it could help to establish a communications plan that includes emergency contact numbers and procedures.

- Make sure any emergency protocols and contact details are kept up to date and that they suit the current circumstances.
- This may include designating safe areas within your premises and providing instructions on what to do in case of an emergency.
- When unrest could be happening locally (to the business or the employee’s home), encourage remote working where possible.
- Keep potentially vulnerable staff out of harm's way and ensure that your team has the necessary tools and resources to work effectively from home.

## Stay informed and connected

As an employer, it’s important to stay updated on the latest developments through reliable news sources and official channels. It’s worth noting that any reports on social media should be verified and checked.

- Sign up for local alerts to receive real-time information about the situation in your area, so that accurate information can be passed to employees.
- Community collaboration can be important too, so follow any advice from local authorities to ensure the safety of your business and employees.
- Connecting with neighbouring businesses through local organisations or even informally is both a good source of information and a way to support each other.

## How Mentor could support you

Manage your people anywhere, anytime, on any device with MentorDigital. You’ll get HR calculators, document storage and time off tracking, health & safety risk assessments and accident reporting, and step-by-step employee case management – all for free. [Get free instant access.](/join) 

Let Mentor's team of experts take care of your HR, health & safety, and environmental issues with
unlimited calls and real-time live chat, onsite audits of your current practices, and flexible subscriptions that don't tie you to a long-term contract. [Get a quote](/get-in-touch).

Please note, Mentor services incur a cost.

news image (1).jpg

UK protests: putting employees first in times of uncertainty

## The recent landslide victory for the new Labour government will lead to a raft of changes in employment law and HR.

Labour has promised that within 100 days of entering office, they will bring forward an [Employment Rights Bill](https://www.natwestmentor.co.uk/news/employment-law-changes-in-april-2026-what-you-need-to-know) to legislate a “New Deal for Working People”. This means that by 12 October 2024, parliamentary consultation on a number of key changes to employment legislation could be underway.

## What changes have Labour promised to make?

In June 2024, the Labour Party announced their manifesto ahead of the 2024 General Election. This article summarises their key promises, focussing specifically on proposed employment law changes and the impact this may have on UK businesses.

#### Rules on Unfair Dismissal

Labour has proposed that the right not to be unfairly dismissed should be a day one right. Currently, employees need two years service before gaining legal protection for ordinary unfair dismissal.

Whilst this is undoubtedly positive for employees starting new employment, it means employers may have to retain underperforming employees for longer periods. Employers will not be able to dismiss their employees with under two years’ service without following a full and fair procedure, and this may include several stages.

>**“Strengthening unfair dismissal rights will have a significant impact on some employers. Many businesses will be required to reconsider their approach to dismissals, ensuring that all employees, regardless of their length of service, are treated fairly and consistently.”**

>**Louise Cossar**, 
Senior Employment Law & HR Consultant

#### National Living Wage

Labour has pledged to introduce a ‘genuine living wage’ in place of the National Minimum Wage. This includes changing the Low Pay Commission’s remit to ensure that future minimum wages hikes take into account the cost of living. 

In addition, Labour has promised to remove the age bands in determining minimum wage, so that all adults will be entitled to the same minimum wage. The manifesto reads: "Labour will also remove the discriminatory age bands, so all adults are entitled to the same minimum wage, delivering a pay rise to hundreds of thousands of workers across the UK."

>**“It would be sensible for employers to proactively prepare for the potential rise in wage costs.”**

>**Louise Cossar**, 
Senior Employment Law & HR Consultant

#### Statutory Sick Pay

Labour has proposed to increase Statutory Sick Pay (SSP); change the qualifying rules making this a day one right; and expand eligibility to SSP to workers and self-employed. In addition, the requirement to earn above the lower earnings limit to qualify for SSP may also be removed. 

With substantially more workers qualifying for SSP, and given that the obligation to pay SSP rests solely on the employer, UK businesses will likely see increased absence related costs when these changes take effect.

#### Zero-hours contracts

Labour has promised to ban ‘exploitative’ zero-hours contracts and give workers a right to a contract that reflects the number of hours they regularly work, based on a 12-week reference period.

It is unclear what specific factors will make a zero-hours contract ‘exploitative’ and therefore potentially unlawful.  Commenting on this, Louise Cossar believes that “further guidance and consultation is required to establish how UK businesses and workers can continue to benefit from the flexibility that zero-hours contracts offer”.

#### Single worker employment status

Labour also plans to simplify employment status by moving towards a single ‘worker’ status, thereby removing the current distinction between ‘worker’ and ‘employee’. Doing this will likely strengthen the employment rights of workers, who will gain the same legal protections currently only available to employees. This will be a significant change in legislation and at present, it’s unclear how these new rights will operate in practice.

## Will there be any other changes?

Yes, there are other proposals, including:

- ending fire and rehire practices
- establishing a “Fair Pay Agreement” in adult social care, setting fair pay, terms and conditions and training standards
- tackling the Access to Work backlog and improving employment support and access to reasonable adjustments for disabled people.
- introducing a Race Equality Act and ethnicity pay gap reporting for large employers
- taking further action to reduce the gender pay gap
- strengthening equal pay rights and protections from maternity and menopause and from discrimination and sexual harassment
- enacting the socio-economic duty within the Equality Act 2010
- introducing a full right to equal pay for disabled people and disability pay gap reporting for large employers
- introducing basic rights from day one to parental leave
- creating a Single Enforcement Body responsible for ensuring employment rights are upheld
- strengthening rights around workplace whistleblowing and sexual harassment.

## How long will it take for these proposals to become law?

Whilst Labour has committed to introducing these changes to parliament in a short space of time, this doesn’t mean that new laws will be in place any time soon. The process of creating new legislation can take many months and sometimes even several years to implement. 

Labour has also promised to “consult fully with businesses, workers and civil society on how to put our plans into practice before legislation is passed”. They also acknowledge that where proposals require substantial secondary legislation, they will engage widely with experts and stakeholders, including employers and trade unions. Given this, it is plausible that some changes will be made much quicker than others.

## How Mentor could support you

Manage your people anywhere, anytime, on any device with MentorDigital. You’ll get HR calculators, document storage and time off tracking, health & safety risk assessments and accident reporting, and step-by-step employee case management – all for free. [Get free instant access.](/join) 

Let [Mentor's](https://www.natwestmentor.co.uk/) team of experts take care of your HR, health & safety, and environmental issues with
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What does the new Labour government mean for employers?

## Employers are expected to adopt a new system for calculating annual leave for irregular hours and part-year workers with holiday years starting on or after 1 April 2024. 

### The government’s recent reforms are set out in the Working Time Regulations and include the introduction of the holiday entitlement accrual method, as well as the option of rolled-up holiday pay for irregular and part-year workers.

The reforms were made to address a disparity in the Supreme Court decision in the case of [Harpur Trust v Brazel 2022](https://www.supremecourt.uk/cases/uksc-2019-0209.html). This ruled that term-time workers were underpaid using the traditional pro-rated method to that of a full-time worker, and so a different method should be used. However the ruling resulted in part-year workers receiving a greater holiday entitlement than part-time workers on the same hours. The judgment was reversed after the government launched a consultation to address the disparity.

“This is the biggest change to the holiday pay element of the Working Time Regulations since they were introduced over 25 years ago, so it’s very significant,” asserts Susan Galashan, Senior Consultant in Employment Law & HR at the bank.

## Which workers are affected?

- **Workers with irregular hours** – agency workers, casual staff, those with [zero hours contracts](https://www.gov.uk/government/publications/zero-hours-contracts-guidance-for-employers/zero-hours-contracts-guidance-for-employers).

- **Part-year workers** – such as seasonal or term-time only, where the contract says there’s at least one week where they won’t be paid. However, it’s worth remembering that if they’re paid in equal instalments over the year then there are no weeks when they do not receive pay so they don’t meet the government’s definition of a part-year worker.

## When will this change take place?

The reforms will apply to leave or holiday years beginning **on or after 1 April 2024**. This means that if some workers have already started their holiday year back in January, then the new rules won’t apply until their new holiday year starts in January 2025. Susan also points out that employers can start holiday years in April for new variable hours workers while existing employees remain on their current holiday year contracts.

## What are the new rules?

The aim is that holidays accrued are proportionate to hours worked for irregular hours and part-year workers. Time off will accrue at the end of each pay reference period (when a worker is paid, often monthly or weekly), at 12.07% of hours worked during that pay period.

For a worker who clocks up 52 hours in May, for example, an employer would calculate 12.07% of 52 hours, which is 6.2 hours for that pay reference period.

“You round this up if your figure comes to 0.5 of an hour or more and you round down if it’s less than that, so in this case it would be 6 hours,” explains Susan.

“The 12.07% figure is based on the statutory minimum holiday requirement of 5.6 weeks’ leave but some employers may choose to offer more than the minimum holiday entitlement and will then need a higher multiplier than 12.07%.”

Holiday pay is based on the average hourly rate of pay over the previous 52 weeks.

## Maternity, family-related leave and sick leave pay

During maternity or family-related leave, a worker would continue to accrue leave. Annual leave cannot be taken during maternity leave. Some other types of family-related leave can be taken with annual leave in between. The [government states](https://www.gov.uk/browse/working/time-off) that maternity, family-related or sickness leave should not be included when calculating average weekly hours worked.

## Rolled-up holiday pay

Holiday pay and holiday accrual are two separate things, says Susan. “The accrual is the 12.07% of hours worked and everyone gets to accrue the time off. But there are now two ways of paying for that time off for irregular hours and part-year workers – the most straightforward is rolled-up holiday pay.”

For leave years starting on 1 April 2024, rolled-up holiday pay allows employers to include an additional amount in every payslip to cover a worker’s holiday pay instead of paying it when a worker is actually on annual leave.

“Employers will be pleased to have the option to use rolled-up holiday pay but it’s a big change to terms and conditions. We’re suggesting they need to agree the variation in terms with their existing employees as it will be unpaid at the time they take it off so might affect areas such as budgeting,” she adds.

## Changes to annual leave carryover

From 1 January 2024 [additional regulations were published](https://www.gov.uk/government/publications/simplifying-holiday-entitlement-and-holiday-pay-calculations/holiday-pay-and-entitlement-reforms-from-1-january-2024) on the carryover of annual leave. Holidays that were missed due to taking statutory leave such as maternity and family-related leave, or due to sick leave, can be carried over into the next year. A worker will be able to carry forward leave missed due to sickness absence as long as it’s taken within 18 months of the end of the accrual year.

Irregular hours and part-year workers who were off sick can now carry over up to 28 days as long as it’s taken within that same 18-month time period.

Susan reminds us that the new regulations put the onus on employers to prove they’ve engaged with individuals to avoid the following scenarios:

- Not paying a worker their paid leave entitlement.
- Not providing reasonable opportunity and encouragement to take time off.
- Failing to inform the worker that they must take their leave to prevent it from being lost.

In the case of any of the above scenarios, individuals would be allowed to carry over holidays.

## Other considerations for annual leave pay

The new regulations provide extra information and clarity on how to calculate a week’s holiday pay correctly.

For those on set working hours but who also receive commission or regularly work overtime, basic pay for at least four weeks of holidays should include an average of those extra payments. This can be calculated by adding up the extra payments over 52 weeks leading up to the holiday and dividing by 52. Don’t include unpaid weeks, and weeks in which there was any sick leave or statutory leave.

These additional payments are included in all holiday pay for variable hours workers because that is based on a 52-week average of all remuneration.

## How Mentor could support you

Manage your people anywhere, anytime, on any device with MentorDigital. You’ll get HR calculators, document storage and time off tracking, health & safety risk assessments and accident reporting, and step-by-step employee case management – all for free. [Get free instant access.](/join) 

Let Mentor's team of experts take care of your HR, health & safety, and environmental issues with
unlimited calls and real-time live chat, onsite audits of your current practices, and flexible subscriptions that don't tie you to a long-term contract. [Get a quote](/get-in-touch).

Please note, Mentor services incur a cost.

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New regulations set to shake up holiday entitlement and pay

## Changes in the rules for taking leave from work could affect many UK businesses.

### Here, Senior Employment Law and HR Consultant, Louise Cossar, gives her insights into some common types of leave and the changes employers should be aware of.

Protections for UK employees requesting time off work after childbirth, or to care for a dependant, are changing – so it’s important that businesses understand the different types of leave that can be requested and some of the new rules.

Protections have been in place for many years, with the current legislation being the Employment Rights Act 1996. Over time, legislation has become more stringent for employers, but many employees need support at certain times in their working lives so it’s good practice to have positive conversations at an early stage.

>"It’s important to maintain awareness of employees’ rights, as failure to do so can be damaging and costly."
>
>**Louise Cossar** 
>Senior Employment Law and HR Consultant, Royal Bank Mentor

The rules around employees’ rights are often complex, so maintaining a cautious attitude is key, and it’s always a good idea to take legal and HR advice to ensure you are acting within the law and best practice.

In an uncertain economy, one topic to focus on is the significant changes to redundancy legislation under the [Protection from Redundancy (Pregnancy and Family Leave) Act 2023](https://www.legislation.gov.uk/ukpga/2023/17/contents/enacted). 

The process for employees on family leave is like those for other employees. Care must be taken to ensure that they aren’t excluded from consultation, and that they are not selected for redundancy on the grounds that they are pregnant or taking family leave.

If an employee on family leave is selected for redundancy and there is a suitable alternative vacancy, the employer must offer the post to them. Failure to do so would mean that the employee may be able to make a claim for automatic unfair dismissal and potentially discrimination.

Regulations have been published which will extend the right to be offered a suitable alternative vacancy to an employee who is selected for redundancy:

## Pregnancy

Additional protection starts from the point at which an employee tells their employer about their pregnancy (if that is on or after 6 April 2024). If the pregnancy ends and they are not entitled to statutory maternity leave, the protected period ends two weeks after the end of pregnancy.

## Maternity leave

For maternity leave which ends on or after 6 April 2024, the additional protected period ends 18 months after the date of the child's birth.

## Adoption leave

For adoption leave which ends on or after 6 April 2024, the additional protected period ends 18 months after the child's placement or the date they enter Great Britain (in the case of overseas adoptions).

## Shared parental leave

For those taking six or more consecutive weeks of [shared parental leave](https://www.gov.uk/shared-parental-leave-and-pay) (SPL) on or after 6 April 2024, and who have not taken maternity or adoption leave, the additional protected period ends 18 months after the date of the child's birth or placement, or date they enter Great Britain.

## Focus on employee rights

Many businesses are currently going through a period of challenging costs and uncertainty. But even during such periods, it’s important to maintain awareness of employees’ rights, as failure to do so can be damaging and costly to a business. Understanding the basics and always acting in a non-discriminatory manner is essential.

Employees have statutory rights and no matter how inconvenient to the business, if an employer were to treat them differently because they’ve requested or are taking leave, they could potentially make a claim to the employment tribunal.

It can be very stressful and disruptive to businesses and these claims, if proven, can be expensive for the employer – with maternity and pregnancy discrimination having the potential to attract significant compensation.

It’s a good idea to be familiar with the types of leave you could expect to encounter as an employer and the rules around each. Here are some of the main types:

## Paternity leave

Currently, eligible employees can choose to take either one or two working weeks off after childbirth, which must be taken in one go. Leave cannot start before the birth and must end within 56 days of the birth (or due date if the baby is early).

For babies born on or after 6 April 2024 the two weeks can be taken in separate one-week blocks or one two-week block and can be taken any time in the first year from the date of the birth. The rules are [different if you adopt](https://www.gov.uk/paternity-pay-leave/adoption).

## Shared parental leave

Eligible employees and their partners may be able to get [shared parental leave](https://www.gov.uk/shared-parental-leave-and-pay) (SPL) and statutory shared parental pay (ShPP) if they are having a baby, using a surrogate to have a baby, adopting or fostering a child they’re planning to adopt. They can share up to 50 weeks of leave and up to 37 weeks of pay between both partners and the pay and leave must be shared in the first year after the child is born or placed with the family.

The leave can be used in blocks or taken all in one go, and the partners can choose to be off work together or stagger the leave and pay. There are different eligibility criteria for birth parents, adoptive parents or parents using a surrogate.

It's worth noting that statutory maternity pay is rising to £184.03 per week in April 2024.

This is the most complex of family leaves. It allows couples to share the child-caring responsibilities after birth, while retaining an income during that period.

## Unpaid parental leave

After one year’s service, eligible employees can take [unpaid parental leave](https://www.gov.uk/parental-leave) to look after their child’s welfare. The entitlement is 18 weeks’ leave for each child and adopted child, up to their 18th birthday. Each eligible parent can take four weeks for each child per year unless the employer agrees otherwise. The leave doesn’t have to be taken all at once. In theory, an employee can request this time off at any time up until the child’s 18th birthday.

## Dependant’s leave

An employee is allowed time off to deal with an [emergency involving a dependant](https://www.gov.uk/time-off-for-dependants). The dependant could be a spouse, partner, child, grandchild, parent, or someone who depends on them for care. The employee is allowed a reasonable amount of time off to deal with the emergency, but there’s no set amount of time as it depends on the situation.

There’s no limit to the number of requests employees can make for this type of leave. Some employers may continue to pay the employee but there’s no legal obligation to do so. Sometimes this is covered by a company’s compassionate leave policy.

## Carer’s leave

Employees will have a statutory right to take unpaid leave from work to provide or arrange care for their dependants with long-term care needs from 6 April 2024.

If employees meet the qualifying conditions, they are entitled to one week's unpaid leave to provide or arrange care in each rolling 12-month period. This is irrespective of how many dependants they have that meet the criteria. The leave may be taken in either individual days or half days, up to a block of one week.

An employee who is penalised for exercising the right to take carer’s leave, including disciplinary action and dismissal, could potentially make claims to an employment tribunal.

## How Mentor could support you

Manage your people anywhere, anytime, on any device with MentorDigital. You’ll get HR calculators, document storage and time off tracking, health & safety risk assessments and accident reporting, and step-by-step employee case management – all for free. [Get free instant access.](/join) 

Let Mentor's team of experts take care of your HR, health & safety, and environmental issues with
unlimited calls and real-time live chat, onsite audits of your current practices, and flexible subscriptions that don't tie you to a long-term contract. [Get a quote](/get-in-touch).

Please note, Mentor services incur a cost.

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Supporting employees taking family leave

## Changes to flexible working laws aim to give UK employers happier, healthier, more productive workforces.

Flexible working has evolved in the years following the Covid-19 pandemic, and the ability to adjust working hours and conditions is now considered a ‘must-have’ for many employees – and a way of attracting and retaining talent by employers.

Data explains why the issue is so important to businesses. Research by the Chartered Institute of Personnel and Development (CIPD) shows that six percent of employees changed jobs in 2022 specifically due to a lack of flexible options, and 12 percent left their profession altogether due to a lack of flexibility within the sector. This represents almost two and four million UK workers respectively.

Every employee in the UK now has the right to apply for flexible working as soon as they start working, and by law, employers must treat all flexible-working requests in a [‘reasonable manner’](https://www.gov.uk/flexible-working).

There is a defined process businesses must follow when a [flexible working](https://www.natwestmentor.co.uk/news/flexible-working-rules-are-employers-up-to-speed) application is received. Legal and financial penalties can apply if an employer is found to have refused flexible working unfairly or discriminated directly or indirectly against anyone requesting it.
 
## Types of flexible working

- Working from home, or hybrid working
- Tailored working hours
- Moving from full-time to part-time
- Job sharing
- School-term working
- Compressed or annualised hours
- Phased retirement

Susan Galashan, Senior Consultant on Employment Law and HR with Natwest Mentor, says: “An employee can request flexible working for many reasons, whether it’s to look after a sick relative, to manage childcare, or even just to have more free time. The reason for the request is less important than whether it can realistically be accommodated by the business.

“Although anyone has the right to request it, there’s no obligation on the employer to grant flexible working. However, there is a process to follow, and only under certain accepted circumstances can the request be refused.”

Reasons employers can reject a flexible-working request:

- The extra costs will damage the business
- The work cannot be re-organised amongst other staff
- People cannot be recruited to do the work
- Flexible working will affect quality and performance
- The business will not be able to meet customer demand
- There’s a lack of work to do during the proposed working times
- The business is planning changes to the workforce

Susan says: “If an employer is struggling to approve a request, it’s a good idea to think about a compromise with the employee, and it’s considered best practice to consult with the employee before making a decision.”

## How the law on flexible work is changing from 6 April 2024

Employers should be aware of several changes to flexible-working practices from 6 April 2024.

1. The requirement to have 26 weeks’ continuous employment before making a flexible-working request has been removed, as a provision of the Flexible Working (Amendment) Regulations, 2023. Anyone will be able to request flexible working from day one of employment.

2. Employees will no longer have to make a statement of how their transition to flexible working will affect the business. This was previously a requirement under the submission process.

3. Employers must make a decision within two months of an application, down from three months, and employees will be able to make two, not one, applications for flexible working in any 12-month period.

4. Employers will be required to consult with an employee before rejecting their flexible working request – previously this was advised, but not a requirement.

Commenting on the changes on the [gov.uk website](https://www.gov.uk/government/news/millions-to-benefit-from-new-flexible-working-measures), Business and Trade Minister, Kevin Hollinrake MP, says: “A happier workforce means increased productivity, and that’s why we’re backing measures to give people across the UK even more flexibility over where and when they work.

“Not only does flexible working help individuals fit work alongside other commitments – whether it’s the school drop-off, studying or caring for vulnerable friends and family – it’s good business sense too, helping firms to attract more talent, increase retention and improve workforce diversity.”

## What if you can’t support flexible working?

Sometimes employers can’t grant a flexible working request. In these cases, it’s important that the reasons for refusing are valid, and don’t leave the business open to a discrimination claim.

Also, it’s important to note that while employees don’t have a statutory right to appeal, it’s advised that employers offer an appeal process as part of considering flexible working submissions in a ‘reasonable manner’.

An employee can go to an employment tribunal if they feel their employer:

- Did not handle the request in a ‘reasonable manner’
- Wrongly treated the employee’s application as withdrawn
- Dismissed or treated an employee poorly because of their flexible working request, for example refused a promotion or pay rise
- Rejected an application based on incorrect facts

Adds Susan: “There has been a universal shift in attitudes towards flexible working and the new legislation reflects this evolution. Employers need to be aware of the changes and make sure they have internal processes in place to accommodate them.”

## How Mentor could support you

[Join MentorDigital](/join) for free help and advice in employment law, HR, and health & safety.
[Get in touch](/get-in-touch) for 24/7 support and dedicated account management from our team of experts.

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image 1.jpg

Flexible working: How the law is changing 

**Susan Galashan**, Senior Consultant, Employment Law & HR | Last updated - 15 February 2024

After a year or so of relative calm in the [employment law and HR](https://www.natwestmentor.co.uk/employment-law/) world, 2024 is shaping up to be a very busy one for organisations in all sectors.

New legislation will increase legal protections for pregnant women, carers, new partners and those wanting to work flexibly. New rules will be introduced for how holidays are calculated for irregular hours and part-year workers, and the National Minimum Wage is increasing.

Here’s an overview of the key changes to be ready for from April 2024 and beyond.

>### Paternity leave

>From 6th April, fathers and partners will be able to take leave as two separate blocks of one week, rather than only in one block of either one or two weeks. Only 28 days’ notice will need to be given (seven days for adoption), and leave can be taken at any point in the first year after the birth or adoption, rather than only within the first eight weeks. 

>### Holidays for irregular hours and part-year workers

>A new method of holiday accrual will be introduced for holiday years that start on or after 1st April 2024 (so if you have a ‘variable hours’ employee whose holiday year starts in January, for example, the new rules won’t apply to them until January 2025). Time off will accrue at the end of each pay reference period at the rate of 12.07% of all hours worked during that period. There will also be an option for employers to introduce rolled-up holiday pay for irregular hours and part-year workers.

>### Carer’s Leave

>From 6th April, all employees will be entitled to take up to one week's unpaid leave in any 12-month period to provide or arrange care for a dependant with a long-term care need. Leave can be taken in half-day increments.

>### Flexible working

>From 6th April, the requirement to have at least 26 weeks’ continuous service before making a flexible working request will be removed. It is also likely that additional changes to the flexible working process will come into force at the same time. This will include: removing the requirement for employees to explain what effect they think it will have on the employer; allowing employees to make two flexible working requests in a 12-month period; and reducing the deadline for an employer decision on flexible working requests from three months to two months. Learn more about [Flexible working: How the law is changing](flexible-working-how-the-law-is-changing). 

>### Redundancy protection

>Employees on maternity, adoption or shared parental leave have the right to be offered a suitable available vacancy if their job is made redundant whilst they are on leave. From 6th April, this right will be extended to cover the whole period of pregnancy, as well as 18 months after the date of the child's birth or placement for adoption (although the extended protection will only apply to shared parental leave if a period of six consecutive weeks has been taken).

>### National Minimum Wage

> The Government has announced the new hourly minimum wage rates that will take effect for pay periods starting on or after 1st April 2024. There will no longer be a lower rate for workers aged 21-22. The highest rate, £11.44 per hour, will apply to all workers aged 21 and over; those aged 18-20 will move up to £8.60 per hour; and 16-17-year-olds and apprentices (aged under 19 or in their first year of apprenticeship) will move up to £6.40 per hour.

## Looking ahead

In July we are expecting the new legislation on tips and gratuities to come into force. Employers will be required to ensure that tips are passed on to workers in full, with very limited exceptions. There will also be a requirement to have a tipping policy, and keep records on distribution of tips.

There will also be welcome changes to the consultation requirements that apply when there is a transfer of employees between organisations, which will make the process more straightforward for smaller employers.

From Autumn 2024, workers whose hours of work lack predictability will have the right to make a request for a more predictable working pattern. The process for dealing with requests will operate in a similar way to flexible working requests.

There will also be a new duty on employers to take reasonable steps to prevent sexual harassment of their employees, and employment tribunals will gain the power to uplift compensation by up to 25% where an employer is found to have breached this new duty.

## How Mentor could support you
[Join MentorDigital](/join) for free help and advice in employment law, HR, and health & safety.
[Get in touch](/get-in-touch) for 24/7 support and dedicated account management from our team of experts.

Please note, Mentor services incur a cost.

Employment law changes in 2024: What you need to know

## The ISO 45001 standard is a structured management system that helps businesses control every element of health and safety in the workplace.

Lives are lost or changed in the UK every day because of work accidents or diseases linked to work activities. To help prevent this, the International Organization for Standardization (ISO) drew up a defining framework for maintaining [health and safety](https://www.natwestmentor.co.uk/health-and-safety/) at work.

First published in March 2018, the main goal of ISO 45001 is the reduction of occupational injuries and diseases, including promoting and protecting physical and mental health. 

If applied properly, the standard can result in a safer, healthier and more secure workforce as well as improved productivity. It is also key to helping businesses demonstrate their responsible working practices, which are becoming increasingly important to corporate brands and reputations.


>"If a business can tick the box saying they have ISO 45001 certification, then the procurement process is completely streamlined."
>
>**Patrick O’Donnell** 
>Senior Health and Safety Advisor

The ISO 45001 standard can be applied to any function of a business that looks to support health and safety, including:

- training
- risk assessment
- consultation and communication with employees
- management review
- products and services
- work activities.

The standard is designed to be flexible and adaptable to any business. So, for example, if employee stress and mental health issues had been identified as a risk to your business, they could be specified as an item within risk assessment and actioned.

Patrick O’Donnell, Senior Health and Safety Advisor for NatWest Mentor, says the difference between ISO 45001 and other management systems is that it is structured, internationally recognised, and requires annual audits against the standard by an independent, external body.

He explains: “The auditor will review documentation to ensure it’s current, hold interviews with employees, examine training materials and discuss health and safety processes with senior management. They may also carry out a site inspection to make a real-time evaluation of whether ISO 45001 is being followed in the workplace.”

## Commercial advantages

The main commercial reason businesses might want to attain ISO 45001 would be to improve their standing in the tender process. It is an easier way for a large company to understand if a business has a good health and safety culture without having to conduct a lengthy investigation of every company involved in a tender.

Larger organisations, in sectors like manufacturing and construction, will often not permit sub-contractors or supply-chain partners to enter their tender processes if they are not ISO 45001 compliant. 

“It’s not a legal requirement, but the ability to participate in these tenders is a real driver for smaller businesses to get certified,” says Patrick. “If a business can tick the box saying they hold ISO 45001 certification, then the procurement process is completely streamlined.”

Although ISO 45001 certification can make a business more viable at tender, achieving it can sometimes be complicated, time-consuming and with significant costs attached depending on the size of the business – so it may not be right for every company.

Patrick explains: “It might be overkill for a very small business, working on small, domestic projects, to undertake ISO 45001 certification but it’s often essential for smaller companies looking to work on bigger projects and drive more business.

“When it’s needed, it’s really needed, and when certified, it can make a huge difference to the business and its employees.”

While external partners like NatWest Mentor can help businesses conduct gap analyses, set up action plans and assist with the adoption and maintenance process, it’s advisable to have a dedicated staff member take responsibility for its upkeep. Without regular checks it’s likely that the business will lose its certification, along with any contracts that depend upon it, Patrick says.

## Combining 45001 with other ISO systems

The ISO 45001 framework works alongside other standards, like [ISO 14001](understanding-the-benefits-of-iso-14001) for environmental management, and ISO 9001 for quality management, and shares an overall structure with them. Some businesses choose to adopt an integrated system that combines two or all three systems, handling all aspects of health and safety for the business.

“Regardless of what industry you’re working in, health and safety is a big part of any of any occupational setting now,” Patrick says. “ISO 45001 is universally accepted and a valuable certification in a wide variety of industries.”

## How Mentor could support you
[Join MentorDigital](/join) for free help and advice in employment law, HR, and health & safety.
[Get in touch](/get-in-touch) for 24/7 support and dedicated account management from our team of experts.

Please note, Mentor services incur a cost.

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How ISO 45001 helps ensure health and wellbeing at work

## The health and safety risks intrinsic to nearly every construction project can be managed with careful planning, and by taking steps to comply with government regulations.

Worker safety on construction projects is normally the responsibility of several duty holders working in collaboration under a defined set of management rules.

The Construction (Design & Management) Regulations of 2015 (CDM 2015) are the main set of guidelines for managing health, safety and welfare on construction projects in the UK. The regulations apply to all building and construction work, including new builds, demolition, refurbishment, extensions, conversions, repairs and maintenance.

>"Cooperation and coordination are the keys to the successful application of the CDM regulations."
>
>**Kevin Boyle** 
>Senior Safety, Health and Environment Advisor

The regulations affect all construction work, with clients being defined by the Health and Safety Executive (HSE) as “any individual or organisation that carries out a construction project as part of a business.”

Commercial clients have a crucial influence over how projects are run, including the management of [health and safety](https://www.natwestmentor.co.uk/health-and-safety/) risks, according to the HSE. Whatever the project size, the commercial client has contractual control, appoints designers and contractors, and determines the money, time and other resources for the project.

The HSE advises commercial clients to effectively manage a construction project by ensuring that:

- other duty holders are appointed, where appropriate
- sufficient time and resources are allocated
- relevant information is prepared and provided to other duty holders
- the principal designer and principal contractor carry out their duties
- welfare facilities are provided

For a more detailed breakdown of the responsibilities of each duty holder in a construction project, visit the HSE’s [Summary of Duties under CDM 2015](https://www.hse.gov.uk/construction/cdm/2015/summary.htm).

Kevin Boyle, Senior Safety, Health and Environment Advisor with NatWest Mentor, says: “Construction is a higher-risk industry, and unfortunately every year there are thousands of people killed, injured or made ill during construction projects globally."

“The CDM 2015 regulations are in place to ensure the proper planning of the work, and to make sure a full assessment of hazards takes place. This helps to promote the safety of everyone involved in the construction project.”

CDM 2015 places duties on virtually everyone involved in the project, including clients, contractors, designers, and the workers themselves. And the regulations encourage a constant dialogue between the duty holders throughout the project, so that safety standards are constantly reinforced.

## Know your CDM 2015 duties

It’s important to understand the responsibilities of other duty holders as well as your own, and each duty holder must be aware of their place in the ‘chain’ of responsibility.

“Cooperation and coordination are the keys to the successful application of the CDM regulations,” says Kevin. “A regular and consistent information loop is vital.”

It’s also important to remember that the HSE is a regulatory body with enforcement powers, including the authority to shut down a construction project for health and safety violations.

Kevin explains: “The HSE wouldn’t take these steps lightly, but they can issue a prohibition notice and stop the work if there’s imminent danger, or issue an improvement notice to make the site safe."

“If the HSE issues a notice and it’s ignored, they can look to prosecute. Officers carry the same powers as the police. It’s wise to cooperate with them and take action when asked to.”

HSE inspectors also carry out regular, targeted checks, during which they inspect sites for specific health and safety issues. Recently, for instance, they have targeted sites for the presence of harmful dust, and for unsafe manual handling procedures.

## A moral obligation

As well as the legal requirements placed on duty holders by the regulations, Kevin suggests that there is also a moral obligation for everyone involved in a construction project to take the regulations seriously to help avoid injury or death.

He says: “An accident or death on a construction site can affect everyone on the site, their families, and members of the public too. The CDM 2015 legislation is a critical piece of guidance, which is key to ensuring that health and safety remains paramount in construction projects and that accidents are avoided."

“Construction will probably continue to be a higher-risk activity, but with proper planning of work, and careful assessment of the dangers, we can go some way towards ensuring safety on every site.”

## How Mentor could support you
[Join MentorDigital](/join) for free help and advice in employment law, HR, and health & safety.
[Get in touch](/get-in-touch) for 24/7 support and dedicated account management from our team of experts.

Please note, Mentor services incur a cost.

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Why construction regulations are key to worker safety

## A well-maintained environmental management system can be an important factor in a business achieving its goals.

The incorporation of the ISO 14001 standard might be a smart approach for the long-term viability of a business – and it can often improve its financial performance too.

## The ISO 14001 standard

Embracing the ISO 14001 standard for environmental management is often considered essential for businesses operating in a highly competitive marketplace, but it can also provide commercial and reputational benefits.

The set of guidelines, drawn up by the International Organisation for Standardisation, are an internationally recognised benchmark which ensures an organisation’s environmental management system (EMS) meets a high standard and is continuously improving.

Certification is an ongoing process, centred on the environmental policy of a business and managed by its staff, before being externally assessed.

The ISO 14001 guidelines were developed primarily to help businesses access a framework for better management control, which can result in a reduction of their environmental impacts. If implemented correctly, additional benefits of ISO 14001 can include:

- Increased efficiency
- A reduction in waste
- Lower consumption of resources
- Reduced operating costs
- Conformance to regulations and legal requirements
- Enhanced reputation with staff and customers

Kevin Boyle, Senior Safety, Health and Environment Advisor with NatWest Mentor, says: “ISO 14001 is used and recognised worldwide, and if implemented properly, it can help a company improve its [environmental performance](https://www.natwestmentor.co.uk/environment/) through a more efficient use of resources.

“It can also gain a company an edge when bidding for contracts, as it instils a sense of trust among stakeholders. This results in ISO 14001-accredited companies often having a competitive advantage in the pre-qualification stage of a tendering process.

“If you’ve adopted ISO 14001 and you’re competing for a contract against businesses that haven’t, there’s a higher probability you’ll get through that first stage, so it’s a definite advantage.”

The ISO 14001 system itself helps organisations identify, monitor, manage and control environmental issues in a holistic manner. And because it follows a standardised, high-level structure it means that all management system standards will have the same principles, and enable integration between systems of different disciplines. 

>"It requires some time and investment, but the advantages are significant."
>
>**Kevin Boyle** 
>Senior Safety, Health and Environment Advisor

The ISO 14001 guidelines are designed to be suitable for organisations of all types and sizes and they go above and beyond the bare minimum legal responsibilities that businesses are expected to meet.

“You build the system to suit the business, and not the other way round” says Kevin. “It’s very much a holistic approach.”

While meeting environmental objectives can have associated costs, which often cause businesses to avoid setting them in the first place, they can bring about cost savings too. 

"Businesses hear the word ‘sustainability’ and alarm bells start to ring,” says Kevin. “But if you set the right objectives and you’re managing the business properly there can be significant advantages to setting these targets – avoiding fines as a result of non-compliance, for instance.”

## Risk of reputational damage

The results of breaching environmental regulations can cost thousands, sometimes hundreds of thousands of pounds, so it’s important for businesses to take their environmental management strategy seriously, advises Kevin.

“Reputational damage is a concern when environmental responsibilities aren’t met,” he says. “It can take a company years to recover from a serious breach of environmental law. The fines can be hefty, and in some cases, businesses might even have to close.

“Embracing the ISO 14001 standards and using them to build, monitor and improve your EMS can help to avoid this. It requires some time and investment, but the advantages are significant.”

## How Mentor could support you

[Join MentorDigital](/join) for free help and advice in employment law, HR, and health & safety.
[Get in touch](/get-in-touch) for 24/7 support and dedicated account management from our team of experts.

Please note, Mentor services incur a cost.

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Understanding the benefits of ISO 14001

## Ensuring your business is diverse, equal and inclusive is vital in today’s competitive environment.

Creating a welcoming workplace isn’t just the right thing to do for your employees, it can help your business to thrive in the long term.

Embedding diversity, equity and inclusion (DE&I) into a company’s culture is increasingly important in today’s business landscape.

DE&I frameworks promote fair treatment and full participation of all people in an organisation – particularly groups that have historically been under-represented or subject to discrimination.
And although there may be some challenges, taking the first steps towards improving your business’s DE&I credentials needn’t be overwhelming.

## Some types of diversity to consider

- Ethnic and cultural diversity
- LGBTQ+ inclusion
- Gender and age diversity
- Disability inclusion
- Intersectional diversity (where there are multiple protected characteristics, such as a gay man with a disability)
- Social mobility (where individuals have had different opportunities in life, for example growing up in an affluent or deprived area)

## Ways to promote workforce equity

- Educational equity
- Fair hiring and recruitment processes
- [Training](https://www.natwestmentor.co.uk/training/) and development
- Pay parity for all employees
- Supporting minority groups and opportunities for them

## Examples of inclusiveness

- Top-down representation at senior levels (‘like me’ role models)
- Using objective tools to understand how different team members think and contribute from different perspectives
- Inclusive leadership
- Tailored mentorship and sponsorship programmes
- Inclusive decision-making
- Employee engagement and feedback.

Head of litigation and management team sponsor of DE&I at Royal Bank of Scotland, Mentor, Paul Rae, says: “Societal attitudes to DE&I have completely changed and all businesses need to keep up.

“There’s so much going on in the diversity landscape that sometimes it can be difficult to stay on top of it all, but they key is to make a start. Keeping all the plates spinning is a challenge but being inclusive and diverse means not just focusing on one area at the expense of another.”

## Ways to get started

### 1. Review your current position

Identify areas that can be improved by assessing your existing business processes, methods of recruitment and staffing. Use employee engagement surveys to produce diversity data.

### 2. Communicate

Speak to staff members who may have lived experiences of inequality or non-inclusion and learn from them. Make clear to your employees that creating a DE&I workplace is a genuine business concern and include staff when deciding upon which campaigns to support. Show colleagues that members of management come from diverse backgrounds and create ‘like me’ opportunities.

### 3. Establish best practices

If your business isn’t big enough to have employee-led networks, actively promote advocacy action groups such as Race Equality Matters, Disability Rights UK and Stonewall who guide employers on what to do, and how to do it well. The Arbitration, Advisory and Conciliation Service (ACAS) is also a great source of free materials for employers.

### 4. Practice what you preach

Always be genuine when getting behind individual causes like LGBTQ+ or disability rights. If you’re doing it for purely commercial reasons, be prepared to be called out on social media and elsewhere.

### 5. Aim beyond legal minimums

Many businesses believe it’s enough to simply comply with legal requirements when deciding on a DE&I strategy but going beyond these minimums is where it really makes a difference. Minimum compliance is not going to make your business an employer of choice.

### 6. Open your mind to different ways of working

Does your vacant role really need to be done Monday to Friday, 9-5? Demonstrating flexibility is a real selling point to candidates and a great tool for retaining talent.

## Where to go for help

Charities and advocacy groups are a good source of information and guidance when establishing a DE&I strategy.

“It’s worth remembering that laws encourage a minimum standard, but best practices are often well beyond these benchmarks,” says Paul. 

“Learn from what other businesses are doing too to get an idea of what’s possible. You don’t have to start the journey from scratch, lots of charities and businesses want to help you, it’s just knowing where to look.” 

It’s a good idea to consult the usually free best-practice guidelines laid out by organisations such as:

- The Advisory, Conciliation and Arbitration Service [(ACAS)](https://www.acas.org.uk/)
- [Race Equality Matters](https://www.raceequalitymatters.com/)
- [Stonewall](https://www.stonewall.org.uk/)
- The Chartered institute of Personnel and Development [(CIPD)](https://www.cipd.org/en/)
- The Equality and Human Rights Commission [(EHRC)](https://www.equalityhumanrights.com/en)

## Building for the future

Having a diverse and inclusive workforce not only creates a better environment to work in, it also presents a positive business case, says Paul.

“People are a lot more aware of inequality now and having a diverse workforce that reflects our customer base makes for a more productive, engaged workforce which serves customers and communities better,” he says.

“You’ll be able to attract the very best talent by demonstrating that you’re a diverse business. As a result, you’ll get your pick of the talent pool, helping your business flourish in the long term.”

## How Mentor could support you
[Join MentorDigital](/join) for free help and advice in employment law, HR, and health & safety.
[Get in touch](/get-in-touch) for 24/7 support and dedicated account management from our team of experts.

Please note, Mentor services incur a cost.

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Building a DE&I workplace

## Addiction can affect anyone, regardless of their background - SMART Recovery CEO Dr Charlie Orton shares her insight on how business owners can offer support.

People from all walks of life can suffer from addiction, often without realising it. A work hard, play hard culture can help turn habit into dependency. But addiction is treatable and there are many ways business owners can support those affected.

Life is stressful, and people will behave in certain ways to manage their stress, says Dr Charlie Orton, Chief Executive of not-for-profit SMART Recovery, whose mission is to empower individuals to gain independence from addictive behaviour and lead fulfilling and balanced lives.

Whether it’s drugs, alcohol, cigarettes, gambling, food, shopping or gaming, people tend to reach out to one or more of these things to alleviate stress.

“Stress doesn’t have to be rooted in previous trauma. It can be a single activating event in your life, like a redundancy, a demotion, a difficult appraisal, or an intimidating relationship at work,” says Charlie. “At SMART Recovery we’re trying to normalise the conversation as much as possible. To help reduce the stigma and the myths surrounding addiction, and help people realise someone might be high performing or in a senior role in business and still be enacting behaviours that may not be very healthy for them or their loved ones.”

## What is an addiction?

SMART Recovery views addiction as a set of learned behaviours to alleviate uncomfortable feelings. You could have an issue if your behaviour is affecting:

- your finances
- your relationships (with loved ones or colleagues)
- your hobbies
- your mental and physical health.

SMART Recovery specialists get asked this question a lot: when do things become an addiction? If your behaviour is causing issues or harm, it may be time to take a step back, think about it, and then decide you want to change or to stop.

## Addiction warning signs to look out for

When life becomes unbalanced, that’s when problems tend to occur. “People in the workplace can experience unbalanced lives through working too much. Lots of people have heard that phrase ‘workaholic’. People can become addicted to pretty much anything,” says Charlie.

Concerned about a colleague? Here are some things to look out for:

- changes in their behaviour at work
- changes in their performance
- not being quite themselves in a meeting
- struggling to present themselves in the way they used to
- having difficulty attending on time
- looking particularly stressed
- losing or gaining weight.

Natalie Nelson, Technical Advice Lead at Mentor, notes that addiction can affect people from all walks of life, so it’s important for managers to be mindful of the signs and to signpost the help that’s available. “Addiction can have serious consequences for both the individuals suffering and those around them.” she says. “If you are concerned about someone in a safety-critical role, you may need to consider moving them to another job while they obtain support.”

## The impact of the cost of living crisis

“The main thing the pandemic did was isolate everybody, and isolation leads to people wanting to alleviate boredom,” adds Charlie.

For example, between March 2020 and March 2021, surveys measuring self-reported alcohol consumption saw a 58.6% increase in the proportion of respondents drinking at increasing-risk and higher-risk levels (‘Monitoring alcohol consumption and harm during the COVID-19 pandemic’, Public Health England, July 2021).

As people have returned to their places of work and resumed routines, some are realising they may have developed a problem during the pandemic. For example, they may be drinking alcohol at different times of the day or night, during the week, not just weekends. They’re experiencing urges to drink alcohol, even though they are in work.

The cost of living crisis is also a trigger for many, says Charlie. People are really concerned about their financial situations. “You might think that would drive people to spend less, but it doesn’t. People feel the need to relieve stress and make themselves feel better. So they reach out to things like online gambling, substance use or alcohol.”

## Understanding attitudes to addiction

Some people might not know how to surface a conversation around addiction, even those with HR responsibilities.

When it comes to addiction, a common perception is that you can choose whether to use a substance or gamble. People with addiction can be perceived as difficult individuals, not contributing to society or work. The result is that society feels it doesn’t owe them much sympathy or empathy, says Charlie.

An important first step is to learn about addiction within the framework of people’s health and well-being. An employee with an addiction can be supported in the same way as if they were suffering from a physical illness.

## How do you open a conversation about addiction?

The thing people often find the most difficult, when they have concerns around potentially addictive behaviour, is where to start. The SMART Recovery approach is simply to ask an open question in a non-judgemental way. “Is everything OK?” rather than “You look terrible; what’s wrong with you?”

“If something is telling you things don’t seem quite right, I always advise people not to feel nervous about it, just check in with them,” says Charlie. People may feel more comfortable opening up about an alcohol or shopping addiction than discussing their use of illicit substances. Even then, that shouldn’t stop them being signposted to help and support.

## What are the costs of addiction in the workplace?

According to a 2018 report by UK Addiction Treatment Centres, addiction can lead to:

- decreased productivity
- increased accidents and fatalities
- increased absenteeism
- damaged relationships
- affected performance
- needless risk-taking.

The Hidden Cost of Substance Abuse in the UK also found that:

- 70% of substance abusers are in full-time employment
- lost productivity due to alcohol costs the UK approximately £7.3bn a year
- 17m working days are lost each year in the UK due to alcohol misuse
- 15% of workers are drunk at work at least occasionally
- 40% of industrial accidents are linked to substance abuse.

Rather than instantly dismissing the person you’re concerned about, though, consider ways to get them the help they need. SMART Recovery has training programmes and short online courses for professionals, while many organisations offer general support. The mental health charity Mind, for example, has a list of useful contacts here.

“It’s horrible to have an addiction,” says Charlie. “And it can be a daunting prospect to surface a conversation about it. But by offering signposting to support, having a recovery champion or addiction programme embedded in the business, and a trusted, non-judgemental environment that encourages people to act and get better, you’re doing a good job.”

## How Mentor could support you
[Join MentorDigital](/join) for free help and advice in employment law, HR, and health & safety.
[Get in touch](/get-in-touch) for 24/7 support and dedicated account management from our team of experts.

Please note, Mentor services incur a cost.

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National Recovery Month: What does addiction mean to you?

## A strong diversity and inclusion policy could help attract and retain talent. We look at how to build a workplace that values employees’ cultural and faith-based traditions.

Against a challenging recruitment backdrop, company culture has become a key factor for attracting people and retaining existing talent. Employers must demonstrate meaningful purpose, a commitment to social responsibility, and interest in employee well-being.

One key component of an attractive workplace culture is the strength of the employer’s diversity and inclusion practices. Whether and how they celebrate key religious, spiritual and cultural dates, festivals and traditions is one aspect that is sometimes overlooked by employers.

Understanding and recognising employees’ cultural and faith-based beliefs and traditions can be key to creating a culture that respects and values diversity and a sense of belonging.

## Embrace balance over the year

Most businesses are well versed in the usual Christmas festivities and typically shut down for a time over the Christmas period.

Contrast this with whether workplaces feature a hanukkiah during the Jewish holiday of Hanukkah, or the number of offices that closed in October to observe Diwali. Too heavy a focus on one set of traditions to the exclusion of others may lead to employers appearing dismissive and employees feeling an important part of their identity isn’t valued. This could result in poorer job satisfaction, reduced engagement and higher turnover.

For businesses that can remain open year-round, there is greater opportunity for employees to choose their own annual leave and which days they wish to take off work for religious observance or celebration.

Rather than only creating space for those colleagues who share in the tradition or practice, the best company cultures foster learning and understanding among the wider employee community.

While approval of leave will be dependent on genuine business needs (and appropriate notice), allowing employees to choose whether to work or take time off on public holidays can go some way to mitigating the UK’s bias towards Christian holidays.

## How should we recognise holy days, festivals and religious holidays?

There is an abundance of important dates and celebratory occasions across faiths and cultures. Within any one belief system there tends to be occasions or observances considered to be of greater importance over others.

One effective way of better understanding the needs and identities of your workforce is simply to ask. During onboarding, consider giving employees an opportunity to tell you what they celebrate and which observances are important to them (handling responses as ‘special category data’ for Data Protection Act 2018 purposes).

If your organisation has a multicultural network or committee, involve them in plans as they will often have a clear understanding of employee needs and will be well placed to take on the mantle of organising events

If your organisation does not have such a group, we recommend forming one to champion and support colleagues from all faiths, ethnicities and cultures, enabling them to thrive within your organisation.

## How do we celebrate?

Shutting down multiple times over the year to celebrate various festivals and holy events is not a viable option for most businesses. Recognition is an important part of celebrating diversity though. This can be achieved through a newsletter or article on the company intranet, for example, explaining the significance of the occasion.

Rather than only creating space for those colleagues who share in the tradition or practice, the best company cultures foster learning and understanding among the wider employee community. A great way to encourage this is to ask colleagues or external speakers to share their personal experiences and why observance is important to them.

Although occasions are best celebrated around the relevant date(s), if logistics or cost gets in the way of celebrating each occasion individually consider arranging a shared event. Colleagues could decorate the space, and come together in dress to share those dishes and practices which celebrate their traditions or faith.

## Celebration doesn’t always have to involve alcohol

Attitudes and expectations concerning alcohol vary widely within and between faiths. Always consider whether consumption of alcohol would be appropriate to the occasion. And keep in mind that faith is not the only reason staff abstain from alcohol.

Drinkaware’s review of various health surveys found that 20% of adults in England and Wales (17% in Scotland, and 19% in Northern Ireland) do not drink alcohol. Some surveys indicate sobriety is on the rise, so it’s important to hold different formats of celebration, beyond just alcohol-fuelled soirées, to ensure everyone feels welcome. Alternatives include quizzes, guest speakers, performances of song or dance, and even donations to relevant charities.

## Be a considerate employer

Adding a calendar containing prominent religious/spiritual/cultural dates can help managers keep track and ensure they avoid booking team events while their Muslim colleagues, for example, are fasting during Ramadan.

You may have seen an increase in businesses asking if recipients want to receive Mother’s or Father’s Day communications. It is also important to recognise that celebratory times of year such as the Christmas period can be financially difficult, especially this year during the cost of living crisis. Some colleagues may find it emotionally challenging if they have suffered a bereavement.

Take the opportunity to remind colleagues of the support available to them and, where possible, the option to be left out of communications.

## How Mentor could support you
[Join MentorDigital](/join) for free help and advice in employment law, HR, and health & safety.
[Get in touch](/get-in-touch) for 24/7 support and dedicated account management from our team of experts.

Please note, Mentor services incur a cost.

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Respect workplace diversity this festive season and beyond

The head of the National Grid has warned that UK households could face blackouts this winter if energy supplies run low due to the disruption of the war in Ukraine. John Pettigrew recently stated that electricity and gas may be switched off on “those deepest, darkest evenings in January and February” between 4pm and 7pm on “really, really cold” winter weekdays.

In addition to the risk of blackouts, extreme cold weather, heavy snow and high winds can cause huge disruption for workers and businesses.

Commenting on this challenging and unpredictable backdrop, senior Mentor Health & Safety advisor Kevin Boyle recommends that “during these difficult times, the safety and wellbeing of employees should be a priority for all businesses to ensure a safe and healthy workforce and workplace. Planning in advance will help to achieve this”. It is important therefore that employers consider what steps they can take now to manage these risks and safeguard staff.

See Mentor’s top tips below to help your business prepare for blackouts and bad weather:

## Planning ahead

Employers should put in place policies and procedures to deal with adverse weather or blackouts. Having written procedures in place will help improve staff communication and ease any concerns or anxieties people may have, whilst also ensuring your business has prepared for all possibilities. Areas to cover include:

- information on pay in the event staff are unable to attend work or where the business has to close on a temporary basis
- contact information and keeping in touch obligations - staff should know who to contact in the event of bad weather or blackouts and employers need to ensure they have up to date emergency contact information for all staff
- communication obligations - businesses should commit to keeping employees updated on any travel disruption / extreme weather forecasts / planned blackouts / contingency plans

## Offering flexible working arrangements

Staff may be concerned about travelling into work due to bad weather or scheduled blackouts - consider offering alternative working arrangements such as:

- homeworking - ensuring appropriate measures have been implemented to enable this (e.g. risk assessments / workstation / access to technical equipment) 
- working from a different location
- adjusting working hours on a temporary basis - such as allowing staff to come into work later or leave earlier / adjusting work patterns to avoid any planned blackouts (any changes to terms and conditions will need to be agreed with affected staff)
- taking annual leave or unpaid time off (see Legal Considerations section at the foot of this article)
 
## Working during a blackout

Although it may not always be possible for businesses to operate during a blackout, consider if you can put in place arrangements that would allow for this, such as:

- using standby generators to maintain power supply for critical equipment or facilities
- using Wi-Fi hotspots - employees should be trained on how to access these (ensuring they have available mobile data and providing the network isn’t disrupted by blackouts)
- asking employees who normally work from home to come into the workplace (or vice-versa)
- keeping phones / laptops fully charged (ensuring battery time is still effective without the use of power)

**Managing health & safety**

Employers have a legal obligation to safeguard their employees’ health, safety and welfare at work. This includes providing a safe working [environment](https://www.natwestmentor.co.uk/environment/) and systems of work. Employers should put in place appropriate measures to manage any health & safety risks connected to any work that is carried out during bad weather or blackouts (including those who work from home).

For example, this might include providing staff training on how to safely operate generators, or providing step-by-instructions on how to safely deal with a loss of power, light or heating, ensuring appropriate back-up equipment is available (e.g. torches / blankets / gas heaters etc) and staff know how to use these. It may also be beneficial to ensure that your employees mental health and wellbeing is carefully managed during what could be difficult times - this could simply be by staying in touch and offering any support they may require.

## Legal considerations

### Do I have to pay my employees if they can’t get into work?

Employees have a legal obligation to come to work in order to be entitled to pay. If they are unable to attend work due to bad weather or blackouts, they will not be entitled to pay (unless the business offers paid leave in these circumstances - always check what the policy and employment contract states and take legal advice if in doubt).

It is worthwhile considering ways that would ensure employees are still paid despite being unable to attend the workplace due to extreme weather or blackouts, for example:

- offering a set amount of paid leave in the event of bad weather / blackouts (this should be pro-rated for part-time staff)
- asking staff to take annual leave (or forcing annual leave subject to contractual rules and giving the required notice)
- offering flexi-working arrangements so that staff can work back the missed hours another time
- asking staff to work at an alternative workplace or to work from home

## What if the workplace has to close on a temporary basis? Do I still have to pay my employees?

Extreme weather conditions or rolling blackouts could result in the temporary closure of businesses. If this happens, most employees (who are contracted to work on the day of the closure) would still be entitled to their normal pay. The exception to this rule would be if the employer implements lay-offs or short-time working during affected periods - employers can only lawfully do this if the employment contract allows for this or with the full agreement of the affected employees. Employees who are laid off or put on short-time working may still be entitled to a guarantee payment, subject to qualifying conditions, but would not be entitled to normal pay.

## How Mentor could support you
[Join MentorDigital](/join) for free help and advice in employment law, HR, and health & safety.
[Get in touch](/get-in-touch) for 24/7 support and dedicated account management from our team of experts.

Please note, Mentor services incur a cost.

People carrying out a health & safety risk assessment

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