Samuel Phillips Law Blog
We look at two recent tribunal cases that highlight the potential risks faced for businesses in making furlough related decisions.
Dozens of workers at the Nissan plant in Sunderland used fake screenshots to take time off work. As a prompt we look at the approach to take when you doubt the validity of sickness absence.
The Government’s furlough scheme is set to end 30th September so we thought it might be a good time to look at the implications, options and why we believe planning now, if not already undertaken is essential for employers.
Key highlights for employers from the March financial announcement.
On Monday 4 January 2021, the Prime Minister announced that schools and colleges are to be closed to most pupils until at least half term in February. This last-minute change has, understandably, worried parents and employers.
The Chancellor has extended the extended furlough scheme which will now remain in force until 31 March 2021 and will be reviewed in January. Individuals on furlough, whether full-time furlough or flexible furlough receive 80% of wages capped at £2,500. The pay cap is proportionate to hours not worked so if you are absent four days out of five the cap is £2,000, three days out of five £1,500.
Rishi Sunak signed off the treasury direction to HMRC on 1 October 2020. Find out how to claim under the JRBS.
Rishi Sunak has just issued the summer statement and has outlined details of a job retention bonus scheme. Guidance is to be issued by 31 July, which I suspect means in practice 5.00 pm 31 July 2020. The requirements of the scheme seem to be quite simple.
1 July is the day that the Flexible Furlough Scheme starts. Those who have been on furlough and are going to remain on furlough do not require anything. Leave them alone. To those you are intending to potentially return to work under the Flexible Furlough Scheme either part time or increasing hours or flexible hours then there needs to be a Flexible Furlough Agreement issued and preferably signed.
The law requires you to look at means of avoiding redundancies before you proceed to them. It takes some time for the redundancy and notice costs to unwind and for wage savings to manifest themselves. Finally, when you lose staff you lose customer contacts and organisational knowledge. Is it worth it if you are potentially going to have to recruit in the foreseeable future thereby incurring recruitment and induction costs.
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