Franchising in Belarus: agreeing training arrangements before opening

A promise to ‘train your team’ does not necessarily mean your staff will be able to serve their first customer independently. In franchising, passing on practical skills helps replicate the brand experience, but you need to assess the content of the training separately. Before buying a franchise in Belarus, agree who will receive instruction, what they will learn and how both parties will confirm that the team is ready to work.

1. Distinguish the legal obligation from the promised course

In Belarus, franchising is specifically regulated by Chapter 53 of the Civil Code. The legal term for the agreement is a ‘comprehensive business licence agreement (franchising)’. Article 910 describes the grant of a package of licensed rights to the user in return for payment, while Article 910-1 requires the agreement to be in writing and registered with the patent authority — the National Centre of Intellectual Property.

Paragraph 1 of Article 910-3 of the Civil Code is particularly relevant to training. The rights holder must provide the information and documentation needed to use the package of licensed rights, and instruct the user and their employees on its use. The parties cannot simply agree to exclude these obligations.

However, the law itself does not specify a training timetable for your particular outlet, the number of training shifts or a list of practical exercises. A statement that ‘training is provided in accordance with the law’ therefore leaves too many organisational questions unanswered.

Ask for the offer to be divided into two parts: the instruction necessary to use the package of licensed rights, and additional training services. The latter might include, for example, advanced sessions on management accounting. This distinction will help clarify what attracts a separate charge. An additional course must not replace the mandatory instruction.

2. Assess the programme against day-to-day tasks

Before signing, request the programme, a list of training materials and a description of the final assessment. Judge it by how well it prepares staff for their future work, rather than how impressive the presentation looks. An outlet manager, a sales assistant and a specialist delivering the core service need different knowledge and skills.

A useful approach is to create a table with four columns: role, work task, training format and assessment method. For example, an employee should not merely watch a sales video, but independently process a practice order, correct an error and explain the sequence of steps.

The programme should cover:

• working to brand standards and following instructions;
• using the equipment and software needed for the job;
• delivering the core service or making the product;
• dealing with common mistakes and unusual situations;
• working together as a team during a shift.

Check which materials will be used and whether they match the format you are buying. Training for a large restaurant will not necessarily suit a small collection point. If demonstrations use different equipment, agree in advance on practical training using your model or a separate briefing on the differences.

Training in franchise standards does not replace mandatory vocational training, workplace briefings or other requirements applicable to the particular activity. Check these separately rather than assuming they are automatically included in the brand’s course.

3. Calculate the full cost of preparing your team

Even when training is advertised as included in the franchise price, travel and staff time may involve extra costs. To compare offers, draw up a separate training budget rather than combining it with the overall start-up costs.

Ask for written confirmation of who pays for:

• participants’ travel, accommodation and meals;
• staff wages during training;
• consumables and the use of training equipment;
• a trainer’s visit to your premises;
• repeat sessions and reassessments;
• training a replacement if a trained employee leaves before opening.

Specify the number of participants included in the initial terms. The phrase ‘staff training’ does not tell you whether the offer covers the whole opening team or just one manager.

Also agree a fallback arrangement in case there are too few participants to run a group course, the trainer is unavailable or the chosen training venue closes. Options might include individual sessions, another training outlet, or online theory combined with in-person practice. The important point is to allocate any additional costs in advance, rather than discussing them after tickets have been bought.

4. Define how the outcome will be verified

A schedule to the agreement should describe not only how training will be delivered, but also the criteria for completing it. Set out who assesses employees’ knowledge, which tasks they must perform and how the results will be recorded. If passing the assessment determines whether staff may work under the brand, it is especially important to avoid vague wording such as ‘at the franchisor’s discretion’.

Distinguish between attending sessions and acquiring skills. An attendance sheet confirms participation, but does not show whether an employee can work independently. A practical assessment based on an agreed checklist gives both parties a clearer benchmark.

Set out a process for addressing shortcomings: a written list of issues, additional exercises, a reassessment deadline and an allocation of the costs. Do not automatically attribute every failure to the franchisee: the cause could be an employee missing sessions, but it could also be the rights holder failing to deliver the programme in full.

When signing a training acceptance certificate, record the sessions actually delivered, the participants and the materials supplied. If some training has not taken place, note this in the document along with the agreed completion deadline. Signing a blanket statement that ‘training has been received in full’ will make it harder to raise unfulfilled obligations later.

Practical takeaway: before buying a franchise, prepare a training schedule to the agreement covering the programme for each role, the participants, the budget and the assessment criteria. Give it to a lawyer alongside the main agreement: the promise to prepare your team should become a set of specific, verifiable obligations.