For buyers entering the UK private company market, the process often feels more lawyer-led, detail-driven, and disclosure-heavy than they are used to at home. There also some cultural differences to overcome too

Edward Lee (Head of Corporate and M&A) outlines what makes the English Law approach distinctive, comparing it with other systems and sharing international perspectives to help foreign investors navigate the cultural and legal landscape.

The English Law approach to Private M&A

Under English Law private M&A transactions are shaped by two features:

• Detailed contracts: English law is a common law system and relies heavily on detailed drafting, meaning share purchase agreements (SPAs) often run over 100 pages.

• Disclosure-driven risk allocation: Buyers expect extensive due diligence and disclosure in relation to warranties. The disclosure letter is central as it shifts risk back to the buyer in ways that can surprise those unfamiliar with it.

Negotiations typically focus on warranties, indemnities, restrictive covenants, liability caps, and completion mechanics. Deal structures such as locked-box or completion accounts are common and choosing the right one is critical to getting the price right.

How it differs around the world; Part 1: Outside of Central Europe

Civil law jurisdictions (e.g. France, Germany, The Netherlands): Contracts are shorter, with greater reliance on statute. Clients from these systems often see English SPAs as overly long and the disclosure process as unfamiliar.

United States: Structurally similar but with a heavier reliance on W&I insurance, which shifts risk allocation. Negotiations can also be faster-paced and more adversarial.

“An important consideration in structuring is the variance and flexibility among the corporate laws of the various states within the US, which govern the formation of the corporate entities involved in a transaction, as against a single set of laws in England and Wales. Structuring is also driven heavily by tax considerations.

US M&A contracts set forth a wide range of probing representations and warranties, which provide for the indemnification basis. US indemnification covers the wider scope of the company’s business and compliance with laws than, UK warranties and indemnities, which tends to focus on specific areas of concern.

The buyer’s knowledge of an issue about the company will not usually preclude a buyer from a warranty or indemnity claim, unless negotiated away. Whereas in the UK a buyer’s actual knowledge will, at common law, exclude a warranty claim unless expressly stated otherwise.

A US representations and warranties insurance policy is generally comprehensive and contains fewer exclusions than found in UK policies. This kind of policy is more often found in larger transactions in the US because of the cost, but these policies are becoming more common in smaller deals too in the UK.

It is common in US transactions for the seller to agree to an escrow and/or holdback as a source of recovery for the buyer against negative purchase price adjustments and/or indemnification claims, which is not the norm in the UK. The amount is usually between 5% and 15% of the consideration value and for a period of 6 to 24 months”.   

– Andrew Hudders, Spencer Fane New York, https://www.spencerfane.com/

Asia Central (e.g. India): Very similar to English contracts with a detailed SPA with representations, warranties, disclosures and indemnities being heavily negotiated.  Given exchange controls and the need for valuation reports and significant reporting, many clauses specially on closing conditions, escrows, conditions precedent and subsequent are process driven and are set out in detail.

“Expect a lot of old-style language from the 19th and 20th century with archaic language and long sentences such as ‘This SPA is made by and between ABC, who for the sake of brevity and unless the context otherwise requires is hereinafter throughout the contract referred to as ‘ABC’…”. 

– Aliff Fazelbhoy, ALMT Legal, Mumbai, www.almtlegal.com

Eastern Europe: The contracts are largely based on the Anglo-Saxon system and include elements typical of this model with certain adjustments stemming from the local regulations (e.g., extensive representations and warranties, indemnities, locked box or price adjustment mechanisms). Interest in insurance covering representations and warranties is also growing, something that was rather rare just a few years ago. However, specific requirements regarding the legal form of the contract are typical for this region – the presence of a notary may be required for the deal to be valid.

“Contracts are largely based on the Anglo-American system and incorporate elements typical of this model, with some adjustments stemming from local regulations. However, as with other statutory law systems, there are more references to statutory law, so English SPAs may seem overly casuistic on the one hand, while on the other, requiring less formality in the signing process”.

– Dorota Płoskowicz, Peterka Partners, www.peterkapartners.com

Asia-Pacific (e.g. Hong Kong): Deals often emphasise long-term trust and relationship-building. English transactions may seem more transactional and legalistic. They share the same common law system, and the legal framework for M&A in Hong Kong remains based on the same UK familiar principles, creating a trusted and predictable environment for investors. 

“Hong Kong and UK have a long and special standing relationship. They share the same common law system, and the legal framework for M&A in Hong Kong remains based on the same UK familiar principles, creating a trusted and predictable environment for investors. This has provided a common language of law that has consistently facilitated reciprocal investment and deal flow between Hong Kong and UK.  Furthermore, Hong Kong’s position within China under the “One Country, Two Systems” principle serves as a strategic gateway, enabling and encouraging Chinese buyers and investors to pursue M&A opportunities in the UK.”

– Francesca Biroli Justin Chow LLP Hong Kong

Mexico

“Mexican parties pay special attention in Representations and Warranties as standard.  Collateral like insurance policies, escrow agreements are also standard requirements.   Due Diligence is essentially needed.  Mexican cross border professionals must be involved (legal counsels, accountants and tax experts).  Like England, more time is spent negotiating warranties directly.  Notices to antitrust authorities might be required based on the amount of the transaction”.

– Oscar Conde, Legem, www.legem.mx 

Middle East: Personal trust and flexibility often outweigh contract detail. English deals, by contrast, can feel rigid and process heavy.

“In jurisdictions such as the UAE, cross-border transactions are commonly governed by English law or, on occasion, by the laws of one of the two financial free zones, DIFC in Dubai and ADGM in Abu Dhabi. DIFC law is a common law jurisdiction with English style statutory law and settled English law as persuasive authority, whereas in ADGM the law of England & Wales, as opposed to common law generally, applies directly alongside ADGM’s own regulations. 

Transactions in Saudi Arabia are far more likely to be governed by Saudi law, although arbitration remains common. Deal documents are often briefer, and in the mid-market space, mostly without third party financing”.

– Hessam Kalantar, Kalantar Business Law Group, Dubai[DP1.1], www.kalantarlawgroup.com

Top 5 tips for foreign buyers

1. Prepare for length and detail: Long contracts are standard so don’t be alarmed. They’re designed to give certainty.
2. Take the disclosure process seriously: The disclosure letter is not a formality as it’s a key risk allocation tool.
3. Expect lawyers to lead negotiations: English law places lawyers at the centre. Build this into your expectations.
4. Get to grips with deal mechanics early: Understand the difference between locked-box and completion accounts from the outset.
5. Lean into the detail: The cautious, risk-focused culture may feel unfamiliar, but it reduces disputes post-completion.

Final thoughts

For foreign buyers, English Law private M&A can feel slow, cautious, and lawyer heavy. But there is method in the detail as the process provides clarity, allocates risk with precision, and reduces future uncertainty.

By understanding how the English Law process differs from other jurisdictions (and preparing for the cultural and legal adjustments), international investors can approach deals with confidence. With the right advisers on both sides of the border, the English legal system can deliver exactly what cross-border M&A needs offering certainty in a complex world.

How we can help

Here at Blaser Mills, we regularly guide international clients through private M&A transactions in the UK. Our team works seamlessly with overseas counsel to bridge legal and cultural differences, ensuring deals run smoothly and risks are managed effectively.

If you are considering an acquisition in the UK, we would be delighted to discuss how we can support you.

For further information or advice please contact, Edward Lee, Head of Corporate on 07850 255907 or email edward.lee@blasermills.co.uk.

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Richard has a strong local reputation, having owned and managed Heath Buckeridge for 28 years before becoming an Equity Partner at a large regional firm in Maidenhead. He is highly regarded in commercial property, advising landlords, tenants and landowners on a broad range of real estate matters, including development and land matters. Richard lives in Marlow and is a keen rower.

Michael also brings extensive experience and local knowledge, having owned and managed a firm in Maidenhead for over 30 years. He advises on wills, probate, estate administration, and Lasting and Enduring Powers of Attorney, with particular expertise in trusts for inheritance tax planning and estate structuring.

Michael is a full member of the Society of Trust and Estate Practitioners and is known for his ability to explain complex issues in a clear and accessible way, helping clients make informed decisions.

Dave Matthews, CEO, commented:

“We are delighted to welcome Richard and Michael to the firm. Both bring a wealth of experience, strong reputations in the local market, and a shared commitment to delivering excellent client service. Their appointments reflect our continued investment in the Marlow office and our focus on strengthening our offering to clients across the region.”

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Taking steps to put the right legal arrangements in place can bring a real sense of calm. It reduces uncertainty, protects the people you care about and ensures that, whatever happens, your wishes are clear.

Making or reviewing your Will

A Will is the foundation of getting your affairs in order. It sets out who should inherit your estate and allows you to appoint executors to manage matters after your death.

If you have children, your Will is also where you appoint guardians. Without a valid Will, your estate will be distributed under the intestacy rules, which may not reflect your intentions and can create additional stress for your family.

Even if you already have a Will, it is important to review it regularly. Marriage, divorce, buying property, starting a business or welcoming a new child or grandchild can all affect whether your Will still does what you want it to do. A simple review can ensure it remains fit for purpose.

Planning for loss of capacity

Many people assume that their spouse or adult children would automatically be able to make decisions on their behalf if they became unwell. In reality, this is not the case.

A Lasting Power of Attorney allows you to appoint trusted individuals to make decisions for you if you lose mental capacity. There are two types: one covering property and financial affairs, and another covering health and welfare.

Putting these documents in place is not just for later life. Illness or accidents can happen at any age. Having LPAs prepared ensures that decisions can be made smoothly and without unnecessary delay or cost.

Considering trusts and wider planning

For some families, getting affairs in order may also involve considering trusts. Trusts can help protect assets for children, support vulnerable beneficiaries or provide reassurance in blended families.

They can also form part of a broader inheritance tax strategy, depending on your circumstances. The right advice can help you understand whether a trust is appropriate and how it might work in practice.

A step towards peace of mind

Getting your affairs in order does not have to be daunting. Often, it begins with a straightforward conversation about your family, your assets and your wishes.

If you would like to review your Will, put Lasting Powers of Attorney in place or discuss wider estate planning, our Wills, Trusts and Probate team would be pleased to support you. A simple legal health check today can offer lasting peace of mind for you and your family.

For further information or advice, please contact Niamh Minihane on 01628 962262 or email niamh.minihane@blasermills.co.uk.

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Louise Benning, Head of the Real Estate and Development team, joined the firm in 2000. Over the years, she has built an impressive career and is widely respected across the firm.

Karen Woodison, a long-standing Partner in the Wills, Trusts and Probate team, joined the firm in 2013 as part of the acquisition of Reynolds Parry Jones. She is known not only for her technical expertise but also for the support she offers to colleagues.

Jane Hannaway joined Blaser Mills in 2022 as a partner from another large regional firm and is Head of the Residential Property team. Since joining, she has made a strong impact with both clients and colleagues.

Dave Matthews, CEO, commented:

“Louise is completely in tune with the firm’s culture and is both liked and respected across the business. Her journey with the firm over more than two decades is a real testament to her commitment, and this promotion is thoroughly deserved.”

“Karen is brilliant to work with. She brings energy, warmth and real expertise to the team, and is a trusted mentor who is always willing to guide and support others. She is a fantastic asset to the firm.”

“Jane has been a breath of fresh air since joining us. She combines a commercial and pragmatic approach with a genuinely kind and engaging personality, making her a pleasure to work with and a valued member of the team.”

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An Inheritance Act claim allows certain individuals to challenge the distribution of an estate if they believe that reasonable financial provision has not been made for them. These claims are made under the Inheritance (Provision for Family and Dependants) Act 1975, which applies in England and Wales.

Rather than disputing whether a Will is valid, an Inheritance Act claim focuses on whether the financial outcome is reasonable in the circumstances. The court has the power to adjust how the estate is distributed to ensure appropriate provision is made.

Who can bring a claim?

The law sets out specific categories of people who may be eligible to bring a claim.

A spouse or civil partner of the deceased can apply, and this includes those who were separated but not formally divorced at the time of death. Former spouses or civil partners may also be able to claim, provided they have not remarried or entered a new civil partnership.

Children of the deceased, including adult children, can bring a claim. This can extend to individuals treated as a child of the family, such as stepchildren.

Unmarried partners may also qualify if they lived with the deceased for at least two years immediately before death, in a relationship akin to marriage or civil partnership.

Finally, anyone who was being financially maintained by the deceased at the time of their death may be eligible. This can include a wide range of individuals, depending on the circumstances.

What does the court consider?

Each case is assessed on its own facts. The court will consider factors such as the applicant’s financial needs and resources, the size and nature of the estate, and any obligations the deceased had towards the applicant or other beneficiaries.

For spouses and civil partners, the standard is what would be reasonable in all the circumstances, which can sometimes result in more substantial provision. For other applicants, the focus is usually on what is required for their maintenance.

It is also important to note that there are strict time limits. In most cases, a claim must be brought within six months of the grant of probate, so early advice is essential.

Taking the next step

Inheritance Act claims can be sensitive and complex, particularly where family relationships are involved. Seeking advice at an early stage can help you understand your position and the options available.

If you believe you may have a claim, or if you are concerned about a potential challenge to an estate, our specialist team can guide you through the process. Get in touch with Ed Capstick on 01628 962223 or email ed.capstick@blasermills.co.uk.

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Minesh Thakrar, Partner in the Wills, Trusts and Probate team, outlines five things people commonly forget to include.

1. Digital assets and online accounts

From online banking and investments to social media and photo libraries, much of our lives now exists digitally. Without clear instructions, it can be difficult for executors to access or even locate these accounts. Providing a clear record of your digital assets, and how they should be handled, can help avoid unnecessary delays and confusion.

2. Personal possessions with sentimental value

Many people assume their family will work things out when it comes to jewellery, keepsakes or other personal items. In reality, these can be the very things that cause disagreement. Leaving a clear record of who should receive specific items helps avoid uncertainty and ensures your wishes are respected.

3. Funeral wishes

While funeral instructions are not legally binding, setting out your preferences can provide valuable guidance and reassurance for your family. Whether you have a preference for burial or cremation, or specific wishes for the service, including this information can ease decision making at a difficult time.

4. Guardianship of children

For parents, appointing a guardian is one of the most important decisions you can make. Without a named guardian, the courts may need to decide who takes on this role. A Will allows you to set out your choice clearly and explain your reasoning if needed.

5. Ongoing review and updates

A Will is not something you should write once and forget. Changes in circumstances such as marriage, divorce, the arrival of children or grandchildren, or acquiring new assets can all affect whether your Will still reflects your wishes. Regular reviews help ensure it remains up to date and effective.

A simple step that makes a real difference

A well drafted Will gives clarity, reduces the risk of disputes and ensures that the people and causes you care about are looked after. Taking the time to consider the details, not just the headline decisions, can make a significant difference for those you leave behind.

If you would like to make a new Will or review an existing one, our Wills, Trusts and Probate team would be happy to help. Please contact Minesh Thakrar on 01494 781366 or email minesh.thakrar@blasermills.co.uk.

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Structuring a company for sale

A review of the current company or group structure in advance of a sale process is advisable. The objective may be to simplify the current group structure or shareholdings, for example to dissolve dormant companies, or transferring certain companies out of the group that will not form part of the sale. An internal restructure prior to proceeding with a sale can also assist in expediting the process as the buyer will not be required to conduct due diligence on companies that will eventually be dissolved or transferred out of the group.

There are also certain pre-sale tax considerations and advantages that should be considered when completing an internal restructure.

Constitutional documents and consents

A review of a company’s governing documents, being the articles of association and any shareholder’s agreement (if applicable), is important. These governing documents include provisions that pertain to the control, decision-making, transfer of ownership and other policies of a company. For example, unanimous shareholder consent may be required to transfer shares in a company to a third party. There could also be pre-emption rights, drag and Tag clauses or other transfer provisions which could restrict the transfer of shares as part of a sale.

It is equally important to ensure a company’s statutory books are up to date, as these are a record of a company’s current ownership. The statutory books should also reflect any changes to a company’s share capital and serve as an audit trail of the ownership of the company from incorporation.

Additionally, all filings at Companies House should be up to date. These filings include share issuances and changes to directors or persons with significant control.

It is also helpful to clarify whether any governmental or regulatory consents or approvals are required to conduct a sale of a company. By identifying these requirements in advance of a sale process, the seller is aware of the applicable process and timeframe for obtaining any necessary consents. The seller is then able to provide this information to prospective buyers at the outset of the sale process, which means that all parties can appropriately manage the potential impact on the transaction timeline. 

Material contracts

Prospective buyers will be interested in a company’s existing customer and/or supplier contracts. It is therefore advisable to collate and review key contracts to ensure that a company holds signed and dated versions, that the contract is not subject to termination due to a change of control and that the contract term has sufficient time remaining before its expiry date. If a contract includes a change of control provision, which allows the counterparty to terminate the contract as a result of a sale, seeking consent to the proposed transaction from the counterparty will help ensure a smooth sale process. Similarly, if a contract term is due to expire shortly, it may be useful to consider negotiating a renewal of the contract before proceeding with a sale.

Intellectual property

Identifying and clarifying ownership of all intellectual property utilised by a company, such as patents, trademarks and domain names, is essential. Review the registration status of the intellectual property to ensure it is correctly registered and held in the name of the company. The rights to intellectual property developed by employees or contractors should if necessary, also be properly assigned to the company in advance of a sale.

Employees

Prospective buyers will request information regarding the number of employees in a company, as well as the terms on which they are engaged. It is therefore helpful to collate all essential information regarding a company’s employees, setting out key terms such as remuneration, notice period, pension arrangements and restrictive covenants. All employment contracts should be up-to-date, legally compliant and reflect the working arrangements of each employee.

Furthermore, it is important to ensure that a company’s employee handbook and HR policies, such as holiday entitlement, sick pay and grievance and disciplinary procedures, conform to current regulations.

If there are ongoing grievance procedures or disciplinary matters, these will need to be disclosed at the relevant stage of the sale process so should be well documented in advance.

Property

There are a number of considerations in relation to the ownership or leasing of a property. If a company owns a property, the title documents will need to be produced to the buyer and any issues with the property itself, such as dilapidation, will need to be disclosed. Equally, if a company leases a property from a third party, the buyer will require the signed and dated lease and potentially the landlord’s consent. If the lease is expiring soon, it may be useful to consider negotiating a renewal of the lease with the landlord in advance of a sale.

Litigation

Any potential, actual or ongoing litigation or legal disputes can affect a sale. A buyer will want to understand the nature, potential risk and planned resolutions of such disputes. Therefore, a complete review of any current or threatened legal proceedings involving the company, as well as preparing documentation outlining the status, next steps, projected outcome and potential resolutions is recommended.

Get in touch

If you are considering a sale, taking early advice can make a significant difference to both the outcome and the overall process. To discuss your plans in confidence, please get in touch with Samantha Laird or a member of our Corporate team on 020 3814 2020 or email corporate@blasermills.co.uk.

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As a result of the merger, the Chiltern Legal team, who have been in Marlow for over 20 years, will further strengthen Blaser Mills’ Marlow presence following the relocation of its headquarters to the town late last year.

Debra Cooper, owner and Principal of Chiltern Legal explained the background to the merger:

“In recent years, the burden of regulatory requirements has increased hugely and, for a small firm like ours, we have had to make great efforts to deal with this while ensuring that we maintain the high level of service that Christina, Debbie and I have become known for. We have sometimes had to turn work away due to the administrative workload involved in conducting conveyancing under the current regulations.”

“Joining Blaser Mills provides us with dedicated support on the administrative side of the work regulatory and compliance, accounts, IT support and so on. This means that we can devote our full attention to serving our clients and progressing their transactions.”

“From my very first meeting with Blaser Mills and their CEO, Dave, it was clear that there were very real similarities in our cultures and the two firms’ approach to the work.”

Dave Matthews, CEO of Blaser Mills, is delighted with the merger of the two firms:

“Since I moved to Marlow 10 years ago, I have been aware of Chiltern Legal. They are a very popular firm amongst the Marlow client base and with local estate agents. I was immediately very keen to speak to Debra once I heard that they might be looking for a merger.”

“Dealing with Debra throughout our discussions was a real pleasure. She, Debbie and Christina care deeply about doing the very best for their clients but do so with a great deal of good humour. They are clearly a team that loves working together.”

“We don’t intend to interfere unnecessarily with the Chiltern Legal set-up. If it isn’t broken, don’t fix it. Debra, Christina and Debbie will continue to operate from their premises in Chiltern Road, albeit with reinforcements from Blaser Mills during busy periods. The Chiltern Legal name will remain. We will provide the support that Debra has mentioned.”

“We have undertaken several mergers over the last 10 years but I haven’t previously seen the level of positivity and enthusiasm to embrace the situation as has been shown by Debra and her colleagues. Chiltern Legal is a great addition to our firm and we are very much looking forward to having them as part of the team over the coming years.”

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What is a prenup?

A prenup is a written agreement made before marriage, setting out how a couple’s finances and assets should be treated if the relationship breaks down.

Getting the agreement right

Although prenups are not automatically legally binding in England and Wales, the courts will often give them significant weight where they have been properly prepared. Since the Supreme Court’s decision in Radmacher v Granatino, the courts of England and Wales have made it clear that for a prenup to be effective, it must be entered into freely by both parties, with full and transparent disclosure and independent legal advice.

The agreement must also be fair in the eyes of the law at the time of signing and at the time of the separation. It is important that both parties understand what is being protected, why it matters, and how the agreement may work in practice if it is ever relied upon.

What counts as a digital asset?

Traditionally, prenups have focused on physical assets such as houses, savings and pensions. But for many couples today, wealth may exist in less obvious forms. This can include cryptocurrency investments, monetised social media accounts, online businesses, websites, domain names, digital products, or intellectual property created and sold online. In some cases, a digital asset may generate a steady income stream. In others, it may increase in value quickly, which can lead to disagreements if separation occurs.

Why digital assets can be difficult in divorce

One of the key challenges with digital assets is that they can be harder to identify and value than traditional assets. Cryptocurrency values fluctuate significantly, online businesses can grow rapidly, and social media accounts may be tied closely to one individual’s personal reputation and work. Income streams that are generated online may not be immediately visible from traditional financial disclosure. Without a clear agreement in place, disputes can arise over what should be shared, what was owned before marriage, and what value should be attributed to the asset at the point of separation.

How a prenup can help

Including digital assets within a prenup can help reduce uncertainty. It allows couples to record what each party owns before marriage, agree how future growth should be treated, and decide whether income generated during the marriage should be considered joint or separate. It can also provide clarity around assets that may not be easily traceable, reducing the risk of misunderstandings later which can be complex and costly.

Final thoughts

Senior Associate, Prabhleen Kundhi has provided her views on this topic:

“As a Senior Associate Solicitor in family law, I have seen first – hand how the financial landscape of relationships has evolved and how important it is to carefully plan ahead. In my view, prenups are no longer the preserve of the ultra-wealthy or celebrity class; they are a practical and forward-thinking tool for any couple seeking clarity, transparency and an element of protection at the outset of their marriage or civil partnership.

As digital wealth becomes more common, it is likely that prenups will increasingly reflect this modern reality. Having the right agreement in place can offer reassurance, protect individual interests, and support open and honest discussions before marriage”.

If you are considering a prenuptial agreement or would like advice on protecting digital assets as part of your wider financial planning, please contact Prabhleen Kundhi on 01494 738065 or email prabhleen.kundhi@blasermills.co.uk.

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The Government is also proposing to increase the time limit for bringing unfair dismissal claims from 3 months to 6 months in October 2026. The Government will also strengthen protections against dismissal for expecting and new parents including maternity/paternity, adoption, bereavement and neonatal care leave.

Qualifying period for ordinary unfair dismissal

Whilst the Government’s manifesto initially proposed removal of the qualifying period, making it a ‘Day One’ right not to be unfairly dismissed, a compromise has been reached. The qualifying period for ordinary unfair dismissal will be reduced from two years (as it currently stands) to six months, which means employees will gain protection much earlier than under the current law. The impact also means employers will retain a limited period in which to assess suitability of employees without exposure to such claims. It is envisaged that the changes will come into force from 1 January 2027.

Cap removed on compensation for unfair dismissal award

The statutory cap on unfair dismissal compensation, currently the lower of 52 weeks’ gross pay or £118,223, will also be removed. This change places heightened vulnerability and exposure to employers. This is also expected to come into force on 1 January 2027.

Practical implications for employers

When brought into force, the changes will have real practical consequences. Employers will need to manage probationary periods, performance concerns and termination decisions more carefully, particularly after an employee reaches six months’ continuous employment. Clear documentation, timely reviews and fair processes will become increasingly important at an earlier stage of employment. Businesses that rely on longer probationary periods may also wish to review their contracts and internal procedures to ensure they remain effective in view of the changes.

What should employers do now

Although the reform is not yet law, the direction of travel is clear. Employers should start preparing for a reduced qualifying period and consider whether their current practices are fit for the changes coming into play early next year.

If you would like advice on how these proposed changes could affect your organisation, or support reviewing your employment contracts and procedures, you can contact our Employment team on 020 3814 2020 or email employment@blasermills.co.uk. Alternatively, fill in our contact form.

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