Description
Solution
Statutory maternity, paternity and adoption rights in the UK apply before and after birth and adoption. Paternity and Adoption Leave Regulations 2002, Employment Rights Act 1996, and EmploymentProtection Act 1975 are related to statutory maternity, paternity and adoption rights.
Statutory right of 52 weeks maternity leave– In the UK, employees are eligible to take maternity leave if they have worked for at least 26 weeks. Based on the UK maternity pay and leave policy, the SMP is paid for 39 weeks to all employees, whereas the pay is equivalent to 90% of average earnings for the first 6 weeks before the tax. On the other hand, 156.66 British Pounds, equivalent to 90% of average weekly earnings for the last 33 weeks (Gov.uk, 2023).According to Employment Rights Act 1996, all pregnant employees are entitled to 12 months of maternity leave in the UK, which is relevant to 52 weeks of maternity leave (Legislation.gov.uk, 1996).
Statutory right for paternity leave and pay-Statutory Paternity Pay is applied with £156.66 per week of payment, or 90% of their average pay. Employee’s paternity leave and pay are calculated with maternity and paternity calculator. According to the Children and Families Act 2014 (UK), employees who worked for 26 weeks straight have the right to statutory paternity leave and pay during the paternity leave period (Legislation.gov.uk, 2014)
As evidenced in the UK legislations, the employees have the freedom of selecting to either take 1 week or 2 consecutive weeks leave. The time is the same irrespective of whether they have more than one child such as twins. The start date of the leave can either be during the actual date of birth of the child, agreed number of days after the birth, and agreed number of days after the expected week of childbirth. For the eligible employees, their statutory paternity pay is approximately £156.66 weekly or 90% of average weekly earnings (whichever is lower). Taxation and National Insurance Cover is supposed to be deducted.
Statutory right to return work– Employees in the UK who have been away 26 weeks or less are eligible to return to work. According to the Employment Protection Act 1975, full-time workers have the right to return to the same job after maternity and paternity leave (Legislation.gov.uk, 1975). Employers in True Health should includeterms and conditions related to this act and follow this to avoid legal complications.
“Adoption or shared parental leave & Pay”
On the contrary, shared parental leave is considered a term which enables employees to end or abolish their maternity leave or pay within the first year of the newborn (Maternityaction.org.uk, 2023). This enables one parent to work a full-time job and another to acquire maternal leave and payables.
“Right to Parental Bereavement Leave and Pay.”
Apart from other beneficiaries and allowances, it has been found that parental bereavement leave & pay are also considered among other rightful policies which are affiliated with the death of a newborn or if the child passed away within 18 to 24 weeks of pregnancy(Nidirect.gov.uk, 2023).
“Neonatal Leave and Pay”
Following an article by Arnautovic and Dammann (2022), Sturrart C Mcdonald introduced a bill to offer additional leave and pay employees accountable for childcare and receiving neonatal care services.
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(Solution) Module Title: Sourcing Essentials PSE PDO Cohort 9 (Advanced Practitioner)
- Opting for most appropriate sourcing approach guided by spend category
- Priority on policies for PS&M to guarantee integration of all stakeholders interest
- Simplify overall procurement strategy for ensuring prioritisation of stakeholders point of view
- Using technologies in phases of procurement lifecycle including RFQ, RFP, e-Auction intended to improve how information ,flows in sourcing approaches identified
(Solution) CIPS ROSHN Commercial Negotiation Plan-PIN
- This was established after the post-negotiation review which brought out fundamental lessons about the supplier and our company’s negotiation pattern.
- As for certain important aspects, we indeed secured favourable financing conditions; yet, problems arose in attempting to synchronize delivery schedules since such conditions are affected by external supply chain factors.
- The supplier had the better BATNA and acted in a cooperative but very assertive way, and elaborated why the correct approach to negotiations is more equal.
- Further, the experience showed how flexible one has to be, how innovative, and how it pays to be more interested in long-term partnership rather than quick profit. Therefore, it will be useful in the future to improve the techniques of negotiation, improve the knowledge about the actions of suppliers, and improve intercompany and supplier cooperation.
- This will ensure that in future procurement negotiations; better outcomes are achieved.
- ROSHN should ensure that all negotiations within the next 6 months include specific metrics for delivery timelines, quality standards, and service levels, aiming for a 90% satisfaction rate in supplier compliance with these criteria. This approach will help secure more balanced and sustainable agreements.
- Over the next 12 months, ROSHN should develop a supplier relationship management program with bi-annual assessments to track and improve partnership quality. Target at least a 15% increase in supplier engagement scores by the end of the year to gain favorable bargaining positions during market downturns.
- Within 1 month of each major negotiation, conduct debriefing sessions to analyze performance, identify strengths, and address weaknesses. The goal is to improve negotiation effectiveness by at least 10% in the subsequent quarter through targeted adjustments based on these evaluations.
- Within the next 4 months, involve at least 80% of key stakeholders in sourcing strategy meetings to ensure alignment and gather input on critical decisions. This engagement aims to reduce misalignment issues by 20% within the year, resulting in smoother implementation of sourcing strategies.