horsescotland have signed up to the Equestrian Employer's association's code of good employment. 

 

Advice on employment can be found through the British Groom's Association or the Equestrian Employers's Association.  

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Good employment practices are a vital part of creating a thriving, professional
equestrian industry. Our vision is that every equestrian yard in Scotland is a place where fair, legally compliant employment is the standard.

When equestrian staff feel valued, respected, and properly supported, they stay longer, work safer, and contribute more fully to the wellbeing of horses and the yard as a whole. That’s why Horsescotland, together with the Equestrian Employers Association (EEA), is working to make Scotland a place of only Good Employment. Together we’ve created the Nine Steps to Good Employment Framework for Scottish Equestrian Employers.

Why this matters for Scotland
By utilising these resources, Scottish equestrian employers can confidently meet legal requirements, reduce risks, and create a positive workplace.
Together, we can transform equestrian employment, ensuring every yard upholds the highest standards and supports the dedicated workforce that keeps Scotland’s proud equestrian heritage alive.

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Nine Steps to Good Employment for Scottish Equestrian Businesses

Good Employment starts with every yard in Scotland being legally HR compliant. The EEA provides equestrian employers with support and advice, with members able to use a full range of tools that have been developed specifically for our sector to enable them to comply with all employment laws.

Step 1. Put compliance first
All yards should adhere to UK employment law and health & safety requirements. Check Scottish-specific guidance (e.g. ACAS in Scotland) to make sure your employment contracts and staff handbook policies are watertight. The EEA offers members access to the Contract Creator and Staff Handbook creator which makes creating these vital documents quick and simple.

Step 2. Give every employee a written contract
Recent research by Horsescotland, the EEA and th

 

e British Grooms Association
revealed that up to 60% of employed grooms in Scotland may be working without a contract in place. By law, employers must provide a written statement of employment particulars on or before day one of work.
The following must be included in in the contract:
 your name, or the name of your business
 the employee’s name
 the date the employee started employment (this is usually the first day the
employee started working for the employer)
 the date that continuous employment started for the employee
 job title or a brief description of the job
 your address as the employer.
 the places or addresses where the employee or worker will work
 pay, including how often and when (for example, £1,000 per month, paid on
the last Friday of the calendar month)
 working hours, including which days the employee or worker must work and if and how their hours or days can change
 holiday and holiday pay, including an explanation of how its calculated if the
employee or worker leaves
 the amount of sick leave and pay (if this information is not included in the
document, you must state where to find it)
 any other paid leave (if this information is not included in the document, you
must state where to find it)
 any contractual benefits – these are benefits the employer must provide
 any non-contractual benefits – these are benefits the employer may provide
but can choose not to
 the notice period either side must give when employment ends (note there are minimum notice periods)

 how long the job is expected to last (temporary or fixed term)
 any probation period, including its conditions and how long it is
 if the employee will work abroad, and any terms that apply
 training that must be completed by the employee or worker, including training the employer does not pay for
The EEA Contract Creator allows employers to create equestrian specific contracts n minutes with no limit on the number of contracts created.

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Step 3. Pay staff fairly and legally
Employers must pay at least the National Minimum Wage and review their rates annually. Remember, any extra hours worked must count towards NMW calculations.
 Use the National Minimum Wage and Living Wage calculator for Employers.
 Maintain comprehensive records for details of working hours, pay rates and
any deductions or allowances.
 Keep employee contracts transparent regarding pay rates, working hours and overtime calculations. This will also help avoid misunderstandings further
down the line.
 Seek professional advice if you’re unsure about any aspect of National
Minimum Wage compliance. Consult with HR specialists, payroll experts or
HMRC directly.
Many employers get the National Minimum Wage (NMW) requirements wrong
because they pay a basic rate for a specific number of hours without taking into account the overtime worked by the groom. 
Transparent payslips and accurate records are essential. A payslip should clearly show:
 Gross pay
 Hours worked
 Paid overtime
 Deductions (such as tax, NI, or authorised accommodation deductions)
 Net pay

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Step 4. Manage working time responsibly
Caring for horses is not a 9-to-5 job but employees cannot be asked to work limitless hours with no rest breaks. Respect rest breaks, maximum working hours, and annual leave entitlements. The Working Time Regulations set out the legal requirements around the number of hours an employee can be asked to work, both for the average number of weekly hours and also for rest breaks.
Under the Regulations staff must not work more than an average of 48 hours a week over a 17-week period. An employee can choose to work more than an average of 48 hours a week. They do this by signing an opt-out agreement. There is noobligation on an employee to agree to opt out of the 48-hour weekly limit and the employer must not cause the employee detriment because they do not opt out.

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Step 5. Keep records and communicate clearly
Maintain accurate logs of hours, pay, and deductions. Communicate openly with staff about expectations, pay, working hours, and benefits.

An employer must keep records to prove that:
 employees are not working more than the 48-hour weekly maximum – this is
unless they have an opt out agreement
 they are not breaking limits for night working
 they have offered regular health assessments for night workers
 young workers are not working during a restricted period.
The records must be kept for 2 years from the date they were made.
Having clear and easy to understand records can help employers:
 prevent disputes
 protect the health, safety and wellbeing of their employees.

Step 6. Adhere to health and safety regulations
Employees have:
 The right to a safe workplace – employees have the right to work in an
environment where risks to their health and safety are properly controlled.
Employers must provide a safe working environment and manage risks to
employees’ health and safety, this includes the risk of stress. Employers also
have a legal duty to prevent work-related stress and support good mental
health at work.

 The right to information – employees have the right to be informed about
health and safety matters that affect them. This includes being told about
workplace hazards, risks identified through risk assessments and the
measures that are in place to control those risks.
 The right to training – Employees have the right to be given adequate training on the health and safety procedures and practices that are relevant to their role. This training should cover how to work safely, the proper use of
equipment and machinery, and emergency procedures.
 The right to refuse unsafe work – employees have the right to refuse to work if they believe there is a serious and imminent danger to their health and safety or that of others. Employees also have a right not to be disciplined for refusing to work or for contacting the HSE about these concerns.

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Step 7. Build a positive workplace culture
Bullying and harassment are unacceptable, and the law makes it clear that all
employees have the right to work in a safe environment. Employers are responsible for creating and maintaining a safe workplace, free from
bullying, intimidation and harassment. This obligation can also apply to work-related activities, such as work parties or outings. 
Employers should put in place a well-communicated policy and guidance that clearly states the employer’s commitment to promoting dignity and respect at work.

Retain good staff by valuing their wellbeing, creating safe conditions, and offering training. A supportive culture not only meets legal standards but also makes your yard a better place to work.

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Step 8. Avoid false self-employment
It can be tempting to avoid the cost and compliance of employing staff by hiring people on a ‘self-employed’ basis. This can lead to incidences of false self- employment, which is not only illegal, but can lead to heavy fines for employers. You must not label workers as ‘freelance’ or ‘self-employed’ if they are in fact employees.

 False self-employment is when a worker is wrongly classified as self-
employed by their employer, despite their working relationship being more like that of an employee or worker. 
 If you control their hours, set the rate of pay, provide equipment, and they
cannot send a substitute in their place, they are almost certainly an employee.
 False self-employment can lead to HMRC investigations, back-dated tax,
National Insurance, holiday pay claims, and even tribunal cases.

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Step 9. Use specialist equestrian HR tools
Membership of the Equestrian Employers Association gives you access to a
Contract Creator, Staff Handbook Creator, Health Safety toolkit, and legal helpline, plus many more resources designed for equestrian businesses.
The EEA have also created the Code of Good Employment to guide employers to take ownership of their own governance and offer a framework to develop employment practices and business operations.