See
TAKE A LOOK
casualwork,particularlywherethisworkisprovidedthroughappsorothersoftwareplatforms. Theserolescanincludedriving,deliveringitemsandDIYtasks.Thosewhooperatetheseappsand platformshavetendedtoinsistthatsuchindividualsareself-employedbutrecenthighlypublicised caseshaveheldthatsuchcontractorsareindeedworkers,see¶100+formoredetails.
Flexibleworkerswhoarepart-timeworkersandemployeesonfixed-termcontracts(also calledlimited-termcontracts)havespecificlegalrightstoequaltreatment(i.e.tobe treatedonaparwiththeirfull-timecounterparts)andtheserightsarecoveredinsection3. Wheresuchaworkeralsohasaprotectedcharacteristic,forexamplebecauseoftheirsex, theyalsohavetherightnottobediscriminatedagainst(¶5210+)andarighttoequalpay (¶5650+).
Otherwaysofprovidingaflexibleworkforce,forexamplebyusingzero-hoursworkersand agencyworkers,arediscussedinchapters1(¶85+)and7(¶2040+)respectively
MEMOPOINTS
TheWorkers(PredictableTermsandConditions)Act2023,whichwasgoingto introducearightforworkerstorequestamorepredictableworkingpatternandhadbeendueto comeintoforceduring2024,wasdroppedbytheLabourgovernment.Instead,ithaspublished moreradicalreformswhichareexpectedtocomeintoforcenoearlierthan2026.
ThesereformscanbefoundwithintheEmploymentRightsBill,whichwillmakesignificant increasestoworkerrightsandwillchangeworkplacepractices.Inrelationtoendingwhatthe governmentconsiderstobe“exploitativezero-hourscontracts”,theBillcontainsproposalswhich wouldgivezero-hoursworkers,witha“low”numberofguaranteedhoursandwhoregularlywork morethanthesehours,theabilitytomovetoguaranteedhourscontractsthatwouldreflectthe hourstheyregularlyworkovera12-weekreferenceperiod.Ifmorehoursbecomeregularover time,subsequentreferencereviewperiodswouldprovideworkerswiththeopportunitytoreflect thisintheircontracts.Therearealsoproposalsforanewrighttoreasonablenoticeofshift changeswith“proportionate”compensationforshiftsthatarecancelledorcurtailedatshort notice.Thesemeasuresaretobeadaptedsothattheycanalsoapplytoagencyworkers.The governmenthasstatedthatitwillbeconsultingshortlyonthebestwaytoachievethis.Our updatingservicewilltrackdevelopments.
SECTION1
Typesofflexibleworkingandpracticalconsiderations
Acertainamountofflexibleworkinghasalwaysoccurred,forexample,shift-working,parttimeandfixed-termworking,linkedtotheemployer’sparticularneeds.Theincreaseof womenatwork,instancesofbothparentsworkingandthegrowingacknowledgementof thenecessityfora“work-life”balancehaveextendedflexibleworking,whichcanbeof benefittoboththeemployerandworker.Manyworkersfindthatflexibleworkinghelps withhomecommitments,aswellasreducingthetime,costandstressofcommuting Employersalsofindthatflexibleworkinggivesthembetterstaffretentionandlower workplaceoverheads.
Examples
Thefollowingareexamplesofthewiderangeofworkingarrangementsbeingused: –annualisedhours:organisingtheworker’sworkingtimebasedonthenumberofhours workedovertheyearratherthanaweek; –careerbreaks:allowingtheworkeranextendedperiodofunpaidleave.Itisimportant thatbothpartiesareclearbeforethebreakbeginsastowhethertheemployment relationshipwillcontinueduringthebreakornot(¶1019+); –flexitime/timeflexibility:allowingtheworkerchoiceabouttheirworkinghours,usually withsomehourswithinandothersoutsidecertainagreedcoretimes.Hoursworkedwill berecordedandany“credit”hoursaccruedasaresultoftheschememustusuallybe takenas“flexileave”withinasettimeuptoasetlimit;
home/remoteworking:aswellasthemoretraditionalworking-at-homeroles,suchas telesalesorcustomerservice,manyoffice-basedworkersoftenworkathomeforpart(or all)oftheirworkingtime(¶1815+);
–distanceworking:atermoftenusedtodescriberemoteworkingwhilelivingoverseas (¶1816);
–hybridworking:atermusedtodescribearrangementsthatallowworkerstosplittheir workingtimebetweenhomeandtheoffice(¶1817);
–compressedhours:allowingtheworkertoworktheirtotalnumberofagreedhoursover ashorterperiod,forexample,workingtheirweeklyhoursover4ratherthan5days (¶1845);
–jobsharing:typically,twoworkersworkingonapart-timebasissothattogethertheycan coverafull-timejob(¶1853);
–matchinghours/daystoschoolhours:allowingworkerstobeavailablefortheirchildren whentheyareoutofschoolbyadjustingtheirdailyhoursofwork;
–shiftworking/scheduleflexibility:workinginshifts,whichisalsoparticularlyusefulfor employerswithlongerthanthestandardworkingdayproductionorservicedemands;
–staggeredhours:allowingworkerstostartandfinishtheirdaysatworkatdifferenttimes;
–sabbaticals:usuallygivenbysomelargecompaniesintheformofacareerbreakor extendedleavewithpayasarewardforlongservice.Sabbaticalsareusuallyallowedtobe takenforanyreasonandareoftenseenasawayforworkersto“rechargetheirbatteries”;
–term-timeworking:allowingworkerstotakeunpaidleaveduringschoolholidays;
–voluntaryreducedhours:allowingworkerstochoosetoworkfewerhoursorbecome part-time;and
–zero-hourscontracts:undersuchcontracts,workisofferedasandwhenrequired,with noparticularnumberofhoursortimesofworkbeingspecified(¶85+).
Oftenemployersandemployeesmaybenefitfromutilisingacombinationofflexible workingpractices,forexamplehybridworkingmayalignwithotherformsofflexibility suchastimeandscheduleflexibility
Whateverflexibilitymaybeprovidedorrequested,atrialperiodandaclearpolicywill helpensurethatanynewworkingarrangementworksforboththeemployerand employee.Arrangementswhichareclearlysetoutalsohelptoinformandnotifynew managersofpre-existingflexibleorhybridworkingarrangementsintheirteam.Thiscan beimportantasatribunalislikelytofindafundamentalbreachofcontractifanewline managerbecomesdifficultorawkwardaboutpre-existingworkingarrangementsthathave beenagreedandthathaveoperatedsuccessfullyforsometime
EXAMPLE InHillLilleyvUniversityofNorthampton[2022]ET3300432/2021,HLafootweardesigntutor,took upherpostatauniversityontheexpressconditionthatshewouldbepermittedtoworkfromhome inYorkshiremostFridays.Theuniversitydidnotdisputethathybridworkinghadbeenexpressly agreedwiththeheadofdepartmentwhowasHL’slinemanager.HL’shybridworkingarrangement workedwellforseveralyears,butthenanewheadofdepartment,VD,wasappointed,whoverysoon became“difficult”aboutHL’spre-existinghybridworkingarrangements.Forexample,theweekly staffmeetingwasmovedto4pmonaThursday,which,becauseoftheirlength,hamperedHL’sability totravelhometoYorkshire.VDalsobegantoschedulemeetingsonFridaysandrepeatedlyqueried whyHLdidnotworkonFridays.VDwantedHLtoworkFridaysoncampus,seeminglytakingtheview thatsinceHL’scontractdidnotreflectherhybridworkingarrangements,shewasnotboundtohonour them.InAugust2020,HLbroughtaformalgrievancecomplainingoftheseandvariousotherissues whichcanbroadlybecategorisedasVDbullyingher.AfterHL’sgrievancewasdismissed,she resignedandclaimedconstructiveunfairdismissal.HL’sclaimwasupheldbytheemployment tribunal,whichheldthatVDhadacted“arbitrarilyandunreasonably”inchallengingHL’sestablished hybridworkingarrangements,andthatsomeofVD’sotherinteractions/communicationswere“cold andindifferent,indeedpassivelyaggressive”.VD’sbehaviour,andseparatelythemishandlingof HL’sgrievance,amountedtoabreachoftrustandconfidenceentitlingHLtoresignandclaim constructiveunfairdismissal.
Employersmustalsoensurethattheirexpectationsastowhatemployeescanachievein anypart-timeroleisadjustedaccordingly.Anunreasonableexpectationtocoverafull-time workloadwithinpart-timehoursoveranextendedperiodislikelytoresultina fundamentalbreachofcontract.
Summaryofdifferencesbetweenaccrualmethodandrolled-uppay
Rules Accrualmethod
Basisofcalculation Holidayentitlementaccruesin proportiontotheamountoftime workedduringtheleaveyear.
Whatistobeincluded inthecalculation
Paymentduringleave
Tworatesofpaycanbeapplied:4 weeks’entitlementbasedon statutoryweek’spayformulaplus additionalpayments(normalrate), and1.6weeks’entitlementjuston thestatutoryweek’spayformula (basicrate).
Workersarepaidforleaveatthe timeitistaken,basedontheamount ofleaveaccrued.
Rolled-uppaymethod
Afixedpercentage(12.07%)ofa worker’spayisallocatedasholiday paywitheachpayslip,covering theirstatutoryannualleave entitlement.
Allrolled-upholidaypaymustbe basedonthenormalrate.
Workerunabletotake some/allleaveina leaveyeardueto sicknessorbecauseof family-friendlyleave (i.e.maternity, adoption,paternity, sharedparental, unpaidparental, parentalbereavement orcarer’sleave)
Payinlieuon termination
Specialrulesapplywhichallowfor leaveaccruedtobecarried-overto anotherleaveyear
Workersreceiveanadditional amountwitheverypaysliptocover holidaypay,insteadofreceiving holidaypayonlywhentheytake annualleave.
Rolled-uppaycontinuesduring periodsofsicknessandwhenthe workerisonfamily-friendlyleave.
Employerswillneedtocalculateif thereisanyentitlementaccruedat thedatetheworker’semployment endsandpaythisinlieu. Contractualorotherrelevant agreementisneededtodeductany amountequivalenttoholidaypayif theworkerhastakenmoreholiday thantheirentitlementbythisdate.
N/Aasrolled-uppaycontinuesupto thedateoftermination.
A.Accrualmethod
1.Calculatingholidayaccrual
Undertheaccrualmethod,holidayentitlementaccruesinproportiontotheamountof timeworkedduringtheleaveyear.Themaximumaccrualinanyleaveyearis28days(as thisisthemaximumstatutoryentitlement(¶4005))((4)SI1998/1833),unlessenhanced contractualleaveisgiven(¶4008).Whereworkersworkafixednumberofhourseach weekbutnotthesamenumberofhourseachday,theWTRdonotstatehowto incorporatethis28-daystatutorycapwhencalculatingaworker’sfullannualleave entitlement.DBTguidance(tiny.cc/em4001)proposesthatitisappropriatetoincorporate thecapas28daysoftheworker’saverageworkingday.Therefore,statutoryleave entitlementshouldbecalculatedindays,andthenmultipliedbytheaveragelengthofthe workingday(theaverageworkingdaybeingequaltothehoursworkedperweekdivided bythenumberofdaysworkedperweek).
SECTION1
Healthandwellbeing
A.Supportinggoodmentalhealthandwellbeing
Mentalhealthincludesemotional,psychologicalandsocialwellbeing,andcangreatly affecthowanemployeeisperformingintheirjob.Poorand/ordeterioratingmentalhealth canalsoleadtophysicalillnessandcanamounttoadisability.Mentalhealthproblems canarisefromaworkplacesituation(forexampleduetoexcessivestressorbullying)or mayarisebecauseofproblemsorissuesoutsidework.Theycanhappensuddenlybecause ofaspecificevent,graduallybecauseofaspecificsituation,behardtospot,hidden,and maychangeovertime.
Avarietyofpersonalproblemscanimpactanemployee’sworkperformanceand/or attendanceaswellastheirhealthandwellbeing.Suchissuesmayalsoleadtothe employeeexperiencingstressatwork.Offeringappropriatesupportcanhelppreventsuch anescalationandensurethatanemployee’sperformancelevelsaremaintained.Support canamounttoapolicyofencouraginggoodcommunication,opennessandallowingthe employeemoreflexibilityintheirworkorhoursofworkforashortperiodwhiletheyare experiencingpersonalissues.Therearealsoemployeeassistanceprogrammeswhichcan beofferedandwhichgenerallyincludeemployeeassessments,short-termcounsellingand referralstootherspecialistserviceswherenecessary.Suchprogrammesareusually providedbyanexternalprovider
Manylargercompaniesalsohavetheirownoccupationalhealthschemeorhaveascheme whichusesanoutsideagency.Thiscanbeusefulforemployeestoaccesswhentheyare strugglingwiththeirmentalorphysicalhealth,andcanoffertheemployeradviceabout possiblereasonableadjustmentsthatcouldbemadetobettersupporttheemployeein question.Whenanemployee’shealthcouldaffecttheirperformanceortheirabilitytodo theirjob,ormaybeaffectedbytheworktheydo,theiremployercanusuallyaskthemif theywillagreetoanassessmentwithanoccupationalhealthadviser.Theoccupational healthadvisercarriesoutanassessmentoftheemployeeandreportsbacktothe employer.Sometimestheoccupationalhealthadvisermayneedtogetmoreinformation fromtheemployee’sdoctor.Inthiscase,theemployeeshouldbetoldthereasonand askedtosignaconsentform,andshouldbeallowedtoseethedoctor’sreport.Likewise, theoccupationalhealthadvisershouldcheckwiththeemployeethattheyhavepermission toshowtheirreporttotheemployer.Theemployerandemployeecanthendiscussthebest courseofactionbasedontheoccupationalhealthreportand/ordoctor’sreport.Smaller organisationsmaynothaveanoccupationalhealthpolicyorscheme.Inthiscase,the employershoulddiscusswiththeemployeethebestcourseofactionwithsupportfroma reportbytheemployee’sdoctororotherrelevantmedicalprofessionalasnecessary
MEMOPOINTS Arighttoswitchoff/disconnectfromworkpolicymayalsoproveusefultoensure thehealthandwellbeingofemployees,see¶1828forfurtherdetails.
Makingreasonableadjustments
Wherethementalimpairmentamountstoadisability(¶5457),thentheemployerisunder adutytomakereasonableadjustmentswhichwillremoveorreducethedisadvantage relatedtothedisability.Further,wherepoormentalhealthisaresultofworkplacestressor bullying,theemployermayfindthemselvesliablefornegligenceiftheydonotsupportthe employeeandtheemployeeultimatelysufferspsychiatricinjury.Theemployermayalsobe vicariouslyliablewhereanemployeesuffersfromdiscriminationorharassmentandthis causesinjurytotheirfeelings(¶5748)orpsychiatricinjury(¶5753).
AshighlightedinAcasguidanceonmentalhealth(tiny.cc/em5043),regardlessofwhether thementalhealthofanemployeeamountstodisabilityornot,supportingtheemployee andmakinganyreasonableadjustmentscanensurethatemployeesstayinwork,work safelyandproductively,andcancreateahealthyworkcultureandbuildgoodhealth awareness.Whatmayamounttoreasonableadjustmentswilldependonthespecific situationandemployeeandcancover: –changingtheworktheemployeedoes; –changingtheirroleandresponsibilities; –changingwhentheyworkand/ortheirworkenvironment; –changingpoliciestoprovideadditionalsupport,suchasofferingpaidtimeofftoattend appointmentsinworktimeorbeingflexiblewith“triggerpoints”inrelationtosickness absence;
–reviewingworkingrelationshipsandcommunicationstyles;and/or –providingadditionalsupport,suchastrainingorcoachingorprovidingabuddyor mentortohelpsupporttheemployeeandbuildtheirconfidence
Informationsharinginworkplacementalhealthemergencies
Whereaworkerfacesamentalhealthemergency,theemployermaybeuncertainabout theextenttowhichitcansharetheworker’spersonalinformationwhilecomplyingwithits dataprotectionobligations.Toprovideguidance,theInformationCommissioner’sOffice (ICO)hasrecentlypublishedspecificguidancetohelpemployers(tiny.cc/em5044).For thepurposesoftheguidance,theICOdefinesamentalhealthemergencyasasituationin whichtheemployerbelievesthat“someoneisatriskofseriousharmtothemselves,or others,becauseoftheirmentalhealth”and“canincludethepotentiallossoflife”.The guidanceremindsemployersthatthedefinitionofhealthinformationfordataprotection purposescoversbothphysicalandmentalhealthinformation,sothesameobligations applytoprocessinginformationaboutaworker’smentalhealthasinformationabouttheir physicalhealth.Duringamentalhealthemergency,wherethereisriskofseriousharmto eithertheworkerortoothers,theguidanceconfirmsthat“dataprotectiondoesnotactasa barrier”andtheemployercansharenecessaryandproportionateinformationwithout delaywithrelevantandappropriateemergencyservicesorhealthprofessionalstohelp mitigatetherisk.Theguidancealsoconfirmsthatanemployercanalsosharesimilar informationwithaworker’snextofkin/emergencycontact,sotheycansupportaworker whoisatriskofharmingthemselvesorothers.However,theguidancerecognisesthat employersmaynotalwaysknowtheexactnatureoftherelationshipbetweenaworkerand theirnamednextofkin/emergencycontact,sotheemployershoulduseitsjudgementand onlyshareinformationitconsidersnecessaryandproportionate.Forexample,an employermaydecidetoprovidetheemergencyserviceswithafullaccountofthe situation(e.g.anincidentofself-harmintheworkplace),butonlyprovidetheworker’s nextofkin/emergencycontactwithmorelimiteddetails(e.g.thattheemergencyservices havebeencalledbecauseofconcernsfortheworker’swellbeingandtheyhavebeen takentohospital).
Theguidancerecommendsthatitisbestpracticeforemployerstoplanforhowtheywill respondtoinformationsharinginmentalhealthemergencies.Tocomplywithdata protectionlaw,thisplanningmayincludeidentifyingalawfulbasis(¶5995)andadditional conditiontoprocesstheworker’shealthdata(¶5970).Themostlikelylawfulbasisand additionalconditionsareexploredindetailintheguidance,byreferencetoworked examples.Theguidancealsorecommendsthatemployers: –developapolicyonsharingpersonalinformationinamentalhealthemergency; –ensurethatworkersareawareofthepolicyandmakeitavailabletothem; –trainstaffonhandlingpersonalinformationinamentalhealthemergency;and –ensureworkerskeepdetailsoftheirnextofkin/emergencycontactdetailsuptodate (ideallygivingworkerstheopportunitytoidentifyseparateemergencycontactsforgeneral emergenciesandmentalhealthemergencies).
automatedprocessingofpersonaldatatoevaluatecertainpersonalaspectsrelatingtoa person,inparticulartoanalyseorpredictaspectsconcerningthatperson’sperformanceat work,economicsituation,health,personalpreferences,interests,reliability,behaviour, locationormovements.
5.Automateddecision-making(ADM):ADMoccurswhendecisionsorconclusionsare reachedwithoutanydirecthumaninvolvementorintervention.Thismightalsobereferred toasautonomousintelligence.Suchdecision-makingmaybebasedonfactualorinferred data,aswellasondigitallycreatedprofiles.Itmayormaynotinvolveprofiling.
Recruitmentandselection
Remoterecruitment,screeningandinterviewingofjobapplicants-processeswhich regularlyuseartificialintelligenceandalgorithmstoassesscandidates-havebeen increasinglyusedinrelationtosomesectors/jobs.ExamplesoftheuseofAIsystemsin recruitmentandselectioninclude:
–automatedCVscraping(whereCVsandonlinejobapplicationformsarescannedfor keywordsfromwhichadecisionastowhichcandidateswillproceedtothenextlevelof therecruitmentprocesswillbemade); –automatedbackgroundchecking; –videosimulations/gamifiedassessments; –tracingjobapplicants’digitalfootprint,e.g.socialmediascreening; –AI-basedpsychometricassessments; –theuseofchatbots;and –facial/speechrecognitiontechnology,whichmightbeinbuiltintoavideoconferencing platform.
Candidatesmaybeassessedonlineinmatterssuchascognitiveskills,emotional intelligence,psychometrictestsandskillsets.Virtualrecruitmentsoftwaremayalsouse faceorvoiceanalysistoassesstone,bodylanguageandotherfactorstogauge competenciesorpersonalcharacteristics/skills.Videointerviewplatformsoftware,where candidatesrecordanswerstoquestionsanduploadthemtoadatabaseforrecruitersto reviewandassess,mayalsoutiliseAItoscreencandidatesbyidentifyingkeywordsorface andspeechanalysis.
GuidancefromtheDSIT(tiny.cc/em6306a),specificallyinrelationtoresponsibleAIin recruitment,outlinesthekeyconsiderationsthatorganisationsshouldhaveinmindacross eachstageoftheprocurementanddeploymentlifecycleofanAIsystemandidentifies assurancemechanismswhichcanbeusedtoaddresstheseconsiderations.Theguidance identifiespotentialrisksofusingAIinrecruitmentandhiringprocessesandoutlineshowAI assurancemechanismscanprovideorganisationswiththetools,processesandmetricsto evaluatetheperformanceofAIsystems,managerisks,andensurecompliancewithstatutory andregulatoryrequirements.PriortotheprocurementofanAIsystemforrecruitmentand selection,anemployermightconsiderwhatarethepurposeanddesiredoutputsoftheAI systemandhowwillitintegrateintoexistingorganisationalprocessesandinteractwith employees?Isitcompatiblewithapplicantaccessibilityrequirements,forexample,underthe equalitylegislation(¶632)?IstheAIsystemlegallycompliantwithUKGDPR;doany automatedprocessesfallwithinthescopeofart22UKGDPR(¶6020);anddoesadata protectionimpactassessment(DPIA)needtobeundertaken?Atthisstage,theemployermight considerimplementingimpactassessmentssuchasalgorithmicorequalityimpact assessments;dataprotectionimpactassessments(¶6327)anddrawingupanAIgovernance frameworktosetouthowtheAIsystemwillbeembeddedin,andcomplement,existing businessfunctions.PriortodeploymentofanAIsystem,theemployershouldpilotthe technologywithadiverserangeofpotentialusers,includingemployeesaswellasjob applicantsfromdifferentbackgroundsandexperiences.Duringthisprocess,theemployer mightconsiderperformancetesting,training/upskillingemployees,conductingimpact assessmentsandensuringtransparencyaboutthesystem.OnceanAIsystemhasgonelive,the employershouldsetupregularmonitoringandevaluationtoensurethesystemcontinues toperformasexpectedovertime.Thismightincludeperformancetestingandbiasaudits,as
contributionfromotherswhoarejointlyandseverallyliablewiththemforthediscrimination (¶5747).
TheJohnsonConservativegovernmentresponsein2022wastodeferthemajorityofthereport’s recommendationsforlaterconsideration.Whiletherehavebeennofurtherdevelopmentssince then,wewillreportanyprogressinourupdatingservice
A.Employmenttribunals
Employmenttribunals(referredtointhischapteras“a/thetribunal”)canhearstatutory claimsandcertainclaimsforbreachofcontract.Theconstitutionandrulesofprocedure (referredtointhissectionas“therules”orthe“ETR”)ofthetribunalsaresetoutin legislation(SI2013/1237asamendeduntil6January2025whenthesearereplacedbynew rulesassetoutinSI2024/1155)andcanbefoundhere:tiny.cc/em9420.Thenewrulescan bereferredtoastheEmploymentTribunalProcedureRules2024andtheETRreferences belowaretotheserules.
Tribunalsaresubjecttotheoverridingobjective,whichrequiresthemtodealwithcases fairlyandjustly.Theymustensurethatthepartiesareonanequalfooting,andthatthe tribunaldealswiththecasesinwayswhichareproportionatetothecomplexityor importanceoftheissues,avoidsunnecessaryformality,seeksflexibilityintheproceedings, avoidsdelay(whileensuringproperconsiderationoftheissues),andavoidsunnecessary expense(rule3ETR).
GeographicaljurisdictionTherulesandregulationscoverEngland,Walesand Scotland.
TribunalsinEnglandandWalescandealwithcaseswhere(rule10ETR): –therespondent(i.e.thepartydefendingtheclaim)(oroneoftherespondents)resides orcarriesonbusinessinEnglandorWales; –theactsoromissions(forexampletheactofanunfairdismissaloradiscriminatory omissiontoact)complainedoftookplaceinEnglandorWales; –theclaimrelatestoacontractforwhichtheworktookplacepartlyinEnglandorWales; or
–thetribunalhasjurisdictiontoheartheclaimbecauseofaconnectionwithGreatBritain andthatconnectionisatleastpartlylinkedtoEnglandandWales.
TherulesastowhencasescanbeheardbythetribunalinScotlandarethesame(rule10 ETR).
CasescanbetransferredbetweenScotlandandEnglandandWaleswheretheycould havebeenstartedinthealternativetribunalsysteminthefirstplaceanditwouldbemore convenientforthecasetobetransferred(forexample,ifanumberofclaimsagainsta companywithemployeesaroundtheUKarebroughtinbothScotlandandEngland,itmay beconvenientforthemalltobeheardbythesametribunaliftheyallinvolvethesame issue)(rule98ETR).
MEMOPOINTS
1.TheSmithCommission,whichlookedatwhichpowerscouldbetransferredto theScottishparliament,hasrecommendedthatpoweroverthemanagementandoperationof employmenttribunalsshouldbedevolved.Anyfurtherdevelopmentwillbecoveredbyour updatingservice
2.IneverycaseinwhichitispossiblethattheWelshlanguagemaybeusedbyanypartyor witness(orinanydocumentwhichmaybeplacedbeforethetribunal),thepartiesortheir representativesmustinformthetribunal’sadministrativeofficeinCardiffsothatappropriate arrangementscanbemadeforthemanagementandlistingofthecase(PresidentialPractice Direction(ontheuseoftheWelshlanguage),September2020).
Statutoryclaims
Tribunalsdonothaveanycommonlawjurisdiction.Neverthelesstheyhaveawideand growingstatutoryjurisdiction-themaincomplaintswhichmaybebroughtbyemployees (and,inappropriatecases,byworkers)aresetoutbelow:
