Fetching the finer details


Barons Eden is owned by six like-minded partners who share a passion for entertaining, socialising, great food and standout experiences. The close-knit team champion individuality, flare and operational excellence, treating each guest like a friend of the family, providing an experience that brings customers back time and time and again.



The Company is committed to be an equal opportunities employer and to maintaining a working environment free from discrimination, victimisation, harassment and bullying. During recruitment, transfer, promotion, training or in the assessment of salary and benefits, we aim to ensure that all applicants, employees and workers receive equal treatment irrespective of their sex, marital or civil partnership status, sexual orientation, race, colour, ethnic or national origins, religion or belief, working hours, disability, age or temporary agency status.

There are two broad forms of discrimination under UK legislation: direct and indirect discrimination. Direct discrimination generally constitutes less favourable treatment on the grounds of sex, pregnancy, marital or civil partnership status, gender reassignment, sexual orientation, race, colour, ethnic or national origins, religion or belief, disability or age.

Indirect discrimination generally occurs where a provision, criterion or practice, which may appear

neutral and apply equally to all, in fact inadvertently puts a certain group of workers at a disadvantage in comparison to other workers. Discrimination may also take place as a result of victimisation, harassment or bullying.


  • Unlawful discrimination, victimisation, harassment and bullying will not be tolerated by the Company. Those responsible for such treatment or any other breach of this policy may be subject to action under the disciplinary procedure, up to and including summary dismissal and may also be personally liable as a criminal offence for their unlawful conduct.

  • All employment decisions will be made in a non-discriminatory manner. This includes decisions relating to recruitment and selection, transfers and promotions, training and development, salary, benefits and severance terms. The Company’s employment practices will be monitored regularly to identify and eliminate any potentially discriminatory practices.

  • If you consider that you are disabled within the meaning of UK disability legislation, you should notify your Senior Manager or HR contact. The Company will discuss with you whether you are able to fulfil your proposed duties and whether there are any adjustments that could reasonably be made to your job or working environment to enable you to carry out your proposed duties effectively. The Company may also ask a medical advisor appointed by it to advise on these matters.

  • No individual will be prevented from complaining of behaviour which is causing them distress. Nor will anyone be deterred from making a complaint for fear of intimidation or victimisation. The Company respects the sensitivities of such matters and the need for confidentiality.


Harassment generally consists of unwanted conduct, whether based on sex, pregnancy, marital or civil partnership status, gender reassignment, sexual orientation, race, colour, ethnic or national origins, disability or age, which has the purpose or effect of violating a person’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive working environment for that person. lt is irrelevant whether the alleged harassment is intentional or not.

Harassment can occur in a variety of ways: physical conduct, verbal conduct, on¬ verbal conduct or bullying. The following are examples of such harassment. This list is a guide and is not exhaustive.

• Physical conduct - examples include touching, patting, pinching, assault, coercion for sexual favours or physical threats.

• Verbal conduct - examples include unwelcome advances, nicknames, innuendo, insults or abusive language, unfounded criticism, or threats of dismissal, loss of promotion etc. for discriminatory reasons.

• Non-verbal conduct - examples include the display of pornographic or suggestive pictures, offensive or abusive gestures, objects, or written material. Email or text also counts as unacceptable conduct in this respect.

• Bullying - examples include offensive, intimidating, insulting, humiliating or demeaning behaviour which attempts to undermine an individual. Insensitive jokes or pranks or deliberate exclusion of individuals can also be perceived as bullying, as can shouting and swearing at people to get a job done.

Complaints procedure

This procedure contains an informal and formal route and applies to complaints relating to discrimination, victimisation, and harassment or bullying.

If you believe that any such activity is taking place, you must follow this complaints procedure. The route chosen may depend on the seriousness of your complaint and how you would like it dealt with. lt is in your interests to present any complaint promptly to enable action to take place as soon as possible. You will be asked to substantiate the complaint with any evidence or examples you have. Any complaint made under this procedure will be handled by the Company sensitively, discreetly and, where possible, confidentially.

Informal procedure

• If you believe that you are suffering discrimination, victimisation, harassment or bullying you should attempt to resolve the issue directly with the person whom you believe is responsible for such treatment.

• You should inform them, in writing or verbally, that their conduct is unacceptable and must stop.

• You are advised to keep a written record of the events, dates and any relevant documentation from the outset.

• You do not have to follow this approach. If you have any concerns, you are encouraged to contact your Manager, who will discuss the matter with you.

• If your Manager is directly involved, you may prefer to approach a Senior Manager or HR.

• Depending on the seriousness and the nature of the complaint, the Company reserves the right to invoke its disciplinary procedure in relation to the individual[s] responsible for the treatment, even if you follow only the informal procedure.

Formal procedure

• If you wish to pursue the matter further, or if the Company decides to pursue the matter further, you will be asked to make a formal complaint under the Company’s grievance procedure.

• Even if you decide not to take the matter further, the Company may have a duty to other employees to investigate the matter fully.

• Where a complaint has been made the Company will initiate an investigation as soon as practicable to determine whether or not disciplinary action should be taken.

• If your complaint is well-founded disciplinary action may be taken against the individual[s] accused up to and including summary dismissal.

• If your complaint is not well-founded, the Company will advise you accordingly. If you have acted in good faith and with good reason, the fact that you have brought a complaint will not affect your position within the Company. If, however, your complaint has been made in bad faith or brought without foundation, you may be subject to the Company’s disciplinary procedure up to and including summary dismissal.

• The company will keep a record of your complaint, the investigation, the conclusion and any subsequent action taken.

Action to Resolve

• lt may be necessary to suspend an individual or both parties whilst an investigation into a complaint is carried out, or consideration may be given to transferring an individual to an alternative department until such time as the matter has been resolved.

• The alleged harasser/ bully will be made aware of the complaint against them either in part or in full and be given the opportunity to respond. If necessary, witnesses will be sought. Strict confidentiality around details of the complaint will be maintained.

• If it is decided that a disciplinary hearing should be held, the existing disciplinary procedures apply.


If you are dissatisfied with the outcome of your complaint raised under this policy, or with the way in which it was handled, you may present an appeal in accordance with the Company’s Grievance Policy.

Managers Responsibilities

Managers will

• Not instruct or pressurise employees to discriminate, victimise, harass or bully others, nor should they suppress any complaints of discrimination, victimisation, harassment or bullying in the workplace.

• Ensure that their department support a non-bullying and harassment free culture, aware of what acceptable behaviour is and is not.

• Act as role models to treat all colleagues and guests with dignity and respect

• Ensure that employees are familiar with the dignity at work policy

• Ensure complaints are fully supported before, during and after a complaint is instigated.

• Be aware of the impact that the behaviour has on the victim and subsequently the impact of investigations on the alleged harasser.

• Not treat part-timers any differently from full-time colleagues.

Employee Responsibilities

• Be aware of this policy and ensure that your behaviour complies at all times, so that no colleague or guest receives less favourable treatment on the grounds of sex, marital or civil partnership status, sexual orientation, race, colour, ethnic or national origins, religion or belief, disability or age.

• Employees also have a responsibility to mitigate unacceptable guest or other staff behaviour

if they witness examples of behaviour which could be deemed offensive, it is not the intention of the Company to subject employees to such behaviour and if you personally find the behaviour offensive, you have the right to remove yourself from the immediate area. You also have an obligation to report the matter to a member of management who will take whatever action is appropriate under the circumstances.

Role of HR Department

• To advise on informal conciliation of the parties where required and support and guide both the ‘victim’ and the alleged harasser, as applicable.

• To ensure that procedural stages are followed correctly including the possible cross over between the grievance and the disciplinary procedure.