In the Kingdom of Saudi Arabia (KSA), labour disputes are adjudicated in specialised labour courts. These courts serve as the primary forums for resolving employment-related conflicts, ensuring that both employees and employers are treated fairly. One notable aspect of these disputes is the phenomenon of class action suits, where multiple employees can file similar claims either collectively or concurrently. Understanding how to navigate these scenarios is crucial for businesses, as the outcomes can significantly impact their operations and financial health.

This article is part of a series examining the labour dispute framework in the KSA. Part I focused on the framework for processing labour disputes, Part II explores class action mechanisms, and Part III delves into the use of arbitration clauses within the employment framework. 

The nature of class actions in KSA Labour Court

Class action lawsuits in the KSA context often arise when a group of employees face similar issues, such as unfair termination, unpaid benefits, or disputes over annual leave. When employees unite to file a class action, it amplifies their bargaining power and places additional pressure on the employer. For instance, a company that terminates a large number of employees without due process might face a wave of identical lawsuits, all demanding similar redress.

Recently, a significant class action lawsuit in Riyadh underscored the potential ramifications of collective employee claims, with the court awarding SAR 28 million (approximately USD 7.5 million) to aggrieved workers (of various nationalities) for several claims, including delayed wages, unused annual leave and end of service benefits. This ruling serves as a poignant reminder to businesses operating in KSA of the importance of proactive strategies in handling such complex litigation scenarios.

Strategies to handle class action suits

  1. Early legal assessment: Upon receiving notice of potential class action litigation, conduct a comprehensive legal assessment in collaboration with experienced labour law counsel. One of the very first steps should be to assess the potential scope of the class action in order to determine the overall potential liability of the litigation. This initial step helps in understanding the merits of the claims and formulating an effective defence strategy.
  2. Legal defense and evidence collection: Maintain meticulous records of employment contracts, performance reviews, and any communications related to the termination or dispute. These documents can serve as critical evidence in court.
  3. Proactive settlement negotiations: Consider early settlement negotiations with aggrieved employees to resolve disputes amicably and avoid protracted legal battles. Structured settlement agreements can mitigate financial risks, preserve corporate reputation and prevent the escalation of legal fees and the uncertainty of court outcomes.Draft comprehensive settlement agreements that clearly outline the terms of the settlement, ensuring that employees relinquish any further claims against the company.
  4. Clearance letters and documentation post-termination: Upon termination of employees, ensure prompt settlement of final dues and obtain clearance letters. These letters confirm that employees have received all entitlements and waive further claims against the company, reducing the risk of subsequent litigation. Conduct thorough exit interviews to address any grievances and to ensure that the terms of the termination are clearly communicated and understood.
  5. Review and update HR policies: Regularly audit and update HR policies to align with current labour laws and regulations. This proactive approach minimises potential compliance issues that could lead to litigation. This includes updating employment contracts, benefits, and termination procedures. Provide training to HR personnel on handling disputes, documentation, and legal compliance to prevent issues from escalating to the point of litigation.

Best practices and insights

Drawing from experience in managing similar situations for clients, several best practices emerge:

  1. Legal preparedness: Maintain a proactive stance towards compliance and legal preparedness, anticipating potential risks associated with class action litigation.
  2. Communication and transparency: Foster open communication with employees and address grievances promptly to mitigate the likelihood of disputes escalating to legal action.
  3. Strategic decision-making: Assess the cost-benefit of litigation versus settlement early in the process, considering factors such as legal fees, potential damages, and reputational impact.

Conclusion

Class action lawsuits in KSA labour courts present substantial challenges for businesses, necessitating a proactive and strategic approach to mitigate risks and uphold compliance with labour laws. The recent SAR 28 million verdict underscores the need for employers to prioritise fair employment practices and effective dispute resolution strategies. By adhering to best practices, maintaining comprehensive documentation, and seeking timely legal counsel, businesses can navigate the complexities of class action litigation successfully. Embracing these practices not only safeguards businesses from financial liabilities but also fosters a workplace environment that promotes trust and compliance with regulatory standards.

If you would like further information or advice on the labour dispute framework in KSA, please contact Sara Khoja, Ben Brown, Jassar Aljohani and Sarit Thomas. 

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