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Family Friendly Leave: What’s New, What’s Coming and What Employers Should Do Now

Family-related employment rights are continuously expanding and becoming increasingly more detailed. With the Government set to introduce even more changes over the next two years, I have summarised the key details of what’s new and what to expect.

Recent Changes Already in Force

Neonatal Care Leave & Pay

Eligible parents whose babies meet the qualifying conditions and require specialist neonatal treatment have a right to take up to twelve weeks of leave from day one of employment.

What does this look like in practice? Where an employee has a premature baby that spends several weeks in hospital, they can take neonatal care leave on top of their maternity, paternity, adoption or shared parental leave.

What about the pay? Eligible employees will receive statutory neonatal care pay which is calculated using the standard statutory formula like maternity/paternity pay (i.e., the lower of £187.18 per week or 90% of average weekly earnings). This is designed to give parents genuine breathing room during what is often an overwhelming and emotionally difficult period.

When does it need to be taken? This leave is flexible and can be taken in blocks or as one period (depending on the regulations and employer policy). In reality, most parents take it immediately following a neonatal admission, but the rules allow the leave to fit around individual family needs.

Statutory Carer’s Leave

Employees now have the right to one week’s unpaid carer’s leave per year to provide or arrange care for a dependant with long-term care need. This right is available from day one of employment.

What counts as a long-term care need? A dependant with a long-term care need is someone that may have:

• an illness or injury requiring care for more than 3 months; or
• a disability under the Equality Act; or
• care needs related to old age.

Employers are required to grant this type of leave and may only postpone (not refuse) in exceptional circumstances, i.e., where taking leave at the requested time would cause serious operational disruption.

Many employers understandably confuse carer’s leave with other similar types of leave. There are clear distinctions between these types of leave as follows:

1. Carer’s leave: unpaid leave for planned or foreseeable responsibilities for someone with a long-term condition
2. Time off for dependants: unpaid leave for short notice or emergencies regarding dependants
3. Compassionate leave: discretionary leave to deal with traumatic events or bereavement. This can be paid or unpaid depending on the company’s policy.

Proposed Changes Under The Employment Rights Bill

The Employment Rights Bill (“the Bill”) builds on these developments and signals a further strengthening of family-related rights. At this stage, the Government has made it clear that it intends to expand statutory protections as follows:

1. Enhanced protection against dismissal for pregnant against dismissal for pregnant employees / new parents

The Bill proposes to strengthen protection against dismissal for pregnant employees, new parents and those taking statutory family-related leave, including neonatal care leave and pregnancy-loss bereavement leave.

In relation to pregnant employees and new mothers, the period of protected employment could be extended. This is still in consultation with proposals suggesting the protected period spans 18 months from the birth of the child or 6 months from the return to work (i.e., the end of maternity leave).

The aim is to ensure that returning to work does not immediately place employees at risk of redundancy during a particularly vulnerable period.

2. Bereavement leave for pregnancy loss

One of the most prominent proposed changes is to extend statutory bereavement leave to cover pregnancy loss, including miscarriages before 24 weeks. This new right would give employees formal time off to grieve, rather than relying on sympathetic managers or annual leave. The duration, notice requirements and whether the leave is paid remain under consultation. This change is expected to take effect in 2027.

3. Paid carer’s leave

The Bill proposes to convert the above current one-week unpaid entitlement into paid leave at the employee’s normal pay rate.

This may lead to increased payroll costs and a potential increase in employee’s taking carer’s leave. It is essential that employers have clearer systems for managing and recording care-related absences.

There is currently no confirmed implementation date for paid carer’s leave. The earliest commencement date based on the Government’s implementation roadmap is April 2026, however paid carer’s leave is not presently identified as part of that tranche.

4. Day one rights for paternity and parental leave

The Bill proposes to expand paternity leave and unpaid parental leave so that they become available from the first day of employment, removing the current service-based eligibility thresholds. These measures will take effect in April 2026.

In practice, this means a new starter may qualify almost immediately which is something employers will need to factor into workforce planning.

5. Flexible working

It is proposed that where an employer refuses a flexible working request, they must give a written and reasonable explanation for the refusal. The statutory 8 business grounds for refusing a request remain the same, however the requirement for justifying a rejection is a new development under the Bill. This change is expected to take effect in 2027.

Therefore, the change reflects that flexible working will become the default from day one and a normal working arrangement unless there is a clear business justified reason to not allow it.

It is important to note that these proposed changes are not yet final. Although the Government has set out its commitment to the family related reforms, the detail and timing remain subject to consultation and secondary legislation. The Bill is progressing through Parliament, and the Government aims for Royal Assent in late 2025.

Implications For Employers

These relatively new changes and the proposals under the Bill represent a much more complex and protective family friendly framework.

Employers should ensure:

• their policies accurately reflect the recent changes of the new neonatal care regime and carer’s leave entitlement;
• payroll systems are adjusted to accommodate the revised statutory rates and eligibility rules for neonatal pay or carer’s leave if/when this change comes into effect;
• managers have appropriate training and clear guidance on how to respond to leave requests, particularly in sensitive circumstances such as neonatal care or pregnancy loss; and
• absence management procedures and record keeping are place and regularly updated.

To discuss the contents of this article, contact our employment team via the form below.

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Buying a Business or Tendering to Provide a Service? Don’t Get Caught Out by TUPE.

This article was published in the November/December 2025 edition of London Business Matters.

When buying a business or taking over a service, the Transfer of Undertakings (Protection of Employment) Regulations 2006 (‘TUPE’) is a key consideration. TUPE applies to all relevant transfers regardless of workforce size and importantly, cannot be contracted out of. TUPE protects employees from losing their jobs by automatically transferring their employment to the buyer on existing terms and liabilities.

Which employees transfer?

All employees ‘assigned’ to the business/service will automatically transfer. The assessment is rarely straightforward, particularly where roles are divided across clients or activities. While the percentage of time spent on the relevant work is a starting point, the law also considers contractual arrangements, job description, cost allocation and economics value.

ETO reasons and dismissals

Dismissals connected with the transfer are automatically unfair unless the employer can show an ‘economic, technical or organisational’ (ETO) reason ‘entailing changes in the workforce.’ Tribunals interpret ETO reasons narrowly however, genuine redundancies arising from a reduction in demand, technological change or efficiency-driven restructuring may fall within scope, provided they are also procedurally fair.

Restrictions on ‘harmonising’ terms

A buyer is unable to ‘harmonise’ terms and conditions of transferring staff with its existing workforce if the sole or principle reason is the transfer. This prohibition is not time-limited so that attempts, even years later, can be unlawful exposing the buyer to breach of contract or constructive dismissal claims. Even with a genuine ETO justification, the buyer must still obtain employees’ agreement.

Duty to inform and consult

Employees must be informed of the transfer and also any ‘measures.’ ‘Measures’ is construed widely and can include redundancies, relocations, changes to working practices or payroll. Where ‘measures’ are proposed, consultation is also required. Any procedural failures in this regard can result in protective awards of up to 13 weeks’ gross pay per affected employee.

Employee liability information (ELI)

The seller must provide specified ELI on transferring employees. Prudent buyers should carefully analyse this information as early as possible to understand the risks of assuming equal pay liabilities, enhanced redundancy rights or long-term sickness absences.

Conclusion

TUPE considerations require early legal advice and forensic due diligence. If considered late in the process, it can result in a lost opportunity to negotiate important indemnities leaving the buyer with liabilities which may outweigh the value of the deal itself.

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Restrictive Covenants: How Employers Can Protect Their Business Interests

In a competitive market the departure of a key employee can put a company’s most valuable information and assets at risk. From confidential material to trusted client relationships, the loss can be significant, and in some cases, irreversible.

Restrictive covenants remain one of the most effective contractual damage limitation tools. However, the law is applied strictly; a clause will only be enforceable if it is reasonable, proportionate, tailored to the individual, and justified by genuine business requirements. With anticipated legislative changes, now is the time for employers to review and strengthen these protections.

What Are Restrictive Covenants?

A restrictive covenant is a contractual term limiting certain activities by the employee after employment ends. Only a narrow range of interests can be legitimately protected, including client connections, confidential information, trade secrets and workforce stability.

The purpose is not to block fair competition, but to prevent unfair advantage gained through access to the employer’s resources and relationships. This distinction matters – restrictions with no clear link to a legitimate business interest are unlikely to be enforceable. If a clause exists solely to prevent a former employee from working elsewhere, it will almost certainly fail.

Restrictive covenants are part of a broader toolkit for protecting business interests. Other measures, such as intellectual property clauses, clear policies on data security, and exit interviews, complement these contractual protections.

Main Types of Post-Termination Restrictions

1. Non-compete: prevents the employee from working for a competitor or starting a competing business for a defined period. These are the most difficult type of restriction to enforce and face the highest judicial scrutiny.
2. Non-solicitation: prevents the employee from approaching the organisation’s customers, clients or suppliers after they leave.
3. Non-dealing: prevents the ex-employee from working with your clients, even if the client initiates contact.
4. Non-poaching: prohibits the employee from enticing or encouraging current staff to join them in a new venture or competing business.

Confidentiality obligations apply both during and after employment, operating alongside post termination restrictions. They can be a stronger legal foundation because they are not subject to the same time limits. However, once employment ends, only trade secrets remain automatically protected, so an express confidentiality clause is needed to cover wider information.

In practice, businesses often combine different restrictions. For example, a senior sales executive may be a subject to a non-compete clause of limited duration, a non-solicitation clause covering key clients, and ongoing confidentiality obligations. Layering protections in this way improves enforceability and provides flexibility in the event that one of the clauses is challenged in court.

Are They Enforceable?

To be enforceable, a restrictive covenant must be reasonable in scope, duration and geography. There is no “one size fits all” approach. For example, a restriction suitable for a sales director may not be justified for a junior manager, even if they both work in the same department.

The restrictive covenant must go no further than is necessary to protect the specific commercial interest, such as safeguarding client relationships or protecting confidential know-how. It’s also important to bear in mind that enforceability is assessed at the time the covenant was agreed, not when the employee leaves. Therefore, it is important for employers to review and update restrictions after promotions or significant changes in role.

If a clause is found to be too broad, for example, covering clients the employee never dealt with or applying to an unreasonably wide geographical area, or lasting longer than necessary, a court may strike it out entirely rather than rewrite it.

Each covenant should therefore be tailored to the employee’s actual responsibilities and supported by a clear, evidence-based justification for its terms.

Anticipated Legal Changes

The government has proposed a statutory cap of three months on non-compete clauses in employment contracts. While not yet implemented, this change would require employers to place greater emphasis on the other types of restrictions, such as non-solicitation and garden leave provisions to maintain protection. Garden leave is a period during an employee’s notice when they remain employed and continue to receive salary and benefits, but are typically not required to attend the workplace and are often restricted from performing their normal duties, engaging with clients, customers or colleagues, or starting new employment with a competitor. 

The courts are also continuing to reinforce the importance of up to date, role specific drafting, particularly after promotions or internal restructures.

Why Should Businesses Review Existing Restrictions?

With legal reforms pending and enforceability challenges increasing, businesses are recommended to review existing clauses as an opportunity to:

• Identify gaps and areas of risk, particularly following promotions or change in job roles of individuals;
• Review too wide geographical areas or definitions and provisions that will stand up to scrutiny; and
• Ensure that all documentation reflects the employee’s current role and responsibilities, reducing the risk of disputes and strengthening enforceability in court.

The aim is not to exclude employees from the market indefinitely, but to preserve the core relationships, information and goodwill on which businesses rely.

To discuss the contents of this article, please contact our Employment team via the form below.

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