Category: Lousha Reynolds

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Compensation Employment Contract Employment Law Employment Rights Act 2025 Lousha Reynolds Pay

Deadline Alert: The 1st of May Real Living Wage implementation

View of the City of London at sunset

For the 15,000+ UK businesses that have voluntarily committed to the Real Living Wage, a significant date is approaching. While the government’s statutory National Living Wage typically grabs the headlines in April, accredited Living Wage employers have until May 1, 2026, to finalise their annual rate increases.

If you are an accredited employer, here is everything you need to know about the upcoming deadline and the new rates.

The new 2026 rates

The Living Wage Foundation announced the rates in late 2025, providing a six-month window for businesses to adjust their payroll. Unlike the government minimum, these rates are independently calculated based on what people actually need to afford the basket of goods required for a decent standard of living.

Region New Hourly Rate (2026) Annual Increase 
UK-wide (Standard) £13.45 +£0.85 (6.7%) 
London £14.80 +£0.95 (6.9%) 

Why the difference?

The London Living Wage is higher to reflect the significantly steeper costs of housing, childcare, and transport in the capital. While the government’s National Living Wage (£12.71 as of April 2026) is a flat rate across the country, the Real Living Wage recognises that a pound doesn’t go as far in Brixton as it might in Blackpool.

What employers need to do by the 1st of May

If you are an accredited Living Wage Employer, the clock is ticking. Here are your primary responsibilities before the deadline:

  • Update your payroll: Ensure all staff aged 18 and over are moved to the new rates.
  • Audit third-party contracts: A core part of accreditation is ensuring that regularly contracted staff (such as cleaners, security, or caterers) also receive the new rates.
  • Communication: You are required to inform your employees of the pay increase. Beyond compliance, this is a great moment to reinforce your commitment to being a fair-pay employer.
  • Check for pay compression: With the floor rising, look at the salaries of supervisors or those just above the Living Wage to ensure there is still a meaningful gap in pay for their extra responsibility.

The business case for the Real Wage

It’s easy to view the 1st of May as just another compliance hurdle, but the benefits of staying accredited often outweigh the costs:

  • Retention: 75% of Living Wage employers report increased motivation and retention rates.
  • Reputation: Displaying the Living Wage badge helps you stand out to ethical consumers and top-tier talent.
  • Productivity: Workers who aren’t stressed about their next electricity bill are more engaged and productive during their shifts.

Note: The Real Living Wage is voluntary. If you haven’t signed up yet but want to join the movement, you can apply for accreditation via the Living Wage Foundation.

Is your business ready for the transition?

CONTACT US

We’re here to help with any questions or concerns you may have. Whether you need expert advice or would like an initial conversation about our services, pricing, or the options available, please don’t hesitate to get in touch. At Refreshing Law, what sets us apart from other law firms is that you’ll get to speak to an experienced employment lawyer right from the very first call.

02920 599 993

07737 055 584

lreynolds@refreshinglawltd.co.uk

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Lousha Reynolds
Refreshing Law

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Employment Law Employment Rights Act 2025 Lousha Reynolds

The advice we’ve been asked for in April

Cut-out question marks on speech bubbles

Explore the key employment law questions facing UK businesses in April 2026. From Statutory Sick Pay reforms to phased employee returns under the Employment Rights Act, our experts break down the latest ERA changes and their immediate impact on your workforce.

During a month of unprecedented change, these were the most frequently asked questions from our clients:

1.  We’ve already noticed an increase in absence levels since the changes to the SSP regime. Is there anything we can do to mitigate against the impact of this change?

Unfortunately, we don’t have a magic wand that’s going to help overnight, particularly for those clients who have reported a sharp increase in absence this month. SSP will still be payable and there’s inevitably the additional financial pressure this brings as well as the operational disruption caused  by higher absence levels.

What we do recommend is taking steps to manage the absence, such as holding return to work interviews and documenting them to help spot any patterns at an early stage and in the hope that having to discuss the absence with a line manager or business owner may serve as a deterrent for those absences that aren’t genuine. We also strongly recommend introducing an absence policy which allows you to issue warnings (first, final and dismissal) when absence hits certain trigger points.

Please note that disability and pregnancy related absences should be excluded. If you’d like help drafting or implementing such a policy, don’t hesitate to get in touch.

2.  What happens when an employee is on a phased return?

It is common for an employee to return to work on a phased basis after a period of sickness absence. This commonly involves working reduced hours or a reduced number of days, to allow for a gradual re-integration. Under the old regime, if employees returned on a phased basis, (e.g. Mon, Wed, Fri) SSP was not triggered due to the waiting days (e.g. it was not triggered for the Tues as there was not 3 waiting days prior).

However, with the current SSP regime and the removal of the waiting days, there will be a requirement to pay SSP during such a phased return, for example on the Tuesday and the Thursday in the above example. The position does differ where the employee returns for their full number of days but with reduced hours on those days. A period of incapacity for work under the SSP regime is a whole day so there is no requirement to pay SSP if the employee is usually full time and returns for 4 hours every day, as there are no full days of absence to trigger the SSP requirement.

CONTACT US

We’re here to help with any questions or concerns you may have. Whether you need expert advice or would like an initial conversation about our services, pricing, or the options available, please don’t hesitate to get in touch. At Refreshing Law, what sets us apart from other law firms is that you’ll get to speak to an experienced employment lawyer right from the very first call.

02920 599 993

07737 055 584

lreynolds@refreshinglawltd.co.uk

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Lousha Reynolds
Refreshing Law

Categories
Compensation Employment Law Employment Rights Act 2025 Lousha Reynolds Parental Rights Pregnancy Sick Pay

April ERA Recap: Navigating the new employment reality

Office windows at night

As we reach the end of April 2026, the UK’s employment landscape has undergone its most seismic shift in a generation. The “wait and see” period is officially over, with vast swathes of the Employment Rights Act 2025 now active. The rules of the game have fundamentally changed for every employer and employee in the country.

At Refreshing Law, we’ve spent the past month helping businesses transition through these updates. Here’s a summary of the new business reality, the challenges we’re seeing on the ground, and what you need to prepare for next.

The April recap

The start of this month wasn’t just a new tax year; it saw the activation of several transformative employment rights. 

1. The end of the SSP waiting period 

The three-day waiting period for Statutory Sick Pay (SSP) is now a thing of the past. As of 6 April, SSP is payable from Day 1 of illness. Low paid workers now also qualify for SSP for the first time as the lower earnings limit which blocked anyone earning less than £125 a week from getting SSP has now been removed.

The Impact: This was voted by 43% of employers as the reform they felt would have the biggest impact and many are already reporting that their absence rates have increased, particularly for our clients whose staff didn’t previously qualify for SSP due to the lower earnings limit. We’re already seeing businesses adjusting their cash flow and absence tracking to manage the immediate cost of short-term sickness, as well as implementing absence management policies that enable them to issue warnings when non disability or pregnancy related absences hit certain triggers.

2. The launch of the Fair Work Agency (FWA) 

The FWA is now operational. It has consolidated the powers of HMRC’s Minimum Wage team, the GLAA and the Employment Agency Standards Inspectorate into a single, unified enforcement body. 

The Impact: The FWA is a regulator with increased powers to proactively audit your business and initiate investigations. It can inspect workplaces, demand records and initiate employment tribunal complaints on behalf of workers. It also has the power to impose fines to those who underpay holiday, SSP or who do not pay national minimum wage. This can include penalties of up to 200%. Many SMEs are currently struggling with the new statutory duty to maintain six years of detailed leave records. Failure to produce these can now lead to criminal liability. 

3. Family friendly “Day 1” rights are the new standard

We’ve moved into an era of immediate protection. Paternity Leave and Unpaid Parental Leave are now a legally protected right from the first date of employment. Previously employees had to have 26 weeks’ service to qualify for paternity and one years’ service to qualify for parental leave.

4. Collective consultation

Additionally, the maximum protective award for failing to consult in collective redundancies (where you propose to make more than 20 employees redundant at one establishment in a 90-day period) has doubled from 90 days to 180 days’ pay.

5. Sexual harassment whistleblowing 

The final April change to flag is that workers who disclose sexual harassment are now entitled to whistleblower protection. To qualify, they must reasonably believe the disclosure is in the public interest. Whilst legally, sexual harassment was likely to constitute a protected disclosure even prior to this change, there has been so much talk about the ERA changes that it will inevitably lead to a greater awareness of sexual harassment whistleblowing as a claim and we may therefore see an uptick in ET complaints in this area as a result.

What’s next? The countdown to 2027

While we’ve cleared the April 2026 hurdle, the ERA roadmap has another tranche of changes in October 2026 and then two major milestones looming that will dwarf recent changes.

1. The end of the qualifying period

On 1 January 2027, the qualifying period for unfair dismissal will drop from two years to just six months. Employers must ensure that their recruitment and probation processes are incredibly robust, as the window to get it right is narrowing significantly.

2. The removal of the compensation cap

We’re currently in the final period of capped compensatory awards (now set at £123,543). On 1 January 2027, the cap will be removed entirely.

Why this matters: The UK is moving from a predictable regime to an uncapped one, diverging from European neighbours like Ireland and France. This will make high-earner litigation far more common and settlement negotiations much more complex.

Our legal perspective

The theme for the remainder of 2026 is prepartion and procedural rigour. With the FWA looking back over the last six years and the removal of the compensation cap on the horizon, poor record-keeping is no longer an option. 

Is your business protected? If you haven’t yet audited your payroll systems, updated your contracts to ensure that you are adequately protected or or updated your staff handbooks/policies to reflect the Day 1 rights that came into force this month, now is the time. 

Contact Refreshing Law today for a compliance review to ensure your business is ready for next year. 

For more information about the changes ahead, please download our Employment Right Act timeline.

CONTACT US

We’re here to help with any questions or concerns you may have. Whether you need expert advice or would like an initial conversation about our services, pricing, or the options available, please don’t hesitate to get in touch. At Refreshing Law, what sets us apart from other law firms is that you’ll get to speak to an experienced employment lawyer right from the very first call.

02920 599 993

07737 055 584

lreynolds@refreshinglawltd.co.uk

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Lousha Reynolds
Refreshing Law

Categories
Beliefs Case Law Diversity Employment Law Employment Tribunal Equality Act 2010 Freedom of Speech Lousha Reynolds

Balancing Beliefs: Why the EAT Lister v New College Swindon judgement matters

Royal Courts of Justice, London

The UK employment law community is awaiting a pivotal decision from the Employment Appeal Tribunal (EAT): the judgement in Lister v New College Swindon.

Following a preliminary hearing in May 2025, this appeal is one of the most significant belief discrimination cases of the year. For employers, particularly those in the education and public sectors, the outcome will define the practical boundaries between an employee’s right to hold gender-critical beliefs and an employer’s duty to protect service users from harassment.

The Background: Where we left off

The original Employment Tribunal (ET) decision in March 2024 was a comprehensive victory for the employer. Kevin Lister, a maths lecturer, was dismissed for gross misconduct after refusing to use the preferred name and pronouns of a transitioning student (“Student A”).

The ET found that while Mr Lister’s gender-critical beliefs were protected under the Equality Act 2010 (following the precedent in Forstater), his manifestation of those beliefs was “objectionable.” Key factors included:

  • The power imbalance: Mr Lister was a teacher in a position of authority over a minor. 
  • The gender-neutral approach: Rather than using the student’s name, he gestured toward them, which the student found demeaning. 
  • Refusal to comply: During the disciplinary process, he maintained he would not change his behaviour, leaving the college with little choice but to dismiss him to prevent ongoing harm.

Why the appeal is critical

The EAT is now considering whether the first tribunal correctly applied the “boundary” between holding a belief and manifesting it. Mr Lister’s appeal argues that:

  1. The college’s gender reassignment policy was inherently discriminatory by requiring him to act against his conscience.
  2. The tribunal failed to properly balance his Article 9 (Freedom of Thought) and Article 10 (Freedom of Expression) rights under the European Convention on Human Rights.

For legal practitioners, the central question is whether an employer can mandate the use of preferred pronouns in a workplace or educational setting without it amounting to “compelled speech” or indirect discrimination.

What employers should watch for

This judgement will likely provide much-needed clarity on the “proportionality” test. We expect the EAT to address:

Key Issue Employer Consideration 
Manifestation vs. Belief At what point does expressing a belief become “manifestly objectionable” conduct? 
Policy Enforcement Can an employer fairly dismiss an employee solely for refusing to follow a “preferred pronoun” policy? 
Safeguarding Does the duty of care toward students/vulnerable groups trump an employee’s right to manifest their beliefs? 

Practical steps for HR and management

While we await the final word from the EAT, businesses should not remain static. We recommend:

  • Reviewing equality policies: Ensure your policies on gender reassignment and religion/belief are balanced. They should emphasise respect and dignity for all without appearing to indoctrinate or silence protected beliefs.
  • Training on clashing rights: Managers need to understand that two people can have competing protected characteristics. The goal is to manage the impact of the behaviour, not the belief itself.
  • Focus on proportionality: If an employee refuses to comply with a policy, consider whether a less severe sanction than dismissal is possible, unless, as in Lister’s case, the employee makes it clear they will never change their conduct.

Looking ahead

The Lister appeal arrives at a time of heightened sensitivity, following the Government’s long-awaited (and still debated) guidance on gender questioning children in schools. The EAT’s decision will serve as a lighthouse for how these complex, often emotive issues are handled in the tribunal system for years to come.

Do your current Equality and Diversity policies align with the latest EAT guidance?

CONTACT US

We’re here to help with any questions or concerns you may have. Whether you need expert advice or would like an initial conversation about our services, pricing, or the options available, please don’t hesitate to get in touch. At Refreshing Law, what sets us apart from other law firms is that you’ll get to speak to an experienced employment lawyer right from the very first call.

02920 599 993

07737 055 584

lreynolds@refreshinglawltd.co.uk

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Lousha Reynolds
Refreshing Law

Categories
Disability Duty of Care Employment Law Equality Act 2010 Health and Safety HR Lousha Reynolds Mental Health Neurodiversity Reasonable Adjustments Risk Assessment Sick Pay Stress

Stress at Work: More than just a bad day

Woman with head in her hands leans over a desk with a laptop in front of her

As we mark Stress Awareness Week 2026, we’re looking at the legal framework that governs mental health in the UK workplace.

Stress isn’t just a HR issue. It’s a significant legal responsibility. Whether you’re managing a team or navigating your own workload, understanding the boundaries of the law is essential for a healthy, compliant work environment.

1. The legal duty of care

Under the Health and Safety at Work etc. Act 1974, employers have a statutory duty to ensure, so far as is reasonably practicable, the health, safety, and welfare of their employees. This isn’t limited to hard hats and trip hazards. It includes mental wellbeing, too.

  • Risk Assessments: Just as you’d assess the dangers of a faulty wire, you must assess the risk of work-related stress.
  • The Management Standards: The HSE (Health and Safety Executive) outlines six key areas that, if not managed, lead to poor health and reduced productivity: demands, control, support, relationships, role, and change.

2. When stress becomes a disability

While stress itself isn’t a disability, the effects of prolonged stress, such as clinical depression or anxiety disorders, often meet the criteria under the Equality Act 2010.

An employee is considered disabled if they have a physical or mental impairment that has a “substantial and long-term adverse effect” on their ability to carry out normal day-to-day activities.

What this means for employers:

  • If stress triggers a disability, you have a legal obligation to make reasonable adjustments. This might include:
    • Flexible working hours or “soft” start times.
    • Redistributing certain tasks to other team members.
    • Providing a quieter workspace or more frequent breaks.

3. Avoiding a personal injury claim

If an employer is aware (or ought to have been aware) that an employee is struggling and fails to act, they risk a claim for negligence. For a claim to succeed, the psychiatric injury must have been “reasonably foreseeable.”

The Red Flag Rule: If an employee tells you they’re struggling, or if their performance suddenly dips alongside signs of burnout, the clock starts ticking. Ignorance is rarely a valid legal defence once the signs are visible.

4. Practical steps for Stress Awareness Week

To stay on the right side of the law (and keep your team happy), consider these three actions:

ActionPurpose
Wellness Action Plans (WAPs)A proactive tool for employees to share what helps them stay well.
Training for ManagersEnsuring supervisors can spot signs of burnout before it becomes a grievance.
Open CommunicationReducing the stigma so employees feel safe raising issues early.

Work-related stress is often a symptom of systemic issues rather than individual weakness. By treating mental health with the same rigour as physical safety, UK businesses can avoid costly employment tribunals and, more importantly, foster a culture where people actually want to work. This year’s campaign, led by the Stress Management Society, focuses on the theme #BeTheChange, encouraging small, consistent, and positive actions. We think that’s a great place to start.

CONTACT US

We’re here to help with any questions or concerns you may have. Whether you need expert advice or would like an initial conversation about our services, pricing, or the options available, please don’t hesitate to get in touch. At Refreshing Law, what sets us apart from other law firms is that you’ll get to speak to an experienced employment lawyer right from the very first call.

02920 599 993

07737 055 584

lreynolds@refreshinglawltd.co.uk

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Lousha Reynolds
Refreshing Law

Categories
Disability Discrimination Law Diversity Employment Law Equality Act 2010 Lousha Reynolds Neurodiversity Recruitment

Thinking Differently: Why neurodiversity is a workplace superpower

Collaborative meeting in an office around a table

With it being Neurodiversity Celebration Week (16th–20th March), we felt that it was time to move beyond awareness and start talking more about action.

In the UK, it’s estimated that around 1 in 7 people are neurodivergent. This includes ADHD, Autism, Dyslexia, Dyspraxia, and Tourette’s, among others. For too long, recruitment processes and office environments have been designed around the “typical” brain. Often filtering out some of the most creative, analytical, and dedicated talent in the workforce.

From a British employment law perspective, supporting different ways of thinking is not only the right thing to do, but is also a legal requirement. To help business leaders and HR professionals, we’ve focused in on a few things to help better recognise and support neurodiversity at work.

Under the Equality Act 2010, many neurodivergent conditions meet the legal definition of a disability, where that condition has a substantial, adverse impact on the individual’s ability to carry out their normal daily activities. In such cases, this means that employees have a right to protection from discrimination, harassment, and victimisation.

Crucially, employers have a legal duty to make reasonable adjustments. This duty is “proactive,” meaning you shouldn’t wait for an employee to reach a breaking point before offering support. By fostering an environment where adjustments are normalised, you stay ahead of legal risks and, more importantly, help your team thrive.

2. Redefining “reasonable adjustments”

Support doesn’t always mean expensive equipment. Often, the most impactful changes cost nothing but a shift in mindset. Effective adjustments often include:

  • Environmental tweaks: Providing noise-cancelling headphones, adjustable lighting, or quiet zones for deep focus.
  • Communication shifts: Giving instructions in writing rather than just verbally or allowing for camera-off meetings to reduce sensory overload.
  • Flexibility: Allowing for flexible start and end times to avoid the sensory stress of peak-time commutes.

3. Rethinking recruitment

The traditional hour-long, face-to-face interview is often a test of social performance rather than job competency. To support different ways of thinking, we can look at:

  • Skills-based assessments: Letting candidates demonstrate what they can do rather than just what they can say.
  • Clear job descriptions: Removing jargon and fluff (like “must be a great multitasker”) if it isn’t essential to the role.

4. Moving from “culture fit” to “culture enhancement”

In corporate culture, we often talk about culture fit. However, this can inadvertently lead to mini-me hiring, where everyone thinks and acts the same way. 

To truly celebrate neurodiversity, we should look to add to our work culture. A neurodivergent employee might approach a problem from an angle no one else has considered. They might spot patterns others miss or bring a level of hyper-focus that drives a project to completion. Different ways of thinking are a competitive advantage.

How to get involved this Neurodiversity Celebration Week

This week is a fantastic opportunity to kickstart the conversation. You can:

  • Educate: Host a lunch-and-learn or share resources from the Neurodiversity Celebration Week website.
  • Listen: Create a safe space for employees to share their experiences (if they wish) and what support looks like for them.
  • Audit: Review your internal policies, from HR handbooks to your physical office layout, to see if they are inclusive of all brain types.

Neurodiversity isn’t something to be fixed or managed. It’s something to be celebrated. When we design a world that works for neurodivergent people, we inadvertently create a better, more flexible, and more productive workplace for everyone.

CONTACT US

We’re here to help with any questions or concerns you may have. Whether you need expert advice or would like an initial conversation about our services, pricing, or the options available, please don’t hesitate to get in touch. At Refreshing Law, what sets us apart from other law firms is that you’ll get to speak to an experienced employment lawyer right from the very first call.

02920 599 993

07737 055 584

lreynolds@refreshinglawltd.co.uk

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Lousha Reynolds
Refreshing Law

Categories
Employment Law Lousha Reynolds Press

Refreshing Law featured in Business Live

Lousha Reynolds of Refreshing Law featured in Business Live

Lousha Reynolds has been featured in Business Live.

Lousha recently took the helm of the firm, bringing over 17 years of expertise and a passion for straightforward, accessible legal advice. We’re excited to continue growing and evolving under her leadership.

Check out the article to learn more about Refreshing Law: https://www.business-live.co.uk/professional-services/refreshing-law-under-new-ownership-33552599

CONTACT US

We’re here to help with any questions or concerns you may have. Whether you need expert advice or would like an initial conversation about our services, pricing, or the options available, please don’t hesitate to get in touch. At Refreshing Law, what sets us apart from other law firms is that you’ll get to speak to an experienced employment lawyer right from the very first call.

02920 599 993

07737 055 584

lreynolds@refreshinglawltd.co.uk

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Lousha Reynolds
Refreshing Law

Categories
Dismissal Employment Law Employment Rights Act 2025 Lousha Reynolds Notice Periods Probation

The top questions we’re hearing from clients this month

Cut-out question marks on speech bubbles

Although there are a raft of changes as a result of the Employment Rights Act (see ERA Timeline), undoubtedly the change that our clients have the most questions about is the reduction to the qualifying period for unfair dismissal from 2 years to 6 months, which takes effect on 1 January 2027.

The two most frequently asked questions this month relate to this and are as follows:

1.  What impact do notice periods have on qualifying service under the new regime and do we have to include them when calculating qualifying service? 

As long as the employee has a pay in lieu of notice clause within their contract and you exercise that right; i.e. you pay them in lieu of their contractual notice period, the contractual notice period does not get added to their period of service. However, for employees who have been employed for over a month but for less than two years, the law adds one week when determining their period of qualifying service. This means that even if you do exercise the contractual right to pay in lieu of notice, you need to factor in this additional notional week. 

What that means in practice, is that you need to communicate dismissal decisions over a week before the six month qualifying period to avoid the employee being deemed to have 6 months service and a right to bring an unfair dismissal claim due to the notional week of service being added. 

2.  In view of the changes, what is the recommended duration for probationary periods?

We would advise between 3–4 months. For junior roles or where employees are on site full time/closely managed, a 3-month probationary period should be sufficient. You can also build in the ability to extend the probationary period for a further 6 weeks.

That said, we acknowledge that for the majority of our clients, it is difficult to properly assess suitability and performance within a 3-month period, particularly with hybrid working and for more senior roles. 4 months does still provide enough time for a short extension of the probationary period (we recommend 4 weeks) if this is required/or time in case meetings are delayed. However, where probationary periods are extended or meetings are delayed, it is important to remember to factor in the notional week referred to above to ensure that the employee does not have 6 months service at the time of the dismissal.

We recommend reviewing and updating the probationary periods in your existing contracts before issuing them to employees who commence employment on or after 1 July 2026. You should also check that your contracts include an appropriate pay in lieu of notice clause. In addition, it is vital to ensure that managers are fully briefed and trained on any changes to probationary periods and that they understand the importance of conducting the reviews in a timely manner.

CONTACT US

We’re here to help with any questions or concerns you may have. Whether you need expert advice or would like an initial conversation about our services, pricing, or the options available, please don’t hesitate to get in touch. At Refreshing Law, what sets us apart from other law firms is that you’ll get to speak to an experienced employment lawyer right from the very first call.

02920 599 993

07737 055 584

lreynolds@refreshinglawltd.co.uk

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Lousha Reynolds
Refreshing Law

Categories
Collective Redundancy Employment Law Employment Rights Act 2025 Lousha Reynolds Redundancy

Consultation launched on the threshold for triggering collective redundancy obligations

View of the British Houses of Parliament from the river Thames, where the Employment Rights Bill is being debated

Collective redundancy obligations currently arise where an employer proposes to make 20 or more redundancies within a 90-day period at one establishment. Different sites, stores and warehouses are generally treated as separate establishments. As a result, large-scale redundancies carried out across multiple sites may not trigger the duty to carry out collective consultation.

Many considered that this was unfair and so when the proposed Employment Rights Bill was first introduced by the Labour government, it included the complete abolition of the threshold at any one establishment. However, during consultation, significant concerns were raised and as a result the 20-employee trigger at one establishment is set to remain.

Instead, and at some point, in 2027, the ERA 2025 will introduce an additional, alternative threshold test based on the total number of redundancies across the whole business. This means that if redundancies are made throughout the UK at more than one location then collective consultation obligations will apply if more than a certain number of jobs are affected.

Last Thursday (26 February 2026), the Government launched a consultation on what this new organisation wide threshold for triggering collective redundancy obligations should be.

The Government is considering two options:

  • Using a single fixed number in the range of 250 to 1000. 
  • Introducing a tiered system, based on the size of the employer:
250 redundancies for organisations with 0 to 2,499 employees.
500 redundancies for those with 2,500 to 9,999 employees.
750 redundancies for those with 10,000 or more employees.

The Government’s preferred approach is the single fixed number. This does appear to be the easiest way to ensure that employers understand their obligations, and that employees and trade unions are certain when they are entitled to participate in collective redundancy consultation. 

Interestingly, the thresholds are much higher than many informed commentators predicted so perhaps this is an area where Labour are listening to concerns about the impact that the raft of reforms will have on businesses and the wider economy.  If you want to engage in the consultation, it can be accessed via the following link here and is open until 21 May 2026.

CONTACT US

We’re here to help with any questions or concerns you may have. Whether you need expert advice or would like an initial conversation about our services, pricing, or the options available, please don’t hesitate to get in touch. At Refreshing Law, what sets us apart from other law firms is that you’ll get to speak to an experienced employment lawyer right from the very first call.

02920 599 993

07737 055 584

lreynolds@refreshinglawltd.co.uk

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Lousha Reynolds
Refreshing Law

Categories
Employment Law Lousha Reynolds Video

Video | New look, same approach

Stormy sky over Cardiff's Tiger Bay lagoon

The UK employment landscape is evolving fast. From new legislation to hybrid working models and workplace expectations, staying compliant while supporting your team can be challenging. At Refreshing Law, we provide clear, practical employment law guidance for businesses and HR teams. We can help with any employment law issues including:

  • Disciplinary and grievance procedures
  • Redundancy and restructuring planning
  • Discrimination and harassment issues
  • Contract and pay disputes

Our focus is on pragmatic advice that balances legal compliance with real-world business needs. So, you can make confident decisions and protect your organisation.

Watch our latest YouTube video to discover more about the Refreshing Law relaunch as we move into an exciting new chapter.

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We’re here to help with any questions or concerns you may have. Whether you need expert advice or would like an initial conversation about our services, pricing, or the options available, please don’t hesitate to get in touch. At Refreshing Law, what sets us apart from other law firms is that you’ll get to speak to an experienced employment lawyer right from the very first call.

02920 599 993

07737 055 584

lreynolds@refreshinglawltd.co.uk

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Lousha Reynolds
Refreshing Law