Employment Law for BJJ Gym Owners UK: What You Must Know

Employees have the most extensive rights under UK law. They're entitled to protection from unfair dismissal after 2 years' continuous service (immediately for certain automatically unfair reasons like pregnancy or whistleblowing), statutory sick pay (£123.25/week or 80% of earnings from day one from April 2026), statutory maternity pay (90% of wages for 6 weeks, then £194.32/week for 33 weeks), statutory paternity pay (£194.32/week for 2 weeks), minimum notice periods (1 week after 1 month service, increasing with tenure), pension auto-enrolment if earning £10,000+ annually, redundancy pay after 2 years' service, and the right to request flexible working from day one.

For you as employer, this means operating PAYE tax deduction, paying employer's National Insurance at 15% on earnings above £5,000 annually, providing written statement of terms within 2 months (best practice: before start), maintaining Employer's Liability Insurance (minimum £5 million cover), following statutory disciplinary and dismissal procedures, and allowing 5.6 weeks paid holiday annually (28 days for full-time workers).

Workers occupy middle ground – more rights than contractors but fewer than employees. They're entitled to National Living Wage (£12.71/hour for 21+ from April 2026), holiday pay (5.6 weeks annually), rest breaks, protection from discrimination, and protection from unlawful deduction of wages. However, they don't have unfair dismissal rights, redundancy pay, minimum notice periods, or statutory sick/maternity pay.

Worker status is relatively uncommon in gym contexts. It typically applies to casual or irregular work where there's no obligation to offer or accept work, but when work is undertaken, employment protections apply. Zero-hours contracts often create worker (not employee) status.

Genuinely self-employed contractors have minimal employment rights. They're not entitled to minimum wage, holiday pay, sick pay, or employment protections. They're responsible for their own tax and National Insurance through Self Assessment, can work for multiple clients, and typically have greater autonomy over how they deliver services.

For gym owners, contractors mean no employer NI liability, no PAYE administration, no holiday pay, and no employment tribunal risk. However, IR35 rules create significant risk if the working relationship actually constitutes employment despite contractor paperwork. See our dedicated contractor vs employee guide for comprehensive IR35 compliance.

HMRC determines status based on the actual working relationship using these tests:

• Control: Who controls what work is done, when, where, and how? Employee relationships involve significant employer control.
• Substitution: Can the worker send someone else? Employees must provide personal service.
• Mutuality of Obligation: Must the employer offer work and must the worker accept? Yes for employees, no for contractors.
• Integration: Is the worker part of the organisation or in business for themselves?
• Financial Risk: Does the worker risk their own money? Employees receive fixed pay regardless.
• Equipment: Who provides tools and equipment? Employers typically provide for employees.

Use the free HMRC Check Employment Status for Tax (CEST) tool at gov.uk/guidance/check-employment-status-for-tax to assess status. HMRC will stand by the result if your information is accurate.

IR35 (off-payroll working rules) prevents 'disguised employment' where individuals work through limited companies whilst performing duties equivalent to employees. From April 2026, the small company threshold increases to £15 million turnover, £7.5 million balance sheet, or 50 employees. Most BJJ gyms qualify as small companies, meaning contractors working with you remain responsible for their own IR35 determination.

However, if HMRC later determines the relationship was actually employment, you could still owe employer's National Insurance contributions backdated up to 6 years, plus interest and penalties. The contractor's status doesn't protect you if the working relationship indicates employment. Always assess the real relationship using HMRC tests, not just what's written in contracts.

You must check and copy acceptable right to work documents before the employee's first day. Acceptable List A documents (unlimited right to work) include British or Irish passport, passport with indefinite leave to remain in the UK, or settled status under EU Settlement Scheme. List B documents (time-limited right to work) include visa with permission to work, biometric residence card, or pre-settled status.

Critically, Biometric Residence Permits (BRPs) expired on 31 December 2024 and can no longer be used as standalone proof. Individuals previously holding BRPs must now use eVisas and share codes for verification.

Check original documents in the presence of the holder, take and keep clear copies, record the date of check, and store copies securely (data protection applies). For EU, EEA, and Swiss citizens with settled or pre-settled status, you must use the Home Office online checking service via share code – physical documents are not acceptable.

Civil penalty of up to £20,000 per illegal worker employed (£15,000 for first breach, £20,000 for subsequent), potential criminal prosecution if HMRC believes you knew or had reasonable cause to believe the person had no right to work (unlimited fine and/or imprisonment), public naming in the illegal working enforcement list, and potential licence revocation if you hold premises licences for alcohol or late-night refreshment.

EU, EEA, and Swiss citizens are no longer automatically eligible to work in the UK. Those who arrived before 31 December 2020 should hold settled or pre-settled status under the EU Settlement Scheme. Those arriving on or after 1 January 2021 require a visa under the points-based immigration system (typically Skilled Worker visa).

To verify settled/pre-settled status, the individual generates a share code on the Home Office portal at gov.uk/prove-right-to-work. You then use this code to check their status online at gov.uk/view-right-to-work. Save the online verification result.

Important: Pre-settled status is time-limited (usually 5 years). However, from recent reforms, you're no longer required to conduct follow-up checks on employees with pre-settled status – a compliant initial check is sufficient.

If hiring someone requiring a work visa (Skilled Worker visa), they must already hold the visa or you must become a licensed sponsor. Obtaining a sponsor licence is complex and expensive: initial application fee £536-£1,476 depending on organisation size, annual Immigration Skills Charge £364-£1,000 per sponsored worker per year, Home Office compliance requirements and record-keeping, and skilled occupation codes must match job roles (most BJJ instructor roles don't qualify).

Most small BJJ gyms won't sponsor visas due to cost and complexity. It's usually only viable when hiring highly specialised instructors for senior roles.

Anyone teaching, training, instructing, or supervising children under 18 regularly (once a week or more, or 4+ times in 30 days) requires an Enhanced DBS check. This applies to employees, volunteers, and contractors. Even if they only occasionally teach kids' classes, if it's regular or frequent, a DBS check is required.

Enhanced DBS with barred list check is the appropriate level, which checks criminal record, police information, and whether the individual is barred from working with children. Standard DBS is insufficient for working with children.

DBS checks must be applied through a registered body or umbrella organisation. You cannot apply directly unless you're a registered body yourself. Many martial arts governing bodies (UKBJJA, BJJA) offer DBS checking services for members, or you can use commercial umbrella bodies.

The government fee for Enhanced DBS checks is £49.50 (2026). Umbrella bodies typically add an administration fee (£10-£20), bringing total cost to £60-£70 per check. Processing time is typically 2-8 weeks, with 56% of Enhanced checks returned within 24 hours, average 5-6 days, but some taking 8+ weeks if police forces need to be involved.

The DBS Update Service (£16/year subscription) allows portability of DBS checks between employers, potentially saving you the cost of new checks if an instructor already has a current Enhanced DBS with Update Service subscription.

Enhanced DBS checks include spent and unspent convictions, cautions, reprimands, and warnings held on the Police National Computer, information held by local police forces that's reasonably considered relevant, and whether the individual is on the Children's Barred List (barred from working with children) or Adults' Barred List if applicable.

A criminal record doesn't automatically disqualify someone. You must assess the relevance of offences to the role. However, anyone on the Children's Barred List legally cannot work with children.

DBS certificates don't expire, but they're a point-in-time check. Best practice is re-checking every 3 years for anyone working with children. Between checks, instructors have a legal duty to disclose any new convictions, cautions, or police investigations. Include this requirement in employment contracts.

If an instructor's DBS reveals concerning information or they're later convicted of an offence, you must assess whether they can continue teaching, particularly in children's classes. Take safeguarding seriously – err on the side of caution and seek advice from your governing body or legal adviser.

You must provide a written statement of the main terms of employment to employees and workers on or before their first day of work (reform from April 2020 – previously you had 2 months). The statement can be in the form of a contract of employment or a separate written statement, but a comprehensive employment contract is best practice.

Every employment contract or written statement must include:

• Employer's name and employee's name
• Job title or description of work
• Start date and whether previous employment counts towards continuous service
• Place of work or confirmation that the employee will work at various locations
• Salary or wage rate and payment frequency (weekly, monthly)
• Hours of work including any compulsory overtime
• Holiday entitlement (minimum 5.6 weeks including bank holidays) and how it's calculated
• Sick pay entitlement and notification procedures
• Notice period required from both employer and employee
• Pension arrangements and auto-enrolment information
• Details of any probation period
• Details of any collective agreements affecting terms

From April 2020 reforms, you must also include details of other paid leave (maternity, paternity), training entitlement provided by employer, and any other benefits not covered above.

Beyond statutory requirements, include these terms to protect your interests and clarify expectations:

• Probation period: 3-6 months typical, during which performance is assessed and either party can terminate with shorter notice
• Confidentiality clause: Protecting member data, business information, and commercial secrets
• Intellectual property: Clarifying that curriculum, teaching materials, and systems created during employment belong to the gym
• Data protection: Confirming compliance with GDPR and data handling requirements
• Disciplinary and grievance procedures: Either set out in full or reference to staff handbook
• Termination conditions: Circumstances permitting summary dismissal (gross misconduct)
• Restrictive covenants: Non-compete, non-solicitation clauses (must be reasonable in scope and duration to be enforceable)

Template employment contracts are available from ACAS, CIPD, and commercial providers. However, generic templates often don't address gym-specific issues like teaching methods, safeguarding, working with children, or intellectual property in curriculum design.

Budget £300-£600 for an employment solicitor to review and customise a template for your gym. This one-time investment protects you from costly mistakes. The solicitor can ensure restrictive covenants are enforceable, probation periods are structured correctly, and all statutory requirements are met.

From 1 April 2026, the rates are:

• National Living Wage (aged 21 and over): £12.71 per hour (increase from £12.21)
• National Minimum Wage (aged 18-20): £10.85 per hour (increase from £10.00)
• National Minimum Wage (aged 16-17 and apprentices): £8.00 per hour (increase from £7.55)

The National Living Wage is the legal minimum for workers aged 21+. Calling it 'living wage' doesn't make it optional – it's legally required. Note that the Living Wage Foundation's 'Real Living Wage' (£13.85 in London, £12.60 elsewhere) is a voluntary higher rate, not a legal requirement.

Minimum wage applies to all working time, not just class teaching. This includes class teaching time, preparation time if you require it (setting up mats, preparing lesson plans), administrative duties (attendance records, member communications), mandatory training sessions and staff meetings, and travelling between different gym locations if you operate multiple sites (but not commuting to and from home).

A common mistake is paying a flat rate per class without considering total working time. If an instructor is paid £40 for a 1-hour class but must arrive 30 minutes early to set up and stay 30 minutes after for admin, they're working 2 hours. £40 ÷ 2 hours = £20/hour, which complies. But if they're working 2.5 hours total, that's £16/hour – below the National Living Wage of £12.71 for 21+.

These mistakes lead to HMRC enforcement:

• Flat rate per class without calculating hourly rate: Ensure total payment ÷ total hours (including prep and admin) meets minimum wage
• Not paying for mandatory training: If you require instructors to attend training, meetings, or CPD sessions, you must pay at least minimum wage for that time
• Salary sacrifice schemes reducing pay below minimum wage: Deductions for uniforms, DBS checks, or training courses cannot reduce pay below minimum wage
• Not counting travel time between sites: If an instructor teaches at two of your locations in one day, travel time between them is working time
• Unpaid trial periods or 'volunteer' arrangements: If someone is working in a role you'd normally pay for, they're a worker entitled to minimum wage even if called a 'trial' or 'volunteer'

HMRC can investigate employers suspected of underpaying minimum wage. Penalties include arrears owed to workers (backdated potentially 6 years), financial penalty up to 200% of the arrears owed (capped at £20,000 per worker), public naming and shaming in HMRC's list of minimum wage offenders (published annually), and criminal prosecution for refusal or persistent failure to pay (unlimited fine).

HMRC has specifically increased scrutiny of the sports and fitness sector. Don't assume you won't be investigated because you're a small gym. Complaints from employees or former employees trigger investigations.

The statutory minimum is 5.6 weeks per year. For someone working 5 days per week, this equals 28 days. Bank holidays can be included within the 28 days – there's no separate entitlement to bank holidays unless you provide them in addition to the 5.6 weeks.

Part-time workers receive the same 5.6 weeks, pro-rated to their working pattern. For example, someone working 3 days per week is entitled to 16.8 days (3 days × 5.6 weeks). For irregular hours or part-year workers, holiday accrues as 12.07% of hours worked (equivalent to 5.6 weeks ÷ 46.4 weeks).

For instructors with variable hours (common in gyms), use the accrual method: holiday entitlement = 12.07% of hours worked. For example, if an instructor works 10 hours one week, they accrue 1.207 hours of holiday that week. Track this monthly and allow them to take accrued holiday.

From April 2024 reforms, part-year workers (those who only work certain weeks of the year) are entitled to the full 5.6 weeks' holiday, not a reduced amount. This addresses the previous unfairness where, for example, term-time only workers received less holiday entitlement.

Holiday pay must be based on average pay over the previous 52 weeks worked (or the number of complete weeks worked if employed for less than 52 weeks). Include regular overtime, commission, and bonuses in the calculation. Don't just use basic salary if the employee regularly earns more.

For example, if an instructor's basic pay is £15/hour but they regularly work overtime or receive bonuses, averaging £18/hour over the last 52 weeks, holiday pay must be calculated at £18/hour, not £15/hour.

Employers can dictate when holiday is taken (e.g., gym closure periods) provided you give notice at least twice the length of the holiday (e.g., 2 weeks' notice to require 1 week holiday). Employees must be allowed to take their holiday entitlement – you cannot require them to forfeit it or pay in lieu except on termination of employment.

Untaken holiday can be carried over to the next year only if your contract allows it or in specific circumstances (e.g., sick leave, maternity leave). Otherwise, the 'use it or lose it' principle applies, though you must have given the employee reasonable opportunity to take it.

These mistakes lead to tribunal claims:

• Not providing holiday pay to workers classified as 'contractors': If they're actually workers under employment law (even if self-employed for tax), they're entitled to holiday pay
• Incorrect calculation of holiday pay: Using basic pay instead of average including regular overtime and bonuses
• Not allowing holiday to be taken: You cannot pay extra instead of allowing holiday (except on termination)
• Treating bank holidays as additional to 28 days: Unless your contract specifically provides bank holidays in addition, they're included within the 28 days
• Pro-rating incorrectly for part-time workers: Use 5.6 weeks × days worked per week, not a daily percentage of 28 days

You must auto-enrol employees who meet all of these criteria: aged 22 to State Pension age (currently 66), earning £10,000 or more per year (earnings trigger for 2026-27), and usually working in the UK. Earnings are calculated over a pay reference period (weekly, monthly, or annually depending on how you pay them).

For part-time instructors, calculate annualised earnings. Someone earning £250/week works 40 weeks per year = £10,000 annually, meeting the threshold. Don't assess each week in isolation – look at annual earnings.

Your obligations include automatically enrolling eligible employees into a qualifying pension scheme, contributing a minimum of 3% of qualifying earnings (employees contribute 5%, total 8%), using a qualifying pension scheme (workplace personal pension, master trust, or occupational scheme), re-enrolling eligible employees every 3 years if they've opted out, and maintaining records and submitting information to The Pensions Regulator.

The employer's minimum contribution is 3% of qualifying earnings. Qualifying earnings are earnings between £6,240 and £50,270 per year (2026-27 thresholds). You only pay 3% on earnings within this band, not total earnings.

Example: Instructor earning £25,000 annually. Qualifying earnings = £25,000 - £6,240 = £18,760. Employer contribution = 3% × £18,760 = £562.80 per year (£46.90/month). Example: Instructor earning £15,000 annually. Qualifying earnings = £15,000 - £6,240 = £8,760. Employer contribution = 3% × £8,760 = £262.80 per year (£21.90/month).

For someone earning exactly £10,000 (the threshold), qualifying earnings would be £10,000 - £6,240 = £3,760, so employer contribution would be £112.80/year. This is why the cost is often modest for part-time instructors.

The Pensions Regulator enforces auto-enrolment with escalating penalties: fixed penalty notice of £400 for initial non-compliance, escalating penalties of £50-£10,000 per day depending on number of employees if non-compliance continues, and potential criminal prosecution for serious breaches. Don't ignore duties to declare compliance or re-enrolment requirements.

Recommended low-cost pension schemes for small employers:

• NEST (National Employment Savings Trust): Government-backed, low fees (0.3% annual charge, 1.8% on contributions), simple online administration, designed for small employers
• The People's Pension: 0.5% annual charge, no set-up fees, good online portal
• NOW: Pensions: 0.3% annual charge, straightforward administration

All three are master trusts – you don't need to set up a bespoke pension scheme. Compare fees based on your total payroll, as some charge per member and some charge percentage of contributions.

From 6 April 2026, significant SSP reforms take effect. SSP is now payable from day one of sickness (previously day 4), at the rate of £123.25 per week or 80% of the employee's average weekly earnings, whichever is lower. The lower earnings limit (previously £123/week) has been removed, widening eligibility significantly.

Employees are entitled to SSP if they're sick for 4 or more consecutive days (including non-working days), earn above the lower earnings limit (removed from April 2026, so now all employees qualify), and have provided notification according to your sickness absence policy. SSP is paid for up to 28 weeks in any period of sickness incapacity.

Small employers (paying under £45,000 Class 1 NI annually) can reclaim SSP paid in excess of employee NICs through the Percentage Threshold Scheme. For most small gyms, SSP costs are modest unless employees have long-term sickness.

Eligible employees are entitled to:

• Statutory Maternity Pay (SMP): 90% of average weekly earnings for first 6 weeks, then £194.32/week for 33 weeks (39 weeks total). Employee must have 26 weeks' continuous service and earn at least £129/week average.
• Statutory Paternity Pay (SPP): £194.32/week or 90% of average weekly earnings (whichever is lower) for 2 weeks. Employee must have 26 weeks' continuous service.
• Statutory Adoption Pay: Same as SMP (90% for 6 weeks, then £194.32/week for 33 weeks).

You can reclaim 92% of SMP, SPP, and SAP paid if your total Class 1 NI liability is £45,000 or less in the previous tax year (103% if under £45,000, effectively recovering costs plus 3% compensation for your NI burden). Most small gyms qualify for recovery, so maternity/paternity costs are largely covered.

Beyond SSP, some employers offer enhanced company sick pay (e.g., full pay for first 2 weeks, then SSP). This is optional and at your discretion. Many small gyms offer SSP only, which is legally acceptable. Consider the balance between supporting employees and managing costs. If you do offer company sick pay, specify terms clearly in employment contracts to avoid disputes.

The ACAS Code of Practice on Disciplinary and Grievance Procedures sets out the minimum standards. Employment tribunals consider whether you followed the Code. If you didn't, and the employee wins an unfair dismissal claim, compensation can be increased by up to 25%.

Download the current Code free from acas.org.uk and follow it.

For poor performance or misconduct, follow these steps:

1. Informal conversation first: Many issues can be resolved informally. Discuss concerns before formal action.
2. Investigation: If formal action needed, investigate the facts. Gather evidence, interview witnesses, give employee opportunity to respond.
3. Invite to disciplinary meeting: Provide written notice, explain allegations, allow employee to bring companion (colleague or union rep), give reasonable time to prepare.
4. Hold meeting: Present evidence, allow employee to respond, consider their explanation fully.
5. Decide outcome: No action, verbal warning, written warning, final written warning, or dismissal. Decision must be reasonable.
6. Confirm in writing: Explain decision, reason, and right of appeal.
7. Allow appeal: Employee has right to appeal. Hold appeal meeting, reconsider decision.

For gross misconduct (theft, violence, serious safeguarding breach), you can dismiss without notice (summary dismissal), but you must still follow investigation and meeting procedures.

Employees can raise formal grievances about working conditions, treatment, or concerns. Process:

1. Receive grievance in writing: Employee should set out complaint clearly.
2. Investigate: Establish facts, interview relevant parties.
3. Invite to grievance meeting: Allow employee to bring companion, provide reasonable notice.
4. Hold meeting: Listen to grievance, ask questions, consider fully.
5. Decide outcome: Uphold grievance (take action to resolve), partially uphold, or reject.
6. Confirm decision in writing: Explain outcome and right of appeal.
7. Allow appeal: If employee appeals, reconsider at appeal meeting.

Typical issues requiring disciplinary action include poor performance (ineffective teaching, low member satisfaction), misconduct (lateness, unauthorised absence, inappropriate behaviour), safeguarding breaches (inappropriate contact with students, failing to follow child protection procedures), conflict with other staff or members, and breach of contract (working for competitor in breach of non-compete, disclosing confidential information).

For detailed guidance on handling difficult instructors, see our managing difficult instructors guide.

Statutory minimum notice periods are: less than 1 month service – no notice required (but check contract), 1 month to 2 years service – 1 week notice, and 2 years+ service – 1 week per complete year of service (maximum 12 weeks). For example, someone with 5 years' service is entitled to 5 weeks' notice.

Employment contracts can specify longer notice (e.g., 1 month, 3 months), but not less than statutory minimum. Notice must be the same both ways or longer for employee. For example, you can require 1 month notice from employee whilst providing 3 months to them, but not the reverse.

During notice, the employee remains employed with all rights and must be paid. You can put them on garden leave (paid but not required to work) if contract allows.

To fairly dismiss an employee with 2+ years' service, you need a fair reason and must follow fair procedure. Fair reasons include capability (inability to do the job competently), conduct (misconduct or gross misconduct), redundancy (genuine redundancy situation), statutory restriction (e.g., losing right to work in UK), and some other substantial reason (e.g., irreconcilable breakdown in working relationship).

Automatically unfair reasons (dismissal is unfair regardless of service length) include pregnancy or maternity, whistleblowing, trade union membership or activities, asserting statutory rights (e.g., requesting minimum wage), and discrimination (protected characteristics).

Even with a fair reason, you must follow fair procedure:

1. Investigation: Establish facts thoroughly.
2. Disciplinary meeting: Follow ACAS Code (written notice, allow companion, hear employee's case).
3. Consider alternatives: Could training, redeployment, or warnings resolve issue?
4. Make decision: Dismissal must be reasonable response in circumstances.
5. Confirm in writing: Explain reason for dismissal, notice period, final pay date, right of appeal.
6. Allow appeal: Hold appeal meeting if employee appeals.

For employees with less than 2 years' service, you can dismiss without needing a fair reason (except automatically unfair reasons), but you still must give statutory notice and pay notice period.

Redundancy occurs when the role is no longer needed (e.g., reducing number of instructors due to falling membership). Requirements include genuine redundancy situation (not just performance-based dismissal labelled 'redundancy'), fair selection criteria if choosing between multiple employees, consultation with affected employees (minimum 30 days for 20+ redundancies), consideration of alternative employment within your organisation, and statutory redundancy pay for employees with 2+ years' service.

Statutory redundancy pay: 0.5 week's pay per year for service under age 22, 1 week's pay per year for service age 22-40, and 1.5 weeks' pay per year for service age 41+. Maximum 20 years' service, weekly pay capped at £700 (2026). For example, someone aged 35 with 5 years' service earning £500/week: 5 years × 1 week × £500 = £2,500 statutory redundancy pay.

Employees with 2+ years' continuous service can claim unfair dismissal at employment tribunal (1 day service for automatically unfair reasons like pregnancy). If tribunal finds dismissal was unfair, compensation includes basic award (same calculation as statutory redundancy pay, minimum £300) and compensatory award (financial loss suffered, typically 6-12 months' lost wages, capped at £115,115 or 52 weeks' pay, whichever is lower in 2026).

Average unfair dismissal award is £15,000-£20,000, but can exceed £100,000 in serious cases. Legal costs for defending a tribunal claim run £10,000-£30,000 even if you win. Take dismissal seriously and get advice before dismissing anyone with 2+ years' service.

Seek employment law advice before dismissing in these situations: employee has 2+ years' service, employee is pregnant or on maternity leave, dismissal relates to sickness absence, employee has raised grievance or whistleblowing concerns, situation is complex (multiple issues, unclear facts), employee threatens tribunal claim, or you're unsure whether you have fair reason or have followed fair procedure.

Budget £500-£1,500 for legal advice on dismissal. This is far cheaper than defending a tribunal claim or paying compensation for unfair dismissal.

Seek advice in these situations: before hiring your first employee (to set up contracts, policies, PAYE correctly), before dismissing anyone (especially with 2+ years' service), if facing tribunal claim or employee threatens one, for contract and policy review (especially if using templates), when implementing disciplinary action for complex issues, for redundancy situations, and when uncertain about employment status (employee vs contractor).

Employment solicitor: Specialist advice for complex issues, contract drafting, tribunal representation. Cost: £150-£300 per hour typically. Use for high-stakes situations.

ACAS (Advisory, Conciliation and Arbitration Service): Free government service providing guidance on employment law, template documents, and mediation for disputes. Helpline: 0300 123 1100. Website: acas.org.uk. Use for general guidance and template policies.

HR consultancy: Ongoing HR support via retainer or ad-hoc advice. Cost: £500-£2,000/year for retainer, £75-£150/hour ad-hoc. Useful for regular guidance without full legal fees.

Governing body resources: UKBJJA, BJJA, and other martial arts bodies often provide member resources including template contracts, safeguarding guidance, and insurance. Use for gym-specific templates.

Legal expenses insurance: Some business insurance policies include legal advice helpline and cover for tribunal defence (after qualifying period). Check your policy.

For small gyms, use this tiered approach:

• Foundation (free): Use ACAS guidance and templates for basic policies, contracts, and procedures. Download template employment contracts, disciplinary procedures, and guidance notes from acas.org.uk.
• Initial setup (£500-£1,500): Pay employment solicitor to review and customise ACAS templates for your specific gym, create employment contracts, contractor agreements, and staff handbook. This one-time investment creates your core documentation.
• Ongoing compliance (£300-£1,000/year): Annual contract review to ensure compliance with law changes, ad-hoc advice when issues arise (dismissals, grievances), and ACAS helpline for routine questions (free).
• High-stakes situations (£1,500-£5,000): Solicitor representation for tribunal claims, complex redundancy situations, or serious disciplinary matters involving safeguarding.

Budget £500-£1,500 annually for legal and HR compliance. This is significantly cheaper than one employment tribunal claim or HMRC investigation.