Remote Work Policy

A remote work policy defines the conditions under which staff perform their duties from locations other than organisational premises. The policy establishes eligibility criteria, workspace requirements, security obligations, and mutual expectations between the organisation and remote workers. Organisations adapt this framework to reflect their operational model, risk tolerance, and jurisdictional requirements.

Remote work

Performance of job duties from a location other than an organisational office, including home-based work, travel locations, and co-working spaces.

Hybrid arrangement

A work pattern combining remote work with regular attendance at organisational premises, following a defined schedule or minimum attendance requirement.

Primary work location

The address registered as the employee’s default remote work location for tax, insurance, and health and safety purposes.

Occasional remote work

Ad-hoc arrangements to work remotely for specific periods without a formal ongoing agreement, distinct from regular remote or hybrid arrangements.

Policy scope

This policy applies to all employees whose roles permit remote execution, regardless of contract type or seniority level. The policy governs regular remote work arrangements, hybrid patterns, and occasional remote work. Separate provisions address international remote work, which introduces tax, legal, and compliance complexities beyond standard arrangements.

Field-based staff whose roles inherently involve work outside offices operate under role-specific terms rather than this policy. Programme staff conducting field visits, emergency responders deployed to crisis locations, and consultants engaged for specific field assignments follow operational protocols appropriate to their context. This policy addresses staff whose substantive duties could be performed from organisational premises but who work remotely by arrangement.

Contractors and consultants working remotely must meet equivalent security and confidentiality requirements but typically fall outside other policy provisions such as equipment provision and expense reimbursement. Their engagement terms specify applicable requirements. Partner organisation staff accessing organisational systems remotely operate under their own organisation’s remote work policies while complying with access and security requirements specified in partnership agreements.

Eligibility and approval

Remote work eligibility depends on role suitability, individual performance, and operational requirements. Not all roles support remote execution; positions requiring physical presence, specialised equipment, or in-person collaboration may be ineligible regardless of individual circumstances.

Role assessment

Roles eligible for remote work share common characteristics: tasks can be performed with standard IT equipment, outputs are measurable without physical observation, and collaboration needs can be met through digital channels. Finance processing, report writing, data analysis, communications development, and project coordination exemplify functions that translate well to remote settings. Reception duties, facilities management, hardware support, and roles requiring access to non-networked systems remain premises-bound.

Managers assess role eligibility by examining task composition rather than job titles. A programme manager whose work involves substantial field coordination differs from one focused on donor reporting; the same title may support different remote work conclusions. The assessment considers peak periods and exceptional circumstances alongside routine operations; a role may support remote work under normal conditions but require premises presence during audits, board meetings, or emergency responses.

Individual eligibility

Beyond role suitability, individual eligibility considers performance history, tenure, and demonstrated capability for independent work. New employees complete an initial premises-based period before becoming eligible for remote arrangements. This period, typically 3 to 6 months depending on role complexity, allows relationship building, cultural integration, and competency verification that support subsequent remote effectiveness.

Employees on performance improvement plans are ineligible for new remote work arrangements until successful plan completion. Existing arrangements may continue or be modified based on whether remote work contributes to performance issues. Disciplinary proceedings do not automatically affect remote work eligibility but may result in arrangement modification if circumstances warrant.

Approval process

Remote work arrangements require written approval from the employee’s line manager and Human Resources. The approval process verifies role eligibility, confirms workspace adequacy, addresses any specific requirements, and establishes arrangement terms. Approvals specify the arrangement type, schedule, primary work location, review date, and any conditions or limitations.

Occasional remote work for periods under 5 consecutive days requires line manager approval only, without formal Human Resources involvement. Managers may grant occasional remote work verbally for single days while documenting the arrangement in their records. Patterns of occasional remote work exceeding 2 days per week averaged over a quarter indicate need for a formal arrangement.

Workspace requirements

Remote workers must maintain a workspace that supports productive, safe, and secure work. The organisation does not inspect home workspaces but relies on employee attestation that workspace requirements are met. Providing false attestation constitutes policy violation.

Physical workspace

The workspace must provide a stable work surface at appropriate height, seating that supports extended computer use, and adequate lighting for screen work and document reading. The space should permit focused work without regular interruption during working hours. Shared household spaces may serve as workspaces provided the employee can maintain focus and confidentiality during work periods.

Dedicated workspace is preferred but not required for occasional or limited remote work. Employees working remotely more than 2 days weekly should establish a consistent workspace rather than rotating between household locations. The workspace need not be a separate room; a consistent desk location in a multi-use room meets requirements.

Environmental conditions

The workspace must maintain temperature, humidity, and air quality compatible with extended occupancy. Extremes that would be unacceptable in an office environment remain unacceptable in remote workspaces. Employees experiencing workspace environmental issues should discuss alternatives with their manager rather than continuing to work in unsuitable conditions.

Noise levels should permit concentration and professional communication. Video calls with colleagues, partners, and stakeholders require background conditions that do not distract or create negative impressions. Employees in consistently noisy environments should identify alternative locations for calls or discuss schedule adjustments with their manager.

Ergonomic assessment

Employees approved for regular remote work arrangements complete a self-assessment of their workspace ergonomics. The assessment covers display positioning, seating adjustment, keyboard and mouse placement, and lighting adequacy. Employees identifying deficiencies work with their manager to address them through equipment provision, furniture allowances, or workspace modifications.

Employees experiencing pain, discomfort, or strain related to their workspace should report this promptly. Continued work in an inadequate workspace that causes or worsens physical symptoms constitutes a health and safety issue requiring resolution before remote work continues.

Equipment and connectivity

The organisation provides equipment necessary for remote work or supports employee-provided equipment according to the arrangement type and role requirements. Equipment provisions balance standardisation benefits against flexibility needs and cost considerations.

Organisation-provided equipment

Employees in approved regular remote work arrangements receive standard equipment sufficient for their role requirements. The standard provision includes a laptop meeting organisational specifications, power adapter, and laptop stand or equivalent. Employees requiring additional equipment based on role needs or ergonomic requirements request this through normal IT channels.

Organisation-provided equipment remains organisational property regardless of physical location. Employees must maintain equipment appropriately, protect it from damage and theft, and return it upon arrangement termination or employment end. Equipment at remote locations falls under household insurance for physical damage; the organisation maintains separate coverage for data security incidents.

Employees may not modify organisation-provided equipment, install unauthorised software, or permit use by household members or others. Equipment connects to the organisational network and management systems; all provisions of the Acceptable Use Policy apply regardless of equipment location.

Employee-provided equipment

Employees using personal equipment for remote work must meet minimum specifications and comply with the BYOD Policy. Personal equipment used for organisational purposes must run supported operating systems with current security updates, maintain active endpoint protection, and enable device encryption. The organisation does not reimburse costs of personal equipment used by employee choice when organisation equipment is available.

Certain roles permit personal equipment use while others require organisation-provided devices based on data sensitivity and security requirements. Employees uncertain whether their role permits personal equipment should confirm with IT before proceeding. Using unsuitable personal equipment for organisational work violates both this policy and the BYOD Policy.

Connectivity requirements

Remote workers must maintain internet connectivity sufficient for their role requirements. Minimum requirements for standard office work include 10 Mbps download and 2 Mbps upload speeds with latency under 100ms. Roles involving substantial video conferencing, large file transfers, or remote access to resource-intensive systems require higher specifications.

The organisation does not provide or subsidise home internet service for remote workers. Connectivity is a precondition for remote work eligibility rather than a benefit of remote work approval. Employees whose home connectivity proves inadequate must resolve the deficiency, work from premises, or identify alternative locations with adequate connectivity.

Connectivity failures preventing work require prompt notification to the employee’s manager. Brief outages under 2 hours may be accommodated through schedule adjustment; extended outages require the employee to work from premises or take leave. Patterns of connectivity issues may result in arrangement modification or termination.

Security requirements

Remote work introduces security considerations absent from premises-based work. Organisational data accessed from remote locations traverses networks outside organisational control, resides on devices in environments the organisation cannot secure physically, and becomes visible to household members and others sharing the remote space. Security requirements mitigate these risks while preserving remote work benefits.

Network security

Remote workers must connect to organisational systems through approved secure channels. The standard method uses VPN connection establishing an encrypted tunnel between the remote device and organisational network. Cloud services with direct secure access may be accessed without VPN where specifically approved.

Public Wi-Fi networks in cafes, hotels, airports, and similar locations present elevated risk. Employees may use public Wi-Fi only when connecting through VPN; direct access to organisational resources over public networks is prohibited regardless of the resource’s own encryption. Mobile hotspots from employee devices provide a more secure alternative to public Wi-Fi.

Home network security remains the employee’s responsibility. Employees should maintain router firmware updates, use strong Wi-Fi passwords, and avoid network configurations that expose devices to unnecessary risk. The organisation provides guidance on home network security but cannot enforce compliance.

Data handling

Confidential and sensitive data accessed remotely requires the same protection as data accessed on premises. Employees must not store sensitive data on personal devices unless specifically authorised and configured with approved encryption. Printing sensitive documents at home requires the same handling standards as office printing, including secure disposal.

Screen privacy requires attention in shared household spaces and public locations. Employees working with sensitive information in spaces where others may view their screen should use privacy filters or position displays to prevent observation. Video calls discussing confidential matters require similar attention to audio privacy.

Physical documents brought to remote locations or printed there must be tracked, secured, and returned or destroyed appropriately. Remote workspaces should not accumulate sensitive physical documents that would be secured differently on premises.

Incident reporting

Security incidents at remote locations require immediate reporting through the same channels as premises incidents. Lost or stolen devices, suspected compromise, observed unauthorised access, and other security events demand prompt response regardless of location. Remote workers must be reachable for incident response during working hours and should ensure the organisation can contact them outside normal hours for urgent matters.

Physical security incidents at the remote workspace, including break-ins potentially affecting organisational equipment or data, require reporting even if no organisational impact is confirmed. The organisation assesses potential exposure and determines response requirements.

Communication and availability

Remote work succeeds when communication remains effective despite physical separation. This requires intentional practices that premises-based work may treat as implicit. Remote workers must be more deliberate about availability signalling, communication channel selection, and responsiveness than co-located colleagues.

Availability expectations

Remote workers must be available during agreed core hours, which their remote work agreement specifies. Standard core hours span 10:00 to 15:00 in the employee’s registered time zone, with flexibility outside core hours. Arrangements may specify different core hours based on role requirements, team distribution, or individual circumstances.

Availability means being reachable and responsive through agreed channels, not merely logged into systems. An employee who is logged in but unresponsive does not meet availability requirements. Response time expectations vary by channel: instant messages warrant response within 15 minutes during working hours, emails within 4 hours, and voicemails within 2 hours.

Absences from availability during working hours require notification. Brief absences for household matters, breaks, and similar needs require no more than status indication through messaging platforms. Extended absences require manager notification and, depending on duration and circumstances, may require leave recording.

Communication practices

Remote workers should over-communicate relative to premises-based expectations. Uncertainty about whether to share an update should resolve toward sharing. Progress, blockers, availability changes, and other information colleagues would observe naturally in an office require active communication when working remotely.

Video should be enabled for meetings by default unless bandwidth constraints, privacy concerns, or meeting norms indicate otherwise. Video presence strengthens connection and communication; audio-only participation should be the exception rather than the rule for regular team interactions. Employees uncomfortable with video in their home environment should discuss alternatives with their manager.

Written communication carries greater weight for remote workers than co-located colleagues. Email, messaging, and documentation must be clear, complete, and professional. Tone ambiguity in text increases misunderstanding risk; remote workers should err toward explicit clarity and positive framing.

Meeting participation

Remote participants in hybrid meetings require explicit inclusion by meeting facilitators and active participation by themselves. Remote workers should not accept passive observation roles in meetings where co-located participants engage actively. Speaking up, using chat features, and signalling engagement maintain remote participant integration.

Meeting scheduling should accommodate remote worker time zones where team distribution spans multiple zones. Core hours provide a window for synchronous collaboration; meetings outside core hours require accommodation discussion rather than assumption. Recording meetings with remote participants unable to attend synchronously supports inclusion where appropriate to meeting content.

Health and safety

The organisation’s health and safety duty of care extends to remote workspaces. While direct control over remote environments is limited, the organisation provides guidance, supports appropriate workspace setup, and responds to reported issues. Employees share responsibility for maintaining safe working conditions in their remote workspace.

Workspace safety

Remote workspaces must be free from hazards that would be unacceptable in an office environment. Trip hazards from cables, fire risks from overloaded electrical circuits, and inadequate emergency egress warrant attention. Employees should assess their workspace for obvious hazards and address them before commencing remote work.

Electrical safety deserves particular attention. Equipment should connect to properly grounded outlets; extension leads should not be daisy-chained; cables should be appropriately rated for their load. Employees uncertain about electrical safety should consult qualified professionals rather than proceeding with uncertain configurations.

Wellbeing considerations

Remote work can support wellbeing through reduced commuting, increased flexibility, and improved work-life integration. Remote work can also harm wellbeing through isolation, boundary erosion, and sedentary behaviour. Employees and managers share responsibility for ensuring remote arrangements support rather than undermine wellbeing.

Remote workers should establish boundaries between work and personal time. Working from home does not mean being available at all hours; core hours and agreed schedules define availability, not physical proximity to work equipment. Employees finding that remote work increases rather than decreases working hours should discuss boundaries with their manager.

Social connection requires deliberate cultivation when working remotely. Premises attendance for hybrid workers provides natural social interaction; fully remote workers must find alternative means of maintaining team connection. Managers should facilitate connection through regular one-to-ones, team events, and informal interaction opportunities.

Physical activity typically decreases with remote work as commuting and workplace movement disappear. Employees should incorporate movement into their remote work routine through regular breaks, walking meetings where appropriate, and deliberate activity scheduling.

Reporting and response

Employees must report any injury occurring during remote work that relates to work activity. The same incident reporting procedures apply regardless of location; remote location does not reduce reporting obligations or response requirements. Work-related injuries at home may engage workers’ compensation and require the same documentation as premises injuries.

Employees experiencing persistent physical symptoms they believe relate to their remote workspace should report these through occupational health channels. Ergonomic issues, eye strain, and repetitive strain symptoms warrant assessment and intervention whether they arise at premises or remote locations.

Expenses and support

Remote work shifts certain costs between organisation and employee. The policy establishes which costs the organisation bears, which fall to the employee, and which may be reimbursed under specific conditions.

Standard provisions

Employees in approved regular remote work arrangements receive standard equipment as specified in the Equipment section. Beyond equipment, the organisation does not provide general allowances for remote work expenses. Costs of home internet, utilities, and household supplies remain employee expenses regardless of remote work status.

This approach reflects that remote work provides benefits to employees, including eliminated commuting costs, that offset incremental household expenses. Employees for whom remote work would create net financial hardship should discuss this with their manager and HR rather than declining otherwise suitable arrangements.

Reimbursable expenses

Specific expenses incurred for work purposes qualify for reimbursement under normal expense policies. Travel from home to meet clients, partners, or for external meetings follows standard travel reimbursement. Travel from home to organisational premises for hybrid workers attending beyond their scheduled days may be reimbursable depending on the reason.

Office supplies consumed for work purposes are reimbursable within reasonable limits. Printer paper and ink for work documents, shipping supplies for work packages, and similar consumables qualify. General household supplies used incidentally for work do not qualify.

Equipment support

IT support for organisation-provided equipment operates identically regardless of location. Remote workers access the same support channels as premises-based staff; remote location does not alter response priorities or service levels. Equipment failures preventing work require the same response whether the equipment sits in an office or a home.

Equipment requiring physical intervention presents logistical complexity. Where possible, IT resolves issues remotely or ships replacement equipment. Where physical intervention is necessary, options include the employee bringing equipment to premises, IT dispatching support to the remote location for urgent matters, or arranging courier collection and return.

Arrangement changes and termination

Remote work arrangements exist by mutual agreement and may be modified or terminated when circumstances change. Neither the organisation nor the employee holds absolute entitlement to arrangement continuation; changed conditions may require adjustment.

Organisation-initiated changes

The organisation may modify or terminate remote work arrangements when business needs require. Grounds include role changes affecting remote work suitability, team restructuring requiring increased premises presence, performance issues related to remote work, and policy violations. The organisation provides reasonable notice for arrangement changes, typically 4 weeks for significant modifications and 8 weeks for arrangement termination.

Emergency circumstances may require immediate arrangement changes without standard notice. Security incidents, urgent project requirements, and organisational emergencies may necessitate premises presence at short notice. Such circumstances should be exceptional; patterns of urgent recall may indicate arrangement unsuitability.

Employee-initiated changes

Employees may request arrangement modification by discussing proposed changes with their manager. Requests to increase remote work follow the same approval process as initial arrangements. Requests to reduce remote work or return to premises-based work are generally accommodated promptly, subject to workspace availability.

Employees wishing to change their primary work location must notify HR regardless of whether other arrangement terms change. Location changes may affect tax treatment, insurance coverage, and applicable employment law. International location changes require fresh approval as international remote work regardless of existing arrangement status.

Termination

Arrangement termination, whether organisation or employee initiated, restores premises-based work expectations. The employee returns to standard office attendance unless a modified arrangement is agreed. Equipment provided specifically for remote work may be reassessed based on changed circumstances.

Arrangement termination for cause, such as policy violation or performance issues attributable to remote work, may affect eligibility for future arrangements. HR records note arrangement terminations and their grounds; subsequent arrangement requests consider this history.

See also

• Acceptable Use Policy
• BYOD Policy
• Information Security Policy
• Data Protection Policy
• Access Control Standard