How employers should approach employment law restrictive covenants

Restrictive covenants are essential business protection tools, but courts scrutinize them closely and will only enforce reasonable restrictions. Early planning and careful drafting are crucial - employers must balance protecting legitimate business interests against employee mobility rights.

Getting this wrong risks having covenants struck down entirely, leaving the business exposed. The following is a useful checklist for employers :-

• Ensure that your restrictive covenants are reasonable in duration and scope.

• Obtain legal advice before including restrictive covenants in employment contracts.

• Legitimate business interests - document specific reasons for restrictions - customer relationships, confidential information, or specialist knowledge. Courts require evidence these interests genuinely need protection.

• Role specific - tailor restrictions to individual positions - senior executives warrant broader protection than junior staff. Update as employees are promoted

• Review and update your employment contracts – roles and positions change over time. If there is a dispute about whether a restrictive covenant is reasonable, the court will consider reasonableness at the time the covenant was included. With an employee who was junior at the time of joining, this can create risk for employers. As employers become more senior, restrictive covenants may be more justifiable so when promoting employees, employers should look to negotiate new or updated or restated restrictive covenants.

• Consider other ways to protect your business – an alternative way to focus employees minds on the consequences of competing is to lock them in with shares which include bad leaver provisions. Put simply, if the employee leaves and competes or poaches customers or colleagues, he or she will lose valuable shares.

• Understand that your ex-employee may not be acting alone – do you know whether the ex-employee is acting alone or is he/she supported by a competitor seeking to steal your customers or staff? If the latter, the competitor may have agreed to indemnify your ex-employee against any liability for breach of covenant. Employers often think that the threat of legal action will intimidate the ex-employee and they will co-operate and comply. This is not necessarily the case.

• Recognise that claiming damages is never straightforward – sometimes employers will also sue a new employer competitor who the ex-employee is working for, for inducing breach of contract. In order to succeed, the usual rules of proving loss will apply under English law and so you shouldn’t assume this will be straightforward. It may not be in your best commercial interests.

For expert and experienced guidance on implementing and enforcing effective restrictive covenants, contact our specialist Employment Law team. We offer practical, commercial advice on protecting your business while ensuring enforceability, from drafting restrictions to enforcement strategies.