Are you ready for April 2026? Key employment law changes employers should be preparing now
April 2026 brings one of the most significant packages of workplace reform UK employers have seen in recent years. Several important changes under the Employment Rights Act 2025 and related regulations take effect on 6 April 2026, with implications for policies, payroll, manager training, employee relations and organisational risk.
For employers, this is not just a legal update exercise. It is a practical readiness issue. Contracts, handbooks, family leave policies, sickness procedures, redundancy planning and whistleblowing frameworks may all need attention. The organisations that do best will be those that treat April as an implementation milestone, not a last-minute compliance task.
1. Paternity leave and Parental Leave become a day one right
From 6 April 2026, statutory paternity leave becomes a day one right (although statutory paternity leave does not follow suit). That means employees will no longer need the current qualifying service period in order to be eligible to take the leave. Further, paternity leave will now be able to be taken after a period of shared parental leave.
Unpaid parental leave also becomes a day one right from the same date.
Managers will need to understand that newer employees may now have access to rights that previously only arose after a period of service. Documentation and communications given at the start of employment should reflect that position clearly.
2. Statutory sick pay is widening significantly
Statutory sick pay is also changing from 6 April 2026. SSP will be payable from the first day of sickness absence rather than the fourth, and the lower earnings limit for eligibility will be removed. The weekly rate for 2026 to 2027 is £123.25, or 80% of average weekly earnings if that is lower.
This matters for both cost and administration. More workers will qualify and payroll systems will need to apply the new calculation correctly. Employers should also check whether contracts, sickness policies or trigger processes assume the old waiting days or the old earnings threshold. If they do, those documents are likely to need updating.
There is also a wider employee relations point here. Day one SSP is intended to improve income protection when workers are unwell, but it may also increase the need for consistent absence management and clear manager guidance on reporting, certification and return-to-work processes. That is especially important where organisations want to balance support with appropriate attendance oversight.
3. Sexual harassment disclosure gain whistleblowing protection
From 6 April 2026, whistleblowing protection is extended so that disclosures about sexual harassment can qualify for protection. In practice, that raises the importance of how employers receive, categorise and investigate concerns about harassment. A complaint may now engage not only grievance or dignity-at-work processes, but also whistleblowing protections, including protection from detriment and dismissal.
For employers, the practical question is whether internal frameworks still make sense. Policies should work together rather than sit in silos. Whistleblowing, grievance, bullying and harassment procedures should be reviewed to ensure there is clarity on routes for raising concerns, confidentiality, escalation and protection from retaliation. Training for managers is equally important, because the legal risk is often created in the first response rather than at the end of the process.
4. Collective redundancy risk increases
The financial risk of getting collective redundancy consultation wrong will increase sharply in April. From 6 April 2026, the maximum protective award for failure to comply with collective consultation obligations doubles from 90 days’ pay to 180 days’ pay per affected employee.
That does not create a new consultation duty, but it materially raises the stakes where an employer misjudges trigger points, starts too late or runs a flawed process. Employers considering restructures, site closures or workforce reductions should revisit escalation points now. In particular, HR and senior leaders should be aligned on when collective consultation may be triggered and when legal input is needed.
5. Trade union recognition rules are being simplified
Changes taking effect on 6 April 2026 also make statutory trade union recognition easier to achieve.
For some employers, especially those without recognised unions, this is a useful moment to think more strategically about workforce engagement. A strong employee voice framework, clear consultation channels and credible people practices can all help reduce friction and build trust. Employers should not assume this is relevant only to highly unionised sectors.
6.A new right to Bereaved Partner's Paternity Leave
A further new entitlement arrives on 6 April 2026: Bereaved Partner’s Paternity Leave. An employee will qualify where (1) the child's primary carer has died (2) the employee is the child's father, or is married to or the civil partner of the child's mother or adopter and (3) the employee has main responsibility for the child's upbringing. There will be up to 52 weeks' unpaid leave available, usually within the first 52 weeks of birth or adoption placement.
This is an important and sensitive development. Employers should make sure bereavement, family leave and manager guidance reflect the new entitlement and that HR teams are ready to respond compassionately and correctly when these situations arise.
What should employers be doing now?
In practical terms, there are some immediate priorities. Audit family leave, sickness, whistleblowing and harassment policies. Check contracts, handbooks and onboarding materials. Test payroll readiness for SSP changes. Review redundancy planning and escalation procedures.
Train managers on the day one family leave rights and on handling protected disclosures safely.
And keep an eye on further regulations and guidance as the wider reform programme continues.
April 2026 is close enough that preparation should already be under way.
For employers, the goal is not simply to avoid non-compliance. It is to make sure legal change is translated into clear, workable and human processes inside the business.
For further assistance please contact us at Contact@impactlawyers.co.uk