Statutory redundancy pay is a legal entitlement for UK employees who have been continuously employed for two years or more and are dismissed because their role is no longer required. For employers, managing a redundancy process involves complex calculations based on age and service, strict consultation periods, and the significant risk of unfair dismissal claims if HR records are inaccurate or the process is flawed. 

The operational challenge is not simply calculating a number. It is building a process that is consistent, documented, and defensible at an Employment Tribunal. Inaccurate service records, undocumented selection criteria, or a consultation process that falls short of the statutory minimum can each independently expose the business to significant financial and reputational damage. 

Sources: Employment Rights Act 1996; ACAS Code of Practice on Disciplinary and Grievance Procedures; GOV.UK employer redundancy guidance 

How is statutory redundancy pay calculated? 

The statutory redundancy payment is calculated using a formula that multiplies a number of weeks’ pay by a rate that depends on the employee’s age during each year of service. The formula always works backwards from the date of dismissal, applying the relevant rate to each complete year of service counted from the most recent year first. 

The age and length of service formula 

The weekly multiplier applied to each year of service is determined by the employee’s age during that year: 

• Under 22: half a week’s pay for each full year of service 
• Age 22 to 40: one week’s pay for each full year of service 
• Age 41 and over: one and a half weeks’ pay for each full year of service 

Where an employee’s service spans more than one age band, each year is calculated at the rate applicable for the age the employee was during that particular year. This is the most common source of manual calculation error and is where inaccurate date-of-birth records cause the most direct financial and legal risk. 

The weekly pay cap and maximum entitlement 

A statutory cap applies to the weekly pay figure used in the calculation. For 2025/26, the weekly pay cap is £719. Only the capped figure is used, regardless of the employee’s actual earnings. Service is capped at a maximum of 20 complete years; any years beyond 20 do not count toward the statutory entitlement. 

The maximum statutory redundancy payment is therefore: 20 years × 1.5 weeks × £719 = £21,570. In practice, most payments are lower than the maximum because not all 20 years will fall into the highest age band. 

⚠️  Reviewer flag: weekly pay cap for 2026/27 

The weekly pay cap of £719 is the confirmed 2025/26 figure. The 2026/27 cap is subject to annual uprating by the Secretary of State and should be confirmed by your CIPD reviewer before publication. The maximum entitlement figure and all worked examples should be updated to reflect the confirmed 2026/27 cap once it is announced. 

Worked example: employee aged 45 with 10 years of service 

Total statutory redundancy pay: 12.5 weeks × £719 (2025/26 weekly pay cap) = £8,987.50. If the employee’s actual weekly pay is lower than £719, the actual figure is used. The cap only applies where actual pay exceeds it. 

This example illustrates how year-by-year age-band application produces a higher total than a simple average calculation would suggest. Payroll or HR teams that use a flat multiplier without working year by year will frequently underpay entitlements, creating both financial liability and grounds for a tribunal claim. 

Enhanced redundancy pay 

Employers may offer enhanced redundancy terms above the statutory minimum. Enhanced terms can include a higher weekly pay multiplier, a higher cap on the weekly pay figure, or a greater number of years counted. Where enhanced terms are offered, they must be documented either in the contract of employment, a collective agreement, or a clearly communicated policy. 

Enhanced terms that are applied inconsistently — for example, offered to some employees in a selection pool but not others — create discrimination risk, particularly where the difference in treatment correlates with a protected characteristic such as age or length of service. Any enhanced redundancy policy should specify the eligibility criteria clearly and be applied uniformly across the pool. 

What are the legal requirements for a redundancy consultation process? 

Consultation is a statutory obligation, not an optional courtesy. An employer that fails to consult adequately before making redundancies exposes itself to unfair dismissal claims, which carry uncapped compensation for certain types of dismissal and a potential protective award of up to 90 days’ pay per employee where collective consultation duties are breached. 

The question of whether consultation was adequate is routinely the decisive issue in Employment Tribunal unfair dismissal claims arising from redundancies. The legal standard is not simply whether meetings were held; it is whether those meetings were genuine, took place before a final decision was made, and gave employees a meaningful opportunity to put forward alternatives. 

Individual consultation 

Individual consultation is required in every redundancy, regardless of the number of employees affected. For fewer than 20 redundancies within a 90-day period, there is no statutory minimum consultation period, but the overall process must be fair and reasonable. ACAS guidance provides a practical framework that Employment Tribunals use as a benchmark for assessing fairness. 

Individual consultation should cover: 

• The reason the role is at risk of redundancy 
• How the selection pool has been defined and how the employee has been assessed against the selection criteria 
• Any suitable alternative vacancies within the business 
• The employee’s right to be accompanied by a colleague or trade union representative at formal meetings 
• The employee’s opportunity to challenge the selection decision or put forward alternatives to redundancy 

Each stage of this process must be documented. Verbal consultations that leave no paper trail are legally equivalent to no consultation at all if the employer faces a tribunal claim. 

Collective consultation: when does it apply? 

Where an employer proposes to make 20 or more employees redundant within any 90-day period, collective consultation obligations apply under the Trade Union and Labour Relations (Consolidation) Act 1992 (as amended). These impose additional requirements that operate alongside individual consultation, not instead of it. 

The key obligations are: 

• 20 to 99 redundancies: collective consultation must begin at least 30 days before the first dismissal takes effect 
• 100 or more redundancies: collective consultation must begin at least 45 days before the first dismissal takes effect 
• Notification to the Insolvency Service: employers must submit Form HR1 (Advance Notice of Redundancies) to the Insolvency Service at or before the start of the collective consultation period. Failure to notify is a criminal offence carrying an unlimited fine. 
• Employee representatives: where no recognised trade union exists, affected employees must be given the opportunity to elect representatives with whom the employer is required to consult 

The 30-day and 45-day periods are minimum consultation windows. The consultation must be genuine and meaningful throughout — a period that consists of a series of one-way announcements does not satisfy the obligation. 

⚠️  Protective award: the cost of skipping collective consultation 

Where an Employment Tribunal finds that an employer failed to comply with collective consultation obligations, it can award a protective award of up to 90 days’ gross pay per affected employee. This applies to all employees in the redundancy exercise, not just those who brought the claim. For a business making 50 redundancies at an average gross weekly pay of £600, a full protective award would total approximately £810,000. The protective award is additional to any unfair dismissal compensation and any outstanding redundancy entitlement. 

The importance of a fair selection pool 

Defining the selection pool correctly is one of the most legally significant decisions in any redundancy process. The pool should include all employees whose roles could reasonably be considered for redundancy given the business reason behind the exercise. Artificially narrowing the pool to achieve a predetermined outcome is one of the most common findings in unfair dismissal claims. 

Selection criteria applied within the pool must be: 

• Objective and measurable — criteria such as skills, qualifications, performance ratings, attendance records, and disciplinary history are appropriate where they are applied consistently and are drawn from documented HR records 
• Free from discrimination — criteria must not disproportionately disadvantage employees with a protected characteristic; attendance-based criteria in particular require care where they may interact with pregnancy-related absence, disability-related absence, or periods of statutory leave 
• Consistently applied — the same criteria and scoring methodology must be used for all employees in the pool; deviations that benefit or disadvantage specific individuals undermine the entire selection process 

The connection between selection criteria and HR data quality is direct. An employer that cannot produce an auditable employee record showing disciplinary history, performance scores, absence records, and length of service as of the selection date cannot demonstrate that its selection was objective. Employment Tribunals expect employers to show their working. 

What are the statutory notice period obligations and how does PILON work? 

Employees who are made redundant are entitled to statutory minimum notice based on their length of continuous service, or to payment in lieu of notice if the employer wishes the employee to leave immediately. 

Statutory minimum notice periods 

The statutory minimum notice entitlements under the Employment Rights Act 1996 are: 

• One week’s notice for employees with between one month and two years of continuous service 
• One week’s notice for each complete year of service for employees with between two and twelve years of continuous service 
• Twelve weeks’ notice for employees with twelve or more years of continuous service (the statutory maximum) 

Where the contract of employment specifies a longer notice period than the statutory minimum, the contractual period applies. Employers cannot give less than the statutory minimum regardless of what the contract states. 

Payment in lieu of notice 

Where the employer wishes the employee to leave on the date of dismissal rather than work their notice period, it may make a payment in lieu of notice (PILON). Since April 2018, all PILON payments are subject to income tax and National Insurance Contributions as employment income, regardless of whether the contract contains a PILON clause. This was a significant change from the previous position that contractual PILON alone attracted the tax treatment, and it catches many employers who continue to treat PILON as partially tax-free. 

The taxable amount is the post-employment notice pay, calculated as the basic pay the employee would have received during the notice period. Employers must correctly identify and process the PILON element through the payroll before the final payment is made. Errors in PILON tax treatment create both underpayment-of-tax liability and potential employment contract disputes. 

Garden leave 

Garden leave is an alternative to PILON: the employee serves their notice period but is not required to attend work or carry out duties. During garden leave the employee remains an employee, their pay and benefits continue as normal, and restrictive covenants remain in effect. Garden leave requires either a contractual right or the employee’s agreement, and the employer must continue to pay contractual remuneration throughout. 

What are the risks of poor HR record-keeping during a redundancy process? 

Employment Tribunal claims for unfair dismissal arising from redundancy are among the most costly HR failures a UK business can face. The financial exposure is significant: unfair dismissal compensation includes a basic award (calculated using the same formula as statutory redundancy pay) and a compensatory award, which is capped at the lower of one year’s gross pay or £115,115 for 2025/26. Where discrimination is established, the compensatory award is uncapped. 

The reputational and operational cost compounds the financial exposure. A tribunal finding of unfair dismissal in a redundancy context is not a private matter. It is a public record, frequently reported in trade press, and signals to current employees that the business cannot be trusted to manage their employment fairly. 

Where record-keeping failures create the greatest risk 

The following HR data gaps are the most common contributors to failed tribunal defences in redundancy cases: 

• Inaccurate start dates — an employee whose continuous service has been incorrectly recorded will receive an incorrect statutory redundancy calculation. If the correct date would have produced a higher payment, the employer faces a direct unlawful deduction from wages claim in addition to any unfair dismissal liability. 
• Missing or incomplete disciplinary records — where an employer uses disciplinary history as a selection criterion but cannot produce documentary evidence of the specific incidents relied upon, the selection decision is indefensible. A verbal warning recorded only in a manager’s memory is not evidence. 
• Undocumented performance scores — where selection criteria include performance ratings and the scoring has not been applied consistently or recorded formally, the tribunal can find that the process was a mechanism for removing a predetermined individual rather than a genuine redundancy exercise. 
• Absence records with missing context — where attendance is used as a selection criterion and the records include absence that was pregnancy-related, disability-related, or taken as statutory family leave, the employer must be able to demonstrate that this absence was either excluded from the scoring or that its inclusion did not produce a discriminatory outcome. 
• No contemporaneous consultation notes — meeting notes made retrospectively, or absent entirely, leave the employer unable to demonstrate that consultation was genuine and that the employee’s representations were considered before the final decision was taken. 

Every one of these failure points is directly traceable to the quality of the HR system holding the underlying data. A business managing employee records across spreadsheets, email threads, and individual manager files cannot provide the audit trail that a tribunal expects. By the time a claim is lodged, the time limit for creating compliant records has long passed. 

Employment Tribunal time limits 

An employee has three months less one day from the effective date of termination to submit an Employment Tribunal claim for unfair dismissal. ACAS early conciliation must be attempted before the claim is submitted, and the time limit is paused during the conciliation period. For employers, this means that from the moment the redundancy takes effect, the window in which a claim can arise is running. The record-keeping quality that will determine the outcome of that claim was established months earlier, during the planning and selection stages. 

What is the true cost of managing redundancy on spreadsheets? 

A business planning a redundancy exercise for 30 employees faces the following manual overhead before a single consultation meeting takes place: pulling service records from multiple sources to calculate statutory entitlements; cross-checking date-of-birth and start-date data across HR, payroll, and pension records; building a selection matrix from performance, disciplinary, and attendance data held in different systems; and reconciling any discrepancies before the process can begin. 

This is not a theoretical workload. For a mid-size HR team without integrated software, it routinely takes two to three days of senior staff time to reach a position where the redundancy data can be considered reliable enough to use in a selection exercise. If errors surface during that process — conflicting records, missing information, or data that has not been maintained through periods of parental leave, TUPE transfers, or promotions — the timeline extends further. 

The cost of a single Employment Tribunal claim for unfair dismissal arising from a flawed redundancy is, on average, significantly higher than the cost of the HR software that would have prevented it. Legal representation alone at a multi-day tribunal can reach five figures. Add the management time consumed by the claim, the impact on staff morale, and the risk of an uncapped discrimination finding, and the business case for integrated HR data management is straightforward. 

How does IRIS help employers manage a legally defensible redundancy process? 

Legally defensible redundancy management depends on one thing above all others: a single, accurate, auditable source of truth for every employee record that will be relied upon in the selection process. IRIS Cascade HRi and Staffology HR are designed to provide exactly that. 

IRIS Cascade HRi 

IRIS Cascade HRi is a cloud-based HR platform that maintains a complete, timestamped record of each employee’s employment history: start date, date of birth, role history, performance appraisals, disciplinary and grievance records, absence data with absence-type categorisation, and any changes to terms and conditions. When a redundancy exercise begins, the selection pool data is drawn from a single verified source rather than reconstructed from disconnected records. 

For collective redundancy exercises, Cascade HRi supports the management of consultation documentation, tracks employee representative engagement, and maintains a record of the formal consultation meetings and any employee representations made during the process. This documentation is available for export in a format suitable for tribunal evidence without manual reconstruction. 

Staffology HR 

Staffology HR provides integrated HR and payroll data management for businesses that need consistent employee records across both functions. Because statutory redundancy pay calculations depend on the same continuous service and earnings data used for payroll, the risk of discrepancies between HR and payroll records is material. Staffology HR eliminates this gap by maintaining a shared data layer that both functions draw from, ensuring that the start date and pay history used to calculate the statutory entitlement are the same figures held in the HR record. 

Staffology HR also supports the offboarding process: generating the P45 at the point of termination, calculating any outstanding holiday accrual, and producing the documentation required for the employee’s final payslip. Where PILON is applicable, the taxable post-employment notice pay calculation is handled within the system rather than through a manual spreadsheet adjustment. 

Neither platform guarantees compliance with a redundancy process; the quality of the underlying judgements, the conduct of consultations, and the consistency of selection remain the employer’s responsibility. What both systems do is remove the data quality risk that turns procedurally manageable redundancy exercises into tribunal claims. 

Employer Redundancy Obligations: Frequently Asked Questions 

Do employers have to pay redundancy pay to part-time employees? 

Yes. Part-time employees have the same statutory redundancy rights as full-time employees, provided they meet the two-year continuous service threshold. The Part-Time Workers (Prevention of Less Favourable Treatment) Regulations 2000 require that part-time workers are not treated less favourably than comparable full-time workers. The weekly pay used in the calculation is based on the part-time employee’s actual contractual earnings, subject to the same statutory weekly pay cap that applies to full-time employees. Treating part-time employees as not entitled to redundancy pay, or calculating their entitlement on a reduced basis compared to full-time colleagues without contractual justification, exposes the employer to both an unlawful deduction from wages claim and a potential Part-Time Workers Regulations claim. 

What is the penalty for failing to comply with collective consultation obligations? 

Where an Employment Tribunal finds that an employer failed to comply with its collective consultation obligations — either by not consulting at all, by consulting for less than the statutory minimum period, or by failing to consult with appropriate employee representatives — it can award a protective award of up to 90 days’ gross pay per affected employee. The protective award applies to all employees covered by the redundancy exercise, not only those who brought the claim. Failure to notify the Insolvency Service via Form HR1 at the start of the collective consultation period is a separate criminal offence carrying an unlimited fine for the employer. These obligations are not triggered only by large employers; any employer proposing 20 or more redundancies within 90 days is in scope. 

Can an employer offer a suitable alternative role instead of making an employee redundant? 

Yes, and employers are required to consider suitable alternative employment before confirming redundancy. Where a suitable alternative vacancy exists, the employer must offer it to the employee at risk of redundancy. The employee is entitled to a four-week trial period in the alternative role. If the employee unreasonably refuses a suitable alternative offer, they may forfeit their entitlement to a statutory redundancy payment. 

Whether an alternative role is “suitable” depends on factors including the level of pay, status, hours, location, and the nature of the work compared to the original role. A significant reduction in pay or seniority is unlikely to be treated as a suitable alternative. Employers should document the basis on which alternative roles were considered and offered, as this evidence is material in any subsequent unfair dismissal or wrongful redundancy claim. 

What counts as continuous service for redundancy purposes? 

Continuous service is calculated from the employee’s start date with the employer and runs without interruption. Periods of maternity leave, paternity leave, shared parental leave, adoption leave, and sick leave all count as continuous service. Service through a TUPE transfer is preserved — employees who transferred into the business retain their original start date for redundancy purposes, not the date of the TUPE transfer. Employers who maintain start-date records based on the TUPE effective date rather than the original employment start date will systematically undercalculate statutory redundancy entitlements for transferred employees. This is a common and significant source of unlawful deduction from wages liability in businesses that have grown through acquisition. 

Is accrued holiday paid out on redundancy? 

Yes. Employees are entitled to payment for any accrued but untaken statutory annual leave as at the termination date. The calculation is based on the employee’s daily rate of pay multiplied by the number of accrued days outstanding. If the employee is in their notice period and the employer wishes to require them to take accrued leave during that period, specific notice provisions apply. Where accrued holiday pay is underpaid or not paid at all, the employee has a claim for unlawful deduction from wages. 

Can redundancy pay be offset against the employee’s notice pay or other terminal payments? 

Statutory redundancy pay itself is a separate entitlement and cannot be offset against notice pay, PILON, or other terminal payments. It is paid in addition to any contractual payment in lieu of notice, outstanding holiday pay, or other sums owed. The first £30,000 of a genuine redundancy payment (the aggregate of statutory redundancy pay and any non-contractual ex gratia element above the statutory minimum) is exempt from income tax. The statutory redundancy payment element is also not subject to National Insurance Contributions. Contractual PILON is fully taxable and subject to NIC regardless of how it is described. Employers who conflate these different payment types in a single settlement figure run the risk of incorrectly applying tax exemptions. 

Stephanie Coward

Managing Director, HCM

Stephanie Coward is Managing Director for HCM at IRIS, where she leads the strategy, innovation and growth of the organisation’s HR and payroll portfolio. She is responsible for positioning IRIS as a trusted partner to HR professionals and ensuring its solutions support the evolving needs of modern workforces.

With more than 25 years’ experience in the technology sector, Stephanie brings deep commercial and operational expertise, with a passion for improving the employee experience through technology.

Stephanie is committed to advancing IRIS’ HCM offering and helping organisations build more resilient, empowered workforces.

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A Private Blog Network (PBN) is a collection of websites that are controlled by a single individual or organization and used primarily to build backlinks to a “money site” in order to influence its ranking in search engines such as Google. The core idea behind a PBN is based on the importance of backlinks in Google’s ranking algorithm. Since Google views backlinks as signals of authority and trust, some website owners attempt to artificially create these signals through a controlled network of sites.

In a typical PBN setup, the owner acquires expired or aged domains that already have existing authority, backlinks, and history. These domains are rebuilt with new content and hosted separately, often using different IP addresses, hosting providers, themes, and ownership details to make them appear unrelated. Within the content published on these sites, links are strategically placed that point to the main website the owner wants to rank higher. By doing this, the owner attempts to pass link equity (also known as “link juice”) from the PBN sites to the target website.

The purpose of a PBN is to give the impression that the target website is naturally earning links from multiple independent sources. If done effectively, this can temporarily improve keyword rankings, increase organic visibility, and drive more traffic from search results.

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Download Anime Batch

Anti-Money Laundering (AML) compliance for accountants means the policies, controls, and documented procedures a UK accountancy firm uses to identify clients, assess money laundering risk, carry out due diligence, monitor relationships, and report suspicions under the Money Laundering Regulations 2017 (as amended). AML obligations depend on the services the firm provides and its supervisory context, not simply on the fact that it is an accountancy practice. 

Supervisors for UK accountancy firms include the professional bodies — ICAEW, ACCA, and AAT among others — as well as HMRC, which supervises firms that are not members of an approved professional body. The firm’s supervisor determines the specific framework of guidance and visit expectations it must meet, in addition to the baseline obligations set by the Regulations. 

The regulatory direction of travel in 2026 is clear. Supervisors are increasingly focused on the quality of written risk assessments, the consistency of file documentation, and the evidence of ongoing monitoring — not just the existence of policies. The UK National Risk Assessment published in October 2025 identified the accountancy sector as continuing to carry elevated money laundering risk, reinforcing the expectation that practice-level controls match the risk environment. 

Sources: Money Laundering Regulations 2017 (as amended); CCAB AML Guidance for the Accountancy Sector (January 2026 update); HMRC AML supervision guidance; UK National Risk Assessment 2025; ECCTA 2023 

What accountancy work is in scope for AML obligations? 

Not all accountancy work triggers full AML obligations. The Money Laundering Regulations 2017 impose duties on firms acting as a “relevant person” in relation to regulated services. The firm’s overall compliance framework should be calibrated against the combination of services it provides and the risk profile those services generate — not applied uniformly across everything the practice does. 

Typically in-scope services 

• Company and business formation services 
• Trust and company service provider (TCSP) activities 
• Tax advisory work where the firm has involvement in transactions or financial arrangements 
• Providing a registered office address or acting as a nominee 
• Financial planning and investment advice where this falls within the regulated perimeter 
• Accountancy, audit, and insolvency services when these involve the firm as a relevant person under the Regulations 

Boundary-line services requiring risk-based judgement 

• Bookkeeping and accounts preparation where the scope is purely administrative 
• Payroll services with no transactional or advisory element 
• Pure tax compliance work limited to returns preparation with no planning element 

The distinction matters because a practice that treats all its work as fully in scope will over-engineer its compliance framework for lower-risk activities. A practice that under-scopes will miss genuine obligations in higher-risk service lines. Firms should map their service range against the Regulations and document the basis on which they have determined scope for each service category. 

What are the core components of a practice-wide AML framework? 

A robust AML framework for an accountancy practice is built around nine interconnected pillars. Each one must be documented, operational, and proportionate to the risk profile of the firm’s client base and services. 

• Business-wide risk assessment — a written assessment of the money laundering and terrorist financing risks specific to the firm, reviewed regularly and kept up to date 
• Client due diligence (CDD) — verification of client identity, beneficial ownership, and the purpose and intended nature of the business relationship 
• Enhanced due diligence (EDD) — deeper checks for higher-risk clients and situations, including Politically Exposed Persons (PEPs), clients in high-risk jurisdictions, and complex ownership structures 
• Ongoing monitoring and refresh triggers — regular review of existing client relationships to detect changes that affect the risk assessment 
• Source of funds and source of wealth checks — proportionate enquiries into how client funds were generated and accumulated, applied where risk indicators are present 
• Suspicious activity reporting — internal escalation to the Money Laundering Reporting Officer (MLRO) and, where appropriate, submission of a Suspicious Activity Report (SAR) to the National Crime Agency (NCA) 
• Staff training and awareness — risk-based training covering AML obligations, red flag recognition, and the firm’s escalation procedures 
• Record keeping and audit trails — retention of CDD documents, risk assessments, transaction records, and internal decisions for five years from the end of the client relationship, as required by Regulation 40 of the MLRs 
• Governance, escalation, and MLRO oversight — clear lines of responsibility, a designated MLRO with appropriate authority, and board-level or partner-level engagement with the AML programme 

Each pillar must be linked to supervisory expectations, not simply to internal practice preference. Supervisors will examine whether the framework as documented matches the framework as operated, and whether the firm can demonstrate proportionate application across its actual client base. 

How should a practice build a risk-based, proportionate AML framework? 

Risk-based proportionality is a legal expectation under the Money Laundering Regulations, not a discretion the firm chooses to apply. The Regulations require firms to tailor the extent of their measures to the level of risk presented. A firm that applies identical due diligence to a low-risk sole trader client and a high-risk corporate client with offshore ownership is not complying with the spirit or the letter of the regime. 

Proportionate application means: 

• Lower-risk clients may be subject to lighter-touch ongoing monitoring, longer CDD refresh intervals, and simplified verification where simplified due diligence (SDD) criteria are met 
• Higher-risk clients require more frequent monitoring, deeper verification, and documented reasoning for the level of scrutiny applied 
• The justification for any difference in treatment must be documented in the file and in the business-wide risk assessment 

“Risk-based” does not mean “light-touch for everything.” It means applying the right level of control to each client and service, with documented reasoning for every material decision. A firm that uses a risk-based approach to minimise its compliance work — without genuine analysis behind it — will find that position difficult to defend in a supervisory visit. 

The limits of technology-driven risk scoring 

Automated risk scoring tools can help standardise the initial assessment and flag changes in client profile. They should be treated as decision-support instruments, not as the decision itself. 

If a system assigns a client a low-risk score but the fee-earner has noticed behavioural changes — unusual urgency, reluctance to provide information, changes in the nature of instructions — the score does not override the professional obligation to investigate and document. Firms should have an explicit policy confirming that manual review remains available regardless of what the risk score indicates, and that documented reasoning takes precedence over automated outputs. 

How should an accountancy firm conduct an effective AML risk assessment? 

The business-wide risk assessment is the foundation of the firm’s AML framework. It must be written, proportionate, kept up to date, and capable of withstanding supervisory scrutiny. An assessment that is either too generic or too outdated will be a finding in itself. 

What risk factors should be included? 

A structured risk assessment for an accountancy practice should address at least the following categories: 

• Client type and ownership structure — complexity of legal structures, presence of multiple layers of ownership, jurisdiction of incorporation 
• Geographic risk — clients with connections to high-risk jurisdictions, as identified by FATF and the UK NRA 2025; particular attention to countries subject to enhanced monitoring 
• Service risk — the specific services provided and their exposure to abuse, with company formation and TCSP services carrying the highest inherent risk 
• Delivery-channel risk — remote onboarding, reliance on digital identity verification without face-to-face contact, cash-intensive clients 
• Transaction complexity and unusual patterns — arrangements that appear complex relative to the stated business purpose, or that involve frequent changes to beneficial ownership 
• Source of funds and source of wealth concerns — where the origin of funds is unclear, opaque, or inconsistent with the stated business 
• PEP-related relationships — presence of Politically Exposed Persons, their family members, or known close associates in the client structure 
• Adverse information and sanctions-related flags — media coverage, enforcement actions, or matches against the OFSI Consolidated Sanctions List or the UK Sanctions List 

How should the assessment be documented, reviewed, and tested? 

The business-wide risk assessment must be explicit enough to stand up to supervisory scrutiny. Supervisors conducting file picks will examine whether the written assessment reflects the actual risk decisions made at client and matter level, and whether those decisions are consistent across the practice. 

Best practice requires: 

1. A written assessment that is clearly dated, version-controlled, and owned by a named senior individual 
2. Periodic review at least annually, and immediately following any material change in the firm’s services, client base, or the external risk environment 
3. Internal sampling periodic reviews of a representative selection of client files to test whether risk ratings and due diligence levels are being consistently applied 
4. Documented outcomes from any sampling exercise, including any remediation steps taken where inconsistencies are identified 

Software can support the standardisation of risk language and the capture of assessment data across the practice. The firm’s governance remains responsible for the quality and accuracy of the content. 

What is the difference between CDD and EDD, and when does each apply? 

Client due diligence is the baseline verification process required when establishing a new business relationship. Enhanced due diligence is the additional layer of scrutiny applied where the risk profile of a client or situation is assessed as higher than standard. 

Standard CDD: what it covers 

For each new client, CDD requires: 

• Verification of the client’s identity using reliable, independent source documents or electronic verification 
• Identification and verification of beneficial owners — individuals who own or control more than 25% of the entity, or who otherwise exercise control 
• Understanding the purpose and intended nature of the business relationship 
• Ongoing monitoring of the relationship and the transactions carried out within it 

CDD records must be retained for five years from the end of the business relationship (MLR 2017, Regulation 40). This is a hard legal requirement, not a recommended practice. 

Enhanced due diligence: when it applies 

EDD is required in the following circumstances: 

• The client is a Politically Exposed Person, their family member, or a known close associate 
• The client has connections to a high-risk third country as designated under the Regulations 
• The client presents a complex ownership structure that creates opacity around beneficial ownership 
• The source of funds or source of wealth raises questions that standard CDD does not resolve 
• Unusual transaction patterns are inconsistent with the stated nature of the client’s business 
• Any combination of factors that the firm’s risk assessment identifies as triggering enhanced scrutiny 

EDD does not follow a single prescribed checklist. Its content must be proportionate to the specific risks identified. The firm must document both the triggers for applying EDD and the steps taken, in sufficient detail that the reasoning is visible to a supervisor reviewing the file. 

Source of funds and source of wealth 

Source of funds refers to the origin of the specific funds used in a transaction or engagement. Source of wealth refers to the overall assets and financial position of the client — how they accumulated their wealth over time. These are related but distinct checks, and both may be required in higher-risk situations. 

For a client involved in property transactions or complex financial arrangements, a simple statement that funds originate from “business proceeds” is unlikely to be sufficient. The firm should seek documentation that corroborates the stated source, proportionate to the risk level of the client and the transaction. 

Domestic PEPs: the January 2024 amendment 

A December 2023 amendment to the Money Laundering Regulations, effective 10 January 2024, introduced a material change to the treatment of UK domestic PEPs. Under the amended Regulations, UK domestic PEPs — such as current or former Members of Parliament, senior civil servants, or other senior UK public officials — are now treated as inherently lower risk than foreign PEPs in the absence of other risk factors. 

This means proportionately reduced EDD measures may be appropriate for domestic PEPs where no additional risk factors are present. The obligation to identify PEP status and apply enhanced scrutiny has not been removed; the level of that scrutiny is now calibrated to whether the individual is a domestic or foreign PEP. Firms should update their PEP screening procedures and file documentation to reflect this distinction. 

What does the Digital Verification Services trust framework mean for accountant identity checks? 

The Digital Verification Services (DVS) trust framework, published by DSIT in February 2026, establishes the standards against which digital identity verification providers are certified. It represents the most significant development in regulated digital identity since the introduction of the Right to Work and Right to Rent digital routes, and it directly affects how accountancy firms can use digital identity checks to satisfy their CDD obligations. 

What the DVS trust framework establishes 

The trust framework sets out the certification criteria that identity verification service providers must meet to be treated as a trusted source of digital identity evidence. A DVS-certified check conducted by an approved provider satisfies the “reliable, independent source” standard required for CDD identity verification under the MLRs. 

For firms that have been using digital identity verification tools, this framework provides a clearer basis for demonstrating that their onboarding process meets the regulatory standard. Where a provider is not DVS-certified, firms must assess whether the checks they conduct are sufficient against the MLR requirements independently. 

How DVS interacts with the ACSP regime under ECCTA 2023 

The Economic Crime and Corporate Transparency Act 2023 (ECCTA) introduced the Authorised Corporate Service Provider (ACSP) regime through Companies House. Firms registered as ACSPs are authorised to carry out identity verification checks on behalf of individuals registering with Companies House for company formation and related purposes. 

DVS-certified checks conducted through an ACSP registration can satisfy both the Companies House identity verification requirement and, in defined circumstances, the CDD identity verification requirement under the MLRs. However, this is not automatic. Firms must assess the specific check conducted, the level of assurance achieved, and whether any residual CDD steps are required under their own risk assessment. 

The ACSP regime also creates a commercial opportunity. Firms registered as ACSPs can offer technology-enabled identity verification as a billable onboarding service to clients, rather than absorbing the cost as a compliance overhead. For practice partners evaluating the business case for investment in compliant digital onboarding infrastructure, this is a material consideration alongside the risk-reduction argument. 

📋  ACSP registration: key points for practices 

Registration as an Authorised Corporate Service Provider is required to conduct identity verification on behalf of clients under the ECCTA 2023 Companies House regime. Registered ACSPs can verify identities for company formation and related filings, and may be able to use DVS-certified checks to satisfy CDD obligations under the MLRs in defined circumstances. ACSP-enabled verification represents a potential new service line, not just a compliance cost. 

Source: gov.uk/companieshouse — ECCTA 2023 ACSP registration guidance 

Implications for remote onboarding workflows 

The DVS framework provides the most credible basis yet for practices to conduct fully digital onboarding for new clients without a face-to-face verification step. Practices should review their current remote onboarding process against the framework criteria and assess whether their current digital verification provider is DVS-certified or otherwise meets the required standard. 

Where existing tools do not meet the standard, the transition to a compliant solution should be planned before the next supervisory visit cycle. Supervisors are increasingly familiar with the DVS framework and are likely to ask about digital identity processes during file-pick exercises. 

How should a practice manage ongoing monitoring and when should CDD be refreshed? 

AML compliance is a continuous obligation, not an onboarding exercise. Ongoing monitoring requires firms to keep the client relationship under review throughout its duration, updating the risk assessment and refreshing CDD when circumstances change. 

Inconsistent monitoring is one of the most common findings in supervisory visits and file-pick exercises. A firm that carries out thorough onboarding but then has no structured process for monitoring changes in existing client relationships will accumulate stale files that do not reflect current risk. 

When should CDD or EDD be refreshed? 

Refresh triggers include: 

• Changes in ownership or control structure, including new beneficial owners or changes in shareholding above the 25% threshold 
• Material changes to the nature of the engagement, including new services instructed or significant changes in transaction volumes or patterns 
• New adverse information or negative media coverage relating to the client or connected individuals 
• Transaction patterns that no longer fit the profile established at onboarding 
• Changes in sanctions or geographic risk status, including the client’s acquisition of connections to newly designated high-risk jurisdictions 
• An extended period of inactivity followed by the resumption of activity 
• Approaching the firm’s standard periodic review interval, which should be set risk-proportionately — more frequent for higher-risk clients, less frequent for lower-risk relationships 

The firm should have a documented process for each trigger type, setting out who is responsible for identifying the trigger, what steps are taken in response, and how the outcome is recorded. A monitoring process that relies entirely on fee-earner memory or ad hoc observation will produce inconsistent results. 

How does suspicious activity reporting and the SAR process work in practice? 

Identifying and reporting suspicion is one of the most operationally sensitive aspects of AML compliance. The process requires fee-earners to recognise red flags, escalate internally to the MLRO without alerting the client, and for the MLRO to assess whether a SAR is required. 

Identifying red flags 

Red flags are not a checklist to be applied mechanically. They are contextual signals that, when assessed against what the firm knows about the client and the engagement, give rise to concern. Common red flags in accountancy practice include: 

• Unusual urgency or pressure to complete transactions or filings 
• Reluctance or refusal to provide information that would ordinarily be expected 
• Inconsistencies between stated income or wealth and the client’s apparent lifestyle or spending patterns 
• Complex or opaque ownership structures that appear to serve no legitimate business purpose 
• Instructions to receive or transfer funds through unusual routes or to third parties 
• Cash-intensive business activity at volumes inconsistent with the client’s stated trade 
• Frequent changes in beneficial ownership or control without clear commercial rationale 

Internal escalation and the MLRO’s role 

When a fee-earner forms a suspicion, they must report it internally to the MLRO promptly and without alerting the client. The internal report should document the specific concerns, the information available, and the basis for the suspicion. Vague or undocumented escalations undermine the firm’s ability to demonstrate a proper process in any subsequent review. 

The MLRO must assess the internal report and decide whether to submit a SAR to the NCA. This decision must be documented regardless of the outcome. If the MLRO decides not to submit, the reasoning must be recorded in the file. The MLRO must be protected from undue commercial pressure in making this assessment — a governance structure that creates implicit pressure to avoid reports creates both regulatory and legal risk for the firm. 

The tipping-off offence 

Once a SAR has been filed — or where the firm is contemplating filing one — the tipping-off provisions under sections 333A to 333E of the Proceeds of Crime Act 2002 apply. Tipping off means disclosing to the client, or to any other person who might pass information to the client, that a SAR has been or may be submitted, or that an investigation is under way. 

Tipping off is a criminal offence. It applies to everyone in the firm, not just the MLRO. Fee-earners who are aware that a matter has been referred internally should avoid any communication with the client that could reveal the existence of the referral. Where a client asks directly about a delay or a change in the nature of communications, the fee-earner should not explain the reason and should seek immediate MLRO guidance on how to respond. 

The prejudicing a money laundering investigation offence under section 342 of POCA 2002 imposes a related but distinct obligation: firms must not do anything likely to prejudice a money laundering investigation being carried out by HMRC, the NCA, or another relevant authority. Both offences require active awareness in training programmes and documented escalation procedures. 

⚠️  Tipping off and prejudicing investigations: key distinctions 

Tipping off (POCA 2002, ss.333A–333E): disclosing to the client or any third party that a SAR has been or may be submitted, or that an investigation is under way. Criminal offence. Prejudicing an investigation (POCA 2002, s.342): taking any action likely to prejudice an active money laundering investigation by a relevant authority. Criminal offence. Both apply to all staff, not just the MLRO. Both must be addressed explicitly in training. 

Why is AML a culture and governance issue, not just a compliance checklist? 

Supervisors and enforcement bodies increasingly distinguish between firms that have AML policies and firms that operate AML cultures. The difference is visible in file quality, the consistency of risk decisions across the practice, and the engagement of partners and senior management with the compliance programme. 

A firm where AML is treated as an administrative overhead — assigned to junior staff, reviewed annually with minimal partner involvement, and applied inconsistently across fee-earners — will produce files that reflect that approach. A supervisor reviewing those files will find gaps, inconsistencies, and missing documentation that the firm may not even be aware of, because no one has sampled the files against the stated policy. 

Tone from the top is not a soft aspiration in this context. It is a supervisory expectation that partners actively engage with the firm’s AML framework, understand the risk appetite statement, support the MLRO’s authority, and treat AML findings as governance issues rather than administrative inconveniences. 

AML also sits within a broader financial crime and conduct framework. The UK’s implementation of international sanctions obligations, the obligations under the Bribery Act 2010, and the broader ESG-linked conduct expectations that many professional body supervisors are now articulating all interact with the AML governance model. A practice that is serious about financial crime risk will build a governance structure that addresses all of these dimensions coherently, rather than treating each as a separate checklist. 

What are the training, quality assurance, and supervisory expectations for AML? 

Training and awareness 

Training is a legal requirement under the Money Laundering Regulations. The frequency is not fixed at “annually” — it is risk-based. Teams carrying out higher-risk work, or practices with a complex or diverse client base, may need more frequent refresher training than a standard annual cycle provides. 

Training must cover the firm’s specific AML procedures, not just generic AML concepts. Fee-earners need to understand the firm’s escalation process, what information to include in an internal report to the MLRO, and the tipping-off restrictions that apply once a suspicion has been raised. Generic e-learning covering “what is money laundering” is not sufficient on its own. 

Internal testing and quality assurance 

Periodic file reviews and sampling are best practice, and increasingly treated by supervisors as an expectation rather than an optional extra. A structured sampling programme should: 

• Cover a representative selection of client files across risk categories and service lines 
• Assess whether CDD is complete and current, risk ratings are documented, and monitoring records are up to date 
• Identify and record any gaps or inconsistencies 
• Produce documented outcomes and remediation steps 
• Feed into the next revision of the business-wide risk assessment 

The outcome of sampling exercises should be visible at the governance level — not confined to the compliance team. If sampling consistently identifies the same types of gap across multiple fee-earners, this is a systemic issue that requires a systemic response, not individual correction. 

Responding to supervisory visits and file picks 

When a supervisory body visits or conducts a file-pick exercise, it will typically request to see the business-wide risk assessment, a sample of client files including the CDD documentation and risk ratings, evidence of ongoing monitoring, and records of any internal SAR escalations and the MLRO’s decisions. 

Practices that prepare for this proactively — by maintaining well-organised files, documenting risk decisions at the time they are made, and being able to explain why different clients have been treated differently — are far better positioned than those that attempt to reconstruct documentation when a visit is confirmed. The latter approach is itself a finding. 

What are the practical limits of software in AML compliance? 

Software can help standardise, evidence, and streamline AML processes. It cannot replace professional judgment, and it does not transfer legal responsibility from the firm to the technology provider. 

Automated risk scores and screening alerts are decision-support tools. They surface information and flag potential concerns. The decision about what that information means, and what steps to take in response, remains with the fee-earner and the MLRO. A file that records only “system flagged — no action taken” is not adequate documentation of a risk decision. 

Firms should also be cautious about over-reliance on software-generated consistency. A system that applies uniform risk categories across a client base may create the appearance of a structured process while masking genuine risk variation that requires human assessment. The value of software is in supporting well-designed processes, not in substituting for them. 

What is the cost of weak AML processes for an accountancy practice? 

Between October 2024 and March 2025, HMRC issued approximately £3.2 million in AML fines across the businesses it supervises. Of that total, around £539,000 in penalties was directed at 91 accountancy firms. These are not isolated cases involving unusual conduct. Many relate to incomplete documentation, inconsistent CDD, and failure to demonstrate adequate monitoring — the everyday process failures that accumulate in practices operating without structured controls. 

Beyond the fine itself, an adverse supervisory finding generates significant management time, legal and professional costs, and reputational damage with professional body supervisors. A practice that receives a formal finding will be subject to enhanced oversight, additional visits, and a demonstrably higher bar for its next supervisory review. 

The operational cost of weak AML processes is also measurable in internal terms: inconsistent checks that require rework, missing refresh triggers that create file gaps before a supervisory visit, time spent chasing incomplete client information, and the absence of a central audit trail that forces manual reconstruction of compliance decisions when they are challenged. 

How does IRIS Elements support AML workflows in accountancy practices? 

IRIS Elements is a cloud-based platform that helps practices structure, standardise, and evidence their AML and client onboarding workflows. It is positioned as a layer of operational discipline and audit-trail infrastructure, not as a compliance guarantee. 

IRIS Elements supports practices with: 

• Structured client onboarding workflows that enforce consistent capture of CDD information and risk assessment data at the point of engagement 
• Standardised language and templates for business-wide risk assessments and client-level risk ratings, reducing variation across fee-earners and offices 
• Integration with identity verification and sanctions screening including support for DVS-certified digital identity checks and ongoing screening against the OFSI Consolidated Sanctions List and UK Sanctions List 
• Automated refresh reminders and monitoring triggers that flag clients due for review based on the practice’s risk-proportionate schedule 
• A complete digital audit trail linking every CDD document, risk decision, and monitoring event to the client record, accessible for supervisory review without manual reconstruction 
• Reduced manual rework by centralising AML data that would otherwise be held across multiple systems, files, or individual fee-earner records 

The firm remains responsible for the quality of the judgements made within the system, for how workflows are configured to reflect the specific risk profile of its practice, and for the ongoing governance of the AML programme. IRIS Elements helps support better-run, more consistently evidenced compliance — it does not make those judgements on the firm’s behalf. 

Practical AML example: onboarding a higher-risk corporate client 

The following example is illustrative. It shows how a practice might apply the AML framework described in this guide to a single client onboarding scenario. It does not represent a prescriptive process and should be adapted to the firm’s own risk assessment, supervisory guidance, and client circumstances. 

Example: higher-risk corporate client with overseas ownership 

A mid-size accountancy practice is instructed by a newly incorporated UK company to provide tax advisory and company secretarial services. Initial information indicates the company is owned through a holding structure based in a jurisdiction on the FATF enhanced monitoring list. 

Step 1 — Risk identification: 

The fee-earner completes the initial risk assessment, noting: high-risk jurisdiction connection; complex multi-layer ownership; company formation service in scope; no prior relationship. The client is rated higher risk. EDD is triggered. 

Step 2 — Beneficial ownership verification: 

The firm identifies all individuals owning or controlling more than 25% of the ultimate entity. Verification is conducted using a DVS-certified digital identity check for each beneficial owner. A Companies House PSC register check is performed and cross-referenced against the information provided by the client. Discrepancies are noted and queried. 

Step 3 — Source of funds and source of wealth: 

Given the jurisdiction risk and transaction volumes anticipated, the firm requests documentation of the source of the funds to be used in the engagement and a general explanation of how the beneficial owners have accumulated their wealth. Supporting documentation is reviewed and retained on file. 

Step 4 — Sanctions and PEP screening: 

All beneficial owners and connected individuals are screened against the OFSI Consolidated Sanctions List, the UK Sanctions ist, and a PEP database. One beneficial owner is identified as a family member of a foreign PEP. EDD is confirmed; the relationship is documented. 

Step 5 — Documentation and MLRO sign-off: 

The full CDD file is assembled: verification documents, risk assessment, source of funds documentation, screening results and MLRO sign-off on the EDD decision. The file is retained digitally with a timestamped audit trail. 

Step 6 — Ongoing monitoring: 

A structured monitoring schedule is set: six-monthly review given the higher-risk rating. Refresh triggers are documented and the client record is flagged for review if any change in ownership structure, jurisdiction status, or transaction pattern is identified. 

AML for Accountants: Frequently Asked Questions 

What is the difference between CDD and EDD? 

Client due diligence (CDD) is the baseline identification and verification process required when establishing a new business relationship. It involves verifying the client’s identity, identifying beneficial owners, and understanding the purpose and nature of the relationship. Enhanced due diligence (EDD) applies where the client or situation presents a higher risk level — for example, where the client is a Politically Exposed Person, has connections to a high-risk jurisdiction, or has a complex ownership structure. EDD requires deeper verification, source of funds and source of wealth checks, and more detailed documented reasoning. The distinction is not between simple and complex clients; it is between different levels of risk that require proportionately different responses. 

How often should AML training take place? 

The Money Laundering Regulations require training but do not prescribe a fixed annual cycle. The frequency is risk-based: firms carrying out higher-risk work, or those with a diverse client base, should train more frequently than a standard annual model. All staff with client-facing or AML-relevant responsibilities must be trained, not just compliance officers. Training must cover the firm’s specific procedures — escalation processes, tipping-off restrictions, and how to identify red flags in the context of the firm’s actual services — not just generic AML awareness. 

Who supervises accountants for AML in the UK? 

Accountancy firms are supervised for AML either by their professional body or by HMRC. Professional body supervisors include ICAEW, ACCA, CIMA, CIPFA, AAT, ICAS, and CAI among others. Firms that provide trust and company services and are not supervised by a professional body are supervised by HMRC under the Money Laundering Regulations. The supervisory body determines the specific guidance framework, visit expectations, and enforcement approach the firm must meet in addition to the baseline obligations in the Regulations. 

What should be included in a firm-wide risk assessment? 

A business-wide risk assessment must address the specific risks the firm faces given its client base, geographic exposure, service range, and delivery channels. It should be written, version-controlled, kept up to date, and capable of standing up to supervisory scrutiny. The assessment should cover client risk categories, high-risk jurisdiction connections, service-specific risks, and any delivery-channel risks such as remote onboarding. It must also explain the basis on which different clients receive different levels of due diligence. Generic templates that do not reflect the firm’s actual circumstances are unlikely to satisfy a supervisor in a file-pick exercise. 

When should an accountant file a SAR? 

A Suspicious Activity Report should be submitted to the National Crime Agency when the firm knows, suspects, or has reasonable grounds for suspecting that a person is engaged in money laundering or terrorist financing. The threshold is suspicion, not certainty. A fee-earner who has concerns must escalate them internally to the MLRO promptly. The MLRO then assesses whether a SAR is required. The decision must be documented regardless of the outcome. Once a SAR has been filed or is being contemplated, the tipping-off restrictions under POCA 2002 apply, and neither the fee-earner nor anyone else in the firm should communicate anything to the client that could disclose the existence of the SAR or an investigation. 

What is an ACSP and does my accountancy firm need to register? 

An Authorised Corporate Service Provider (ACSP) is a firm registered with Companies House under the Economic Crime and Corporate Transparency Act 2023 to carry out identity verification checks on behalf of individuals registering with Companies House for company formation and related purposes. Accountancy firms that provide company formation or trust and company services should consider whether ACSP registration is required or beneficial for their practice. 

ACSP registration also provides a commercial opportunity: registered firms can offer technology-enabled identity verification as a billable service to clients undergoing Companies House registration, rather than absorbing verification costs as a pure compliance overhead. This positions identity verification as a service line rather than a cost. Refer to the Companies House guidance on ACSP registration at gov.uk/companieshouse for current requirements. 

What does the DVS trust framework mean for accountant identity checks? 

The Digital Verification Services trust framework, published by DSIT in February 2026, sets the certification standards that digital identity verification providers must meet to be treated as reliable independent sources for regulated identity checks. For accountancy firms, using a DVS-certified provider for digital CDD checks provides a clear and defensible basis for demonstrating that identity verification meets the required standard under the Money Laundering Regulations. 

Firms should verify whether their current digital identity verification tools are provided by a DVS-certified organisation. Where they are not, the firm must independently assess whether the checks conducted satisfy the MLR standard. DVS-certified checks may also satisfy the Companies House identity verification requirement under the ACSP regime in defined circumstances, supporting more streamlined digital onboarding workflows. 

What is the tipping-off offence and how does it affect client communications? 

Tipping off is a criminal offence under sections 333A to 333E of the Proceeds of Crime Act 2002. It occurs when a person discloses to a client — or to anyone who might pass information to the client — that a Suspicious Activity Report has been or may be submitted, or that a money laundering investigation is under way. The offence applies to everyone in the firm, not just the MLRO. 

Once a matter has been referred internally for SAR consideration, fee-earners must avoid any communication with the client that could reveal the existence of the referral. If a client asks why there has been a delay or a change in how the firm is responding, the fee-earner must not explain and must seek immediate guidance from the MLRO. A related offence under section 342 of POCA 2002 — prejudicing a money laundering investigation — applies where anyone takes action likely to harm an ongoing investigation by the NCA, HMRC, or another relevant authority. Both offences must be addressed explicitly in staff training and escalation procedures. 

Can technology replace the need for professional AML judgement? 

No. Software tools — including risk scoring engines, sanctions screening databases, and workflow automation platforms — are decision-support instruments, not substitutes for professional judgement. An automated risk score does not constitute a risk decision. A system-generated alert that is closed without documented reasoning is not adequate file evidence of a compliance decision. 

Firms are legally responsible for the quality of their AML judgements regardless of the tools used to support them. Software helps standardise processes, maintain audit trails, and reduce manual rework. It does not transfer legal liability, and it does not prevent a supervisory finding where the underlying judgements recorded in the system are inadequate. 



Stephanie Coward


Managing Director, HCM

Stephanie Coward is Managing Director for HCM at IRIS, where she leads the strategy, innovation and growth of the organisation’s HR and payroll portfolio. She is responsible for positioning IRIS as a trusted partner to HR professionals and ensuring its solutions support the evolving needs of modern workforces.

With more than 25 years’ experience in the technology sector, Stephanie brings deep commercial and operational expertise, with a passion for improving the employee experience through technology.

Stephanie is committed to advancing IRIS’ HCM offering and helping organisations build more resilient, empowered workforces.

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]]> https://gentongbet.com/aml-compliance-for-accountants-a-practical-uk-guide-2026/feed/ 0 https://gentongbet.com/earned-wage-access-uk-complete-employer-guide-2026/ https://gentongbet.com/earned-wage-access-uk-complete-employer-guide-2026/#respond Wed, 25 Mar 2026 21:44:26 +0000 https://gentongbet.com/earned-wage-access-uk-complete-employer-guide-2026/

When employees are financially stressed, that stress doesn’t stay at home — it walks through the door with them every morning. Zellis’s 2025 Financial Wellbeing Report revealed that 92% of UK employees experienced financial stress in the past year, with 89% saying it directly affected their work performance. Nearly half struggle to focus. Over a quarter are simply less productive. That’s not an employee problem, that’s your output, your deadlines, and your bottom line taking the hit. The same report shows 78% of employees contribute more when they feel financially confident. Financial wellbeing isn’t a perk. It’s a performance lever.

Much of that strain doesn’t stay in the background. Financial anxiety is one of the most consistent drivers of poor mental health, and poor mental health is now the leading cause of workplace absence in the UK. Sickness absence has soared to a 15-year high, with employees now averaging 9.4 days off per year (up from 5.8 days pre-pandemic), according to the CIPD’s 2025 Health and Wellbeing at Work Report, and 64% of organisations report stress-related absences.

Our own analysis of over 13,000 employees across UK SMEs confirms this trend, with workers averaging 6.7 days of sick leave annually and healthcare workers reaching 9.2 days. Absence patterns vary significantly by industry and demographic, suggesting multiple underlying drivers. But the through line is clear: when employees are financially insecure, their mental health suffers, and that cost lands on your business.

Earned Wage Access (EWA) has emerged as one practical response. The concept is straightforward: employees access a portion of wages they’ve already earned before their scheduled payday, providing immediate financial relief without the crushing costs of overdrafts or payday loans. More than 1 in 10 UK employers now offer EWA, covering over 4 million workers, according to MoneyHelper.

Here, we’ll explain what UK employers need to know: how it works, the regulatory landscape, real costs versus benefits and how to evaluate whether it makes sense for your workforce.

Let’s get started.

What is Earned Wage Access?

Earned Wage Access gives employees the ability to access a portion of their already-earned wages before their regular payday. The distinction between “already earned” and “future earnings” is critical, both practically and legally.

When an employee works Monday through Wednesday and earns £300, they can request access to a percentage of that £300 on Thursday, even though payday isn’t until the following Friday. They’re not borrowing money. They’re accessing compensation they’ve already earned through hours worked, but which is trapped in the traditional pay cycle.

This is fundamentally different from traditional salary advances (which often advance future wages) or payday loans (high-cost credit products with APRs exceeding 1,500%). But it’s important to note that Earned Wage Access isn’t credit, there’s no lending, no interest charges and no credit checks. Employees typically pay a small transaction fee (usually 1-3% or a flat £1-3) for immediate access to their own money.

The UK market uses various terms for the same service: Employer Salary Advance Schemes (ESAS), flexible pay, on-demand pay and instant pay. While terminology varies, the core principle remains constant: employees access earned wages on their own schedule rather than waiting for a predetermined payday.

The regulatory landscape

The regulatory treatment of Earned Wage Access in the UK is still evolving, but important frameworks have emerged.

In 2022, the Financial Conduct Authority (FCA) reviewed EWA and concluded that offerings providing access to already-earned wages don’t constitute consumer credit and therefore fall outside consumer credit regulation. However, under FCA Consumer Duty rules (effective July 2023), providers must still deliver good outcomes for consumers, provide fair value, communicate clearly and provide appropriate support.

More significantly, in September 2023 the Chartered Institute of Payroll Professionals (CIPP) launched an EWA Code of Practice in response to FCA recommendations. Seven leading UK providers established voluntary industry standards covering product design, clear communication, support for vulnerable consumers, product governance, outcome monitoring and annual independent audits.

From an employment law perspective, the National Minimum Wage Act requires that employee fees can’t reduce effective hourly rates below NMW, which is why many employers subsidise costs. 

The Employment Rights Act requires EWA deductions be clearly itemised on payslips. GDPR and the UK Data Protection Act 2018 require proper Data Processing Agreements for sensitive employee data.

There are no special tax implications and employees pay the same Income Tax and National Insurance as on regular payday.

How does Earned Wage Access work?

Modern EWA platforms integrate with your payroll or HR system to track hours worked and wages accrued in real time. Employees see their accrued earnings updated continuously via a mobile app.

When an employee needs money before payday, they request a withdrawal through the app. Most UK platforms allow access of up to 50% of gross accrued earnings, with additional guardrails like £500 weekly maximums. Funds transfer either instantly (within hours) to a linked debit card or via standard bank transfer within 24 hours.

On the next payday, the EWA amount plus any fee is automatically deducted from wages through normal payroll reconciliation. The deduction appears clearly on the payslip.

Here’s a real example: 

Sarah works retail earning £12/hour. She works 24 hours Monday-Wednesday, earning £288. Thursday morning her car breaks down—£150 to fix. She opens her app, sees £288 accrued, and can withdraw up to 50% (£144). She pays a 1.5% fee (£2.16) for instant transfer. The £144 arrives within an hour. On Friday payday, her payslip shows her full week’s gross earnings of £480, minus the EWA deduction of £146.16, minus usual tax and NI. She avoided a £30+ overdraft fee and got her car fixed without high-cost debt.

From the employer side, a properly implemented system is essentially invisible. The EWA provider integrates with your payroll system, whether Xero, Sage, QuickBooks, or Employment Hero’s Employment Operating System. Employees self-register voluntarily. When an employee requests a withdrawal, the provider handles the entire transaction with no manual processing from HR or payroll.

On payday, the provider sends a reconciliation report showing deductions, which flow automatically through payroll integration. For Employment Hero customers, EWA is built into the same platform you’re already using, no separate vendor relationship, no third-party integration, no additional data-sharing agreements.

The business case for UK employers

Retention in an expensive turnover market

The CIPD estimates replacing an employee costs £6,000 to over £30,000 depending on seniority and sector. The Zellis report found 36% of UK workers are actively considering quitting due to burnout, much of it financially driven.

According to Visa research, 79% of employees would be willing to switch to an employer who offers earned wage access. Companies offering EWA report measurably reduced early-stage turnover, particularly in the critical first 90 days. This effect is strongest in retail, hospitality, healthcare and logistics.

The productivity impact

When employees are worried about money, they’re not fully present at work. The Zellis report found nearly half of financially stressed employees find it harder to focus and over a quarter admit they’re less productive.

The connection between wellbeing and productivity is clear. Employment Hero’s Work That Works Report, which surveyed over 2,000 UK business leaders and employees, found that employee wellbeing is the #1 productivity driver for business leaders. The research shows job satisfaction is the strongest correlating factor for productivity, with satisfied employees 3x more likely to be committed to their company and 2x more likely to feel motivated.

EWA provides immediate financial breathing room that interrupts this cycle. When an employee can access £150 to fix their car rather than missing work, or pay an urgent bill without juggling overdraft fees, they can focus on their job. Employees who actively use financial wellbeing tools show measurable improvements: 34% report being more focused at work, 37% feel less stressed according to Zellis.

A recruitment differentiator

When competing for frontline workers, financial flexibility often ranks higher than conventional perks. A job listing that includes “Get paid as you earn with flexible wage access” speaks directly to a real pain point. According to CIPD’s Reward Management Survey, the majority of UK workers view employers more favorably if EWA is offered.

Understanding the costs

What employees pay

Most UK EWA providers use one of three models. 

1. A transaction fee: Either a flat fee (£1.50 to £3) or percentage (1.3% to 3%) per withdrawal. Some charge different fees based on transfer speed and instant transfers cost more than 24-hour transfers.
2. The subscription model: £5-£10 monthly for unlimited access. This suits frequent users but not employees who need occasional access.
3. Employer-subsidised: Where the employer covers costs as a free or reduced-cost benefit.

When evaluating providers, prioritise pricing transparency and consider which model best serves your workforce. Transaction fees suit occasional users, while employer subsidies maximise adoption by positioning EWA as a zero-cost benefit.

The real cost comparison

Here’s what the real cost looks like for a £200 emergency expense:

• EWA at 1.5%: £3 total.
• Bank overdraft: £20-£35 per month (often for 30 days minimum).
• Payday loan: £50-£80 in fees and interest for two weeks.
• Credit card cash advance: 3-5% upfront fee plus 20-30% APR starting immediately.

The comparison demonstrates EWA’s value as a financial tool that gives employees control and choice, addressing real emergencies at a fraction of the cost of traditional alternatives.

What employers pay

Standalone EWA providers typically charge £1-£5 per employee per month in platform fees, plus setup fees of £500-£2,000. For a 100-employee company at £1/employee/month, that’s £1,200 annually before any employee fee subsidies.

These standalone costs can add up quickly, which is why integrated solutions, where EWA is built into your existing HR and payroll platform, often deliver better value.

Implementation guide

Assess your workforce fit

EWA works across industries, but adoption varies. Highest adoption occurs in sectors with hourly workers, lower-to-middle wages, and high turnover. Silver Cloud HR’s September 2024 report found UK adoption highest in retail and hospitality (30%), followed by manufacturing (20%), healthcare (15%), and gig economy work (10%).

Ask whether a meaningful portion of your workforce would benefit from flexible wage access. If you’re handling frequent manual salary advance requests, if employees struggle with payday timing, or if you operate in a high financial stress sector, EWA is likely a good fit.

Evaluate providers

Focus on five key areas:

1. Payroll integration quality is paramount. Verify direct, certified integration with your payroll system versus workarounds like CSV uploads. Real-time sync makes the difference between seamless experience and administrative headache.
2. Compliance and regulatory standing: Verify CIPP Code signatory status, GDPR compliance, FCA Consumer Duty alignment, professional indemnity insurance, and employer protection policies.
3. Employee experience: Evaluate the mobile app interface, clarity of accrued earnings display, withdrawal process simplicity, transfer speed options, and additional financial wellness features.
4. Cost transparency: If a provider won’t clearly disclose all fees (employee transaction fees, employer platform fees, setup costs), that’s a red flag.
5. Support quality: Ask about implementation support, UK-based customer service, educational resources, communication templates, and employer dashboard tools.

Manage compliance

Before launching, confirm payroll system integration capability, review CIPP Code requirements, sign Data Processing Agreements, update employee privacy notices and verify National Minimum Wage compliance if employees pay fees.

Communicate effectively

How you launch directly impacts adoption. Employees need to understand what EWA is (access to earned wages, not a loan), how it works (check app, request withdrawal, receive funds, automatic deduction), what it costs and when to use it (emergencies, not regular spending).

Support the launch with team meetings, FAQs, posters, payslip inserts, and intranet announcements. Train managers to answer basic questions, but emphasise employees don’t need manager approval; it’s private and confidential.

Monitor and optimise

Track usage metrics (registration rate, active usage, average withdrawal amounts, frequency) and business impact (retention rates, absenteeism, employee satisfaction, reduction in manual advance requests).

Watch for over-reliance red flags: employees maxing out every pay period, increasing withdrawal frequency over time, or very high usage rates (if >50% use it regularly, investigate broader compensation issues). Implementation typically takes 2-6 weeks from contract to launch.

Best practices

The most important practice is embedding EWA within a holistic financial wellness strategy. Combine it with financial education (budgeting, debt management), emergency savings programs, Employee Assistance Programs with debt counseling and benefits optimisation.

Set responsible guardrails. The standard 50% withdrawal limit ensures employees still receive meaningful paychecks. Some employers add frequency limits or maximum amounts (£500/week is common). A few implement blackout periods in the final days before payday.

Provide clear guidance on when EWA makes sense (unexpected repairs, emergency expenses, avoiding overdraft fees) and when it doesn’t (regular discretionary spending, funding lifestyle beyond means, using it every single pay period).

Maintain privacy and dignity. Employees access EWA directly without manager approval. Usage data should be confidential to HR/payroll for processing deductions, not shared with line managers. The benefit must be voluntary, never mandatory.

Turning Financial Stress Into Competitive Advantage with Employment Hero

Financial stress affects 92% of UK workers and costs businesses millions in turnover, productivity loss and absenteeism. Earned wage access offers one practical tool, not a complete solution, but a meaningful intervention benefiting both employees and employers.

For employees: access to earned wages for a fraction of overdraft costs (£3 vs £30+), reduced financial stress, improved work focus, and no credit impact.

For employers: improved retention (especially in the expensive first 90 days), recruitment differentiation, increased productivity, and minimal administrative burden when properly integrated.

Modern payroll, standout perks

Employment Hero’s Earned Wage Access integrates seamlessly with your existing payroll; no additional vendor, no separate system, no extra work. Your employees get flexible access to up to 50% of their earned wages (up to £500 per week) through the Employment Hero Work app, with withdrawals automatically deducted in your next pay run. And the best part? EWA is already built in.

Book a demo to see how our Employment Operating System unifies payroll, HR, time tracking, employee benefits and Earned Wage Access in one intelligent platform.

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]]> https://gentongbet.com/earned-wage-access-uk-complete-employer-guide-2026/feed/ 0 https://gentongbet.com/quest-ce-que-le-conge-de-jardinage-au-royaume-uni-signification-et-guide-de-lemployeur/ https://gentongbet.com/quest-ce-que-le-conge-de-jardinage-au-royaume-uni-signification-et-guide-de-lemployeur/#respond Wed, 04 Feb 2026 01:30:31 +0000 https://gentongbet.com/quest-ce-que-le-conge-de-jardinage-au-royaume-uni-signification-et-guide-de-lemployeur/

Lorsqu’un employé quitte votre entreprise, soit volontairement, soit par cessation d’emploi, la période de transition peut être difficile à traverser. En tant que propriétaire d’entreprise ou professionnel des ressources humaines, la protection de l’entreprise est un objectif clé, mais vous devez également gérer la sortie de manière professionnelle.

C’est là qu’interviennent les congés de jardinage.

Loin d’être un congé payé, le congé de jardinage ou « congé de préavis » comme on l’appelle aussi, permet de sauvegarder les informations sensibles de l’entreprise, de protéger les relations avec les clients et d’assurer une passation de relais en douceur lorsqu’un membre clé de l’équipe part.

Vous voulez en savoir plus ? Nous avons ce qu’il vous faut. Nous allons réduire le bruit et vous montrer comment vous pouvez utiliser les congés de jardinage pour protéger votre entreprise.

Qu’est-ce que le congé de jardin au Royaume-Uni ?

D’accord, commençons par les bases, en considérant ce qu’est le congé de jardin au Royaume-Uni ? Malgré ce que son nom l’indique, cela n’a rien à voir avec le jardinage. Il s’agit essentiellement du fait qu’un employé, après avoir démissionné ou été licencié, est invité à s’absenter du lieu de travail pendant sa période de préavis. Même si l’employé continue d’être payé pendant cette période, il n’est pas tenu de travailler. Il est également important de se rappeler qu’ils ne sont pas non plus autorisés à commencer un nouvel emploi.

Pensez-y comme à garder un joueur sur le banc. Ils font toujours partie de l’équipe (et sont payés comme ça), mais ils ne sont pas sur le terrain pour jouer… ou pour transmettre votre manuel de jeu à l’opposition.

Mais ce n’est pas pour tout le monde. Vous n’avez probablement pas besoin de mettre un assistant administratif junior en congé avec préavis. C’est un outil pour vos joueurs à enjeux élevés. Certaines situations dans lesquelles il pourrait être utile de l’utiliser incluent :

• Cadres supérieurs : Des leaders qui détiennent les clés de votre feuille de route stratégique et de vos données sensibles.
• Ventes et comptes : Personnes ayant un accès direct à vos listes de clients. S’ils partent chez un concurrent, vous souhaitez immédiatement leur couper l’accès à votre base de données pour protéger ces relations.
• Le « saut du compétiteur » : Tout poste où l’employé quitte pour rejoindre un rival direct. Le congé de préavis les maintient à l’écart du marché pendant toute la durée de leur préavis, ce qui signifie que leurs connaissances sont légèrement moins récentes au moment où ils commencent leur nouvel emploi.

Pourquoi les employeurs utilisent-ils le congé de jardinage ?

C’est une bonne question ; pourquoi continueriez-vous à payer quelqu’un pour ne fonctionne pas quand pouviez-vous encore utiliser leurs compétences ? La réponse simple est que cela protège votre entreprise.

Le congé pendant la période de préavis peut être utilisé comme moyen proactif de protéger votre entreprise pendant une transition sensible. Voici quelques raisons pour lesquelles de nombreux propriétaires d’entreprise et professionnels des ressources humaines choisissent de mettre leurs employés sortants en congé de jardin :

• Protège les informations sensibles : Les employés repartent souvent avec accès aux données financières, aux plans stratégiques, aux informations sur les clients et aux feuilles de route des produits. Le congé de préavis coupe immédiatement l’accès, évitant ainsi les fuites intentionnelles ou accidentelles qui pourraient profiter aux concurrents.
• Protège les relations clients et la propriété intellectuelle : La confiance des clients est l’un de vos atouts les plus précieux. Payer vos employés pour qu’ils ne travaillent pas pendant leur période de préavis crée une période de « réflexion » qui vous permet de transférer les relations en douceur et protège votre propriété intellectuelle en garantissant que l’employé qui part ne contribue pas à de nouveaux projets.
• Arrête un saut immédiat vers un concurrent : Un employé qui quitte l’entreprise et qui entre directement dans les bureaux d’un concurrent représente un risque majeur. Le congé de jardinage les maintient sous contrat pendant la période de préavis, ce qui rend leurs connaissances moins actuelles – et moins précieuses – au moment où ils commencent ailleurs.
• Maintient la stabilité du lieu de travail : Les départs peuvent provoquer des distractions, de la négativité, voire des tentatives de braconnage. Demander aux employés de ne pas travailler pendant leur période de préavis élimine les perturbations potentielles, permettant une transition propre et contrôlée et gardant l’équipe concentrée et le moral élevé.

Comment fonctionne le congé de jardin : le processus étape par étape

Vous avez donc décidé que le congé de jardinage était la bonne décision. Concrètement, comment y parvenez-vous ?

La bonne nouvelle est qu’une fois que les aspects juridiques sont en ordre, la mise en œuvre du congé avec délai de préavis devrait être un processus simple et professionnel. Pas de drame, juste une communication claire.

Voici un processus en cinq étapes pour vous aider, en tant que propriétaire d’entreprise ou professionnel des ressources humaines, à mettre en place une période de sortie conforme et en douceur.

1. Vérifiez le contrat : Avant de faire quoi que ce soit, récupérez le contrat de travail. Y a-t-il une clause de congé de jardinage ? Si oui, vous êtes en position de force. Dans le cas contraire, vous devrez peut-être négocier avec l’employé pour parvenir à un accord.
2. Tenir une réunion formelle : Une fois la fin d’emploi confirmée, organisez un rendez-vous privé. Expliquez votre décision de le mettre en congé avec préavis et référez-vous à la clause correspondante de son contrat.
3. Mettez-le par écrit : Faites suivre la réunion par une lettre officielle. Cette lettre doit clairement indiquer qu’ils sont en congé de jardinage, les dates de début et de fin ainsi que leurs obligations pendant cette période.
4. Accès coupé : Lors de leur dernier jour au bureau, révoquez professionnellement leur accès à tous les systèmes de l’entreprise, à leur courrier électronique et à leurs locaux physiques. Il s’agit d’une étape cruciale dans la protection de vos données.
5. Gérer le transfert : Assurez-vous d’avoir un plan pour transférer leurs responsabilités et leurs contacts clients. Ils doivent rester disponibles pour répondre aux questions afin de faciliter cette transition, comme stipulé dans le contrat.

Comment respecter les congés de jardinage

Vous souhaitez donc utiliser le congé de jardinage pour protéger votre entreprise. Un geste intelligent. Mais avant de renvoyer quelqu’un chez lui pour entretenir ses roses, vous devez vous assurer que vos bases juridiques sont solides comme le roc.

Il ne s’agit pas de cocher des cases ; il s’agit de s’assurer que vos plans les mieux conçus ne se retournent pas contre vous et ne vous mettent pas dans un désordre juridique. Voici ce que vous devez savoir pour rester du bon côté du droit du travail RH au Royaume-Uni.

La règle d’or : l’inscrire dans le contrat

Au Royaume-Uni, vous ne pouvez généralement pas obliger un employé à prendre un congé de jardinage à moins d’avoir une clause spécifique et bien écrite dans son contrat de travail.

Pourquoi? Parce que les employés ont implicitement le « droit au travail ». Le retirer, même en les payant, peut être considéré comme une rupture de contrat de votre part. Si vous rompez le contrat en premier, l’employé pourrait pouvoir réclamer un licenciement déguisé. Cela pourrait rendre toutes les autres clauses de protection sur lesquelles vous comptez, comme les accords de non-concurrence, totalement inapplicables.

Une solide clause de congé de jardinage vous donne le droit explicite de demander à un employé de rester à la maison pendant sa période de préavis tout en restant sur la liste de paie. C’est votre atout légal.

Le caractère raisonnable est votre meilleure défense

Mais avoir une clause n’est pas un chèque en blanc pour faire ce que vous voulez. Pour être exécutoires, les conditions du congé de jardinage doivent être raisonnables. Si vous êtes contesté devant un tribunal, un juge examinera si les restrictions que vous avez imposées sont véritablement nécessaires pour protéger vos intérêts commerciaux légitimes.

Deux domaines clés dans lesquels le caractère raisonnable est testé sont :

• Durée: La durée du congé de jardinage doit être adaptée au rôle de l’employé et au risque qu’il présente. Un délai de préavis de trois mois en congé de jardin pour un cadre supérieur ayant accès à votre stratégie quinquennale est probablement raisonnable. La même période pour un équipier junior ? Probablement pas. Une période trop longue peut être considérée comme une « restriction du commerce » injuste, rendant la clause invalide.
• Termes: Vous devez continuer à fournir à l’employé l’intégralité de son salaire et tous les avantages contractuels : cotisations de retraite, assurance maladie, indemnité de voiture, etc. Ne pas le faire constitue une rupture évidente de contrat de votre part, donnant à l’employé un laissez-passer gratuit pour se soustraire à ses obligations.

Pensez-y de cette façon : le congé de jardinage est un bouclier pour protéger votre entreprise, pas un bâton pour punir un employé qui part. Gardez-le juste, restez raisonnable et vous le garderez exécutoire.

Meilleures pratiques pour les employeurs

Il est clair que les congés de jardinage peuvent changer la donne lorsqu’il s’agit de protéger votre entreprise. Mais si vous voulez vous assurer que cela fonctionne pour vous, vous devez avoir un plan de match solide en place.

Dépassons donc la théorie et examinons les meilleures pratiques pour les entreprises qui souhaitent utiliser le congé pendant le délai de préavis.

Inclure des clauses de congé de jardinage dans les contrats de travail

Pour les entreprises, disposer d’un contrat de travail à toute épreuve est toujours important. Mais n’oubliez pas d’ajouter une clause de congé de jardinage. Celle-ci doit être claire, spécifique et prête à être utilisée lorsque vous en avez le plus besoin.

Nous n’aimons pas trop compliquer les choses chez Employment Hero, alors voici comment vous pouvez rédiger une clause dans votre contrat qui couvre votre entreprise.

• Soyez explicite : Ne soyez pas vague. La clause doit clairement énoncer votre droit de mettre un salarié en congé de préavis pour tout ou partie de son délai de préavis. Il doit préciser que vous pouvez leur demander de rester à l’écart du bureau, de n’avoir aucun contact avec des clients ou des collègues et de restituer tous les biens de l’entreprise.
• Restez raisonnable : Les tribunaux peuvent rejeter des clauses qu’ils considèrent comme une « restriction injuste du commerce ». Les restrictions doivent être nécessaires pour protéger les intérêts commerciaux légitimes. Un congé de jardinage de 12 mois pour un employé junior ne fonctionnera pas. Alignez la durée potentielle avec l’ancienneté de l’employé et l’accès aux informations sensibles.
• Couvrez toutes vos bases : N’oubliez pas de préciser que le salarié continuera de percevoir l’intégralité de son salaire et tous les avantages contractuels. Cela montre que vous respectez votre part du marché, ce qui est crucial pour que la clause soit applicable.

Gérer l’employé, pas seulement le processus

Ce n’est jamais facile quand quelqu’un quitte votre entreprise et les émotions sont parfois vives. Mais n’oubliez pas qu’il ne s’agit pas seulement d’un processus, personnes sont également impliqués. La bonne nouvelle est que la navigation est relativement simple : il ne suffit pas de gérer le processus, il faut gérer l’employé.

Voici comment procéder :

• Définissez des attentes claires par écrit : Une fois que vous avez pris votre décision, envoyez une lettre officielle. Réitérer leurs obligations : pas de prise de poste, pas de contact client et ils doivent rester disponibles pour les questions de passation de pouvoir. Ce procès-verbal est votre preuve d’une démarche professionnelle.
• Contrôler le transfert : L’employé détient des connaissances précieuses. Ne le laissez pas sortir. Profitez de cette période pour faciliter un transfert de responsabilité structuré. Planifiez des appels si nécessaire pour garantir que leurs responsabilités sont transférées en douceur à l’équipe. Vous les payez, il est donc juste d’attendre leur coopération.
• Gérer le récit : Contrôlez la façon dont la sortie est communiquée au reste de l’équipe. Vous pouvez simplement déclarer que l’employé quitte l’entreprise et qu’un plan de transition est en place. Cela évite les commérages et maintient l’équipe concentrée et motivée.

Prenez le contrôle de votre stratégie de sortie

Les congés de jardin ne sont pas seulement une politique RH poussiéreuse ou un obstacle juridique à franchir, c’est votre police d’assurance contre la perte de données, les clients débauchés et les sorties désordonnées. Lorsqu’il est utilisé correctement, il transforme une vulnérabilité potentielle en une période de transition contrôlée.

Nous savons que cela semble être un coût, payer quelqu’un pour qu’il ne fasse rien va à l’encontre de tous vos instincts. Mais comparez cela au coût d’un concurrent qui obtiendrait votre stratégie six mois plus tôt. C’est une évidence.

En mettant en œuvre un congé avec délai de préavis, vous ne protégez pas seulement vos résultats financiers ; vous établissez une norme de professionnalisme. Vous montrez à votre équipe que vous appréciez la stabilité et que vous prenez vos intérêts commerciaux au sérieux. Vous bénéficiez d’un transfert en douceur, d’un délai de réflexion et de la tranquillité d’esprit que procure le fait de savoir que votre propriété intellectuelle est en sécurité.

Vous voulez en savoir plus sur la manière dont vous pouvez garantir que votre entreprise dispose d’une solide stratégie de départ des employés ? Parlez à notre service de conseil en ressources humaines ou réservez une démo dès aujourd’hui.

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]]> https://gentongbet.com/quest-ce-que-le-conge-de-jardinage-au-royaume-uni-signification-et-guide-de-lemployeur/feed/ 0 https://gentongbet.com/what-is-an-attachment-of-earnings-order-an-employers-guide/ https://gentongbet.com/what-is-an-attachment-of-earnings-order-an-employers-guide/#respond Wed, 22 Oct 2025 19:48:33 +0000 https://gentongbet.com/what-is-an-attachment-of-earnings-order-an-employers-guide/


For many employers, receiving their first AEO can spark concern. The legal terminology, strict timescales and calculation requirements might seem daunting, but they’re actually part of a well-established system designed to help people repay debts while protecting their basic living standards.

This guide offers clarity around the entire process, from that initial moment when the envelope arrives through to ongoing compliance and employee support. Whether you’re an HR professional or this is your first encounter with attachment orders, you’ll find practical, step-by-step guidance to handle these situations.

What is an Attachment of Earnings Order?

An Attachment of Earnings Order (AEO) is essentially the court system’s way of ensuring debts get repaid when other collection methods haven’t worked. It’s worth keeping in mind that this works differently across the UK, for example Scotland has Earnings Arrestments (EA). It’s a structured, legally enforceable payment plan that operates through the payroll system rather than relying on individuals to make voluntary payments.

These orders apply specifically to employees who receive regular wages or salaries. They’re not applicable to contractors, freelancers or self-employed individuals, whose irregular income streams make them unsuitable for this type of systematic deduction.

AEOs can cover a surprisingly wide range of debts. Criminal fines from magistrates’ courts, child maintenance arrears and civil debts like county court judgments all fall within scope. Each type carries different priority levels and calculation methods, which becomes particularly relevant when multiple orders are in play.

The system includes built-in protections to prevent people from being left unable to meet basic living costs. Courts set protected earnings rates that establish minimum income levels, ensuring that debt recovery doesn’t push employees into genuine hardship. It’s a balanced approach that recognises both the legitimate need to recover debts and the human reality of keeping food on the table.

What to do when you receive an AEO

Your first task is confirming that the named employee actually works for your business. It might seem obvious, but names can be similar, National Insurance numbers can be transcribed incorrectly and people do move jobs. Check the employee’s full details against your payroll records to ensure you’re dealing with the right person.

Once you’ve confirmed the employee’s identity, scrutinise every detail on the AEO. Look at the debt type, creditor information and specific deduction instructions. Pay particular attention to whether this is classified as a priority or non-priority debt, as this significantly affects how calculations work and what takes precedence over other potential orders.

Your payroll system will need updating to accommodate the new deduction. Most modern systems can handle these requirements, but you might need to create specific deduction codes or categories to maintain proper records and ensure the amounts appear correctly on payslips. If you’re looking for a payroll system that can handle these nuanced requirements, you can speak to our payroll experts to get started.

Don’t forget the paperwork. Courts require responses, typically within eight days, confirming receipt and providing essential information about the employee’s earnings and employment status.

AEO action checklist: First eight days:

• Verify employee identity and employment status
• Check all order details (NI number, name, debt type)
• Update payroll system for next pay period
• Employees to complete Form N56 with accurate earnings information
• Send response to specified address within deadline
• Set up record-keeping system for ongoing compliance
• Brief relevant staff on confidentiality requirements

Required forms and timelines

The employee has eight days to return the N56 form and this deadline includes weekends and bank holidays, so prompt action is essential. This is not a guideline or suggestion, but a strict legal requirement that the court monitors closely.

Form N56 (Statement of Earnings) is issued to the employee alongside most AEOs and must be completed by the employee, not the employer. The employee is required to provide detailed information about their gross weekly or monthly earnings, any existing attachment orders, and other relevant deductions that could affect the calculation.

Accuracy is critical, as incorrect or incomplete information from the employee can lead to incorrect deductions and potential compliance issues.

If your employee has variable hours or fluctuating pay, use the most recent representative information available. Don’t try to predict future earnings or average out seasonal variations unless specifically instructed to do so by the order.

Submit the completed form to the address specified on the AEO, this might be the court, local authority or designated collection agency. Keep comprehensive records of what you send and when, as this documentation becomes crucial if questions arise later about your compliance.

How to calculate and apply deductions

AEO calculations follow government-published tables that balance debt recovery with employee welfare. They’re carefully calibrated to ensure people can maintain basic living standards while making reasonable progress on debt repayment.

The deduction tables, updated annually on Gov.UK, specify maximum amounts based on net weekly or monthly earnings after tax, National Insurance and pension contributions. The system recognises that someone earning £300 per week has very different financial capacity compared to someone earning £3,000 per week.

Protected earnings rates sit at the heart of the calculation system. These represent the minimum amount employees must retain to cover essential living costs like rent, food and utilities. No matter how large the debt or how many orders exist, deductions cannot reduce take-home pay below this protected level.

Priority orders get preferential treatment in both calculation methods and payment hierarchy. Maintenance payments and council tax typically allow higher deduction rates than civil debts, reflecting their importance in the broader social framework. When multiple orders compete for limited available earnings, priority debts get first claim on anything above the protected rate.

For employees with irregular earnings, you can calculate deductions based on each individual pay period rather than attempting to average across multiple periods. This approach ensures the protected earnings principle operates correctly even when income fluctuates significantly.

Example calculation of a AEO deduction

Let’s work through a practical example. Consider an employee earning £2,000 gross per month, with deductions for tax, National Insurance and pension contributions totalling £400, leaving net monthly pay of £1,600.

Current deduction tables show that someone with net monthly earnings of £1,600 has a protected earnings rate of approximately £1,070. This means the maximum possible monthly deduction would be £530, though the actual amount depends on the specific debt type and table rates.

For non-priority debts, the deduction might be considerably lower than this maximum. Priority debts like maintenance or council tax could utilise more of the available amount, but still within the protected earnings framework.

Multiple AEOs add complexity but follow logical rules. Priority orders get calculated and applied first, using whatever portion of the available amount above protected earnings they require. Non-priority orders then share any remaining capacity, with some potentially receiving reduced payments or no payments in periods where insufficient funds are available.

The Gov.UK guidance provides detailed calculation examples and current deduction tables that payroll teams should bookmark for regular reference. If you’re still feeling unsure about how to calculate AEO for your employees, reach out to our team of HR and Payroll advisors for more tailored advice.

Employer responsibilities under an AEO

AEOs create ongoing legal obligations. These responsibilities require consistent attention and proper administration throughout the order’s duration. You’ll be expected to deduct the correct amount from each pay period and send payments to the designated recipient within specified timeframes. Most AEOs operate on monthly payment cycles regardless of your normal payroll frequency, though some may have different arrangements clearly stated in the order documentation.

Transparency with employees is legally required. Each deduction must be clearly shown on the payslip, typically as a separate line item that identifies both the amount and the nature of the deduction. Employees have the right to understand how their pay is being affected, and this visibility helps them track progress on debt repayment.

Record-keeping becomes crucial for AEO compliance. Maintain comprehensive documentation of all deductions made, payments sent and correspondence related to the order. These records prove invaluable if questions arise about handling or if courts request additional information during reviews or audits.

Communication with the issuing authority is required whenever circumstances change. Employee departures, extended unpaid leave or significant changes in earnings that affect deduction calculations must be reported promptly to ensure the system continues operating correctly.

Managing multiple orders requires careful attention to priority rules and calculation hierarchies. The total of all AEO deductions cannot breach the protected earnings threshold, regardless of how many orders are in effect simultaneously.

Penalties for employer non-compliance

The consequences of AEO non-compliance can be more serious than many employers realise. Courts don’t take a casual approach to these legal obligations, and penalties reflect the importance of the system in helping people resolve debt issues.

Employers who fail to make required deductions or send payments as specified may become directly liable for the amounts that should have been deducted. This means the employer becomes responsible for paying the employee’s debt, transforming an administrative duty into a direct financial obligation.

Financial penalties can be imposed for various compliance failures, from missed deadlines to incorrect calculations. These fines operate separately from any liability for missed payments and can accumulate over time if problems aren’t addressed promptly.

Contempt of court charges represent the most serious consequence, typically reserved for deliberate non-compliance or repeated failures to meet obligations despite warnings. These charges carry significant penalties and can seriously damage business relationships with courts and other public authorities.

The reputational impact extends beyond immediate penalties. Poor compliance history with HM Courts & Tribunals Service, local authorities or other issuing bodies can affect future dealings and may result in increased scrutiny of your business’s handling of legal obligations.

Regular process audits and comprehensive documentation provide the best protection against penalties, demonstrating good faith efforts to comply with orders even when minor errors occur.

Common AEO compliance mistakes to avoid

Business owners always have a multitude of things on their minds at any given time, but ensuring you abide by AEO compliance is essential. Here is a list of common AEO compliance mistakes you’ll definitely want to avoid: 

• Missing the 8-day response deadline to debtors
• Calculating deductions on gross rather than net earnings
• Failing to apply priority order hierarchies correctly
• Not updating deduction amounts when pay changes
• Sending payments to wrong addresses or accounts
• Inadequate record-keeping of deductions and payments
• Not informing employees clearly about deductions
• Continuing deductions after order expires or employee leaves
• Discussing AEOs inappropriately with other staff

How to support employees under an AEO

Supporting employees dealing with AEOs requires balancing genuine helpfulness with appropriate professional boundaries. Approach conversations with sensitivity and discretion. AEOs can be sources of considerable stress and embarrassment, so conduct discussions privately and avoid any mention of the matter in front of colleagues.

Provide clear, practical information about the process. Explain when deductions will start, how they’ll appear on payslips and what employees can expect throughout the duration of the order.

You can also help employees find professional debt advice services. Some organisations offer free, confidential guidance and can provide expertise that employers can’t. Present these resources as helpful tools rather than suggesting the employee needs immediate intervention.

Offer to verify calculations or help employees understand payslip information. While you can’t advise on the debt itself, you can explain the employment-related aspects of how deductions are calculated and applied. This transparency helps people feel more in control of their situation.

One of the most important steps is to ensure fair treatment remains constant. AEOs are confidential matters that should never influence performance reviews, promotion decisions or other employment-related opportunities. Financial difficulties don’t reflect work performance, and maintaining this separation is both legally and fundamentally important.

Consider whether existing employee support services might be relevant. If you offer employee assistance programmes or other wellbeing resources, these could provide valuable support, though any suggestions should be made tactfully and without pressure.

How can Employment Hero help

Attachment of Earnings Orders can seem complex at first, but the right tools can help them become a manageable part of payroll administration. Prioritising accuracy, transparency, and confidentiality helps both your business and your employees navigate these orders smoothly.If you’re ever unsure about calculations, deadlines, or the right way to handle multiple orders, our payroll and HR Advisory teams are here to provide guidance tailored to your business.



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Releasing licensees is one of the most difficult decisions that a business can be faced. In addition to the management of the fair process, it is important to comply with your legal obligations concerning the remuneration of redundancy. Being can lead to expensive litigation and court complaints.

We will guide you through what the statutory redundancy salary is, which is qualified, how it is calculated and what you need to do to stay in conformity. It also covers current errors, tax considerations and frequently asked questions so that you can feel confident to manage redundancy payments in accordance with British law.

What is the statutory remuneration of redundancy?

The statutory redundancy salary is the minimum amount that an employer must provide to eligible employees who are dismissed. This is a legal obligation under the British employment law and acts as a financial cushion when a role is no longer required.

The eligibility is based on age and continuous service. Employees must have worked for their employer for at least two years to qualify. The exact amount depends on their age, duration of service and their weekly salary (up to the fixed limit of government).

For personalized calculations, employers and employees can use the legal calculator of redundancy wages of the British government.

Who is eligible for a statutory redundancy salary in the United Kingdom?

Not all employees will be eligible for statutory remuneration. The law establishes clear rules on which is entitled and not to follow them may put employers at risk of non-compliance.

To be eligible, an employee must meet the following criteria:

• Service duration: The employee must have at least two years of continuous service with the same employer. The service includes time spent on statutory leave, such as maternity or parental leave.
• Reason for dismissal: The dismissal must be due to redundancy, not misconduct or resignation. If an employee is dismissed for gross fault, he is not entitled to redundancy.
• Type of contract: Full -time and part -time employees are covered. Fixed -term employees can be eligible if their contract is completed early due to redundancy. If a fixed -term contract naturally ends on its agreed date, the redundancy salary is generally not due.
• Work provisions: Employees on maternity leave, paternity leave, adoption leave or shared parental leave still retain the right of redundancy if they are eligible by time of service.
• Age: There is no age restriction on law, but age is a factor in the way payments are calculated.

Who is not entitled?

Some workers are not covered by statutory redundancy remuneration rules. These include:

• Independent entrepreneurs or workers from the agency.
• Members of the armed forces.
• Servants of the crown and police (because they have separate provisions).
• Employees who refuse an appropriate alternative role offered by their employer for no valid reason.
• Employees who work for less than two continuous years.

It is important for employers to carefully assess eligibility before making redundancy payments. Errors in this area are a common cause of disputes and can lead to complaints through a job court.

How is the statutory redundancy salary calculated?

The legal redundancy of redundancy follows a formula defined according to age, duration of service and weekly remuneration. The weekly salary is capped at a maximum set of the government. For the 2025 taxation year, the maximum weekly salary is £ 719.

The calculation is:

• A semi-emaine salary for each full year under 22 years old.
• A salary week for each full year between 22 and 40 years.
• A week and a half of salary for each full year on the age of 41.

Example worked

If a 45 -year -old employee has 10 years of continuous service and earns £ 600 per week:

• 5 years a week per year = 5 weeks of salary.
• 5 years a week and a half per year = 7.5 weeks of salary.
• Total = 12.5 weeks salary at £ 600 = £ 7,500.

Employers who are not sure of the exact amounts should consider using payroll software or asking for advice from a payroll professional.

Is statutory redundancy taxable?

No. Redundancy payments of up to £ 30,000 are exempt from tax and national insurance. This means that the statutory redundancy salary is not taxable in most cases.

If an employer offers an improved redundancy reduction or other termination payments which take the total of more than £ 30,000, the surplus will be subject to taxes.

How employers can remain in conformity

Redundancy payments are a legal right and employers must manage them correctly to avoid penalties or court complaints. Compliance is not only to pay the correct amount, but also to follow the appropriate processes, to keep specific registers and to communicate clearly with the employees.

Here are the main responsibilities for employers:

• Provide written details: Employees must receive a written declaration explaining how their redundancy salary has been calculated. This should include their service life, their age band, their weekly salary figure and the final amount due. Clear written ventilation helps prevent disputes.
• Pay on time: Remuneration of redundancy should normally be carried out no later than the last day of employment of the employee. In some cases, employers may agree to pay shortly after, but delay payment for no reason may result in complaints in a job court.
• Hold the precise records: Employers must keep copies of redundancy calculations, letters and payment confirmations. The good hold of files supports HR compliance and helps defend the company if it is disputed later.
• Report special circumstances: Employees on maternity leave, adoption leave or shared parental leave are always entitled to a reduction in redundancy if they meet the service requirement. Employers should not ignore these cases.
• Clearly communicate: Redundancy is a sensitive process, so clear communication is essential. Written confirmation should describe not only payment, but also notice periods, the last working day and any other right. Employers can use our redundancy notice model to ensure that they cover the essentials.
• Understand improved redundancy: Some employers choose to offer more than the statutory minimum, either in the context of business policy, or as a gesture of good will. Although this is optional, it must be clearly identified as “improved” to avoid confusion with legal obligations.
• Follow fair redundancy procedures: Even when the payment itself is correct, the fact of not following a fair process can lead to allegations of unfair dismissal. Employers should ensure the consultation, the criteria for selecting fair fairness and an appropriate opinion. For more information, see our redundancy process guide.

Why compliance is important

Obtaining poor redundancy salary can have serious consequences. Employers can be confronted:

• Court complaints for reducing unpaid redundancy.
• Remuneration ordinances with added interest.
• Reputation damage for poor management layoffs.
• Higher legal costs if disputes increase.

The use of HR compliance tools and payroll software can facilitate the calculation of payments with precision, issue correct documents and maintain compliance with British employment law.

How is improved redundancy differs?

The reduction in improved redundancy is any additional amount that an employer chooses to offer beyond the statutory minimum. This can be part of a company policy, a contractual agreement or a goodwill gesture.

It is important for employers to make a clear distinction between the statutory redundancy salary (the legal minimum) and improved remuneration (optional recharge).

Current errors Employers do with a wage redundancy

Redundancy remuneration errors can lead to disputes and court complaints. Some of the most common errors include:

• Poorly calculating the service duration (for example, excluding part of a notice period).
• Do not include part -time employees in redundancy salary calculations.
• Do not issue written confirmation of redundancy payments.
• Displaying statutory redundancy pay with an improved package.

To avoid problems, employers can use our redundancy notice model.

Take out the stress of compliance with pay with the hero of employment

Redundancy is never easy, but properly management of legal redundancy is essential to stay in conformity and support your employees by change. By understanding the rules, by calculating payments with precision and keeping clear recordings, you can reduce the risk of disputes and protect your business.

If you want to simplify payroll, automate calculations and stay informed of compliance, the employment hero’s pay software can help. From the management of the redundancy of daily payroll tasks, our tools give you precision, efficiency and peace of mind.

Redundancy FAQ

Are part-time workers eligible for redundancy payments?

Yes. Part -time employees are eligible for the remuneration of legal dismissals as long as they meet the two -year continuous service requirement. Their redundancy salary is calculated in the same way as full -time workers, depending on their real weekly income. If the weekly salary of an employee varies, the redundancy salary is based on the average hourly rate over a period of 12 weeks.

Is redundancy the same for part-time employees?

The formula is the same, but the weekly remuneration figure is lower because it is based on the employee’s contract.

Can we offer more than the statutory minimum?

Yes. Employers can choose to offer an improved redundancy salary, but this should be specified in the letter of redundancy and the employee’s contract conditions.

What if an employee refuses another role?

If an employee is offered an appropriate alternative role and unreasonably refuses, he can lose his right to the remuneration of statutory dismissals.

Can an employee give up redundancy?

Employees cannot generally give up their right to statutory redundancy. The exception is if they accept a settlement agreement, which must be signed with independent legal advice.

To what extent should redundancy payments be made to employees?

Redundancy must be carried out or shortly after the employee’s last day of employment. If payment is late, employees can bring the case to a job court.



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Artificial intelligence (AI) is no longer a concept reserved for tech giants and research labs. It’s transforming workplaces across the globe, including small-to-medium enterprises (SMEs). Whether it’s automating repetitive tasks or providing strategic insights, AI is here to make day-to-day business operations smoother, smarter and more efficient. For beginners, the idea of integrating AI can seem complex or maybe even overwhelming, but it doesn’t have to be. In our Work That Works report we spoke with over 2000 business leaders and employees, many highlighted that they are stuck in a cycle with only just over half of business leaders saying they’re satisfied with their team’s tech expertise. When AI is done right, the impact is overwhelmingly positive. 62% agree they are less overwhelmed by work and 66% say their quality of work is better. These are the outcomes that would benefit every business. 

This guide will break down the essentials to get you started with AI at work in a clear, actionable way and get your team streamlining their work. 

What does ‘AI at Work’ actually mean?

When we talk about AI in the workplace, we’re referring to the use of intelligent systems and algorithms to support human-led tasks and decision-making. For example, HR professionals can use AI to sift through job applications faster, while marketing teams can analyse campaign data to identify trends and optimise strategies. It’s about making work processes more intelligent, not replacing jobs or teams. AI at work can take many forms:

Automation

Example: Streamlining repetitive tasks like data entry or email sorting.

AI can significantly enhance workplace efficiency by automating repetitive and time-consuming tasks. This includes streamlining data entry, which often involves manual input and is prone to errors, as well as sorting and categorising large volumes of emails. By handling these mundane yet essential tasks, AI frees up human employees to focus on more complex, creative and strategic activities that require critical thinking and interpersonal skills. This not only boosts productivity but also reduces the likelihood of human error in routine operations. If you ever found yourself wishing that someone could just take a task off your plate…it might be time to see if AI can do it for you. 

Decision support 

Example: Analysing data to recommend the best course of action.

Another powerful application of AI in the workplace is its ability to provide sophisticated decision support. AI systems can analyse vast datasets, identify patterns and uncover insights that might be imperceptible to humans. Do you REALLY have time to read through all 500 rows of that spreadsheet? Probably not. 

This analytical capability allows AI to recommend the most optimal course of action in various scenarios, from financial forecasting and market trend analysis to resource allocation and risk assessment. By presenting data-driven recommendations, AI empowers employees and managers to make more informed and strategic decisions, leading to better outcomes for the organisation.

Task assistance 

Example: Tools like chatbots or AI assistants helping with scheduling or customer support.

AI tools, such as chatbots and AI assistants, are increasingly being integrated into daily workflows to provide immediate task assistance. These tools can help with a wide range of administrative and customer-facing functions. For example, AI assistants can efficiently manage calendars, schedule meetings, and set reminders, reducing the administrative burden on employees. In customer support, AI-powered chatbots can handle common queries, provide instant information and even resolve basic issues, ensuring 24/7 availability and improving customer satisfaction while allowing human agents to focus on more complex or sensitive customer interactions.

Why AI matters in the workplace

Integrating AI into your business operations offers numerous benefits, particularly for smaller organisations aiming to stay efficient and competitive. Here are just a few reasons why AI is worth considering:

• Boosted productivity: By automating mundane tasks, your team can focus on high-value activities.
• Time savings: AI tools work faster than humans when it comes to large-scale data analysis or task execution.
• Smarter decisions: With AI insights, you can make data-driven decisions confidently and in less time.
• Enhanced employee experience: Freeing employees from repetitive tasks leads to higher job satisfaction.
• Competitive edge: Early adoption of AI can give you a head start over competitors who are slower to adapt.

It’s important to view AI as a supportive tool for your team, rather than something that will replace them. This distinction is critical to addressing concerns among beginners who may worry about job security or the complexity of using AI.

The best ways to start using AI at work

Starting small and piloting AI in manageable areas is the key to success. Here are some beginner-friendly ways to explore AI at work:

Automate repetitive tasks

AI thrives on automation. Use AI tools to handle routine processes such as:

• Sorting emails.
• Inputting data into spreadsheets.
• Generating reports.

Applications like Zapier or RPA (robotic process automation) tools can perform these tasks seamlessly and free up time for your team.

Employ AI assistants in familiar tools

If your organisation uses platforms like Microsoft 365 or Google Workspace, integrate their AI-powered features. That way your team won’t have to learn a whole new platform and way of working from scratch. They might have even had a play around with some of the tools already. For example:

• Use Microsoft’s AI capabilities to create and format documents or analyse Excel data.
• Leverage Google Calendar’s AI scheduling suggestions to book meetings efficiently.

Explore AI tools for HR and hiring 

Great news! Employment Hero is home to AI-powered HR solutions. So if you’re already using our platform (or you’ve been thinking about us) then you can leverage these features: 

Hero AI is a generative AI-answering solution for your employees. It’s powered by a Large Language Model (LLM) that allows you to ask your organisation any questions about its policies and it will dig up the answer. It offers a robust question-and-answer format that extracts key information from policy documents into easily searchable and understandable formats. Imagine if your employees could ask the platform questions instead of your HR team. It might be things like: 

• What is our parental leave policy? 
• How many sick days do I get each year? 
• What are the days that the office is closed over the Christmas break? 

SmartMatch is our AI tool within Employment Hero Jobs. It uses AI to review existing candidate profiles on the platform and connect you with the people you’re looking for, even before you post a job. Imagine if you could look at hiring Christmas casuals in minutes instead of days (or weeks). 

Talk to one of our business specialists and request a demo. We could go on but this article isn’t about us. 

Start with a pilot workflow

Rather than rolling out AI across multiple departments, start small, no need to exhaust yourselves. Select a single workflow or task to automate or enhance using AI. Monitor the impact, gather feedback and scale from there.

How to use AI effectively at work

While the potential of AI is enormous, using it effectively requires some planning. Here’s how to ensure you’re leveraging AI in the best possible way:

Choose the right use case for your team

Dive deep into the heart of your workflow to unearth those persistent snags and time-consuming tasks where AI could truly revolutionise the way you work. Then, it’s about playing matchmaker: finding the perfect AI tools that seamlessly align with your team’s unique needs, ensuring enthusiastic adoption and a powerful ripple effect of positive change.

Set clear goals and track outcomes

Before you start using AI, it’s really important to know what you want to achieve. Think about how you’ll measure if it’s working well. For example, will it help you save time, get more done, or make fewer mistakes? By setting clear goals, you can see the real benefits of using AI.

Upskill your team on basic AI literacy

Invest in training to familiarise your team with AI tools and applications. This doesn’t have to be complicated – start with the basics and gradually build skills. Provide workshops, online courses or dedicated learning resources to help employees understand how AI can enhance their roles and workflows. Encouraging experimentation and providing a safe space for questions can also foster greater adoption. 

Encourage experimentation and feedback

Position AI adoption as a collaborative process. Allow your team to experiment with tools and provide feedback to improve their usability and effectiveness. By framing AI adoption as a collaborative process, you empower your team to be active participants rather than passive recipients. This involves encouraging them to explore various AI tools, test their functionalities, and openly share their experiences. Their feedback is invaluable for identifying areas where tools can be improved, customised or integrated more effectively into existing workflows, ultimately increasing their practical value and user acceptance.

Top beginner-friendly AI tools to try

If you’re unsure where to begin, start with these beginner-friendly tools that require little technical expertise. The go-to tool is usually ChatGPT – a conversational assistant for generating content or answering business queries.

Rather than overwhelming your team with lots of different tools or information on platforms, encourage them to start using a tool like ChatGPT for everyday tasks, even non-work tasks. The more they start to use it and get familiar with the tool and outputs the better their experience and adoption will be. 

For example, here are a few very easy prompts to get started with personal use: 

• Meal planning. I have potatoes, chicken and broccoli at home. Can you provide me with three different week-day meal options that I could make using these ingredients and general pantry items and spices? 
• Exercise. I have an hour lunch break at work and I’m getting a sore neck from sitting at my computer. Can you recommend a 20-minute exercise program that I can do during the day without needing to have gym equipment handy? 
• Career planning. I want to progress my career and step up to a new role. My current role is X and I want to move up to X role. What are the key skills I need to develop and can you build me a career improvement plan for the next 6 months? 

The results won’t always be perfect (watch out for any broccoli cake recommendations) but your team can enjoy sharing the answers and what they did to refine the output. 

Overcoming the most common AI fears at work

AI adoption often comes with several concerns, some justified, others less so. Here’s how to address common fears and help teams feel confident:

“Will AI take my job?”

AI is a tool, not a replacement. It complements human skills by handling repetitive tasks, allowing employees to focus on high-value, creative and strategic work.

“Do I need to code to use AI?”

Most business-grade AI tools are no-code or low-code, meaning you don’t need technical skills to deploy them. They’re designed with intuitive user interfaces.

“What if I make a mistake?”

Many AI tools come with built-in safeguards, like undo functions or approval workflows, to minimise errors. Start small – mistakes made during pilot projects are easier to manage.

Final checklist to get started with AI at work

Making AI adoption seamless and successful starts with a practical, step-by-step approach. Here’s an expanded checklist to guide your team through the process:

1. Identify a task to automate

Start by mapping out routine, repetitive, or time-consuming tasks in your workflow. Common candidates include data entry, scheduling, email sorting, or basic report generation.

Tips and hints:

• Survey your team to pinpoint which tasks eat up the most time or are prone to human error.
• Look for processes that are rules-based and consistent—they’re often the best fit for AI automation.
• Prioritise tasks that don’t affect mission-critical functions, so you can experiment without risking core operations.

2. Choose your tool

Once you’ve targeted a workflow, research available AI-powered tools geared towards that specific need. Seek out platforms known for their user-friendliness and strong customer support.

Tips and hints:

• Read case studies or reviews from businesses similar to yours to evaluate effectiveness.
• Trial multiple tools with free versions or demos before committing.
• Consider integration—choose tools that work well with your existing software stack.

3. Set a mini-goal

Define what success will look like for your initial pilot. This could be a measurable benefit, such as “save two hours per week on scheduling” or “reduce manual data errors by 80%.”

Tips and hints:

• Make your goal specific, measurable, and time-bound.
• Communicate the goal to all team members so everyone knows what you’re aiming to achieve.
• Start with a conservative target—early, easy wins build momentum and confidence.

4. Measure success

Track the results of your pilot against your mini-goal using clear metrics. Gathering data will help you evaluate if the tool is delivering the promised value.

Tips and hints:

• Document before-and-after metrics, such as hours saved, errors reduced, or team satisfaction.
• Use surveys or regular check-ins to collect team feedback on usability and impact.
• Identify any unexpected benefits or setbacks and note them for future projects.

5. Share insights with your team

After the pilot phase, review your findings with your team. Transparent sharing helps reinforce trust and encourages organisation-wide learning and improvement.

Tips and hints:

• Host a debrief session to discuss what worked well and what should be improved.
• Celebrate wins—recognise early adopters and share their success stories to encourage wider involvement.
• Use feedback to refine your approach and identify the next task or area for AI adoption, fostering a cycle of continuous improvement.

By following this structured checklist (one step at a time) you’ll create a strong foundation for AI adoption in your workplace and set your team up for long-term success. 

Unlocking the potential of AI at work

AI can seem complex at first glance, but it offers countless opportunities for SMEs to improve efficiency, productivity and employee satisfaction. By starting small, focusing on real-world problems and taking a structured approach, anyone can integrate AI into their workflow effectively. Keep experimenting, improving and building confidence, and before long, AI will feel as natural in your workplace as email or video conferencing does today.

Make today the day you take your first step into AI at work – your team and your business will thank you for it.



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Que sont les compétences transférables?

Les compétences transférables sont l’expertise et les forces qui peuvent être appliquées dans plus d’un rôle ou de l’industrie. Avoir des capacités qui ne sont pas spécifiques à un seul domaine sont utiles si vous envisagez un changement d’emploi ou d’industrie. Et la bonne nouvelle est que vous en avez probablement déjà beaucoup.

Alors, quels sont les exemples de compétences transférables? Comme pour toutes les forces en milieu de travail, ils peuvent être divisés en capacités douces et dures.

Compétences générales: Capacités non techniques et attributs personnels qui ont un impact sur la façon dont une personne interagit avec son équipe et effectue son travail.

Compétences difficiles: Capacités spécifiques et enseignables qui sont souvent acquises par l’éducation formelle, la formation ou l’expérience en cours d’emploi. Généralement, ce sont des capacités techniques qui peuvent être facilement mesurées ou démontrées.

Avec l’introduction de l’automatisation, de l’IA et du travail à distance, le marché du travail est en train de changer rapidement. Cela signifie que les types de rôles disponibles évoluent également et que les emplois qui existaient maintenant ne le font pas ou que les emplois qui n’existaient pas sont désormais très demandés. Pour cette raison, les demandeurs d’emploi doivent être plus polyvalents et adaptables pour répondre à la demande en constante évolution et les employeurs ne peuvent plus compter uniquement sur les qualifications conventionnelles ou l’expérience étroitement définie. Au lieu de cela, ils priorisent les candidats qui peuvent apprendre rapidement, collaborer à travers les fonctions et pivoter lorsque les besoins des entreprises se déplacent.

Pourquoi les compétences transférables sont-elles importantes pour les employeurs?

Plutôt que de se concentrer uniquement sur l’expérience spécifique à l’emploi, de nombreux gestionnaires d’embauche mettent l’accent sur les attributs qui s’appliquent à l’industrie et au rôle. Des forces comme celle-ci sont les éléments constitutifs d’un travail efficace et du point de vue d’un employeur, embaucher une personne ayant des compétences transférables éprouvées signifie acquérir un employé qui peut:

• S’adapter rapidement à de nouveaux environnements et défis.
• Collaborez dans diverses équipes.
• Contribuer de la valeur dès le premier jour, même s’ils passent d’un autre domaine.

Exemples de compétences transférables

Quelques bons exemples de compétences transférables comprennent:

Compétences générales	Compétences difficiles
Résolution de problèmes	Analyse des données
Communication	Compétence logicielle
Travail d’équipe	Gestion de projet
Gestion du temps	Budgétisation et planification financière
Adaptabilité

Comment identifier vos propres compétences transférables

Vous ne savez pas quelles compétences transférables vous apportez à la table? Tu n’es pas seul. En tant que demandeur d’emploi, il est facile de sous-estimer le nombre d’attributs précieux que vous avez pris dans votre carrière, vos études et vos projets parallèles.

Mais la bonne nouvelle est qu’avec un peu d’auto-réflexion, vous pouvez découvrir l’expérience transférable dans l’industrie et les rôles.

Utilisez le cadre de lecture

Un moyen simple de commencer est avec la méthode de lecture: réfléchir, évaluer, extraire, documenter.

Refléter

Pour commencer, réfléchissez d’abord aux expériences passées, en accordant une attention particulière à:

• Rôles d’emploi précédent
• Travail bénévole ou implication de la communauté
• Passe-temps ou projets personnels
• Éducation et formation
• Travail indépendant ou concernant

Même si votre expertise ne semble pas liée aux rôles que vous ciblez maintenant, chacun d’eux peut offrir des informations précieuses sur ce que vous excellez naturellement.

Extrait

Ensuite, creusez un peu plus profondément en vous posant quelques questions. Quelles tâches avez-vous fréquemment gérées dans les rôles passés? Pourquoi vos managers ou coéquipiers vous ont-ils souvent fait des éloges? Pensez aux défis auxquels vous avez été confronté, comment les avez-vous surmontés et sur quelles forces avez-vous compté?

Considérez les outils, systèmes ou méthodes que vous avez utilisés régulièrement. Pensez également aux moments où vous vous êtes intervenu pour diriger ou soutenir les autres. Ces réflexions peuvent vous aider à identifier les compétences et les modèles récurrents.

Vous pouvez utiliser ces réponses pour énumérer des actions spécifiques et les faire correspondre à des catégories de compétences transférables, telles que la communication, l’organisation, le leadership ou l’alphabétisation technique.

Évaluer

Une fois que vous avez identifié une variété de compétences potentielles, pensez à celles qui sont les plus pertinentes pour les rôles qui vous intéressent.

La meilleure façon de le faire est de passer en revue les listes d’emplois pour voir quels attributs apparaissent fréquemment et réfléchissez à la façon dont vos propres connaissances et expériences s’alignent. Au lieu d’être spécifique ou de niche, faites attention aux capacités larges ou polyvalentes, telles que la gestion de projet ou la communication. Ces ensembles de connaissances plus larges sont plus susceptibles de soutenir une transition vers une nouvelle industrie ou un nouveau rôle.

Document

Enfin, créez un inventaire des compétences pour garder une trace de ce que vous avez découvert. Pour chaque compétence transférable, écrivez une brève description de ce qu’elle signifie dans votre contexte, suivie d’un ou deux exemples réels de la façon dont vous l’avez démontré. Si possible, incluez les résultats ou les résultats que vous avez obtenus. Cela vous aidera à référencer et à présenter ces compétences dans votre CV, vos lettres de motivation et vos entretiens.

Comment présenter des compétences transférables sur votre CV et dans les entretiens

Comprendre vos compétences transférables est une chose, mais savoir comment les refléter sur votre CV et dans les interviews est ce qui va vraiment vous faire ressortir. Que vous écriviez un CV, que vous adaptiez une lettre de motivation ou que vous vous prépariez à une entrevue, votre objectif est de démontrer clairement comment votre expertise s’aligne sur le rôle et peut ajouter de la valeur dès le premier jour.

Écriture CV pour mettre en évidence votre expertise

Le point clé à retenir lors de la mise à jour de votre CV est de tisser votre expertise variée tout au long, plutôt que de les isoler dans une section spécifique. Voici quelques conseils supérieurs pour le faire efficacement:

• Utilisez une déclaration de résumé sur mesure: Commencez par un court résumé professionnel qui met en évidence vos meilleures compétences transférables et les lie à l’emploi pour lequel vous postulez.
• Show, ne vous disait pas: Au lieu de répertorier le «travail d’équipe» ou «l’adaptabilité», démontrez ces compétences à travers des résultats. Par exemple:
  “A dirigé une équipe interfonctionnelle de 5 pour livrer une campagne de marketing qui a augmenté les conversions de plomb de 30%.”
• Inclure une section de compétences avec des mots clés: Utilisez des termes d’emploi pertinents, en particulier les compétences générales pour la réussite des candidatures. Ceux-ci peuvent aider votre CV à passer par le biais de systèmes de suivi des candidats (ATS) et à attirer l’attention d’un recruteur.
• Tailleur pour chaque rôle: Alignez la langue et la concentration de votre CV au travail spécifique. Si l’annonce mentionne la «gestion des parties prenantes», utilisez ce phrasé le cas échéant, au lieu d’un terme général comme «communication».

Conseils pour écrire des lettres de motivation accrocheuses

Votre CV est votre première chance de faire une impression sur un gestionnaire d’embauche, mais la façon dont vous pouvez vraiment vous démarquer est une lettre de motivation bien écrite. Une lettre de motivation est encore plus importante si vous modifiez l’industrie ou le rôle car il vous permet de plonger plus profondément dans ce que vous avez fait dans le passé et comment il peut être appliqué au travail pour lequel vous postulez. C’est l’occasion idéale pour vous d’expliquer comment vos connaissances et votre expérience s’alignent sur la position et pourquoi elles vous font bien ajustement pour le poste.

Vous ne savez pas par où commencer quand il s’agit de réorganiser votre lettre de motivation? Voici nos meilleurs conseils.

• Raconter une mini-histoire de carrière: Décrivez brièvement vos antécédents, mettez en surbrillance les compétences transférables clés et connectez-la directement à ce rôle.
• Combler l’écart: Si vous changez de carrière, indiquez clairement comment votre expérience dans un contexte vous prépare à réussir dans une autre.
• Montrer l’enthousiasme et l’apprentissage de l’état d’esprit: Les attributs doux comme la motivation, la résilience et la volonté d’apprendre peuvent être de puissants différenciateurs, en particulier dans les transitions de carrière. Assurez-vous donc de mettre en lumière ceux-ci avec des exemples de quand et comment vous avez montré ce comportement.

Entretien avec confiance

Les interviews sont toujours angoissantes, mais vous préparez à préparer votre meilleur pied en avant. C’est votre chance de sauvegarder tout ce que vous avez mentionné dans votre application et de donner vie à vos compétences transférables.

Voici exactement comment vous pouvez le faire:

• Utilisez la méthode Star: Structurez vos réponses autour de la situation, de la tâche, de l’action et des résultats pour montrer comment vous avez utilisé votre expertise dans la pratique.
• Anticiper les questions comportementales: Les invites communes comme «Parlez-moi d’un moment où vous avez travaillé sous pression» ou «donnez un exemple de travail d’équipe» sont des chances parfaites pour mettre en évidence les compétences douces que les employeurs apprécient.
• Se rapporter au rôle: Ne partagez pas seulement une histoire, liez-la directement au travail. Par exemple:
  «Cette expérience m’a appris à gérer efficacement les priorités contradictoires, ce qui, je crois, est crucial dans ce rôle de réussite client rapide.»
• Renforcer les mots clés: Utilisez la langue de la description de travail pour renforcer votre ajustement. Par exemple, si l’annonce mentionne «l’initiative» ou la «collaboration», assurez-vous que ces mots apparaissent dans vos réponses.

Conseils pour les changeurs de carrière et les demandeurs d’emploi de retour

Si vous vous sentez comme vous êtes le seul à changer de carrière, nous le promettons, vous ne l’êtes pas. En fait, 1 travailleurs britanniques sur 10 a fait un changement de carrière au cours des 10 dernières années. Et il est important de se rappeler que vous ne partez pas de zéro.

En fait, votre atout le plus puissant dans cette transition est votre Bank of Dired Expertise. Il est temps de commencer à recadrer les industries changeantes ou à revenir au travail comme une expérience positive, plutôt que négative, car une expérience large montre aux employeurs que vous pouvez adapter, grandir et prospérer, même dans une nouvelle industrie ou un nouveau rôle.

Repaquer votre expérience

Il est courant de ne pas vous sentir sûr de votre valeur lorsque votre expérience ne correspond pas à un emploi publicitaire pour le mot. Mais voici la vérité: vous avez probablement accumulé des compétences transférables grâce à des emplois précédents, à la parentalité, à la prestation de soins, à des voyages, à un bénévolat, à des études ou même à des projets parallèles.

• Géré un ménage? C’est la gestion de projet, la budgétisation et la logistique.
• Organisé une collecte de fonds scolaire? Pensez à la planification des événements, à la communication des parties prenantes et à la définition d’objectifs.
• Étudié ou renversé récemment? Vous avez démontré l’initiative, la littératie numérique et l’autodiscipline.

Ce sont des compétences applicables sur le marché du travail et significatives pour les employeurs.

S’attaquer à l’écart avec confiance

Si vous retournez au travail après une pause, en raison de la parentalité, de la santé, de la redondance ou de toute raison, les employeurs sont de plus en plus ouverts aux chemins de carrière non linéaires. Soyez honnête, bref et confiant lorsque vous expliquez votre écart. Se concentrer sur:

• Ce que tu as appris
• Comment vous êtes resté engagé ou renversé
• Quelles compétences transférables vous apportez à ce rôle

Pour les changeurs de carrière, connectez les points entre votre passé et votre avenir. Utilisez votre CV, votre lettre de motivation et vos entretiens pour expliquer clairement pourquoi vous pivote, comment Vos compétences s’appliquent et quoi Vous apportez que c’est unique.

Étapes suivantes pratiques

Voici quelques actions tangibles pour vous aider à avancer:

• Identifiez vos meilleures compétences transférables à l’aide d’un cadre comme Read.
• Adaptez votre CV pour chaque rôle, en mettant l’accent sur les compétences pertinentes sur les titres d’emploi.
• Pratiquez votre argumentaire: Ayez une explication confiante pour expliquer pourquoi vous changez de chemin ou de retour.
• Recherchez des rôles flexibles ou des employeurs connus pour soutenir des changeurs de carrière.
• Utilisez des emplois de héros de l’emploi pour correspondre à vos compétences, pas seulement à vos antécédents professionnels, pour ouvrir des rôles.

Trouvez votre prochaine opportunité avec des emplois de héros de l’emploi

Changer de carrière ou rejoindre la main-d’œuvre peut sembler intimidant, mais il est important de se rappeler que vos compétences transférables sont quelque chose que les employeurs prendront en considération (et voir la valeur). Mais trouver le droite Les travaux à postuler sont plus faciles à dire qu’à faire.

C’est là que les emplois de héros de l’emploi entrent en jeu. Notre objectif est d’aider les demandeurs d’emploi à trouver des rôles où ils peuvent vraiment ajouter de la valeur. Contrairement aux sites d’emploi traditionnels, les emplois de héros de l’emploi vous aident à découvrir des opportunités en fonction de ce que vous pouvez faire.

La plate-forme est conçue pour reconnaître et assortir les compétences transférables, y compris vos compétences douces et dures, à un large éventail de positions ouvertes. Que vous ayez géré des projets, résolu des problèmes de clients ou des équipes LED, nous vous connecterons avec les employeurs à la recherche de ces forces.

Ne laissez pas les titres d’emploi limiter votre potentiel. Laissez vos compétences ouvrir la voie.

Inscrivez-vous à des emplois de héros de l’emploi maintenant et trouvez votre prochaine opportunité, plus rapidement.



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]]> https://gentongbet.com/le-guide-ultime-des-competences-transferables-pour-les-demandeurs-demploi/feed/ 0 https://gentongbet.com/the-program-of-the-construction-industry-cis-a-guide-for-employers/ https://gentongbet.com/the-program-of-the-construction-industry-cis-a-guide-for-employers/#respond Sat, 21 Jun 2025 04:35:14 +0000 https://gentongbet.com/the-program-of-the-construction-industry-cis-a-guide-for-employers/


The Construction Industry Plan (CIS) is something that whoever manages the wage bill in the construction industry should be familiar. But we understand, there is a lot to consider when performing the pay (and it’s not easy), so if the CIS deductions are new to you, here is all you need to know.

What is the construction industry program?

The construction industry regime is a tax regime where entrepreneurs deduce money from their payments to subcontractors and transmit it to HMRC. These deductions contribute to the annual payments of the national tax and national insurance.

It was introduced in 1997 and updated in 2007 and 2014 to facilitate it. It was intended to be a means of promoting fiscal compliance in the construction industry, which is often based on contracts and subcontracting.

Who is affected by CIS diagrams?

The CIS implies both entrepreneurs and subcontractors, although it affects each in different ways. It is important to keep in mind that it can also apply to your business if you spend a lot of money under construction, even if you are not a construction company.

It is compulsory for entrepreneurs to register for CIS. The means that if you hire subcontractors to carry out construction work, or if your business has spent more than 3 million pounds sterling for construction within 12 months, you must register for the program.

CIS covers several types of businesses, from large companies to self -employed workers. They may not always be in the definition of a construction company. An entrepreneur could be a department of local authorities or a retail company if they hire construction subcontractors.

Who should register for CIS?

Entrepreneurs

Entrepreneurs who pay subcontractors for construction work must register for a CIS regime.

Keep in mind that as an entrepreneur, you must register for a construction industry program before taking subcontractors. You can do it online by registering as a new employer on Gov.uk.

Subcontractors

Subcontractors can register for CIS deductions, but it is not compulsory. Although it may not be essential, it is advisable to register as a subcontractor because you reduce your tax bill. Indeed

If you start as a subcontractor company or a single merchant, don’t forget that you need to get a single (UTR) of taxpayers, you can get it through self-assessment. Once you have a UTR, it must then be activated for CIS, online or via the assistance line.

What companies are exempt from CIS?

Certain types of construction industry companies do not have to register if they only do certain jobs. These include:

• Scaffolding rental (without work)
• Manufacturing materials used in construction
• Deliver building materials
• Provide site facilities such as catering
• Architecture and survey
• Adjusted carpets
• Work paid by a charity or confidence
• Work paid by a director organ or a leader of a school maintained on behalf of the local educational authority
• Work on the property of the subcontractor and worth less than £ 1,000 (excluding equipment), which requires contact with the CIS assistance line for exemption.
• For “renowned entrepreneurs”, CIS does not apply to payments for work on ownership (and not for sale or rent) intended for their own commercial use, or a construction contract of a value of less than £ 1,000 (excluding equipment), also requiring contact with the CIS assistance line.
• Direct work for a private owner (not an entrepreneur) is exempt, with full payments.
• Other advisory works beyond architecture and surveying, such as structural engineering calculations, designers and scientists, are also exempt.
• The decoration or minor modifications where the cost of construction works does not exceed £ 1,000, excluding construction materials, can also be eligible for the CIS exemption, subject to confirmation of the HMRC.

You can find more detailed information and see if your business is free from Gov.uk.

What are the responsibilities of entrepreneurs and subcontractors in the CIs?

Entrepreneurs

The first responsibility for entrepreneurs is to ensure that you are registered before using subcontractors on construction projects.

Entrepreneurs are also responsible for verification with the HMRC that a subcontractor is registered with CIS before paying them. This allows you to know how much deduction for the tax.

Remember that an unregistered subcontractor will be deducted by 30% while a subcontractor recorded by CIS will be deducted by 20%. CIS deductions apply only to the portion of payment of work. They do not apply to materials, VAT, factory rental, fuel or other expenses.

The entrepreneur is responsible for deducting these payments and sending them to the HMRC as a monthly return. These yields must include complete information on the subcontractor and the payments made to them. Entrepreneurs are also required to provide monthly statements to subcontractors within 14 days of the end of each month of taxation.

Subcontractors

Although registration for CIS is optional for subcontractors, and we know that doing so involves filling another form, but the lower tax rate is worth it.

It is the responsibility of the entrepreneur to make the real deductions of your invoices, but as a subcontractor, you must also keep copies of these payments for your own files.

Even if entrepreneurs are responsible for making tax deductions, you will always have to point out with precision all your CIS deductions on your self-evaluation at the end of the tax year. It is important to keep in mind that these files should be kept for at least 3 years.

Having a clear payment file will also help you if you need to claim a refund for excess deductions.

How does CIS have an impact on HR professionals and business owners?

If you are a business manager or a human resources manager in a construction firmcis will be part of your monthly tax workload and your invoicing.

But what does this really imply?

It is a question of ensuring that the correct deductions are carried out according to the tax state of the subcontractor as determined by HMRC. You provide monthly yields to HMRC showing these deductions, or by informing them that no return is due if this is the case in a particular month.

You will also offer your subcontractors to show monthly declarations to show that you make these deductions and payments within the framework of the CIS regime.

CIS compliance

Make sure that you follow compliance with the CIS program means that you and / or your subcontractors pay for the correct tax amount each month, avoiding any unpleasant surprises at the end of the financial year. It is also important to ensure that feedback is in time and precise to avoid being slapped with HMRC penalties.

Penalties for non-compliance

• Late return – HMRC will charge £ 100 if your CIS return is late for a day. This penalty increases over time. Here is a complete ventilation of the penalties for returns later than one day:
  • 2 months – £ 200
  • 6 months – £ 300 5% of CIS deductions to the declaration, according to what is higher
  • 12 months – £ 300 or 5% of CIS deductions to the declaration, according to the highest.
  • Later at 12 months – an additional penalty of up to £ 3,000 or 100% of CIS deductions to the declaration, according to the first possibility, can be applied. It is also important to note that a penalty can be canceled if the HMRC is informed that no subcontractor has been paid this month.
• Incomplete yield – missing or incorrect information on your CIS yields can cause penalties up to £ 3000.

In summary

The construction industry program is a system designed to promote compliance and clarity for entrepreneurs and subcontractors in terms of tax payment. Although it is compulsory for entrepreneurs, it is advantageous for subcontractors to register and obtain a tax reduction of 10%.

Do not forget to keep full files and stay up to date by providing information and payments to HMRC, as needed.

Rationalize the wage bill with the hero of employment

Staying in accordance with the construction industry program (CIS) does not have to be complex. With Employment Hero, CIS treatment is integrated into our fully integrated payroll system, which facilitates the management of verification, deductions and reports of subcontractors and reports in accordance with the requirements of the HMRC.

Our platform automatically manages CIS deductions, subjects monthly yields to HMRC and maintains up -to -date recordings, so that you can reduce the administrator, reduce errors and remain conforming with confidence.

Our job operating system combines payroll, HR, hiring and more in an intelligent platform.

A system, all the job.



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]]> https://gentongbet.com/the-program-of-the-construction-industry-cis-a-guide-for-employers/feed/ 0 https://gentongbet.com/mental-health-leave-an-employers-guide/ https://gentongbet.com/mental-health-leave-an-employers-guide/#respond Sat, 14 Jun 2025 22:41:02 +0000 https://gentongbet.com/mental-health-leave-an-employers-guide/


With time off work due to poor mental health up by 41% in the last three years, psychological wellbeing has become an increasingly important part of employee wellbeing for HR managers and business leaders.

Yet for many, dealing with it remains the trickiest of tricky subjects, and providing the right support can be a challenge.

There’s also a big question around mental health leave. Is it mandatory? Is it effective? And how should it be implemented?

To give you some clarity, we’ve put together this short piece that explores the ins and outs of mental health sick leave, and explains why it’s crucial for you, your employees and your business. 

What is mental health sick leave?

The first step in providing your employees with exactly what they need is to understand what we mean by mental health sick leave.

According to the British Medical Association (BMA) there is no legal difference between taking leave for psychological wellbeing and leave for a physical problem, so they should be treated in exactly the same way ie. an issue that affects an employee’s ability to perform their day-to-day role. 

Mental health sick leave might include seeking treatment for mental health-related illnesses, or simply for taking some time out to recharge and focus on themselves. 

What are the reasons for taking mental health sick leave?

There are many reasons why an employee might need to take time off work, and all should be treated with respect and careful consideration: 

• Mental health disorders: Employees may need time off to manage diagnosed mental health conditions such as bipolar disorder, anxiety disorders, depression or schizophrenia. 
• Burnout and stress: Prolonged exposure to work-related stress or lack of work/life balance can result in burnout. This is where employees feel overwhelmed, exhausted and unable to cope with the demands of their role. Psychological wellbeing leave can help employees to recuperate and reset. 
• Trauma: If an employee has experienced significant trauma either in their personal life or a professional setting, they may require time off to process this event and seek professional help. 
• Crisis situations: A family crisis or personal loss can be another reason why employees require leave for their emotional wellbeing.

Whatever the reason, poor mental health can have a negative impact on both the employee and the workplace culture as a whole. Taking leave allows employees to return to work feeling refreshed and ready to perform effectively.

What qualifies an employee for mental health leave?

As we’ve mentioned already, we are all entitled to take time off for the benefit of our mental health, and it’s crucial that employees feel they can broach the subject of their emotional wellbeing and feel seen and heard. 

It’s also worth noting here that each employee must be dealt with on a case by case basis and no two situations are the same.

Nevertheless, there are still criteria for employees to access mental health leave:

• Employment status: Typically employees must be full-time to be eligible, and some companies may have waiting periods before employees can access it. 
• Medical documentation: There should be documentation from a medical professional to support the need for leave. This could include a diagnosis, treatment plan or simply a recommendation for time off. 
• Compliance with company policy: Before sick leave for psychological wellbeing can be granted for mental health reasons, employees must adhere to the process for requesting leave. 
• Legal protections and regulations: Employees could qualify for mental health leave according to the Equality Act 2010. Certain psychological health conditions are categorised as a disability if they have a substantial adverse effect on an employee’s life and are expected to last for at least 12 months. 

It’s so important to manage mental health leave correctly. Not just for the wellbeing of your employees, but also to prevent you and your business from facing any discrimination charges. It’s therefore vital you are aware of this criteria and the law on disability discrimination.

To help you streamline the leave process, it’s recommended to use an effective HR and payroll software that automates tasks and ensures compliance with UK laws. Employment Hero can take the hassle out of managing health-based leave requests and makes everything simple.

Is your business required to have a separate policy?

Your business doesn’t necessarily have to have a separate policy by law, but doing so could put you miles ahead in terms of cultivating trust amongst your team and showing support, demonstrating that wellbeing is an integral part of your company culture. 

Standard sick leave policies typically cover both physical and psychological health conditions but usually only the conditions that qualify as a disability apply here. 

What legal responsibilities do employers have toward sick employees

Employers have a moral duty to look after their team members and ensure their wellbeing and happiness. Psychological wellbeing conditions should be handled with extreme care and your approach plays a key role in combatting the stigma associated with it. 

However, business owners and HR professionals also have a legal obligation to provide emotional wellbeing support, and keep up to date with the ever-changing laws and regulations.

Here, we’ll take you through exactly what’s required:

Protection from discrimination

Employers must commit to legal responsibilities under the Equality Act 2010 which states that psychological wellbeing issues can be classified as disabilities if they substantially affect day-to-day activities. 

This means making modifications to working environments and providing flexible working arrangements. 

A duty of care

As employers, you have a duty of care to ensure a safe and healthy working environment for all of your employees, and this includes emotional wellbeing considerations. The Health and Safety Act encourages employers to foster a culture of safety and health within the organisation. 

Statutory Sick Pay (SSP)

Employees who are too sick to work, including those with psychological wellbeing conditions, are entitled to receive Statutory Sick Pay (SSP) if they are eligible (see criteria earlier in this document).

By fulfilling all these responsibilities, you’ll not only have a brilliant and thoughtful mental health leave support plan in place, you’ll also keep yourself covered and minimise the risk of any legal challenges.

How to manage mental health leave requests

Another tricky part of an effective leave policy is dealing with psychological wellbeing requests.

If done manually, these can be extremely time-consuming, and it’s why many businesses have turned to management software like Employment Hero. But whether you use EH or not, here are some of my top tips for managing psychological wellbeing leave requests: 

1. Create a coherent and supportive policy

Let’s start with what your mental health leave policy should include. It should specify which employees the policy applies to, as well as eligibility criteria and leave entitlements. It should also document the process for requesting leave and provide details for any medical documentation required. 

2. Encourage open discussion

For businesses looking to increase their awareness of employee mental health, it’s important to create regular opportunities for an open dialogue about emotional wellbeing in the workplace. For example, Mind, the UK mental health charity, recommends implementing routine check-ins between managers and team members, either weekly or fortnightly. This is a proactive approach to spot signs of stress early and offer support. 

These conversations should take place in a private, judgment-free setting, helping to normalise emotional wellbeing discussions and reduce stigma. Prioritising mental wellbeing in this way directly enhances the overall employee experience.

3. Handle employee disclosure empathetically and confidentially

Both the business and employee should:

• Ensure all discussions are held in a private setting to maintain the employee’s confidentiality and comfort 
• Ensure all documents are stored securely and any medical information is kept confidential
• Provide training for managers and HR personnel on how to approach these requests and discussions empathetically

4. Establish a clear process for self-certification

As a small business owner or HR professional, you want to create a supportive environment that empowers employees to take the time to prioritise their health and well-being. 

You could: 

• Define self-certification leave: Outline what self-certification means and how employees can request leave without medical certification. 
• Specify the types of leave that qualify: State which types of leave this covers and highlight the importance of responsible use. 
• Outline employee eligibility: Include which employees can utilise self-certification leave and the duration of leave. 
• Provide clear instructions: Detail the process of submitting a self-certification leave request. 
• Periodically review the process: Revisit the policy regularly and amend it where needed. 

How employers can support employees 

Small gestures can make a big difference to employee wellbeing. Here’s what you can do to help:

• Regular, pressure-free communication: Check in with your employees frequently and if they feel comfortable, encourage them to update you on their thoughts and feelings whilst still respecting their boundaries. 
• Resolving issues that may have contributed to ill-health: Investigate any issues and find ways to create a culture that is supportive of employees being open about their emotional wellbeing. 
• Access to an Employee Assistance Program (EAP): Think about what resources could be beneficial here? For example, at Employment Hero, we have an Employee Assistance Program offering free one-on-one counselling support. 
• Offering flexible work options: A more flexible working arrangement could be beneficial for employees who want a better work/life balance and greater control over their work conditions and routines. 

Returning to work

Returning to work after mental health leave can have unique challenges for employees, and creating a safe space is key to helping them feel more comfortable. 

You could start by:

• Ensuring open communication: Help employees feel more at ease with a relaxed open dialogue. This encourages honesty and transparency and clarifies any expectations regarding their return to the workplace. The return to work interview is a superb way to voice any queries, questions or concerns. 
• Providing support resources: Whether it’s counselling sessions, support groups or helpful pamphlets, ensure your employee has access to appropriate support.
• Adjusting job responsibilities: Evaluate the employee’s responsibilities and take note of any stressors, modifying accordingly.
• Re-assessing their work environment: Evaluate the current workspace and highlight any opportunities for positive change. 
• Creating a welcoming atmosphere: Foster a supportive work environment where psychological wellbeing is regularly discussed. 
• Hosting regular check-ins: Schedule regular one-on-one meetings to get a sense of the employee’s comfort levels and progress. 
• Promoting a healthy work/life balance: Champion flexible working or adjust hours to help the employee transition back into their role comfortably. 
• Providing training: Help your managers better understand their team members who have taken sick leave for mental health. 
• Recognising accomplishments: Upon the employee’s return, celebrate achievements both big and small in order to provide a warm welcome back to the workplace.

Not all of these tips will be right for your and your employee’s particular situation, but they should give you some idea of how to create a warm and inviting safe space from which to welcome employees back to work. 

Make wellbeing a priority with Employment Hero

Managing employee wellbeing is challenging but Employment Hero can support you while you support your employees. Together we can set new standards for managing mental health in the workplace and help you show up for your employees day after day. 

Thanks to the world’s first Employment Operating System, you can streamline HR processes including mental health leave requests and leverage Employment Hero’s capabilities ensuring employees feel supported and valued at all times. 

With advanced management tools to help businesses stay compliant and to promote a positive workplace culture, you’ll see employee morale skyrocket. Why not see how we can help you today?



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