Tag: ACAS

Acas: ‘A critical national asset’

Acas in-demand ahead of major changes to employment rights

A year of strong results for Acas also marked a significant increase in individual disputes in Britain, according to its latest annual report.

In 2024-25 Acas dealt with over 117,000 individual disputes in Great Britain. Demand is at its highest since the covid pandemic: an increase of 13,000 from 2023-24. Acas helped resolve 9 out of 10 of these early conciliation cases without the need to go to employment tribunal. 

To prevent disputes rising and to reduce the estimated £28 billion cost of conflict, Acas called on Britain’s employers and employees to work together to resolve conflict early. Disputes are always ideally solved within workplaces, without further escalation. 

The news comes as major employment law reform gets underway. 

Acas’s Chair called Acas a ‘critical national asset’ as these reforms come in and heralded the organisation’s success supporting small businesses through change. 

Acas doubled its good practice advice and training interactions over its 2021-25 strategy period from 100,00 to over 252,000 and website advice growing from 9 million in 2021 to 20.5 million in 2025.

Collective disputes were down from 618 in the financial year 2023-24 to 522 in 2024-25. Data from the Office for National Statistics shows days lost to industrial action down from 1.85 million in 2023-24 to 597,000 in 2024-25. 

In 2024-25, Acas resolved or supported progress toward settlement in 93% of collective dispute cases.

acas_annual_report_2024_to_2025_accessibleDownload

Acas Chair Clare Chapman said: “As the government introduces major employment law reform, and with the UK annual cost of workplace conflict estimated to stand at £28.5 billion, this is a reminder that Acas remains a critical national asset. 

“The rise in individual disputes is concerning: just one conflict escalating can cause huge cost and stress to employer and employee. The good news is Acas now resolves 9 out of 10 early conciliation cases without the need to go to an employment tribunal.

“We call on all Britain’s employers and employees to work together to resolve conflict early. Small businesses particularly need support to avoid the damaging consequences of conflict.

“Our 2021-25 strategy helped thousands of small businesses through change. Acas doubled its good practice advice and training interactions and increased awareness of Acas support among small and medium-sized businesses from 83% to 90%.”

Results delivered 2021-25 against long-term Ambitions

·       Acas helped resolve 9 out of 10 of early conciliation cases without the need to go to employment tribunal. 

·       Just 5% of early conciliation notifications now result in a tribunal hearing, saving time, money and further stress for all parties.

·       The Acas website reached twice as many people – web sessions recorded on the website more than doubled from 9 to 20 million.

·       Use of Acas good practice advice and training doubled to over a quarter of a million interactions.

·       Increased awareness of Acas support among small and medium-sized businesses from 83% to 90% and among individuals from 56% to 77%. 

Results delivered in the 2024/25 operational year

·       Acas collective conciliation team facilitated confidential talks in over 522 disputes, resolving or supporting progress toward settlement in 93% of cases. Pay was the leading cause dispute and cases are down from 618 last year.

·       Acas dealt with 117,951 Early Conciliation cases, the highest number since Covid, up on 104,884 in 2023/24.

·       Advice and training had a quarter of a million interactions, a 78% increase on 2023-24. 

·       The Acas helpline answered 600,000 calls from employers and employees in Great Britain, a 3% increase from 2023-24.

·       There was 91% positive engagement of users from the website (exceeding 90% KPI target). There were 20 million sessions in 2024-25 compared to 18 million in 2023-24, an 11% increase.

·       Acas trained over 41,000 people in good workplace practice, with 94% of attendees saying their course met their objectives (exceeding 90% KPI target).

·       E-learning services were accessed by more than 57,000 users, an increase of 13,000 on 2023-24.

Acas issues tips for employers to manage the hot weather at work 

Workplace expert Acas has offered some top tips to help employers manage workplace challenges due to the hot weather. 

The Met Office has predicted that temperatures of up to 35C are expected towards the end of this week.  

Acas Chief Executive Niall Mackenzie said: “The sizzling weather may be ideal for the beach but staff getting into work during one of the hottest weeks of the year may not feel the same way. 

“Some employees with certain health conditions or disabilities may be adversely affected by the extreme heat. The heat can also impact public transport too which can affect employees commuting into work. 

“Acas has some top tips for employers to help ensure their businesses remain productive during the heatwave whilst keeping staff happy too.” 

According to a recent Acas poll, almost half (47%) of respondents felt that poor sleep during times of hot weather impacted their work. This was followed by 22% saying that overheated offices was their biggest challenge and 21% claiming that they found staying focused in heatwaves difficult.  

Acas top tips for hot weather working include: 

Workplace temperatures should be reasonable  

There is no legal maximum working temperature. The Health & Safety Executive (HSE) advice is that the temperature in all workplaces inside buildings must be reasonable.  

The HSE offers advice on how to carry out a thermal comfort risk assessment if staff are unhappy with the temperature:  

http://www.hse.gov.uk/temperature/index.htm  

Keeping cool at work  

Switch on any fans or air conditioners to keep workplaces comfortable and use blinds or curtains to block out sunlight. Staff working outside should wear appropriate clothes and use sunscreen to protect from sunburn. 

Stay hydrated  

Employers must provide staff with suitable drinking water in the workplace. Workers should drink plenty of water throughout the day to prevent dehydration and not wait until they are thirsty. Employers could allow extra breaks for staff to get cold drinks. 

Dress code  

Employers are not under any obligation to relax their uniform or dress code requirements during hot weather but where possible it may be advisable to for employers to relax the rules for wearing ties or suits. 

Getting into work  

If public transport gets adversely affected by the hot weather, this could affect staff attendance and their ability to get into work on time. Staff should check timetables in advance, and employers should be flexible.  

https://www.acas.org.uk/disruption-getting-to-work

Vulnerable workers   

Vulnerable workers- Worker with health conditions or disabilities may be affected more by hot weather. Employers should assess for any risks and discuss what they need to reduce or remove that risk. This might include providing fans, portable air-cooling units or more frequent or longer breaks. Employers must make reasonable adjustments for workers with disabilities.  

https://www.acas.org.uk/reasonable-adjustments

https://www.acas.org.uk/extreme-temperatures-in-the-workplace

Ditching vague language essential to resolving workplace conflicts

Replacing vague phrases with clearer language is essential to informally resolving workplace conflicts, according to new research.

The research, carried out by The Social Agency for Acas, found that some language used in workplaces was misleading.

Phrases like “nipping it in the bud” were vague and confusing, while phrases like “open and honest conversation’” and “facilitated discussion” avoided the language of conflict and described resolution neutrally.

Using clear language helped to create a trusting environment, enable constructive dialogue by helping people express their feelings, and avoided unnecessary escalation of issues.

Acas Director of Dispute Resolution Kevin Rowan said: “Language matters when it comes to informal and early resolution. Some words like “dispute” and “grievance” provoke defensiveness and make people think the conversation is about conflict and sanction rather than support or problem-solving.

“Conversations for informal resolution should be different from formal processes. Whereas formal investigations are about ascertaining facts, informal conversations should be about identifying concerns and differing points of view.”

The research aimed to define informal resolution, examine the processes that underpin it, explore the views of those involved, and identify how Acas can support people effectively to use informal resolution.

The study highlighted the value of using informal resolution where appropriate as a potentially less stressful, more efficient way of managing conflict, preserving relationships and maintaining a positive working environment.

It showed that:

  • Lack of skill and confidence among managers remains a barrier to informal resolution. Employers can help by giving managers time, support, and access to practical training and resources.
  • Informal resolution is more likely to succeed in organisations that visibly support it. For example, by encouraging early dialogue and referencing informal routes in disciplinary and grievance policies.
  • Outcomes are shaped by how the process is approached, whether there’s early intervention, mutual trust, recognition of power dynamics, and willingness to stop if informal resolution isn’t working.
  • Clear, direct language helps set expectations and supports constructive communication. Vague phrases like “nipping it in the bud” can downplay the seriousness of an issue or create confusion. While descriptions like “an open and honest conversation” were felt to be more constructive.

Kevin Rowan continued: “When the annual cost of workplace conflict to UK employers is estimated to stand at £28.5 billion, there is a strong argument for managing workplace disagreements better.

“When workplace issues escalate and become formal disciplinary or grievance processes, costs escalate significantly.

“Early resolution may not always work, but where it does, there are huge financial savings as well as emotional gains to be made.”

One third of employers think AI will increase productivity

More than a third (35%) of employers think that artificial intelligence (AI) will increase productivity, according to a new survey.

Workplace expert Acas commissioned YouGov to ask employers in Britain what they thought was the most important benefit of AI at work.

The survey also found that:

  • 12% thought AI would give a competitive edge.
  • 11% thought it would increase knowledge.
  • 11% thought more work would be done with fewer staff.
  • 11% thought there would be no benefit.

Acas Chief Executive Niall Mackenzie said: “Our survey shows optimism amongst some employers about the potential for AI to boost their productivity, decrease costs and increase knowledge.

“Used responsibly, AI has the potential to empower workers and support the delivery of different workplace tasks.

“Businesses should be proactive in having early discussions about AI with staff, trade unions, and other worker representatives to understand the potential implications and ensure its adoption is well-informed. A good clear policy will help businesses stay safe, transparent and reassure staff that they are valued.”

Some top tips for employers from Acas on the use of AI at work include:

·       Employers should develop clear policies regarding the use of AI in the workplace and should consult employees and any representatives on its introduction. If there is an expectation that certain roles begin using AI, that could mean a change of terms and conditions.

·       Employers investing in AI should highlight how it can improve employees’ roles and reassure staff that human involvement will still be needed.

·       Organisations should remember that AI is not perfect, so outputs should be checked for accuracy, tone and bias. AI should be cited when used and staff may require training on how to get the best outputs.

·       A company’s data privacy policies will apply for the use of AI, and it is wise to check with your IT team for approved platforms. Employees should be careful entering any information that is business sensitive or personal into public tools. Any information that you do enter could be made public or used by others, so check company policies on the use of AI in the workplace and be aware of the General Data Protection Regulations (GDPR).

There is a lot of debate around the introduction of AI at work and a growing recognition of the need for more detailed guidance around its use. Acas stands ready to influence the debate and help inform government policy making.

Acas held a special conference on 15 May 2025 where experts debated the introduction of AI in workplaces. It discussed the type of new roles and opportunities that AI could create and the risks employers should consider when introducing AI.

For more information please visit https://www.acas.org.uk/conference-2025  

Colleagues not doing jobs properly makes staff the angriest at work

Nearly half (49%) of employees said that people that are perceived not to be doing their job properly is the thing that makes them angriest at work, according to a new survey.

The YouGov survey, commissioned by workplace expert Acas, asked employees to consider what would make them the most angry while at work.

Over two-fifths (44%) of respondents said it would be others claiming credit for their work, followed by an over-demanding boss (39%) and rude customers or staff (37%).

Acas Head of Individual Dispute Resolution, Stewart Gee, said: “It’s clear from our poll that there’s a range of issues that make people angry at work. Anger over a lack of recognition, rudeness, their boss or a colleague seen as not pulling their weight can impact productivity and escalate to conflict if left unresolved at work.

“Unresolved emotions over things that seem unfair can have a detrimental effect at work and it is important for workplace conflict to be addressed at the earliest possible opportunity.

“An informal resolution through an initial chat or mediation can help organisations prevent the cost and stress of more formal procedures such as an employment tribunal.”

Dealing with conflict positively and quickly can build trust and improve relationships. If employees feel that their frustrations could cause conflict, they should check their workplace policy and see what support is available.

Employers should typically encourage employees to raise issues informally first, before going through set formal procedures. This will usually help resolve disputes more quickly which is beneficial for everyone involved.

Stewart added: “Conflict at work is estimated to cost UK organisations £30 billion each year and Acas is holding a special conference next week that will feature expert mediators, trade unions, academics and employers on how we can prevent, handle and resolve conflict at work.

“Getting the basics right plays a key part in helping to reduce conflict at work. Acas offers employers training in performance management and this can be a key ingredient alongside an effective conflict management strategy to help prevent conflict at work.”

Acas is hosting a conference around discussing and resolving conflict in the workplace. If you would like to attend and speak to any of our workplace conflict experts, please email sbarclay@acas.org.uk.

For more information about the Acas conference, please visit here.

One in four workers worry that AI will lead to job losses

More than a quarter (26%) of workers are worried that artificial intelligence (AI) will lead to job losses, according to a new survey.

Workplace expert Acas commissioned YouGov to ask employees in Britian what their biggest concerns about the use of AI were.

The poll also found that just under a fifth (17%) were worried about AI making errors, while 15% were concerned about a lack of regulation.

Acas Interim Chief Executive, Dan Ellis, said: ““Some employers may be looking to embrace new technologies as a way to cut costs, increase productivity or make workers’ jobs easier.

“There can be concerns from staff when new technologies are introduced at work and it’s clear from our study that their biggest worry is that AI will result in job losses.

“Bosses should have clear policies on the use of AI at work, remember that it is not a perfect technology and have open conversations with employees around its use.”

Some top tips for employers from Acas on the use of AI at work include:

·       Employers should develop clear policies regarding the use of AI in the workplace and should consult employees and any representatives on its introduction. If there is an expectation that certain roles begin using AI, that could mean a change of terms and conditions.

·       Employers investing in AI should highlight how it can improve employees’ roles and reassure staff that human involvement will still be needed.

·       Organisations should remember that AI is not perfect, so outputs should be checked for accuracy, tone and bias. AI should be cited when used and staff may require training on how to get the best outputs.

·       A company’s data privacy policies will apply for the use of AI, and it is wise to check with your IT team for approved platforms. Employees should be careful entering any information that is business sensitive or personal into public tools. Any information that you do enter could be made public or used by others, so check company policies on the use of AI in the workplace and be aware of the General Data Protection Regulations (GDPR).

Acas is holding a special conference next month with experts that will debate the introduction of AI in workplaces. For more information please visit here.

Acas: Managing work-related stress

Your #MentalHealth matters. If work pressure is affecting your well being, it’s time to seek support. Acas offers free, expert advice to help manage workplace stress.

MANAGING WORK-RELATED STRESS

Stress is defined by the Health and Safety Executive (HSE) as ‘the adverse reaction people have to excessive pressures or other types of demand placed on them’.

Some people benefit from a certain amount of pressure as it can keep them motivated. However, when there is too much pressure it can lead to stress.

Stress is not an illness but it can affect a person’s physical and mental health.

If not properly managed, stress can cause:

  • ‘burnout’ (physical and emotional exhaustion)
  • anxiety
  • depression

Stress can increase the risk of physical illnesses. For example:

  • heart disease
  • back pain
  • digestive conditions like irritable bowel syndrome
  • skin conditions

Causes of stress at work

There are many factors that can cause stress at work. These include:

  • too many or conflicting demands
  • poor working conditions
  • little control over how and when work is done or decision making
  • lack of support or encouragement from managers and others at work
  • bullying and conflict at work, particularly if these are not managed well
  • not having enough training or skills to do a job
  • feeling unclear about roles and responsibilities
  • low trust and not feeling able to speak up about concerns
  • change within the organisation

Stress outside of work

Life events can have an impact on work-related stress.

Things that cause stress outside of work might include:

Workers do not have to tell their employer about their personal problems. But if they decide to, they might be able to get some support. For example:

  • counselling services, for example an employee assistance programme (EAP)
  • paid or unpaid time off to attend appointments
  • time off, for example any special leave, annual leave or unpaid leave
  • a temporary change in duties or working patterns to allow for changes in home life
https://twitter.com/i/status/1912430536120746186

Spotting the signs of stress

Workers should look after their own health and wellbeing at work. If they are experiencing stress, they should talk to their manager as soon as they can. Managers should also look out for any signs of stress among workers.

Signs of stress can include:

  • poor concentration
  • finding it hard to make decisions
  • being irritable or short tempered
  • tearfulness
  • tiredness
  • low mood
  • avoiding social events

If an employer or worker spots signs of stress, it can be helpful to have an informal chat. This can help them understand how the person is feeling and what support they need. Getting help could prevent more serious problems.

Managers could encourage workers to do a ‘Wellness Action Plan’. This can help them to:

  • think about what’s causing them stress
  • talk to their manager and get the support they need

Use a Wellness Action Plan from Mind

Learn more on our website: https://acas.org.uk/managing-work-related-stress…

#StressAwarenessMonth

#StressAtWork

Acas publishes new guidance on neonatal care leave

Acas publishes new guidance on neonatal care leave

Workplace experts Acas has published new guidance on neonatal care leave to coincide with a change in the law this weekend.

Working parents are now entitled to additional time off while their babies are sick in hospital.

The Neonatal Care (Leave and Pay) Act 2023 comes into effect on 6 April 2025, providing a new leave and pay entitlement for parents with a baby in neonatal care.

Acas’s advice provides information on what neonatal care is, who is eligible and the rights of parents who take it.

Acas Interim Chief Executive Dan Ellis said: “Becoming new parents can be an incredibly stressful time, especially if their baby requires care in hospital for a while.

“Any employee that requires time off to help care for their child in these circumstances should be treated with compassion and understanding.

“Our advice provides employers and managers with guidance on how they can support staff members who need to take neonatal care leave.”

The new law aims to give parents the right to have up to 12 weeks leave and pay depending on how much time their baby is in neonatal care. This is in addition to other time off and pay.

The right to take neonatal care leave applies from the first day of work. Eligible parents can take neonatal care leave once their child has been in neonatal care for at least 7 consecutive days.

Caroline Lee-Davey, Chief Executive of Bliss, a charity that supports families with neonatal babies, said: “The most supportive employers have always sought to help parents in these circumstances, but without a clear statutory framework, they’ve had to rely on measures like sick leave and compassionate leave or other improvised solutions, creating challenges for HR teams to navigate.

“This new entitlement creates a clear and defined statutory provision, recognising that the most important place for both parents to be when their baby is in neonatal care is at their cotside.”

Time off for neonatal care is available to anyone birth parent, father or partner, spouse, civil partner or adoptive parent.

When it comes to informing their employers, parents need to self-declare and provide some extra information. Employees should contact their workplace HR representatives to go through specifics relating to their personal situation.

Parents who have a baby admitted to neonatal care up to the age of 28 days might be eligible for up to 12 weeks of leave and it must be taken within 68 weeks of the baby’s birth.

For the full advice, please see: www.acas.org.uk/neonatal-care-leave-and-pay

Team building tops the list of most-disliked workplace social activities

Almost one-third (31%) of employees dislike work team-building activities, according to a new survey by workplace expert Acas.

Acas asked employees which work-related social activities or engagements they favoured least. One fifth (20%) said they disliked after-hours drinks, with 19% disliking any social activity with colleagues.

Staff may have preferences for certain types of social engagements and may be uneasy about taking part in some others at work.

Some neurodiverse staff, such as people with Autism, could find some activities uncomfortable and may not enjoy certain social situations.

Acas is raising awareness of neurodiversity at work and recently published new advice to help employers create inclusive organisations.

Acas Interim Chief Executive Dan Ellis said: “Work social activities can be a great way for employers to improve their staff morale, wellbeing and rapport among colleagues. Our survey has found that over a quarter of employees like different types of social engagements at work.

“However, it is clear from our poll that certain activities are more popular than others and some employees dislike certain social situations with their workmates.

“The good boss will talk to their staff, find out what team-building and social activities will get everyone motivated and think about different activities that can appeal across the workforce. The secret is to ask, listen, respond and not just assume everyone will enjoy a specific activity, just because one person does.”

Employers could talk to their staff to create more engaging activities by asking what appeals to them most from a range of suitable options.

Some staff value their personal time as important in maintaining their mental wellbeing.

Ensuring that team building activities take place within normal hours will protect personal time and avoid excluding staff with parental and caring responsibilities.

Neurodiversity describes the natural differences in how people’s brains behave and process information. As well as autism, other well-known types of neurodiversity include ADHD, dyslexia and dyspraxia.

Acas advice is that employers should make their organisation more inclusive, so that staff feel comfortable sharing and talking about neurodiversity.

Being inclusive can help:

  • improve staff wellbeing
  • reduce absence levels and employee turnover
  • attract employees with a wider range of skills and experience
  • reduce the risk of disputes and legal claims on discrimination

Bosses urged to do more to support neurodiverse staff

Report shows staff turnover reduced by proactive support

New research published today by workplace expert Acas, highlights the importance of training and proactive action to support neurodiverse staff.

Neurodiversity describes the natural differences in how people’s brains process information, and how they feel and behave. Well-known types of neurodivergence include neurodevelopmental conditions such as ADHD, autism, dyslexia and dyspraxia.

The report emphasises the importance of training and supporting managers, so they know how to treat and support their neurodivergent staff.

The research shows that creating inclusive environments and personalised adjustments can be achieved proactively, without the need for a formal diagnosis or staff disclosure.

Acas Interim Chief Executive Dan Ellis said: “It is estimated that between 15-20% of UK adults are neurodivergent. This is a potentially enormous number of workers who may not be getting the support they need.

“Our research outlines the urgent need to put support for neurodivergent people at the heart of workplace policies and training, and the huge benefits for businesses when that happens.

“Taking steps to support neurodivergent staff is often quick, easy and inexpensive, but the advantages can be widespread. We encourage employers to make sure they do everything they can to support their staff.”

The independent research was conducted by Birkbeck, University of London, for Acas. The researchers combined insights from experts working in neuroinclusion, in depth case studies and a summary of published evidence.

The research found that neuroinclusion is possible in all workplaces, whether large or small.

The research documents good practice including how to manage performance in neurodiverse teams and the benefit of small changes, such as accessible written materials.

The research found that one small business which is incorporating neuroinclusion proactively, reduced its staff turnover to 8%, against a national average of 34%.

The report found that:

·       Proactively supporting neurodivergent staff and creating inclusive work environments where neurodivergent talents are supported can benefit everyone at work.

·       Mandatory and regularly updated neurodiversity training is key to promoting inclusive workplaces.

·       Line managers are pivotal in supporting neurodivergent employees so it’s vital they have the necessary training to facilitate inclusion.

·       Being proactive in making reasonable adjustments shouldn’t require a diagnosis or formal disclosure from staff.

·       Specialised adjustments may require balancing of individual and organisational needs. Smaller businesses with limited resources may find external support from organisations like Acas useful.

Professor Almuth McDowall at Birkbeck, University of London leads a research centre dedicated to supporting neurodivergent talent. She said: “It was a privilege to learn from our participants and share good practice. It is very important that neuroinclusion is part of wider conversations about workplace equity and inclusion.

“Conversations about adjustments should focus on performance optimisation to harness neurodivergent talent. Simple and centralised processes are important to reduce the burden on managers.

“Our case studies show that good practice can reduce turnover to as low as 8%. Organisations should set themselves clear targets for neuroinclusion and monitor and publish data.”

The report also shows that some workplaces are taking an innovative approach to neuroinclusion.

Jodie Hill is Managing Partner at Thrive Law, a business that prioritises inclusion and support for its neurodivergent staff. She said:  “The benefits of introducing reasonable adjustments for neurodivergent staff at Thrive has been overwhelming, particularly for me as a neurodivergent leader.

“Having the adjustments in place not only helps me, but it helps my team, and my clients, understand my needs.

“By creating a neurodiverse workplace, we create a competitive advantage and a workplace that has cognitive differences. We support people’s strengths and create an environment where those individuals can thrive.”

A full copy of the report can be viewed online https://www.acas.org.uk/research-and-commentary/neurodiversity-at-work-research-practice-and-policy