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{{org_field_name}}

Registration Number: {{org_field_registration_no}}

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Managing Redundancy and Employee Support Policy

1. Purpose

The purpose of this policy is to provide a clear and structured approach to managing redundancies at {{org_field_name}} in a fair, transparent, and legally compliant manner. Redundancy is a difficult process that can have a significant emotional and financial impact on employees. Therefore, we are committed to handling it sensitively and efficiently, ensuring that all affected employees receive adequate support, communication, and guidance throughout the process.

This policy ensures compliance with:

• The Employment Rights Act 1996, including statutory notice, statutory redundancy pay, time off to look for work or arrange training, and protection from unfair dismissal.
• The Trade Union and Labour Relations (Consolidation) Act 1992, including collective consultation requirements and notification to the Redundancy Payments Service where 20 or more redundancies are proposed at one establishment within 90 days.
• The Equality Act 2010, ensuring that redundancy processes, selection criteria, consultation, redeployment and dismissal decisions are not discriminatory and that reasonable adjustments are considered where required.
• The Maternity and Parental Leave etc. Regulations 1999, as amended, and related employment protections for pregnant employees and employees on, or recently returned from, maternity, adoption, shared parental, neonatal care or bereaved partner’s paternity leave.
• The Regulation and Inspection of Social Care (Wales) Act 2016.
• The Regulated Services (Service Providers and Responsible Individuals) (Wales) Regulations 2017, as amended.
• Welsh Government statutory guidance for service providers and Responsible Individuals on meeting service standard regulations for domiciliary support services, including requirements relating to governance, staffing, continuity of care, monitoring, improvement, notifications and the Statement of Purpose.
• Care Inspectorate Wales requirements, including notification requirements and expectations that the service remains safe, well governed and able to meet the needs of individuals using the service.

1.1. Definitions

For the purpose of this policy:

• Redundancy means a dismissal that is wholly or mainly because:
  • the business has closed or intends to close;
  • the place where the employee works has closed or is intended to close;
  • the requirement for employees to carry out work of a particular kind has ceased, reduced or is expected to cease or reduce.
• At risk of redundancy means that an employee’s role has been provisionally identified as being affected by a proposed redundancy situation. Being placed at risk does not mean that a final decision has been made.
• Affected employees includes employees who may be selected for redundancy and employees whose work, hours, duties, location, rota, service allocation or reporting arrangements may be affected by the proposed changes.
• Establishment means the site or organisational unit to which employees are assigned for the purpose of collective redundancy consultation and HR1 notification.
• Suitable alternative employment means a role that may be suitable for the employee, taking account of the employee’s skills, experience, terms and conditions, location, hours, pay, status, health, caring responsibilities and any reasonable adjustments required.

2. Scope

This policy applies to all employees of {{org_field_name}}, including full-time, part-time, fixed-term, permanent and temporary employees. Statutory redundancy rights, including statutory redundancy pay, apply where the individual has employee status and meets the relevant statutory eligibility requirements.

Workers, agency workers, self-employed contractors and volunteers are not normally entitled to statutory redundancy pay unless they are legally employees. However, where proposed changes may affect them, {{org_field_name}} will consider any contractual obligations, regulatory duties, continuity of care requirements, equality duties and safe staffing requirements before making changes.

It covers situations where redundancy arises due to:

• A reduction in work or services provided.
• Organisational restructuring.
• Changes in commissioning or funding that impact staffing levels.
• Technological changes that reduce the need for certain job roles.
• Closure of part or all of the business.

This policy also applies to employees at risk of redundancy and outlines the support provided during and after redundancy.

3. Policy Statement

{{org_field_name}} is committed to treating employees fairly, legally, and compassionately in all redundancy situations. We aim to:

• Avoid redundancies where possible by exploring alternative solutions.
• Consult employees at the earliest possible stage to discuss potential changes.
• Offer fair and objective selection criteria.
• Provide redeployment opportunities and retraining where possible.
• Offer emotional and practical support to affected employees.
• Ensure continuity of care for service users by managing staffing changes efficiently.

• Ensure that no redundancy proposal is implemented until the Registered Manager and Responsible Individual have considered the impact on safe staffing, continuity of care, call times, travel time, service-user outcomes and the Statement of Purpose.
• Ensure that individuals using the service, their representatives and commissioners are informed of any staffing or service-delivery changes that may affect them, in an appropriate and proportionate way.
• Ensure that redundancy decisions do not compromise the organisation’s ability to provide care and support safely, consistently and in accordance with each individual’s personal plan.
• Ensure that any required CIW notifications are made within the required timescales.

We will always follow a structured process to ensure compliance with employment law and regulatory requirements.

4. Managing Redundancy Efficiently

4.1. Avoiding Redundancies

Where possible, {{org_field_name}} will take all reasonable steps to avoid redundancies. These may include:

• Reviewing recruitment practices to freeze new hires if job losses are anticipated.
• Reducing overtime and agency staff usage before considering redundancies.
• Offering voluntary redundancy or early retirement where appropriate.
• Exploring redeployment options within the organisation.
• Introducing flexible working or job-sharing arrangements.
• Considering retraining and reskilling options to retain employees in different roles.

• Reviewing care rounds, rotas, travel routes and service allocations to identify whether work can be reorganised safely without redundancies.
• Reviewing whether vacancies, resignations, retirements, natural turnover or temporary reductions in non-essential expenditure can avoid or reduce redundancies.
• Considering whether employees can be offered alternative hours, alternative rounds, alternative work locations, alternative duties or redeployment into other suitable roles.
• Considering whether temporary changes, such as reduced overtime, reduced agency use, temporary redeployment, agreed changes to working patterns or voluntary reduction in hours, may avoid compulsory redundancies.
• Considering whether any proposed reduction in staff numbers would affect the service’s ability to comply with CIW requirements, including safe staffing, continuity of care, travel time, call duration and personal-plan requirements.
• Consulting commissioners where changes in commissioned hours, funding, geographical areas or care packages may place jobs at risk.

4.2. Consultation Process

{{org_field_name}} will carry out genuine and meaningful consultation before any final redundancy decisions are made. Consultation will begin at the earliest reasonable opportunity and will be completed before dismissals are confirmed.

Individual consultation

Employees provisionally identified as at risk of redundancy will be invited to individual consultation meetings. The invitation will explain the reason for the meeting, the proposed redundancy situation and the employee’s right to be accompanied by a trade union representative or workplace colleague.

During consultation, employees will be provided with relevant information, which may include:

• the reason for the proposed redundancy situation;
• the number and type of roles affected;
• the proposed selection pool;
• the proposed selection criteria and scoring method;
• the proposed timescales;
• ways of avoiding or reducing redundancies;
• available suitable alternative employment;
• support available to affected employees;
• the possible impact on rotas, care rounds, travel time, continuity of care and service delivery.

Employees will be given a reasonable opportunity to ask questions, challenge information, comment on the proposed selection pool or criteria, suggest alternatives to redundancy and put forward any personal circumstances they wish the organisation to consider.

No final decision to dismiss by reason of redundancy will be made until consultation has been completed and the employee’s representations have been considered.

Collective consultation

Where {{org_field_name}} proposes to dismiss as redundant 20 or more employees at one establishment within a period of 90 days or less, collective consultation will be carried out with recognised trade union representatives or, where there is no recognised trade union, elected employee representatives.

Collective consultation will begin in good time and, as a minimum:

• where 20 to 99 redundancies are proposed at one establishment within 90 days or less, consultation will begin at least 30 days before the first dismissal takes effect;
• where 100 or more redundancies are proposed at one establishment within 90 days or less, consultation will begin at least 45 days before the first dismissal takes effect.

The organisation will provide the required written information to appropriate representatives, including the reasons for the proposals, the numbers and descriptions of employees affected, the proposed method of selection, the proposed method of carrying out dismissals, the proposed timescales and the proposed method of calculating redundancy payments.

Where collective consultation is required, {{org_field_name}} will submit the required HR1 advance notification to the Redundancy Payments Service within the statutory timescale and before issuing notices of dismissal.

4.3. CIW and Domiciliary Care Impact Assessment

Before confirming any redundancy proposal, the Registered Manager, Responsible Individual and senior management team will complete and record a redundancy impact assessment. This assessment will consider whether the proposed change may affect:

• safe staffing levels;
• the skills, qualifications, competence and experience required to meet individuals’ care and support needs;
• continuity of care and consistency of care workers;
• individuals’ preferred or required call times;
• staff travel time between calls;
• rest breaks;
• the ability to meet each individual’s personal plan;
• the ability to maintain visits of at least 30 minutes unless a lawful exception applies;
• Welsh language and communication needs;
• safeguarding risks;
• medication support;
• moving and handling support;
• delegated healthcare tasks;
• on-call arrangements and emergency cover;
• the Statement of Purpose;
• any contractual or commissioned service requirements.

Where the assessment identifies that the proposed redundancy may affect the safety, quality, continuity or availability of care, the proposal must not proceed until a safe transition plan has been agreed and recorded.

Where the change affects the Statement of Purpose, normal staffing arrangements, staffing levels, service areas or the service’s ability to deliver regulated activity, {{org_field_name}} will notify CIW and any other relevant persons in accordance with regulatory requirements.

4.4. Selection Pools and Selection Criteria

Where redundancies cannot be avoided, {{org_field_name}} will identify an appropriate selection pool. The selection pool will be based on the work that is reducing or ceasing, the roles affected, interchangeability of duties, contractual terms, service needs and the need to maintain safe and effective care.

Selection will be based on fair, objective, transparent and evidence-based criteria. Criteria may include:

• skills, qualifications, competence and experience required for future service delivery;
• ability to meet the assessed care and support needs of individuals using the service;
• ability to work required care rounds, geographical areas, call times and rota patterns;
• relevant training and registration requirements;
• performance, based on documented and objective evidence;
• disciplinary record, where relevant and live under the organisation’s disciplinary procedure;
• attendance record, only after excluding absences related to disability, pregnancy, maternity, adoption, shared parental leave, neonatal care leave, bereaved partner’s paternity leave, time off for dependants, authorised family leave or other legally protected reasons;
• length of service, only where this is objectively justified and not used in a way that creates unlawful discrimination.

Selection will not be based on age, disability, gender reassignment, marriage or civil partnership, pregnancy or maternity, race, religion or belief, sex, sexual orientation, trade union membership or activities, part-time status, fixed-term status, whistleblowing, health and safety activities, family leave, asserting statutory rights or any other unlawful or discriminatory reason.

Employees will be given the opportunity to see and comment on their provisional score before any final selection decision is made.

4.5. Pregnancy, Family Leave and Priority for Suitable Alternative Vacancies

Employees who are pregnant, on maternity leave, adoption leave, shared parental leave, neonatal care leave or bereaved partner’s paternity leave, and employees who are within any legally protected period after returning from such leave, will receive the enhanced redundancy protection that applies in law.

Where a suitable alternative vacancy exists, {{org_field_name}} will offer that vacancy to the protected employee as a priority over other employees who are at risk of redundancy, provided the role is suitable and appropriate for the employee. The employee will not be required to compete for the role before it is offered to them.

Failure to offer a suitable alternative vacancy to an employee who has this legal protection may result in automatic unfair dismissal and/or discrimination.

Managers must seek HR or senior management advice before placing any pregnant employee or employee on, or recently returned from, protected family leave at risk of redundancy or before confirming any redundancy dismissal affecting such an employee.

4.6. Notice Periods and Redundancy Pay

Employees dismissed by reason of redundancy will receive their contractual notice or statutory minimum notice, whichever is greater.

The statutory minimum notice periods are:

• one week’s notice where the employee has been continuously employed for at least one month but less than two years;
• one week’s notice for each complete year of continuous employment where the employee has been continuously employed for two years or more, up to a maximum of 12 weeks.

Employees with at least two years’ continuous employment may be entitled to statutory redundancy pay. Statutory redundancy pay is calculated using the employee’s age, length of continuous employment and weekly pay, subject to the statutory cap in force at the relevant date.

Statutory redundancy pay is calculated as:

• half a week’s pay for each complete year of employment when the employee was under age 22;
• one week’s pay for each complete year of employment when the employee was aged 22 to 40;
• one and a half weeks’ pay for each complete year of employment when the employee was aged 41 or over.

A maximum of 20 years’ continuous employment can be counted for statutory redundancy pay. For redundancies taking effect on or after 6 April 2026, the statutory weekly pay cap is £751 and the maximum statutory redundancy payment is £22,530. These figures change periodically and must be checked at the time redundancy is proposed.

Where payment in lieu of notice is made, the relevant date for calculating redundancy pay may be affected by the statutory notice period. Managers must ensure the correct relevant date is used when calculating redundancy pay.

Any enhanced or discretionary redundancy payment will be considered by {{org_field_name}} on a case-by-case basis and must be authorised in accordance with organisational procedures.

4.7. Redeployment and Suitable Alternative Employment

{{org_field_name}} will take reasonable steps to identify suitable alternative employment for employees who are at risk of redundancy.

The organisation will consider suitable vacancies across the service and, where applicable, across associated services operated by {{org_field_name}}. This may include alternative roles, alternative hours, alternative care rounds, alternative geographical areas, administrative roles, supervisory roles, training roles or other suitable work.

In assessing whether a role is suitable, {{org_field_name}} will consider:

• the employee’s skills, qualifications, competence and experience;
• pay, hours, status and contractual terms;
• location, travel requirements and care-round arrangements;
• caring responsibilities and work-life balance;
• health, disability and reasonable adjustments;
• training or support required;
• whether the role enables the employee to maintain any required professional registration or qualification.

Employees offered suitable alternative employment will normally be entitled to a four-week statutory trial period. The trial period may be extended by written agreement for retraining purposes before the trial starts.

If an employee unreasonably refuses an offer of suitable alternative employment, they may lose their entitlement to statutory redundancy pay. However, each case will be considered individually, and the employee will be given the opportunity to explain their reasons for refusing the role.

Employees who have legal priority for suitable alternative vacancies due to pregnancy, maternity, adoption, shared parental leave, neonatal care leave or bereaved partner’s paternity leave will be offered any suitable alternative vacancy before other at-risk employees.

4.8. Right of Appeal

Employees who are selected for redundancy will have the right to appeal against the decision. The employee must submit their appeal in writing within five working days of receiving written confirmation of redundancy, unless a longer period is agreed.

The appeal should explain the grounds of appeal, which may include concerns about the redundancy reason, consultation process, selection pool, selection criteria, scoring, alternative employment, discrimination, procedural fairness or any new information that should be considered.

Appeals will be heard by a manager who has not previously been involved in the decision, wherever reasonably practicable. The employee will have the right to be accompanied by a trade union representative or workplace colleague. The appeal outcome will be confirmed in writing and will normally be final.

4.9. Employee Support and Well-being

Redundancy can be a stressful experience, so {{org_field_name}} is committed to supporting affected employees emotionally and practically. We will provide:

• Access to counselling or mental health support services.
• CV writing and job application assistance.
• Interview skills coaching.
• Information on benefits and financial advice.
• Reasonable time off during notice to look for work, attend interviews or arrange training, where the employee is eligible. Statutory payment for this time off is limited to 40% of one week’s pay, although {{org_field_name}} may exercise discretion to provide additional paid or unpaid time off depending on the circumstances.

• Signposting to Jobcentre Plus, Careers Wales, relevant training providers, employability support and financial guidance.
• Support with Social Care Wales registration implications, where applicable.
• Support with references, subject to organisational policy.
• Consideration of reasonable adjustments for employees with disabilities during consultation, redeployment, interviews, trial periods and support meetings.
• Support for employees whose first language is Welsh or who require information in an alternative format.

Support will continue beyond the redundancy date to help employees transition to new opportunities.

4.10. Ensuring Continuity of Care for Individuals Using the Service

Redundancy planning must not compromise the safety, well-being, dignity or continuity of care of individuals using the service. Before any staffing reduction or rota change is implemented, {{org_field_name}} will complete a service continuity plan.

The service continuity plan will include:

• a review of each affected individual’s personal plan and required call times;
• confirmation that sufficient suitably qualified, trained, skilled, competent and experienced staff remain available;
• confirmation that staff have the required training and competence for each individual’s needs, including medication, moving and handling, safeguarding, communication, nutrition, continence, skin integrity and any delegated healthcare tasks;
• review of geographical areas, travel routes, travel time, parking issues and realistic rota planning;
• confirmation that each care visit remains long enough to meet the individual’s personal plan;
• confirmation that visits are not scheduled for less than 30 minutes unless a lawful exception applies;
• arrangements for introducing replacement care workers to individuals;
• arrangements for informing individuals, representatives and commissioners of relevant changes;
• contingency arrangements for sickness, absence, emergencies and short-notice changes;
• assessment of any safeguarding, medication, missed-call or late-call risks;
• review of whether the Statement of Purpose requires updating;
• review of whether CIW, commissioners or other relevant bodies must be notified.

Individuals using the service will be informed of changes that affect their care in a way that is appropriate to their needs, language, communication requirements and level of understanding. Where appropriate, their representatives and commissioners will also be informed.

Where a redundancy proposal may prevent, or could prevent, {{org_field_name}} from continuing to provide the service safely, the Responsible Individual or nominated senior person will ensure that CIW is notified in accordance with regulatory requirements.

4.11. Statement of Purpose and CIW Notifications

The Registered Manager and Responsible Individual must consider whether a redundancy proposal affects the Statement of Purpose, including staffing arrangements, staffing levels, service areas, the type of care and support provided, or the organisation’s ability to deliver the service safely.

Where the Statement of Purpose requires revision, {{org_field_name}} will notify CIW, individuals using the service, representatives where appropriate, placing authorities and commissioners at least 28 days before the change takes effect, unless the change must take effect urgently.

Where an urgent change is required, {{org_field_name}} will notify CIW without delay and, where practicable, before the change is implemented. The Statement of Purpose will be updated without delay and a copy will be provided to CIW.

Where the redundancy proposal prevents, or could prevent, the service from continuing to be provided safely, the Responsible Individual or nominated senior person will notify CIW without delay and record the action taken to protect individuals using the service.

4.12. Domiciliary Care Rotas, Travel Time and Non-Guaranteed Hours

Where redundancy proposals affect domiciliary care workers, rotas, care rounds, geographical areas or commissioned care hours, {{org_field_name}} will ensure that:

• each domiciliary care worker has a schedule of visits;
• schedules clearly identify visit time, travel time and rest breaks;
• travel time is realistic, taking account of distance, traffic, parking and local conditions;
• visit times are sufficient to meet each individual’s personal plan;
• visits are not planned for less than 30 minutes unless a lawful exception applies;
• records are kept of time spent on visits, travel and rest breaks;
• rota changes do not undermine continuity of care or safe staffing;
• employees on non-guaranteed hours contracts are reviewed in accordance with Regulation 42 where they have worked regular hours over the relevant period and the organisation has a continuing need for those hours;
• any contract discussions relating to non-guaranteed hours are recorded.

Redundancy must not be used to avoid obligations relating to regular hours, non-guaranteed hours contracts, travel time, safe staffing or continuity of care.

4.13. Records

{{org_field_name}} will keep clear records of the redundancy process, including:

• the business or service reason for the proposed redundancy;
• alternatives considered to avoid or reduce redundancies;
• consultation letters and meeting notes;
• collective consultation records, where applicable;
• HR1 notification, where applicable;
• selection pools and rationale;
• selection criteria and scoring evidence;
• equality impact considerations;
• pregnancy, maternity, adoption, shared parental leave, neonatal care leave and bereaved partner’s paternity leave checks;
• suitable alternative employment searches and offers;
• trial period arrangements;
• appeal records;
• redundancy pay calculations;
• notice arrangements;
• CIW notification decisions;
• service continuity impact assessments;
• communications with individuals using the service, representatives and commissioners;
• Responsible Individual oversight and approval.

Records will be stored confidentially and in accordance with data protection requirements.

5. Related Policies

This policy aligns with and should be read alongside the following:

• Staff Supervision, Training, and Development Policy (DCW27) – Supports retraining and upskilling.
• Equality, Diversity, and Inclusion Policy (DCW30) – Ensures non-discriminatory practices.
• Health and Well-being Policy – Covers emotional and mental health support for employees.
• Whistleblowing (Speaking Up) Policy (DCW29) – Allows employees to raise concerns about redundancy procedures.

• Recruitment and Selection Policy.
• Staff Handbook or Contractual Terms and Conditions.
• Disciplinary Policy.
• Grievance Policy.
• Capability Policy.
• Sickness Absence Policy.
• Flexible Working Policy.
• Maternity, Adoption, Paternity, Shared Parental Leave, Neonatal Care Leave and Family Leave Policies.
• Rota Management and Travel Time Policy.
• Lone Working Policy.
• Business Continuity Policy.
• Statement of Purpose.
• Service User Communication Policy.
• Complaints Policy.
• Safeguarding Policy.
• Duty of Candour Policy.
• Data Protection and Confidentiality Policy.

6. Policy Review

This policy will be reviewed at least annually or sooner where required due to:

• changes in employment law;
• changes in statutory redundancy pay limits or notice requirements;
• changes in Welsh Government statutory guidance;
• changes in CIW requirements;
• changes to the Regulated Services (Service Providers and Responsible Individuals) (Wales) Regulations 2017;
• changes to the Statement of Purpose;
• learning from redundancy exercises, complaints, grievances, appeals, safeguarding concerns, whistleblowing concerns or CIW feedback;
• organisational restructuring or changes to commissioned services.

The Responsible Individual will ensure that arrangements are in place for this policy to remain up to date and that staff are made aware of relevant changes.

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Responsible Person: {{org_field_registered_manager_first_name}} {{org_field_registered_manager_last_name}}
Reviewed on: {{last_update_date}}
Next Review Date: {{next_review_date}}
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