Our Services

A settlement agreement is a legally binding contract between an employer and an employee, usually used to resolve workplace issues or end employment on agreed terms. These agreements commonly arise in situations such as workplace disputes, performance concerns, redundancy situations, or business restructuring.

For a settlement agreement to be valid, the employee must receive independent legal advice and the agreement must meet specific legal requirements. Employers must ensure the process is handled correctly, while employees should understand the implications, including waiving certain employment claims in exchange for agreed compensation or other benefits.

Whether you are offering or considering a settlement agreement, early legal advice can help ensure the terms are fair, compliant, and in your best interests.

Redundancy can be a challenging and uncertain time, whether you are an employer or an employee. When a business needs to reduce headcount or undertake restructuring, it is essential that the process is handled fairly, lawfully, and with care. Our employment law specialists provide clear, practical advice to help you navigate redundancy with confidence.

Understanding Redundancy

Redundancy occurs when an employer needs to reduce its workforce or reorganise its business, often because a role is no longer required. This may arise from restructuring, changes to business needs, reduced demand, or closure of part or all of a business. For a redundancy to be lawful, it must be genuine and follow a fair process.

Employers must meet legal obligations, including meaningful consultation, fair selection criteria, and consideration of suitable alternative employment. Employees may have rights to notice, redundancy pay, and protection against unfair dismissal.

Whether you are facing redundancy or planning organisational change, taking early legal advice can help protect your position and ensure the process is managed correctly.

Third-Party Harassment: What Employers Need to Know

Are You Prepared for the New Legal Requirements?

Harassment doesn't always come from colleagues. Employees can also experience inappropriate or abusive behaviour from customers, clients, suppliers, contractors and visitors.

From 30 October 2026, employers will face stronger legal responsibilities to protect their employees from third-party harassment.

Under the Employment Rights Act 2025, employers may be held liable for harassment by third parties if they have not taken all reasonable steps to prevent it.

This means businesses need to think beyond their existing workplace policies and consider the risks employees face when dealing with people outside their organisation.

What Should Employers Be Doing?

Having an anti-harassment policy is not enough on its own. Employers need to be able to demonstrate that they have considered potential risks and taken appropriate preventative action.

Key steps include:

- Identify the risks: Consider where and when employees may encounter harassment from third parties.

- Review existing policies: Ensure harassment policies cover customers, clients, contractors and other external individuals.

- Set clear expectations: Make it clear that inappropriate, discriminatory or abusive behaviour will not be tolerated.

- Establish reporting procedures: Ensure employees know how to raise concerns and what happens when they do.

- Review contracts and agreements: Consider whether relevant supplier, contractor and client agreements should address expected standards of behaviour.

- Keep records and review regularly:  Document the preventative steps taken and revisit risks as circumstances change.

Why Is a Risk Assessment Important?

A third-party harassment risk assessment is a practical starting point.

It helps employers identify where employees may be exposed to inappropriate behaviour, assess existing safeguards and decide whether further action is required.

It also provides a documented record of the organisation's approach to preventing harassment.

Don't Overlook Third-Party Relationships

Your organisation may already have policies addressing harassment between employees. However, these may not adequately cover interactions with customers, suppliers, contractors or visitors.

Consider whether your workplace communications, reporting procedures and relevant business agreements clearly address unacceptable behaviour by third parties.

The Bottom Line

Third-party harassment is now a key consideration for employers, not just an internal HR issue.

With stronger legal requirements taking effect on 30 October 2026, businesses should review their existing arrangements, identify potential risks and ensure appropriate preventative measures are in place.

Taking action early can help protect employees, support legal compliance and create a safer working environment for everyone.

Understanding Post-Termination Restrictions

Post-termination restrictions are contractual clauses designed to protect an employer’s legitimate business interests after employment ends. They typically limit certain activities for a defined period, such as working for a competitor, soliciting clients or colleagues, or using confidential information.

For a restriction to be enforceable, it must be reasonable in scope, duration, and geographic reach. Employers must ensure restrictions are carefully drafted and proportionate, while employees should be aware of their obligations and the potential impact on future employment.

Whether you are drafting, enforcing, or challenging post-termination restrictions, early legal advice can help clarify your position and reduce the risk of disputes.

Understanding Grievance and Disciplinary Procedures

A grievance is a formal complaint raised by an employee about a workplace issue, such as treatment at work, bullying, discrimination, or contractual concerns. 

A disciplinary process is used by employers to address issues relating to conduct, capability, or performance. Both procedures should be handled in line with employment law and the ACAS Code of Practice on Disciplinary and Grievance Procedures.

The ACAS Code sets out the basic principles of fairness, including the need for a proper investigation, clear communication, the opportunity to respond, the right to be accompanied at formal meetings, and the right of appeal. Employment tribunals take the ACAS Code into account when considering claims, and a failure to follow it can affect the level of compensation awarded.

Whether you are raising a grievance, responding to one, or managing a disciplinary process, early legal advice can help ensure compliance with the ACAS Code and reduce the risk of disputes or tribunal claims.

Managing sickness absence can be complex and sensitive for both employers and employees. Long-term or frequent absence raises legal and practical issues, particularly where health conditions may amount to a disability. Our employment law specialists provide clear, practical advice to help ensure sickness absence is handled fairly, lawfully, and with care.

Understanding Sickness Absence

Sickness absence occurs when an employee is unable to attend work due to illness or injury. Employers must balance business needs with their legal duties, including paying statutory sick pay where applicable and avoiding discriminatory treatment. In some cases, a medical condition may be classed as a disability, triggering additional legal obligations.

Employers are expected to follow fair procedures when managing sickness absence, such as obtaining medical evidence, consulting with the employee, and considering reasonable adjustments or alternative roles. Employees have rights to be treated fairly, to have medical information handled confidentially, and to be protected from unfair dismissal or discrimination.

Whether you are managing short-term absence, long-term sickness, or capability concerns linked to health, early legal advice can help reduce risk and support appropriate outcomes for all parties.

Understanding Workplace Discrimination

Workplace discrimination occurs when an individual is treated less favourably because of a protected characteristic, such as age, disability, gender reassignment, marriage or civil partnership, pregnancy or maternity, race, religion or belief, sex, or sexual orientation. Discrimination can take many forms, including direct discrimination, indirect discrimination, harassment, and victimisation.

Employers have a legal duty to prevent discrimination and to take complaints seriously, following fair procedures and implementing appropriate policies and training. Employees are entitled to work in an environment free from discrimination and may have the right to bring a legal claim if those protections are breached.

Whether you are raising a discrimination concern, responding to an allegation, or seeking to reduce risk within your organisation, early legal advice can help ensure compliance with the law and achieve the best possible outcome.