Remote Work Policy Guide: How to Create One for Your UK Business [2026]

The shift to remote and hybrid working is no longer temporary. A 2025 CIPD survey found that 78% of UK organisations now offer some form of hybrid or remote working, up from 65% in 2023. But many businesses still operate without a formal remote work policy, relying on informal arrangements and ad hoc decisions.

A written remote work policy protects both the employer and the employee. It sets clear expectations, ensures legal compliance, and prevents disputes about who pays for what, when people need to be available, and how performance is managed.

This guide walks through each section of a comprehensive remote work policy, covering UK legal requirements and practical considerations.

Why You Need a Written Policy

Without a written policy, you risk:

• Inconsistency: Different managers making different decisions about who can work remotely and on what terms
• Legal exposure: Failure to meet health and safety, data protection, or tax obligations for remote workers
• Disputes: Disagreements about equipment, expenses, working hours, and availability
• Unfairness: Employees in similar roles receiving different treatment, which can lead to grievances or discrimination claims

A good policy does not need to be long or legalistic. It needs to be clear, practical, and accessible.

Section 1: Scope and Eligibility

Who Does the Policy Apply To?

Define clearly which roles are eligible for remote working and which are not. Be specific about the criteria:

Eligible:

• Roles where all or most tasks can be performed independently of a physical location
• Employees who have completed their probationary period (if applicable)
• Employees whose performance is at an acceptable level

Not eligible:

• Roles requiring physical presence (e.g. warehouse, reception, manufacturing)
• New employees during their onboarding period (you may allow remote work after the first month)

Types of Remote Working

Distinguish between:

• Fully remote: The employee's primary workplace is their home (or another location of their choosing)
• Hybrid: The employee splits their time between the office and home, with agreed days in each
• Occasional remote: The employee is primarily office-based but may work from home on an ad hoc basis

Approval Process

• How does an employee request remote working? (Written request to line manager)
• Who approves? (Line manager, with HR oversight for consistency)
• Can approval be withdrawn? (Yes, with reasonable notice and for legitimate business reasons)
• How does this interact with flexible working requests under the Employment Rights Act 1996?

Note: Since April 2024, employees have the right to make a flexible working request from day one of employment. While you do not have to agree to every request, you must deal with it reasonably and give business reasons for any refusal.

Section 2: Equipment and Technology

What the Employer Provides

At minimum, most employers provide:

• Laptop with required software installed
• Monitor (at least one external monitor for roles requiring significant screen time)
• Keyboard and mouse
• Headset for calls and meetings
• Webcam (if not built into the laptop)

Some employers also provide:

• Office chair (or a contribution towards one)
• Desk or desk riser
• Docking station
• Printer (rarely needed for most roles)

What the Employee Is Responsible For

• Stable internet connection (broadband, not mobile data)
• A suitable workspace (quiet, private enough for confidential calls)
• Basic utilities (electricity, heating)

Equipment Ownership and Return

• All employer-provided equipment remains the property of the company
• Equipment must be returned in good condition when employment ends or remote working ceases
• Damage through misuse may result in deduction from final pay (only if contractually agreed)

IT Support

• How do remote workers access IT support? (Helpdesk, remote access tools, ticket system)
• What are the expected response times?
• What should the employee do if their equipment fails? (Go to the office? Wait for replacement?)

Section 3: Expenses

What Expenses Will the Employer Cover?

This is one of the most common sources of dispute. Be explicit:

Typically covered:

• Business phone calls (or a mobile phone/plan)
• Essential software subscriptions
• Office supplies (printer paper, ink, pens — if needed for the role)
• Reasonable travel to the office for required attendance days

Typically not covered:

• Home broadband (considered a personal utility, though some employers contribute)
• Electricity and heating
• Home furniture beyond what the employer provides

HMRC Working from Home Allowance

Employees who work from home regularly can claim tax relief on additional household costs:

• Employer payment: Up to £6 per week (£26 per month) without requiring receipts or evidence
• Employee claim: If the employer does not pay, the employee can claim tax relief directly through HMRC
• If the actual additional costs exceed £6/week, the employee can claim for the higher amount with evidence

Expense Claims Process

• How to submit claims (expense system, receipts required)
• Approval workflow
• Payment timeline

Section 4: Working Hours and Availability

Core Hours

Define when employees must be available, regardless of where they work:

• Core hours: e.g. 10:00–15:00 Monday to Friday
• Flexible hours: The remaining hours can be worked flexibly (e.g. 07:00–10:00 and 15:00–19:00)
• Total hours: Contracted weekly hours remain the same whether working from home or the office

Time Tracking

• Are remote workers required to log their hours? (This depends on the role and trust level)
• If salaried, focus on outputs and deliverables rather than hours
• Ensure compliance with the Working Time Regulations 1998: maximum 48-hour average working week, minimum 11 consecutive hours rest per day, minimum 24 hours uninterrupted rest per week

Right to Disconnect

While the UK does not yet have a statutory right to disconnect, the Employment Rights Bill proposes a Code of Practice on this topic. Good practice includes:

• No expectation to respond to messages outside working hours (except genuine emergencies)
• Managers should not routinely send messages in the evening or at weekends
• If sending a non-urgent message outside hours, mark it clearly: "No response needed until tomorrow"

Overtime

• Does the overtime policy apply equally to remote workers?
• How is overtime authorised and recorded?
• Ensure remote workers are not working excessive unpaid hours (this is a common issue)

Section 5: Health and Safety

Employers have the same health and safety obligations for remote workers as for office-based staff under the Health and Safety at Work etc. Act 1974.

Display Screen Equipment (DSE) Assessments

Under the Health and Safety (Display Screen Equipment) Regulations 1992, employers must:

• Provide a DSE self-assessment for remote workers to complete
• Review the assessment and address any identified risks
• Provide equipment to mitigate risks (e.g. monitor riser, footrest, ergonomic keyboard)
• Offer eye tests and contribute to corrective eyewear if needed for DSE work

Home Workspace Requirements

The policy should specify minimum requirements for a home workspace:

• A dedicated workspace (not the sofa or bed)
• Adequate lighting
• A suitable desk and chair
• Sufficient ventilation and temperature control
• Free from trip hazards (trailing cables, cluttered floors)

Accident and Incident Reporting

• Work-related accidents at home must be reported through the same process as office accidents
• RIDDOR reporting obligations apply to home workers if the accident arises from the work activity
• Employees should know who to contact and how to report

Mental Health

Remote working can be isolating. The policy should acknowledge this and outline support:

• Regular 1-to-1s with the line manager (at least fortnightly)
• Access to an Employee Assistance Programme (EAP) if available
• Encouragement to take breaks and maintain boundaries
• Information on mental health resources

Section 6: Data Protection and Security

Remote working introduces data security risks that must be managed under UK GDPR and the Data Protection Act 2018.

Security Requirements

• Use of company-provided devices only (no personal laptops for work)
• VPN connection required when accessing company systems
• Screen lock when away from the device (auto-lock after 5 minutes)
• No work on public Wi-Fi without VPN
• Confidential documents must not be printed at home (or must be securely shredded)
• No sharing of login credentials with household members
• Two-factor authentication (2FA) enabled on all accounts
• Regular software updates installed promptly

Confidential Conversations

• Video calls involving sensitive information should be conducted in a private room
• Headphones should be used for all calls (to prevent others overhearing)
• Screen sharing should be used with care (close personal tabs and notifications)

Data Breach Reporting

• Remote workers must report any data breach or suspected breach immediately
• Lost or stolen devices must be reported within 1 hour
• The IT team should be able to remotely wipe lost devices

Section 7: Communication Protocols

Meeting Expectations

• Cameras on for team meetings (encourage rather than mandate)
• Meetings should have a clear agenda and keep to time
• Use asynchronous communication (messages, documents) for updates; save meetings for discussions
• No meetings during lunch breaks (12:30–13:30)

Availability Signals

• Use status indicators (Slack/Teams) to show availability
• Block focus time in the calendar
• Communicate planned absences (appointments, school runs) in advance

Team Coordination

• How are hybrid teams coordinated? (e.g. everyone in the office on Wednesdays)
• Who decides the in-office days?
• How are important announcements communicated to ensure remote workers are not excluded?

Section 8: Performance Management

How Performance Is Measured

Remote workers should be assessed on the same criteria as office-based workers:

• Achievement of agreed objectives and deliverables
• Quality of work
• Responsiveness and communication
• Collaboration with colleagues

Explicitly state: Performance is measured by outputs and results, not by hours logged or physical presence.

Regular Check-Ins

• Minimum frequency: fortnightly 1-to-1 with line manager
• Focus on: workload, priorities, blockers, development, wellbeing
• Document key discussion points and actions

Addressing Performance Concerns

If a remote worker's performance declines:

1. Discuss in the next 1-to-1 — there may be personal or practical reasons
2. Set clear, specific improvement targets
3. Consider whether returning to the office (temporarily or permanently) would help
4. Follow the standard performance management procedure if issues persist

Section 9: Insurance and Tax

Employers' Liability Insurance

Your Employers' Liability insurance must cover remote workers. Check with your insurer that your policy explicitly includes employees working from home.

Business Rates and Council Tax

Employees working from home do not normally need to inform their council or pay business rates, provided they do not use a separate part of their home exclusively for work (e.g. a converted garage used only as an office). HMRC guidance is clear that occasional or regular homeworking in a shared room does not attract business rates.

Mortgage and Tenancy Agreements

Advise employees to check their mortgage or tenancy agreement for any clauses restricting business use of their property. Most residential agreements permit office-based homeworking, but some have specific restrictions.

Policy Template: Key Clauses

Here is a summary of the key clauses your policy should include:

How Grove HR Supports Remote Working

Grove HR is built for distributed teams:

• Leave management: Request, approve, and track leave from anywhere
• Document storage: Policies, contracts, and compliance documents accessible online
• Onboarding: Automated remote onboarding workflows with task checklists
• Time tracking: Optional time logging for roles that require it
• Team directory: See who is who, their timezone, and working arrangements
• Performance reviews: Set objectives and conduct reviews without being in the same room

Summary

A remote work policy does not need to be a 50-page legal document. It needs to be clear, practical, and fair. Cover the essentials — equipment, expenses, hours, safety, security, and communication — and write it in plain language that everyone can understand.

Review the policy annually to keep pace with legal changes (particularly the Employment Rights Bill) and evolving business needs. And involve employees in the drafting process — a policy that is imposed without consultation is less likely to be respected than one that was co-created.