Partial win Employment Tribunal · 17 July 2023

Head of Sales dismissed for releasing vehicle: unfair but no compensation

A tribunal found the dismissal of a Head of Sales was procedurally unfair due to a flawed appeal and inconsistent treatment, but awarded no compensation because of the employee's contributory conduct.

2 min read · Last updated 18 May 2026

Case details

Key facts

  • The claimant was employed as Head of Sales from 17 February 2020 to 16 September 2022.
  • On 1 September 2022, the claimant released a vehicle to Mr B despite being instructed not to do so without authority.
  • The claimant admitted he breached the instruction and made a grave mistake.
  • A more senior manager (RSD) handled a similar red-listed transaction on the same day but was not dismissed.
  • The dismissing officer relied on 'wider issues' not shared with the claimant, and the appeal officer introduced a finding of deliberacy without giving the claimant an opportunity to respond.
  • The tribunal found the dismissal unfair due to procedural flaws but reduced compensation to zero for contributory conduct.

Timeline

  1. Employment start

    Claimant commenced employment as Head of Sales at Harrogate dealership.

  2. Promotion

    Claimant promoted to Head of Sales.

  3. Police contact

    Durham Police contacted respondent about Mr A's criminal activity, prompting review of deliveries.

  4. Vehicle release incident

    Claimant released vehicle to Mr B despite instruction not to do so without authority. RSD also handled a similar transaction.

  5. Preliminary investigation

    RSD conducted preliminary investigation; claimant admitted mistake.

  6. Disciplinary hearing

    Hearing with Mr Partington; claimant accompanied by colleague.

  7. Dismissal

    Claimant dismissed for failing to follow instruction and releasing vehicle to non-customer.

  8. Appeal hearing

    Appeal heard by Mr Cummings; dismissal upheld.

  9. Appeal outcome

    Mr Cummings confirmed dismissal, finding claimant acted consciously.

  10. Tribunal hearing

    Substantive hearing via video; evidence heard from claimant and respondent.

  11. Judgment

    Reserved judgment issued: unfair dismissal succeeded but no compensation; wrongful dismissal failed.

The outcome

The tribunal upheld the claim of unfair dismissal but awarded no compensation. The wrongful dismissal claim failed.

Key reasons:

  • The dismissing officer relied on 'wider issues' not put to the employee.
  • The appeal officer introduced a finding that the employee acted 'consciously' without giving the employee an opportunity to respond.
  • A more senior manager who handled a similar transaction on the same day was not dismissed, indicating inconsistent treatment.
  • However, the employee admitted making a grave mistake and breaching a clear instruction, which amounted to contributory conduct justifying a 100% reduction.

Compensation breakdown:

  • Basic award: £0 (reduced by 100% for contributory conduct)
  • Compensatory award: £0 (reduced by 100% for contributory conduct under Polkey and contributory fault)

Lessons & takeaways

  • Employers must share all concerns with the employee during the disciplinary process and not rely on undisclosed 'wider issues'.
  • Appeal hearings must not introduce new findings without giving the employee a chance to respond.
  • Inconsistent treatment of employees in similar situations can undermine the fairness of a dismissal.
  • Employees who admit to serious misconduct may still win an unfair dismissal claim if the procedure is flawed, but compensation may be reduced to zero.

A flawed process that still cost the employee nothing

This case shows how procedural fairness can make the difference between a fair and unfair dismissal, even when the employee has admitted a serious mistake. The Head of Sales at a BMW dealership released a vehicle to a customer despite being told not to do so without authority. He admitted it was a grave error. But the way the employer handled the disciplinary and appeal process turned what could have been a fair dismissal into an unfair one.

The tribunal identified two key procedural flaws. First, the dismissing officer relied on 'wider issues' that had never been put to the employee during the hearing. Second, the appeal officer decided that the employee had acted 'consciously' — a finding of deliberacy — without giving the employee any opportunity to address that point. These failures meant the dismissal fell outside the range of reasonable responses.

What the employer could have done differently

Pendragon Plc could have avoided the unfair dismissal finding by ensuring that all concerns were shared with the employee before the decision was made, and by keeping the appeal process focused on the same grounds as the original hearing. The inconsistent treatment of a more senior manager who handled a similar transaction on the same day but was not dismissed also weakened the employer's case. A fair process would have considered whether the employee's role and level of responsibility justified different treatment.

Why the result matters

This case is a reminder that procedural fairness is not just a formality — it is a legal requirement. Even where an employee admits misconduct, the employer must still follow a fair process. However, the outcome also shows that a successful unfair dismissal claim does not always lead to compensation. The tribunal applied a 100% reduction for contributory conduct, meaning the employee received nothing. Employees considering a claim should be aware that their own behaviour can wipe out any financial award, even if the dismissal is found to be unfair.

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