Spectator Information

In response to the Fair Work First guidance set out by the Scottish Government, European Tour Group has a suite of policies and practices aimed at making the organisation a great place to work. Our approach and how it aligns with Fair Work First Criteria, is set out as follows:

1. Effective Employee Voice

ETG Channels for Employee Voice: ETG ensures its employees have safe, meaningful ways to be heard. Weekly updates from the CEO are shared on our SharePoint site and we run Townhalls every quarter, which all employees are invited to attend.

Collaborative Dialogue and Feedback: Our management training emphasises being “supportive, easy to talk to, [and a] good listener” as core attributes of effective managers. Leaders are expected to hold regular one-to-one check‐ins and team forums (“Check-in’s & 1-1’s” are built into our management framework), ensuring employees have continual opportunities to voice ideas or concerns.

Trade Union and Representation: We recognise the importance of collective dialogue and consult with employee representatives or resource groups on workplace matters. For example, employee-led groups (such as the Women in Golf and Families and Carers Employee Resource groups) have been formed to provide feedback and shape policies on inclusion, demonstrating that we actively involve our people in decisions that affect them.

Respect and Zero Tolerance: Underpinning employee voice is a commitment to a safe, respectful workplace. ETG’s Zero Tolerance Policy on bullying and harassment clearly states “everyone has the right to work in a safe environment” and that any form of intimidation or harassment will not be tolerated. This policy protects staff dignity and encourages speaking up: “No consultant or employee… should engage in or be subjected to conduct that violates dignity… ETG operates a zero-tolerance approach”. By ensuring issues like bullying or discrimination are addressed decisively, we empower employees to voice concerns knowing they will be taken seriously.  All managers and employees attended a 90-minute interactive education session on Zero Tolerance in 2025.

We also provide a confidential SpeakUp whistleblowing line, alongside open-door access to HR and managers, enabling employees to report concerns without fear. Retaliation against those who speak up is strictly prohibited, and all reports are handled sensitively and investigated promptly.

2. Investment in Workforce Development

Workforce Strategy and Culture: ETG’s people strategy is centred on developing an “engaged and empowered workforce” that embraces new ways of working and continuous improvement. We have defined behavioural frameworks (often referred to as One Tour guiding principles) that set expectations for how employees collaborate and innovate. For instance, our guiding principles highlight Inclusivity and Innovation, creating a culture where learning and improving are core values.

Learning Opportunities at All Levels: We provide learning and development opportunities for all employees, from new hires to senior leaders. Formal programmes include leadership development workshops (e.g. “Becoming a Manager at ETG” training for new people managers), technical skills training, and a robust annual calendar of training events. There are two on-line learning portals, one for soft skills and one for technical IT skills.  We also run informal learning sessions such as “Lunch & Learn” knowledge-sharing talks, encouraging continuous skill development in a collaborative setting.

Career Development and Qualifications: ETG actively supports professional growth. We have utilised the UK Apprenticeship Levy to fund recognised qualifications where possible. For example, our Professional Study Policy funds courses and certifications (ACCA, CIMA, etc.) for employees, offering paid study and exam leave to help staff gain new credentials. These opportunities are available to permanent employees who meet basic service criteria, underscoring our investment in long-term career development.

Continuous Learning Culture: Learning at ETG isn’t confined to formal courses. We encourage on-the-job development and coaching. Managers are trained to hold developmental conversations, identify growth opportunities, and act as coaches for their teams. We’ve trained our managers on understanding mental health -  Inclusive Manager Education – Mental Health Awareness sessions to better support team wellbeing. We have a Mentoring programme which also supports employee development.

3. No Inappropriate Use of Zero-Hours Contracts

Responsible Contract Practices: ETG is committed to secure and fair employment contracts. We do not use zero-hours contracts for ongoing roles, and any use of casual or supply engagements is very limited and purpose-specific. In practice, short-term or ad hoc work (such as tournament-specific staffing) is typically handled through fixed-term contracts or supplier arrangements rather than open-ended zero-hour agreements. These workers have the flexibility to accept or decline assignments, and we ensure they are not obligated beyond the agreed terms – aligning with the principle that no worker is “forced to accept work” when on a casual contract.

Not Filling Permanent Needs Casually: We explicitly guard against using casuals to fill long-term vacancies. During workforce planning and recruitment, managers must determine the nature of the vacancy – “Employee, Consultant or Temporary Worker?” – at the outset. This structured decision point, built into our Recruitment Module for Managers, ensures that if a role represents an ongoing need, it is filled by a permanent or fixed-term employee, not by rotating casual labour. In other words, supply contracts are only used when necessary for genuine short-term needs, and not as a way to bypass creating a proper position.

Fair Treatment of Contingent Staff: Even when using supply or casual contracts appropriately, ETG treats those individuals with fairness and parity. Casual workers are not obliged to accept work offered – aligning with a no-compulsion approach. They also receive clear written agreements via agencies with defined terms, so expectations are mutual. Furthermore, our Zero Tolerance policies and workplace standards apply to all workers including contractors and freelancers, meaning contingent staff are protected from any workplace abuses and have access to reporting channels just as employees do.

4. Tackling Inequality & Pay Gaps (Disability, Race, Gender, Age 50+)

Equal Opportunities & Data Transparency: ETG is “proud to be an equal opportunities employer” and has a robust Equality, Diversity & Inclusion (EDI) Strategy to drive workplace equality. All our HR policies reflect a commitment to fairness across all protected characteristics (e.g. age, disability, gender, race, etc.). We collect and analyse workforce diversity data and pay information to identify gaps. For example, we conduct a Gender Pay Gap analysis and publicly report the results annually, in line with UK requirements. This transparency helps us track progress in closing pay gaps. We also encourage staff to voluntarily disclose personal demographic data so we can understand representation and address any barriers.

Policies Addressing Inequalities: A wide range of policies and practices underscore our commitment to inclusion and equity:

Flexible Working & Blended Workstyles: ETG supports flexible and family-friendly work arrangements for all employees. From day one, staff can request flexible working patterns. Our Hybrid Working Principles allow many employees to adopt a blended workstyle (combining home and office work). We also accommodate part-time schedules, remote work options, and flexible hours where possible. Formal flexible working requests are handled through a clear process.

Inclusive Leave and Support Policies: We offer generous family and caring leave policies that often exceed statutory minimums. These include enhanced maternity/paternity leave, parental leave, adoption leave. We recognise challenges like menopause and run an employee led support group.

Workplace Adjustments for Disability: ETG takes active steps to recruit and retain employees with disabilities. We make reasonable adjustments through “Workplace Adjustment Passports” or equivalent arrangements so that any employee with a disability or health condition gets the support needed to perform their role. For instance, if someone has a long-term impairment or a short-term condition affecting work, we document adjustments (modified duties, assistive technology, flexible hours, etc.) to ensure consistency in support. Our policies explicitly “do not tolerate unlawful discrimination based on protected characteristics including disability”, and we embed accessibility and inclusion in recruitment and career development.

Addressing Pay Gaps: We are committed to Equal pay.  Our compensation policies are designed to be fair and transparent.

While we do not implement quotas, as stated in our EDI strategy, “we take lawful positive action to address disadvantages or underrepresentation… e.g., targeted training and encouragement for underrepresented groups, without compromising merit-based selection”. We are signatures of the R&A Women in Golf Charter – by signing this charter, ETG committed to advancing gender equality in our industry. This led to new mentoring schemes for women, involvement in external leadership training scholarships (seven female colleagues have completed a Women in Golf leadership program so far), and reviewing policies to be more family-friendly. Similarly, we partner with external diversity organisations (such as EDGA for disability inclusion in golf) and have internal Employee Resource Groups (ERGs) who provide feedback on policies and help drive an inclusive culture.

5. Real Living Wage Employer

Our HR Pay Policy explicitly states our commitment to competitive and fair wages. As of the latest review, our lowest base hourly rate meets or exceeds the current Real Living Wage rate (which is higher than the National Minimum Wage). This applies irrespective of age or job role, reflecting our view that a fair day’s work deserves a fair day’s pay for all.

6. Flexible & Family-Friendly Work for All from Day One

Flexible Working Culture: Flexibility is ingrained in how ETG operates. We recognise that offering family-friendly working practices is critical to attracting and retaining talent. All employees, regardless of role or tenure, can request flexible working arrangements. This is supported by policy and practice:

Flexible Hours and Part-Time: Many employees work part-time or non-standard hours by agreement. For example, we have employees who work with adjusted start/finish times to accommodate family life.

Hybrid and Remote Work: As mentioned, our Hybrid Working Principles allow most office-based staff to split time between home and office. This trust-based system was adopted group-wide, giving employees control to balance work and personal responsibilities (like school runs or elder care) more easily.

Family-Friendly Leave Policies: ETG provides a comprehensive suite of family leave options, often exceeding legal requirements:

Parental Leave: Beyond statutory maternity and paternity leave, we offer enhanced maternity pay (e.g. up to 26 weeks full pay) and paternity leave (e.g. 4 weeks paid) for eligible employees. We also support shared parental leave and have had employees take advantage of this to share childcare in a way that works for them.

Adoption and Neonatal Leave: Equivalent enhanced provisions are in place for adoption leave. And in line with upcoming legislation, ETG already honours Neonatal Leave for parents of premature or sick infants – providing additional paid time off when a baby is in neonatal care, so parents don’t have to worry about work during critical early days.

Bereavement and Compassionate Leave: We have an individualised approach, combined with manager guidance on how to support someone in such a situation, and want to ensure our employees feel supported as whole people, not just workers. Additionally, time off for other personal crises or public duties (jury service, etc.) is provided beyond statutory minima.

Supportive Culture and Manager Training: Having policies is not enough; we train managers to implement them supportively. Managers are expected to handle flexible working conversations positively and fairly. In performance reviews, managers discuss work-life balance with team members.

7. Opposing “Fire and Rehire” Practices

No Fire-and-Rehire Policy: ETG maintains a strong stance against the practice of “fire and rehire” (dismissal and re-engagement on new terms). We view this approach as a last resort measure not in line with our values of respect and integrity. Our Employee Relations policies commit to meaningful consultation and agreement with employees on any changes to terms and conditions, rather than imposing changes unilaterally. We have never used fire-and-rehire tactics to reduce pay or modify contracts unfairly.

Change Management Through Consultation: When business needs necessitate change, ETG follows a best-practice process:

We communicate transparently about the need for change to employees and, where applicable, to our Employee representatives.

Options are explored collectively – for example, offering voluntary role changes, reselection for new roles, or mutually agreed variation of contracts (with incentives or compensation for changes).

Only if no agreement can be reached and the change is critical would termination be considered, and even then ETG would aim to offer a new contract on terms as close as possible to the original and would do so with notice and goodwill. In practice, this scenario has not arisen in recent years.

Our relationship with employees is built on trust; engaging in fire-and-rehire would severely damage morale and trust, so we avoid it to uphold our “One Tour” culture. There have been no cases at ETG of collective firing and rehiring. This stance aligns with the broader Fair Work principle of job security and constructive employment relations.