In increasingly globalised and diverse workplaces, managers face a dual responsibility: to comply with equality laws and to foster an inclusive culture where people of different cultural and religious backgrounds feel respected.
This becomes particularly visible during major cultural or religious festivals. For example, Malaysia has six religious public holidays. These include Islamic, Buddhist, Hindu, and Christian holidays, reflecting the country’s diverse religious landscape.
In the UK, only Christmas has a religious link, albeit many would argue that in the modern age, the celebrations have become cultural and secular.
The Equality Act 2010, which protects individuals from discrimination, harassment, and victimisation in the workplace on the grounds of “protected characteristics” — including religion or belief (which covers any religion, lack of religion, or philosophical belief). Whilst most employers can follow direct discrimination i.e. treating someone less favourably because of their religion or belief, the contentious issues usually stem from the concept of Indirect discrimination which is harder to understand. That involves applying a policy, practice, or rule that puts people of a particular religion or belief at a disadvantage, unless it can be justified as a proportionate means of achieving a legitimate aim.
While UK law does not impose an absolute duty to accommodate religious practices, employers must make reasonable adjustments where possible to avoid indirect discrimination (for example, flexible working for religious observance). There is no statutory requirement to celebrate or mark any religious festival, nor is there a law directing equal spending or identical treatment for each faith’s observances. However, unequal treatment in practice can give rise to claims if it disadvantages a group without objective justification.
From a legal and practical standpoint, the aim is to create a culture where every major group sees their traditions acknowledged. The starting point is a diversity and inclusion policy which makes clear that the organisation values and accommodates different religious and cultural practices.
There are few UK workplaces where Christmas is not celebrated. It would be odd if a business was to shut down in the same manner for other faiths’ major festivals (Eid, Diwali, Hanukkah, Vaisakhi) unless the majority of workers were from those faiths. A more pragmatic approach may be to engage in inclusive messaging by ensuring internal communications acknowledge multiple festivals throughout the year, not just Christmas. Large-scale spending on multiple festivals is not required, but visibility and recognition should be balanced. A much more effective strategy is to encourage staff-led initiatives, where different groups take the lead in sharing their culture, with modest company support.
The perceptions of exclusion or bias arises when there is an expectation that all staff must attend a Christmas themed event (instead of a secular and neutral end of year gathering) coupled with a lack of recognition of other faith sensitivities i.e. when alcohol, non-kosher or non-vegetarian food may cause issues for Muslim, Jewish and Hindu staff.
However, the focus on festivals takes away from the more complex and some would argue fundamental issues that require to be addressed as part of an inclusive workplace. It is not possible to list all of them, but dress codes have featured in notable cases. Unlike many continental European countries the UK has an impressive tolerance to cultural and religious variations to acceptable work attire. The same can be said of prayer spaces which can now be found in most large organisations to cater for the needs of staff. This may be the rich dividend of the “multiculturalism” policies of the past that are now derided by some commentators.
Employers should allow annual leave to be used for personal religious observances and grant requests consistently, without favouring one group. In some faiths the once in a lifetime pilgrimage can be an obligation that requires leave sometimes beyond the average absence. This becomes an acute issue in relation to marriages which in some cultures are more community orientated and involve a multitude of ceremonies rather than just one event. Similarly, bereavement leave requests may require time off at short notice because the Jewish and Islamic faiths mandate burial within days of death. Most employers also now aim to provide halal, vegetarian, kosher, and non-alcoholic options at work events.
These practices only become embedded with awareness and training so that managers recognise religious needs, avoid unconscious bias, and handle leave and scheduling requests fairly. This can be enhanced with voluntary awareness sessions on major religions and cultural traditions, which can improve mutual respect and reduce friction
At a time when global events impact the workforce, ACAS advice that employers, rather than remaining silent, should be proactive in identifying potential issues arising between employees of different faiths, direct managers not to take sides and remind employees to treat each other with respect even if they have different views.
By making visible efforts to respect and accommodate all groups, employers not only reduce legal risk but also strengthen trust, morale, and retention in a multicultural workforce. Inclusion is not about mirroring every practice identically; it’s about ensuring every employee feels that their identity is acknowledged and valued.
