The annual work calendar It is not simply a list of public holidays. It allows you to see how a company’s working days and days off are spread out over the year.

When compiling information spread across several documents, fairly predictable errors tend to crop up: a local public holiday applied to the wrong centre, an annual working day allocated incorrectly, or several versions of the calendar circulating at the same time.

Annual planning should provide a clear framework for HR, managers and staff, and serve as a basis for subsequently organising timetables, shifts and absences.

What is a company’s work calendar?

This is the annual work schedule in which the company sets out the allocation of working time in accordance with the relevant regulations, the collective agreement and the applicable conditions.

Depending on the organisation, this may include:

• Weekdays.
• National, regional and local public holidays.
• Days off.
• Breakdown of the annual working hours.
• General opening hours.
• Specific features by workplace.
• Known exceptions encountered whilst drawing up the timetable.

In an office with fixed working hours, this can be sorted out with simple planning. In a company with shifts, seasonal variations or multiple sites, you will need to use more than one calendar or add specific settings.

Work calendar, shifts and holidays

Although they are related, it is important not to confuse these three elements:

• Work calendar: organises the annual allocation of work, public holidays and rest periods.
• Shift rota: assigns specific timeslots to individuals or teams.
• Holiday calendar: reflects the agreed or approved annual leave periods.

The work calendar serves as a basis for the other two, but does not replace individual shift planning or the management of holiday requests.

What information do you need before you start preparing it?

Before marking dates on the calendar, you need to gather the information that determines the annual working year.

• Applicable collective agreement.
• The relevant annual conference.
• Official calendar of public holidays.
• Local bank holidays at each centre.
• Normal working days and hours.
• Weekly rest days.
• Existing shift systems.
• Periods with special opening hours.
• Schools that require a different approach to planning.

It is also necessary to identify who will draw up the timetable, who will review it, and what procedure will be followed if it needs to be amended.

How to draw up the annual work calendar

1. Check the applicable working hours

Check the collective agreement, the contract and any other agreements that affect the duration and distribution of working time. It is not advisable to start using the previous year’s timetable without checking whether any conditions have changed.

2. Include public holidays

Add the relevant national, regional and local public holidays. If there are several centres, check the location of each one before applying the local public holidays.

3. Schedule work and rest days

Mark the working days and rest days, taking into account the company’s working arrangements. This schedule must be consistent with the applicable working hours.

4. Add opening hours and general exceptions

If there are summer opening hours, closures, special periods or other known exceptions, these should be included in or linked to the relevant calendar.

5. Distinguish between the centres where necessary

Do not automatically duplicate the same timetable. Two centres may share the general timetable but have different local bank holidays or opening days.

6. Check the result

Before publishing it, check the annual schedule, public holidays, breaks and any differences between locations.

7. State the current version

Staff must know which timetable applies to them and where to find it. If a change is made, the previous version should not continue to be circulated as if it were up to date.

How to review the annual working hours

One of the most sensitive issues is ensuring that the allocation made corresponds to the applicable pay period.

The review may take into account:

• Number of working days.
• Estimated hours per day or week.
• Public holidays and time off.
• Discounts or special offers.
• Irregular distributions where applicable.
• Exceptions by centre or group.

The calculation should not be based solely on multiplying days by hours if there are shifts, variable working hours or specific conditions set out in the collective agreement.

Calendars for companies with multiple sites

In a company with multiple sites, there may be a common database and different associated calendars.

Some examples include:

• Shops located in local authorities with different public holidays.
• Restaurants with special opening hours depending on the season.
• Branches with different opening days.
• Production centres with schedules by line or team.
• Cleaning services organised by client and location.

The aim is for each centre to implement its own plans without HR losing sight of the bigger picture.

What to check before publishing the calendar

What to do if the calendar changes during the year

It may be necessary to adjust the plans due to organisational changes, agreements or circumstances that were not foreseen at the start of the year.

When the calendar is amended, it is advisable to note the following:

• What has changed?.
• Which organisations or individuals are affected?.
• From what date does it apply?.
• Who has reviewed or approved the amendment?.
• How this has been communicated to the staff.

The amendment must be reviewed in accordance with the applicable procedure and rules. Updating a file does not, in itself, mean that the change has been processed correctly.

Common mistakes when creating the work calendar

• Copy the previous timetable without checking the agreement.
• Confusing the work calendar with the individual rota.
• Exclude local public holidays.
• Apply the same timetable to all schools.
• Do not check the annual distribution of hours.
• Keep several versions available.
• Failure to notify changes.

These errors often lead to subsequent adjustments to shifts, breaks and holiday planning.

Is it compulsory to draw up a work schedule?

In Spain, Article 34.6 of the Workers’ Statute stipulates that the company must draw up the work schedule annually and display a copy in a visible place at each workplace.

You can check the updated text of Article 34 in the Official State Gazette (BOE). The procedure for drawing it up and any additional obligations should be checked against the agreement and with the relevant advice.

How to manage work schedules with Staffy

Staffy allows you to organise calendars, timetables, shifts, public holidays and exceptions all within a single interface.

With Staffy, you can:

• Set up different work calendars.
• Manage timetables and shifts.
• Apply public holidays and exceptions by location.
• Coordinate timetables with holidays and requests.
• Check the timetable by individual or centre.

The annual calendar is no longer just a standalone file; it now serves as the basis for day-to-day planning.

Frequently asked questions about the annual work calendar

Is it compulsory to draw up a work schedule?

In Spain, companies must draw it up annually and display a copy in a visible place at each workplace, in accordance with Article 34.6 of the Workers’ Statute.

What should it include?

It must reflect the annual distribution of working time in accordance with the applicable rules. Its specific content must be reviewed in accordance with the collective agreement, the nature of the business and the organisation of the company.

Is it the same as the holiday calendar?

No. They are related, but the work calendar sets out the annual working hours, whilst the holiday schedule sets out the agreed or approved periods of leave.

What happens if there are several centres?

It may be necessary to use different calendars when local public holidays, opening hours or the organisation of each location change.

Can it be changed during the year?

There may be changes, but these must be reviewed in accordance with the applicable rules and procedures and communicated correctly.

One voluntary resignation This occurs when an employee decides to terminate their employment with the company. Although this is a common situation, it can raise a number of questions: how much notice must be given, what happens to any outstanding holiday entitlement, and what amounts should be included in the severance payment.

For the company, the work does not end once the notification has been received. It is also necessary to confirm the effective date of departure, coordinate with the people involved, prepare the final pay settlement and retain the relevant documentation.

Having a clear procedure prevents dates, documents and agreements from being scattered across emails, messages and informal conversations.

What is voluntary resignation?

Voluntary resignation is the decision by an employee to terminate their contract. It is therefore neither a dismissal nor a termination decided by the employer.

Although each case should be assessed in accordance with the relevant collective agreement and conditions, it is advisable to communicate the decision in writing. This ensures there is a record of the date on which the company was informed and the proposed last day of work.

The communication should identify, at the very least:

• Name of the employee.
• Date of submission of the paper.
• Decision to voluntarily terminate the employment relationship.
• Scheduled last day of work.
• Signature or acknowledgement of receipt.
• Post, department or centre, where relevant.

How much notice must be given when resigning?

There is no single 15-day notice period applicable to all cases of voluntary resignation. Article 49.1.d of the Workers’ Statute refers to the notice period laid down in collective agreements or to local custom.

Before confirming your departure date, it is worth checking:

• The applicable collective agreement.
• The employment contract.
• Any applicable internal conditions or policies.
• The date on which the notice was served.
• The last day of service.

Therefore, the 15-day period may be common in some sectors, but it should not be applied automatically without first checking the collective agreement and the specific circumstances.

What happens if the notice period is not observed?

If the individual fails to give the applicable notice period, this may have consequences for the final settlement where there is a legal, statutory or contractual basis permitting this.

The company should not apply discounts automatically. Before doing so, it must check what the collective agreement stipulates, how the period has been calculated and whether there was any subsequent agreement regarding the date of departure.

To avoid conflicts, it is important to ensure that:

• The original communication.
• The date on which it was received.
• The applicable notice period.
• Subsequent discussions regarding the departure date.
• An explanation of any adjustments included in the final statement.

Voluntary resignation, severance pay and compensation

Submitting a notice of voluntary resignation does not mean waiving any outstanding payments. Upon termination of the employment relationship, the company must review the items due for settlement.

The severance pay may include:

• Outstanding pay up to the last day of work.
• Accrued but untaken holiday, where applicable.
• Proportional share of non-pro-rated special payments.
• Overtime, allowances or other outstanding payments.
• Adjustments relating to the notice period, where applicable.

A settlement should not be confused with redundancy pay. Voluntary resignation, in itself, does not give rise to redundancy pay, although there may be a settlement of outstanding amounts.

What the company should check when it receives the notification

Once a notice of voluntary resignation has been received, it is advisable for HR or the person responsible to follow a standard procedure.

1. Record the communication and the date it was received.
2. Check the applicable notice period.
3. Please confirm the last day of work in writing.
4. Check holiday entitlement, days taken and days remaining.
5. Check salaries and other outstanding payments.
6. Prepare the departure documents.
7. Coordinate the return of equipment and the removal of access points.
8. Notify HR, administration and your line manager.
9. Keep the relevant documents and correspondence.

This process reduces uncertainty and avoids the need to reconstruct events at a later date.

A practical guide to handling voluntary resignation

Does voluntary resignation entitle you to claim unemployment benefit?

As a general rule, voluntary resignation does not place the individual in a legal position of unemployment and, therefore, does not entitle them to claim benefits directly as a result of leaving their job.

This does not mean that the person will never be able to claim benefits in the future. The SEPE takes into account various subsequent situations which must be assessed on a case-by-case basis, depending on how the next job ends and whether the other requirements are met.

If you have any queries, it is advisable to consult the SEPE or seek specialist employment advice regarding the specific case.

Common mistakes when processing a voluntary resignation

Problems often arise when the departure is organised in a rush or without a clear person in charge.

• To accept a verbal communication without putting it on record.
• Assume that 15 days’ notice is always required.
• Do not confirm the last day of work.
• Confusing severance pay with compensation.
• Do not check outstanding holiday entitlement.
• Applying discounts without checking whether they are justified.
• Failing to return equipment or deactivate access rights.
• Save the documents in your emails or personal folders.

In the absence of a standard procedure, a simple solution can end up leading to discrepancies regarding dates, quantities or documents.

How to improve the documentation for the release

The best way to minimise errors is to establish a procedure to be followed for all voluntary resignations, whilst allowing scope to review the specific circumstances of each case.

• Define how the communication should be presented.
• Appoint someone to be responsible for receiving it.
• Please confirm the effective date of departure in writing.
• Check balances and holiday entitlement before calculating the final pay.
• Use a to-do list to coordinate between departments.
• File the documents in the relevant file.
• Restrict access to information to authorised users.

How to manage documentation with Staffy

Staffy allows you to centralise employment documents and link them to the relevant individual, company, branch or department.

With the document management system, you can:

• Store employment records in a centralised system.
• Organise files by person, department or company.
• View documents in accordance with the defined permissions.
• Ensure that information remains accessible to authorised users.

This means that documents relating to a departure are not scattered across emails, local folders and internal conversations.

Frequently asked questions about voluntary resignation

Does a voluntary resignation have to be submitted in writing?

It is advisable to do this in writing to provide a record of the decision, the date of notification and the last day of work. It is also a good idea to keep a confirmation of receipt.

Do you always have to give 15 days’ notice?

No. The time limit may depend on the collective agreement or the applicable terms and conditions. A period of 15 days is common in some cases, but it is not a universal rule.

Is there a right to severance pay?

There may be a settlement of outstanding amounts, such as wages, accrued but unused holiday entitlement, special payments or other applicable items.

Are ‘finiquito’ and ‘indemnity’ the same thing?

No. The final settlement covers any outstanding amounts at the end of the employment relationship. Severance pay relates to other grounds and is not automatically payable simply because an employee resigns.

Can you claim unemployment benefit after taking voluntary leave?

Voluntary resignation does not automatically entitle you to claim unemployment benefit. A subsequent employment situation could change this, but the SEPE must assess whether the requirements are met in each individual case.

The difference between calendar days, business days and working days It raises questions when calculating holiday entitlement, leave, notice periods, administrative procedures and internal dates.

The problem arises when a document specifies a number of days but does not explain how they should be counted. Are weekends included? What about public holidays? Does the period start on that very day or the following day?

There is no single answer that applies in all cases. First, you need to identify the type of deadline and then check the relevant regulation, agreement, contract or timetable.

The difference between calendar days, business days and working days

Although these terms are frequently used, they do not mean the same thing:

• Calendar days: They are all the days of the calendar.
• Working days: These are the days during which certain procedures may be carried out or certain time limits calculated.
• Weekdays: These are the days on which a person is required to work according to their rota or shift.

The main difference lies in the days that are included and the context in which each concept is applied.

What are calendar days?

The calendar days These are all the days of the year, including Saturdays, Sundays and public holidays.

A period of seven calendar days comprises seven consecutive days. If that period includes a Sunday or a public holiday, these are also counted.

Example: If a period begins on a Monday and spans seven calendar days, the seven subsequent days are counted consecutively, including Saturday and Sunday. The exact start date will depend on the provisions of the relevant regulation or document.

In the workplace, the Workers’ Statute expressly refers to calendar days in certain cases. For example, it stipulates a minimum duration of thirty calendar days for annual leave and fifteen calendar days for leave to marry or register a civil partnership.

What are working days?

The working days These are the days considered valid for the calculation of a specific time limit. This concept is particularly relevant in administrative proceedings.

Under Article 30 of Law 39/2015, where an administrative time limit is expressed in days and the law does not specify otherwise, it is understood to refer to working days. In such cases, the following are excluded:

• On Saturdays.
• On Sundays.
• Public holidays.

In these proceedings, the time limit usually begins on the day following service or publication. If the last day falls on a non-working day, it is extended to the next working day.

This rule applies to administrative procedures. It should not be automatically applied to holidays, leave, contracts or private employment-related communications.

What are working days?

The working days These are the hours during which a person is scheduled to work, according to their timetable, working day or shift.

That is why one day may be a working day for one person and a day off for another. For example:

• A person works from Monday to Friday.
• Another one works from Tuesday to Saturday.
• A third employee works rotating shifts.

Saturday will be a working day for the second person, but not necessarily for the first. In teams with different shifts, centres or timetables, it is not enough simply to check the general timetable.

Comparison table

How to work out which days to count

Before calculating a date, it is advisable to follow these steps:

1. Identify what type of deadline it is.
2. Check whether the text refers to calendar days, business days or working days.
3. Check the relevant regulation, agreement or contract.
4. Please confirm the date from which the calculation begins.
5. Please check the relevant public holidays.
6. Check the person’s timetable or rota, if it is a weekday.
7. Record the criteria used.

It is not enough simply to enter a number of days into the calendar. The result may vary depending on the starting point, public holidays and the method of calculation.

How to count the days during the holidays

The Workers’ Statute stipulates that annual leave must not be for a period of fewer than thirty calendar days. However, collective agreements and individual contracts may specify the arrangements for taking leave and set a benchmark in working days that meets or exceeds this minimum.

Therefore, before deducting holiday pay, the company must check:

• What the collective agreement stipulates.
• Whether the balance is expressed in calendar days or working days.
• Which calendar has been assigned to the employee?.
• How weekends and public holidays affect the requested period.
• Whether there are shifts or rotating breaks.

Combining a balance calculated in working days with requests calculated in calendar days can lead to significant errors.

How are days of leave counted?

Not all types of leave are calculated in the same way. The Workers“ Statute expressly states that leave for marriage or the registration of a civil partnership is fifteen calendar days. For other types of leave, it uses only the word ”days’.

In such cases, the company should review the current wording of the regulation, the collective agreement and the applicable interpretation. It is not advisable to assume that all leave automatically includes weekends and public holidays.

It is also necessary to check when the event giving rise to the leave occurred and what was the first day on which the person was due to work.

How administrative time limits are calculated

In administrative proceedings, if a notice specifies a time limit in days without stating that these are calendar days, the general rule under Law 39/2015 is to treat them as working days.

In addition:

• The period generally begins on the day following notification or publication.
• Saturdays, Sundays and public holidays are excluded.
• If the final day is a non-working day, the due date is extended to the next working day.
• If the deadline is expressed in calendar days, this must be stated.

Lists of non-working days may vary depending on the region and the relevant public authority, so you should also check the relevant official calendar.

Notice periods and employment notifications

In the case of voluntary resignation, a change to a contract or other employment-related notification, the rule regarding administrative working days should not be applied automatically.

To calculate the notice period correctly, you need to check:

• The drafting of the collective agreement.
• The employment contract.
• The date on which the communication was received.
• Just the sort of day.
• The last scheduled working day.

If the document does not specify how the days are counted, it is advisable to check this before finalising the date.

Common mistakes when counting days

Many errors do not stem from the calculation itself, but from having chosen the wrong criterion.

• To think that calendar days do not include Sundays.
• Using “skilled” and “working” as if they were synonyms.
• Apply the administrative rules to any employment contract.
• Count all permissions in the same way.
• Do not check the date on which the period begins.
• Forget about regional or local public holidays.
• Failing to take the employee’s shift into account.
• Do not keep a record of the criteria used to approve an application.

How to avoid mistakes when taking holidays and leave

To minimise uncertainty, the company should set out clear criteria and keep its timetables up to date.

• Please specify whether the balances are expressed in calendar days or working days.
• Set up calendars by centre, team or individual.
• Record national, regional and local public holidays.
• Check the agreement before setting up permissions.
• Centralise requests and approvals.
• Keep a record of changes.
• Explain to staff how each type of absence is calculated.

An application should not depend on manual calculations that vary depending on who reviews it.

How to manage days and requests with Staffy

Staffy helps to centralise requests, holiday entitlements and absences so that HR, managers and staff can work with clearer information.

With the request manager, you can:

• Centralise holiday requests, leave requests and other requests.
• Check timetables and absences.
• Check the status of each request.
• Keep a record of requests and replies.

This means that requests are not scattered across emails, messages or informal conversations.

Frequently Asked Questions

Do calendar days include Saturdays, Sundays and public holidays?

Yes. Calendar days include every day of the year, without excluding weekends or public holidays.

Are Saturdays working days?

Within the time limits set out in Law 39/2015, Saturdays are excluded from the calculation. In other areas, the specific regulation must be checked, as this administrative rule does not automatically apply to all time limits.

What is the difference between a business day and a working day?

A working day is used to determine whether a time limit can be calculated or whether a procedure can be carried out. A working day is a day on which a person is scheduled to work according to their timetable or shift.

Are holidays counted in calendar days or working days?

The Workers’ Statute sets a minimum of thirty calendar days, but a collective agreement or contract may specify a system based on working days that meets or exceeds that minimum.

Are days off always counted in working days?

A one-size-fits-all rule should not be applied to all types of leave. It is necessary to examine the specific type of leave, the current wording of the Workers’ Statute, the collective agreement and the circumstances of the case.

When does a time limit start to run?

It depends on the applicable legislation. In administrative proceedings governed by Law 39/2015, time limits expressed in days generally begin on the day following notification or publication.

Organising work shifts It seems straightforward until you factor in holidays, last-minute changes, breaks, public holidays and time slots that require specific cover.

The first schedule can be drawn up in a spreadsheet. The problem arises later: a manager changes a timetable, one person requests time off and another agrees to cover the shift. Before long, several versions appear and it is no longer clear which one is the current one.

Good planning does more than just allocate timetables. It also allows you to check availability, identify gaps and communicate changes to those affected.

Why is shift planning so complicated?

Shifts become difficult to manage when several factors have to be coordinated at the same time.

• Opening hours vary.
• Holidays, leave and sick leave.
• Breaks and working time limits.
• Public holidays and exceptions.
• Posts that require a minimum level of cover.
• Changes requested by staff or managers.
• Several teams, departments or centres.

The most common mistake is to start assigning names without first defining what requirements need to be met.

What you need to know before creating the chart

Planning begins before the first shift is allocated. It is advisable to gather the information that will determine each person’s timetable.

• Staff available.
• Contracted or scheduled hours.
• Positions and roles.
• Centres or locations.
• Holidays and authorised absences.
• Public holidays and exceptions to the calendar.
• Coverage requirements by time slot.
• Reviewers.

If any of this data is contained in another tool or conversation, the dashboard may become out of date as soon as it is published.

Fixed, rotating or dynamic shifts

Not all companies need the same planning model. Choosing an appropriate structure reduces the number of manual changes.

Fixed shifts

They are suited to teams with regular working hours. Staff normally stick to the same weekly rota, and only exceptions are recorded.

Rotating or weekly shifts

They are useful when teams alternate between mornings, afternoons, evenings or different shifts according to a known sequence.

Dynamic planning

It is best suited when shifts change frequently depending on the workload, services, clients or staff availability.

A company may combine several models. For example, it may maintain a fixed schedule for administration whilst using dynamic planning for production or customer service.

Plan your coverage first

Before assigning staff, it is advisable to identify what needs to be covered.

Coverage can be defined as:

• Time slot.
• Position or role.
• Team or department.
• Work centre.
• Client or service.
• Minimum number of people.

With this information, it is easier to spot a gap before the rota is published, rather than discovering it when the shift begins.

How to create and review the matrix

1. Select the period you wish to plan for.
2. Check holidays, leave and other absences.
3. Check the public holidays and exceptions in the calendar.
4. Define the coverage requirements.
5. Assign shifts to available staff.
6. Check working hours, breaks and any potential overlaps.
7. Check the chart before publishing it.
8. Let the team know the timetable.

The final review must be carried out on the same version that staff will subsequently consult.

How to deal with last-minute changes

Change is inevitable. The important thing is to ensure that it is not resolved solely through a conversation that fails to reach the quadrant.

When a shift is amended, the following should be recorded:

• What a change in the timetable.
• Who it affects.
• Who is requesting the amendment?.
• Who reviews or approves it?.
• What cover has been provided for?.
• Whether the people affected have been informed.

It is also a good idea to keep the previous timetable so that you can work out what happened if any doubts arise later on.

Holidays, leave and sick leave

Shifts and absences should not be managed as separate processes. An approved request must be reflected in the availability before the timetable is allocated.

If an absence is reported via another channel, the person in charge may schedule a shift that the employee will be unable to work. It will then be necessary to find a replacement and issue a new version of the rota.

Linking the two processes makes it possible to check actual availability before finalising the plan.

What to check before publishing appointment slots

How to explain the quadrant

Publishing an image or sending a file does not guarantee that the whole team will be aware of any subsequent changes.

The communication should state:

• The period to which the timetable applies.
• The date of publication or update.
• People affected by change.
• The place where the current version can be found.
• How to request a change.

If the dial changes, the update must first be carried out on the common source and then communicated to the equipment.

Common mistakes when organising shifts

• Start assigning people without defining their cover.
• Working with multiple versions of the dashboard.
• Do not include approved holidays and leave.
• Ignore public holidays or exceptions in the calendar.
• Change timetables without recording the reason.
• Failure to make it clear who approves the changes.
• Communicate the timetable via various channels.

These errors lead to overlaps, gaps and more internal enquiries, even when the initial grid was drawn up correctly.

Working shifts and regulations in Spain

Planning must comply with the regulations, the collective agreement, the contract, the work schedule and the company’s circumstances.

For the Spanish version, you can read the articles 34 per day’s work y 36 on night work, shift work and work patterns of the Workers’ Statute.

How to organise shifts with Staffy

Staffy allows you to set up calendars, shifts, public holidays and exceptions so that HR and managers can work from a shared schedule.

With shift management, you can:

• Set up timetables and calendars.
• Create fixed, weekly or flexible shifts.
• View timetables by team or centre.
• Check applications and absences.
• Notify those affected of any changes.

The current timetable is available within the same interface, and any changes do not depend on separate files or messages.

Frequently asked questions about shift planning

What information do I need before creating the shifts?

Availability, scheduled hours, absences, timetables, public holidays, posts, required cover and those responsible for checking.

How can you avoid having multiple versions of the dial?

Maintaining a single source of information, recording changes and always communicating on the basis of the most up-to-date version.

Is it suitable for companies with multiple sites?

Yes. Centres may have different timetables, teams and managers within a shared planning framework.

How are changes communicated?

Changes can be communicated to the people concerned in accordance with the workflow and channels set up by the company.

Which shift pattern should I use?

It depends on the stability of the timetable. Fixed shifts operate according to stable patterns; rotating shifts follow a sequence; and dynamic shifts adapt to changing needs.

The time and attendance system for the hospitality industry They have to adapt to working hours that do not always follow the same pattern. There are split shifts, extra staff at peak times, last-minute changes, and teams in the dining room, kitchen or reception with different working hours.

One person might work during the lunch service, take a break, and then return for the evening shift. Another might cover for an absent colleague at a different venue to their usual one. If these changes are recorded on paper, in Excel or via text messages, it becomes difficult to keep track of the working day.

A centralised system makes it possible to check what was planned, which staff were signed on and which outstanding issues remain at each site.

Why time and attendance management is more complex in the hospitality sector

In an environment with fixed working hours, start and finish times can account for a large part of the working day. In the hospitality industry, there are more variables that need to be considered as a whole.

• Split shifts.
• Breaks and rest periods at various times.
• Extra staff for lunches, dinners or events.
• Changes between the dining room, kitchen, bar or reception.
• Extensions or adjustments to meet operational requirements.
• Replacements for absentees.
• People who work in different premises.
• Transfers that have been overlooked during busy periods.

The difficulty lies not simply in recording hours, but in understanding which shift, team and site each entry corresponds to.

What information should the registration form include?

The configuration will depend on each business, but a useful register should allow you to view:

• The person who carries out the registration.
• Check-in and check-out times.
• The recorded pauses.
• The premises or workplace.
• The scheduled shift or timetable.
• Incidents requiring review.
• The amendments made subsequently.

This information provides the necessary context when a working day does not go exactly according to the original plan.

How to manage split shifts

A split shift comprises two or more separate periods of work. To interpret it correctly, it is not enough simply to know the time of the first arrival and the last departure of the day.

The register must make it possible to distinguish between:

• The start and end of each section.
• The time span between the two periods.
• The breaks recorded within each section.
• The schedule that had been planned.
• Any discrepancies or issues.

This allows the person in charge to review the day’s events without having to piece them together from individual messages or notes.

Scheduled shift and recorded working day

Time tracking is most useful when it can be viewed alongside the schedule. This allows you to compare what was supposed to happen with the actual records.

For example, the person in charge may detect:

• Someone who was due to work but doesn’t have a ticket.
• A signing made at an unusual time.
• A substitution that does not yet appear in the line-up.
• A pause that needs reviewing.
• A last-minute change of venue.

Not all discrepancies indicate an error, but it is advisable to check them before closing the period or generating a report.

How to organise time and attendance management across multiple sites

When a company runs several restaurants, bars, cafés or hotels, it needs to combine the management of each individual outlet with an overview of the whole operation.

A branch manager can check their team’s details, whilst HR or management can view information from various branches without having to request separate files.

To this end, it is useful to be able to filter by:

• Premises or centre.
• Employee.
• Team or department.
• Person in charge.
• Date or period.
• Incident status.

It should also be made clear what happens when a person receives a booster dose at a different venue to their usual one.

What to look out for when hiring staff in the hospitality sector

What to do when a signing has been overlooked

During a particularly busy shift, a member of staff may forget to record a clock-in, a clock-out or a break. The procedure must allow this to be corrected without concealing the fact that the information was added at a later date.

1. An incomplete record has been detected.
2. The person reports the incident.
3. The affected timetable or period is indicated.
4. The person in charge checks the information.
5. The record is corrected in accordance with the established permissions.
6. The change is reflected in the transaction history.

Dealing with these cases on a regular basis prevents a backlog of issues from building up at the end of the month.

Common mistakes in restaurants and hotels

• Manage shifts in one tool and clocking in and out in another.
• Do not distinguish between the different parts of a split shift.
• Please notify us of any substitutions via messaging only.
• Failure to match the record with the correct premises.
• Review any transfers that were overlooked at the end of the transfer window.
• Do not update the plan following a change.
• Applying different configurations without a common set of criteria for each site.

These errors create more administrative work and make it difficult to explain what happened on a particular day.

Time recording and regulations in Spain

The system settings must comply with regulations, the collective agreement, the contract and the organisation’s procedures. The tool facilitates record-keeping, but does not itself determine how shifts, breaks or rest periods should be calculated.

For the Spanish version, please see the Article 34 of the Workers’ Statute, in addition to the collective agreement applicable to the establishment.

How to manage time and attendance in the hospitality industry with Staffy

Staffy brings together new hires, shifts, absences and part of the day-to-day operations within a single platform.

With Staffy, you can:

• Record arrivals, departures, breaks and incidents.
• Organise shifts and breaks by branch or team.
• Search records by person, date, centre or person in charge.
• Manage absences and cover arrangements.
• View historical data and daily reports.

Managers can review the day-to-day running of their premises, whilst HR and senior management maintain a broader overview of the various sites.

Frequently asked questions about time and attendance systems in the hospitality sector

Is it suitable for restaurants with split shifts?

Yes, provided that the shifts, periods and breaks are set up in accordance with the establishment’s operating procedures.

Can it be used in several premises?

Yes. The company can set up centres and appoint managers to view information relating to the relevant premises, depending on the configuration and permissions.

Can the team sign players using a mobile phone or a tablet?

Yes, when the company authorises these devices as clocking-in methods.

Can you make the link with absences?

Yes. Requests for holidays, leave and other absences can be viewed when organising shifts and cover.

What happens if someone forgets to clock in?

The incident procedure defined by the company must be followed in order to review, correct and maintain a record of the changes made.

Organising shifts across several centres It does not involve simply duplicating the same rota. Each shop, restaurant, branch or workplace may have different opening hours, public holidays, managers and staffing requirements.

The problem arises when each site works with its own file. HR loses the big picture, managers are working with different versions, and a change communicated at one site may not reach the rest of the people affected.

Planning must take account of the day-to-day operations at each site without turning the company into a collection of disconnected schedules.

What makes planning across multiple sites more complex?

The more centres that are involved, the more decisions need to be co-ordinated. It is not just the timetable that changes: teams, line managers, public holidays and workload may also vary.

• Each centre uses its own timetable.
• Opening times vary.
• Local public holidays do not coincide.
• Coverage requirements vary depending on location.
• Some staff members provide support at other centres.
• Absences are reported through various channels.
• HR does not have a joint planning process.

A small change can affect more than one team. For example, moving a member of staff to cover an absence also alters the staffing arrangements at their usual centre.

What you should decide before creating shifts

Before drawing up timetables, the company needs a common framework. This prevents each manager from interpreting the process in a different way.

It is advisable to define:

• Centres and locations.
• Equipment allocated to each centre.
• Those responsible for planning and validation.
• Usual opening hours or service times.
• Available shift types.
• Public holidays and exceptions by location.
• Minimum coverage requirements.
• Procedure for requesting and reporting changes.

This framework can be standardised across the whole organisation, whilst allowing for exceptions where a site operates differently.

How to combine a local and a global perspective

The manager of a site needs to focus on their team. HR, on the other hand, must be able to look at the organisation as a whole and identify problems that affect several sites.

The planning should enable a transition from a general overview to a specific enquiry:

• All the company’s centres.
• A specific centre.
• A team or department.
• A specific person.
• A week or a specific period.

In this way, each manager works with the information they need without drawing up plans independently of the others.

Calendars and public holidays by centre

Local public holidays are a clear example of why it is not a good idea to adopt a single calendar for the whole company.

Each centre may need:

• A company-specific work schedule.
• National, regional and local public holidays.
• Exceptions for specific dates.
• Seasonal timetable changes.
• Extra staff during busy periods.

Before publishing the shifts, it is advisable to check that the timetable used actually corresponds to the place of work.

Reinforcements and transfers between schools

A member of staff may cover for an absence or a peak in activity at another site on an ad hoc basis. This change must be recorded at both the host site and the home site.

When carrying out a reallocation, it is advisable to check:

• The centre where she will be working.
• The timetable and the allocated shift.
• The cover that you leave in its usual place.
• The person in charge of reviewing the day’s proceedings.
• The calendar and applicable public holidays.
• The letter sent to the person concerned.

Simply recording the change at the destination centre may create a gap that is not visible until the start of the shift.

Absences and changes to the timetable

Holidays, leave and other absences must be checked before the rota is published. If they are approved separately, the rota may show a person as no longer available.

Once the timetable has been published, any changes should specify:

• Which shift was changed?.
• Who it affects.
• Who made or approved the change.
• What cover has been provided for?.
• Whether the employee was informed of the change.

This prevents multiple versions of the same dial from being in circulation.

What to check when organising shifts by centre

A standard process for all centres

1. The calendars and public holidays for each location are reviewed.
2. Holidays, leave and other absences are checked.
3. Each manager organises the coverage for their centre.
4. Possible gaps and reinforcements between locations are checked.
5. The shifts are approved and published.
6. Any subsequent changes are recorded and communicated.

The workflow can be adapted to the size of the business, but all sites should be working from the same source of information.

Common mistakes when planning multiple centres

• Use a separate file for each location.
• Copy the same calendar without checking for local public holidays.
• Do not update absences before publishing.
• Communicate changes via WhatsApp or verbally only.
• Transferring staff without checking their original place of work.
• Failure to identify who approved a change.
• Prevent HR from viewing the overall plan.

These problems are usually spotted once the shift has already started – precisely when there is less scope to reorganise the team.

Shifts, working hours and regulations in Spain

The tool helps to organise the planning, but it does not determine how working days, breaks, public holidays or changes of workplace should be arranged.

For the Spanish version, please see the Article 34 of the Workers’ Statute. The collective agreement, the contract, the work schedule and the rules applicable to each centre must also be reviewed.

How to organise shifts by centre with Staffy

Staffy enables you to manage shifts, timetables, public holidays and exceptions from a single platform for HR and managers.

With shift management, you can:

• Set up centres, teams and managers.
• Planning shifts and timetables.
• Apply calendars and exceptions.
• Check absences and requests.
• View the schedule by centre or individual.

Each site maintains its own organisational structure, whilst HR retains an overall view of the company.

Frequently asked questions about appointments at various centres

Can different shifts be managed for each centre?

Yes, provided the company sets up the locations, equipment, calendars and people in charge correctly.

How are local public holidays dealt with?

They must be added to the relevant location’s calendar and checked before the shifts are published.

What happens if someone changes schools?

You need to update your assignment, timetable and location, as well as check the cover you are leaving at your home centre.

How can HR maintain a holistic view?

By centralising centres, timetables, shifts, absences and changes in a single source of information.

Can each centre have a different person in charge?

Yes, provided the company defines the relevant personnel and authorisations for each site or team.

A working hours record It must make it possible to identify when each person’s working day begins and ends. Furthermore, to ensure it is useful for day-to-day management, it needs to provide sufficient context when an incident occurs or a time recording is amended.

An entry recorded in one document and an output saved elsewhere may exist, but they do not form a record that is easy to consult. The problem arises when HR needs to check a specific date and has to piece together what happened from emails, spreadsheets and conversations.

Organising data by person, date and status makes it possible to identify incomplete records, check corrections and prepare reports with less manual work.

What is a working hours record?

It is the daily record used to identify the start and end of a worker’s shift.

In addition to this basic data, the company may need further information in order to interpret what happened correctly:

• Recorded pauses.
• Incidents.
• Workplace or place of work.
• Tentative timetable.
• Transfers added at a later date.
• Corrections and reasons for amendments.

A distinction must be made between the data required by the regulations and the additional information that the company uses to organise and review the working day.

Key details for identifying the working day

It must be possible to link a record unequivocally to a specific person and a specific date.

The basic information includes:

• A hard-working person.
• Date.
• Start time.
• End time.

From there, further details may be added where necessary, depending on the type of working day, the organisation of the work or the applicable rules.

Entrances, exits and breaks

Not all entries represent the same action. Distinguishing between the different types prevents you from interpreting a temporary exit as the definitive end of the working day.

A system can distinguish between:

• Start of the working day.
• End of the working day.
• The start and end of a break.
• Intermediate exit.
• Resumption of work.
• Entry added or amended at a later date.

The method used to record and calculate breaks must comply with the relevant regulations, the collective agreement, the contract and the company’s organisational structure. The tool does not decide on its own whether a break is considered working time.

What happens when a new signing is missing?

An oversight should not be resolved by directly changing the time without providing any context. It is advisable to establish a standard procedure for staff and managers.

1. The record has been detected as incomplete.
2. The person explains what has happened.
3. The date and the transfer in question are specified.
4. An authorised person checks the information.
5. The record is completed or corrected.
6. The change is saved in the history.

This workflow makes it possible to distinguish between the original entry and any subsequent correction.

What level of traceability is required for a correction?

When a record changes, it should be possible to understand the change without referring to external discussions.

It is useful to keep:

• The previous figure.
• The corrected figure.
• The date of the amendment.
• The person who carried it out or approved it.
• The reason for the adjustment.

This does not mean that every user profile should be able to view all the information. Permissions should restrict access and the actions available.

How to check working hours and incidents

Incidents are easier to manage when they are reviewed regularly rather than being left to pile up until the end of the month.

HR or those in charge may need to filter the records by:

• Employee.
• Date or period.
• Work centre.
• Team or department.
• Person in charge.
• Incident status.

Regular checks help to identify incomplete entries at an earlier stage and reduce the need for last-minute corrections.

What to check in a time record

Common errors in time and attendance records

• Save entries and exits in separate files.
• Failure to match the record with the correct person.
• Correct transfers without stating the reason.
• Replace the original data without retaining traceability.
• Accumulate incidents until the end of the month.
• Failure to specify who may view or amend the records.
• Confusing the scheduled working hours with the recorded working hours.

The planned timetable sets out what should happen. The timesheet reflects the data collected on what was actually recorded. The two can be compared, but they are not the same thing.

Working time records and regulations in Spain

In Spain, Article 34.9 of the Workers’ Statute stipulates that the daily record must include the specific start and end times of each worker’s working day. It also sets out rules governing its organisation, retention and availability.

You can check the updated text of Article 34 in the Official State Gazette (BOE). The specific application should be reviewed in conjunction with the agreement, the contract and the relevant advice.

How to manage time and attendance recording with Staffy

Staffy allows you to record and view working hours via the time and attendance module.

With this feature, you can:

• Record arrivals, departures, breaks and incidents.
• Process forgotten registrations in accordance with the defined workflow.
• View daily, monthly or annual records.
• Check for any discrepancies with the scheduled timetable.
• Generate time sheets.

Employees, managers and HR staff can access the information and actions for which they have been granted authorisation.

Frequently asked questions about time recording

What information must a time record contain?

You must specify the person, the date and the start and end times. You may include additional information where necessary to interpret and manage the working day.

What happens if someone forgets to clock in?

The procedure defined by the company must be followed to report, review and rectify the incident, whilst ensuring that the change remains traceable.

Is a spreadsheet enough?

It can be difficult to manage when there are several sites, frequent incidents, different people in charge, or a need to keep a record of changes.

Who can access the records?

Persons authorised in accordance with the regulations, organisational structure and permits established by the company.

Are the planned working hours and the record of hours worked the same thing?

No. The scheduled timetable forms part of the planning process; the record shows the start and end times of the working day and the details of what took place.

The unused holiday entitlement This raises a fairly common question: if there are days left over, are they forfeited, carried over to another period, or paid out?

There is no single answer for any given situation. It is necessary to ascertain why the leave was not taken, whether the employment relationship continues, and what is stipulated in the regulations, the collective agreement and the contract.

For the company, the first step is to have reliable information: days accrued, days already taken, approved requests and changes made during the year.

What are unused holiday entitlements?

These are days of paid annual leave that a person has accrued but has not yet taken.

To calculate the balance correctly, you need to distinguish between three concepts:

• Holiday entitlement accrued: days corresponding to the period worked.
• Holidays enjoyed: days taken as rest days.
• Holiday entitlement: the difference that remains to be enjoyed.

There may also be days that have been requested and approved for a future date. Even if they have not yet been taken, they are already part of the planning and should appear on the calendar.

Can outstanding holiday entitlement be paid out?

In Spain, whilst the employment relationship continues, annual leave is intended for rest and, as a general rule, cannot be replaced by financial compensation.

The situation changes when the contract ends. If there are any accrued but unused days remaining, their treatment must be reviewed when preparing the final settlement.

Before calculating any figure, it is advisable to check:

• The start and end dates of the employment relationship.
• The relevant holiday entitlement.
• The days we have already enjoyed.
• Applications that have been approved or amended.
• The computer system used.
• The applicable agreement and contract.

The tool can provide the balance and transaction history, but the final calculation of the severance pay must be reviewed in accordance with the relevant employment and payroll guidelines.

What happens if the employment relationship continues?

If the person is still working for the company, the aim should be to plan how to take their outstanding holiday entitlement.

It is not a good idea to wait until the end of the year to check your balances. A regular review allows you to spot:

• People with a large number of outstanding days.
• Approved applications that do not yet appear on the calendar.
• Differences between HR and the team lead.
• Periods when it will be difficult to maintain coverage.

This allows us to organise breaks and operations before any planning issues arise.

Holidays and temporary incapacity

A period of temporary incapacity may prevent you from taking your holiday on the dates originally planned. In such cases, the same criteria should not automatically be applied as for days that were simply not requested.

Spanish legislation distinguishes between certain situations relating to pregnancy, childbirth, breastfeeding or suspensions of the employment contract, and other situations of temporary incapacity.

Article 38 of the Workers’ Statute sets out specific conditions and time limits, including a limit of eighteen months for certain cases of temporary incapacity, calculated from the end of the year in which the holiday entitlement arose.

Each case must be reviewed with the relevant documentation and advice.

How to calculate outstanding holiday entitlement

The calculation depends on the number of days in a year, the time worked and the calculation method used by the company.

1. Identify the applicable annual holiday period.
2. Calculate the portion generated to date.
3. Subtract the days already taken.
4. Review the approved applications for future dates.
5. Check previous adjustments, revisions or changes.
6. Confirm the outcome in the agreement and the contract.

Illustrative example: If the entitlement is 30 calendar days per year and the employee has worked six full months, the initial pro-rata calculation would be approximately 15 days. If 10 days have already been taken, there would be around 5 days remaining.

This is just an example. The actual result may vary depending on the exact dates, the calculation method, the agreement and the individual’s circumstances.

What to check in each situation

What to check before drawing up a settlement agreement

When an employment relationship ends, it is not advisable to calculate the remaining days using just a standalone spreadsheet.

HR or the person in charge should verify:

• Date of enrolment and date of withdrawal.
• Applicable annual fee.
• Holiday entitlement accrued to date.
• Days well spent.
• Applications approved, cancelled or amended.
• Possible issues with your balance.
• Applicable payroll and contribution criteria.

Keeping a record of the history helps to explain the calculation should a discrepancy arise after the transaction has been processed.

Common mistakes when checking outstanding holiday entitlement

• Record requests received by post, via WhatsApp or verbally.
• Keep different balances in various spreadsheets.
• Do not update a cancelled or amended application.
• Confusing days requested with days already taken.
• Do not check your balance before leaving the company.
• Apply the same criteria to all cases of temporary incapacity.
• Do not retain the history of approvals and changes.

These errors are usually spotted when preparing a statement or when the person enquires about their balance – at which point there is little scope to piece the information together.

Unused holiday entitlement and Spanish legislation

Article 38 of the Workers’ Statute governs annual leave, its minimum duration, the setting of dates and certain circumstances in which it coincides with a period of temporary incapacity or a suspension of the contract.

You can check the updated text of Article 38 in the Official State Gazette (BOE). The specific case should be reviewed in conjunction with the collective agreement, the contract and the relevant employment advice.

How to manage holidays with Staffy

Staffy centralises requests for holidays, leave and absences so that HR and line managers can check their status and history.

With the request manager, you can:

• Record requests for holiday and absences.
• Check statuses, approvals and changes.
• Check balances and the periods requested.
• Ensure that the information remains available to authorised users.

Where there is documentation relating to an employee’s departure or termination, this can also be managed via the relevant document management system.

Frequently asked questions about unused holiday entitlement

Can you be paid for unused holiday leave?

Whilst the employment relationship continues, in Spain annual leave is intended for rest and, as a general rule, is not replaced by a cash payment. Where the contract ends whilst there are still days of leave outstanding, the way these are dealt with in the final settlement must be reviewed.

Is any outstanding holiday entitlement included in the severance payment?

They may affect the final settlement when the employment relationship ends. You need to check the days accrued, those taken and the outstanding balance.

What happens if they coincide with a period of sick leave?

You may be entitled to take them at a later date, but the conditions and time limits depend on the type of incapacity and the specific circumstances.

Are they lost if they aren’t used up during the year?

You should not reply automatically. You must check the reason, the dates, the collective agreement, the applicable regulations and whether the company actually authorised the leave.

How can you avoid errors in your balance?

By centralising requests, approvals, changes and days taken, and by regularly checking balances.

When a company works with suppliers, contractors or external staff, it needs to check certain documents before the service begins and, in many cases, continue to review them throughout the duration of the relationship.

The problem usually arises when these documents arrive in the post and end up scattered amongst folders, spreadsheets and email threads. A policy that was valid when work began may expire months later; a new employee may start work without their documentation having been checked.

The supplier approval It enables you to organise this process and find out – without having to check multiple sources – what is correct, what is missing and what is due to expire soon.

What is involved in accrediting a supplier?

Approval is not simply a matter of opening a folder and saving files. It involves defining the requirements that each supplier must meet, reviewing the information received and keeping it up to date.

The process may involve:

• Supplier details.
• Contact persons.
• Services and partner centres.
• External workers.
• Certificates, insurance and licences.
• Employment, administrative or health and safety documentation.
• Date of issue and expiry date.
• Revision status of each document.

Requirements do not necessarily have to be the same for everyone. A maintenance company that gains access to technical facilities may require different documentation to that of a supplier who does not enter the workplace.

What documents can be requested?

There is no single list that applies to every business and activity. The documentation required will depend on the service contracted, the risks involved, the workplace, the client’s circumstances and the applicable regulations.

Documents that may form part of the process include:

• Certificates and accreditations.
• Insurance policies or proof of insurance.
• Permits and authorisations.
• Employment documentation.
• Information relating to risk prevention.
• Documentation relating to external staff.
• Other internal or contractual requirements.

Requesting documents “just in case” is not a good solution either. Before setting up the process, it is advisable to determine what information is actually necessary, who should review it and how long it should be kept.

The problem with expiry dates

A file may be up to date today but become out of date tomorrow. That is why the expiry date is one of the most important pieces of information in supplier document management.

To avoid last-minute revisions, it is useful to:

• Record the expiry date of each document.
• Distinguish between documents that are valid, due to expire and expired.
• Please give advance notice to the person in charge or the supplier.
• Request a new version where appropriate.
• Keep a record of changes.

This makes it possible to identify an issue before the supplier has to visit a site or start a job, rather than once the service has already been scheduled.

Documentation for external staff

The general documentation relating to the supplier and that relating to its employees is not always the same. That is why it is advisable to keep them separate, even though they are related.

By linking each employee to their provider, you can view:

• Which company does it belong to?.
• Which centre or service is involved?.
• What documentation do you have on file?.
• Which documents remain valid?.
• What information is missing or needs updating?.

This distinction is particularly useful when a contractor takes on or replaces staff whilst providing the service.

What to check when approving suppliers

A straightforward process for vetting suppliers

The process works best when everyone knows what they are supposed to do and does not have to rely on remembering previous conversations.

1. The supplier and the service they are to provide are recorded.
2. The documentation you are required to submit is set out below.
3. The supplier or the person responsible uploads the files.
4. The documentation is reviewed and marked as valid, pending or rejected.
5. Expiry dates are recorded.
6. We keep track of any necessary updates.

If external staff are also involved, each employee can follow their own documentation process within the relevant supplier.

Where manual management often falls short

Problems are not usually caused by a lack of documents, but by the difficulty in knowing which is the latest version and what its current status is.

• Files saved without being linked to the correct supplier.
• Several versions of the same document.
• Expiry dates recorded in another tool.
• Company documents mixed in with those of its employees.
• Checks carried out only at the start of the contract.
• Suppliers with outstanding information that nobody is monitoring.

We all know how it goes: last-minute emails, managers checking files and doubts as to whether the supplier can get the service up and running.

Coordination of business activities

When workers from different companies are present at the same site, documentation forms part of a wider coordination process. It is not a question of asking everyone for the same documents, but rather of tailoring the management process to the activity, the risks and the companies involved.

For the Spanish version, please see the INSST guidelines on the coordination of business activities.

How to manage supplier approval with Staffy

Staffy brings together data on suppliers, contacts, external staff and associated documentation in a single place.

The module allows you to:

• Register supplier companies and their employees.
• Link documents to the company or to specific individuals.
• Please state expiry dates.
• Receive notifications about documents that are about to expire.
• Check the documentation status for each supplier.
• Keep a record of documents and updates.

This means that a responsible person can check a supplier’s status without having to search through files across various channels or rely on manual tracking.

Frequently Asked Questions on Supplier Approval

What does it mean to accredit a supplier?

It involves reviewing and maintaining the information required to work with it, in accordance with the requirements of the service, the centre, the client and the company itself.

Can expiry dates be monitored?

Yes. It is possible to record expiry dates and generate reminders to review the documents before they expire.

Can we manage the documentation for external staff?

Yes. The documentation can be linked to specific individuals without being mixed in with the supplier’s general records.

Do all suppliers have to submit the same documents?

Not necessarily. The requirements depend on the service, the activity, the workplace, the risks and the applicable obligations.

Does approving a supplier mean they always have access to the centre?

Not automatically. The company must also review the specific requirements of the service, the centre and the people involved.

The PPE management It forms part of the day-to-day work of industrial companies, construction firms, cleaning services, maintenance firms and other sectors where personal protective equipment is used.

The challenge is not simply a matter of delivering materials. It is also necessary to know what equipment has been delivered, who received it, when the delivery took place, which requests are still outstanding, and whether there is sufficient stock.

When this information is managed using loose sheets of paper, messages or manual records, duplicates, errors and a lack of visibility can occur. A centralised process allows you to track requests, deliveries, stock levels and history on a per-employee basis.

What is PPE management?

The management of personal protective equipment involves recording and monitoring requests, approvals, issue, returns, adjustments and stock levels of equipment within the company.

This process makes it possible to find out which equipment is available, what items have been allocated to each person and which requests are still pending.

What information should be recorded?

A PPE management process should set out the information required to review each request and issue clearly.

• Type of equipment requested.
• Applicant.
• Date of application.
• Quantity requested.
• Date and quantity delivered.
• Application status.
• Stock available.
• Validation Manager.
• Centre, department or post, where applicable.
• Transaction history by employee.

The clearer the information recorded is, the easier it will be to check deliveries, resolve issues and keep the stock up to date.

How to manage PPE requests and deliveries

Not all teams are managed in the same way. Some companies carry out regular deliveries, whilst others organise them by role, site, restocking, spoilage or specific need.

A common workflow allows:

• To know what materials each person needs.
• Check whether there is stock available.
• Check the orders before making the delivery.
• Monitor the materials that have been requested and are still outstanding.
• Avoid duplicate deliveries.
• Keep a record of who receives each piece of equipment.
• View each employee’s record.

In this way, the delivery is no longer an isolated action but becomes part of a traceable and verifiable process.

Stock control and stock reconciliation

Keeping track of PPE stock helps to prevent last-minute deliveries and shortages when an employee needs it.

To keep the stock up to date, it is advisable to record:

• Opening stock.
• Receipts of goods.
• Outgoings linked to deliveries.
• Units allocated to each employee.
• Refunds, where applicable.
• Inventory adjustments.
• Items that are on back order or pending delivery.

When stock levels are not up to date, the company may approve orders without having sufficient stock available, or realise too late that there is a shortage of materials.

Procedure for requesting and issuing PPE

A straightforward workflow ensures that staff and managers know what they need to do at all times.

1. The employee or manager records the request.
2. The type of PPE and the quantity required are identified.
3. Stock availability is checked.
4. The person responsible approves or rejects the application.
5. The delivery of the goods is recorded.
6. The stock is updated automatically or through a stock-taking exercise.
7. The transaction is recorded in the employee’s record.

This procedure provides greater transparency and ensures that deliveries are not solely reliant on paper records or informal communications.

Spreadsheet for managing PPE, deliveries and stock

Common mistakes when managing PPE

The most common errors occur when requests and deliveries are handled manually or without a shared record.

• Record deliveries on paper only.
• Do not update stock levels after every transaction.
• Do not link the material to specific employees.
• Failure to record the date or the quantity delivered.
• Failure to distinguish between requested, approved, delivered and pending material.
• Making deliveries without checking stock levels.
• There is no transaction history per person.

When this happens, checking the condition of the goods or preparing new deliveries takes longer and increases the risk of errors.

How to improve the management of deliveries and stock

To improve management, the company should establish a standardised process for requesting, validating, delivering and processing the materials.

• Centralise PPE requests.
• Identify those responsible for validation.
• Check stock levels before approving a delivery.
• Record each delivery by employee.
• Update the receipts, payments and adjustments.
• Keep a record of requests and deliveries.
• Check for any discrepancies in stock levels on a regular basis.

This enables managers and teams to work with up-to-date information and minimise errors in day-to-day management.

In Spain, the selection, use and maintenance of personal protective equipment are subject to specific requirements. You can consult the Official information from the INSST on personal protective equipment.

How to manage PPE with Staffy

Staffy enables you to manage PPE requests, deliveries and stock levels within a centralised request workflow.

With EPI’s management system, you can:

• Check the available stock.
• Manage requests based on recorded stock levels.
• Validate requests in accordance with the defined workflow.
• Record deliveries by employee.
• Check the status of each application.
• Keep a record of orders and deliveries.

In this way, the company can find out what materials have been requested, what has been delivered and what is still outstanding.

Frequently asked questions about PPE management

What is PPE management?

It involves the management of requests, approvals, deliveries, stock levels and the history of personal protective equipment used within the company.

Can the material be viewed on a per-employee basis?

Yes. Requests and deliveries can be linked to each individual so that they can view the materials they have received, are still awaiting, or have requested.

Does PPE management help to control stock levels?

Yes. It allows you to record receipts, issues, deliveries, adjustments and available stock.

Who is responsible for checking that PPE has been delivered?

It depends on each company’s internal procedures. A line manager, the health and safety department, HR, administration or another authorised person may be involved.

Why is it a good idea to keep a record?

The history log allows you to check which items were requested and delivered, the dates, the quantities and the people associated with each transaction.